Summary of Postgraduation Success Ideas Submitted via the Strategic Planning Process — Fall 2011
Suggestions: Become globally recognizable through Grinnell’s history, present and future engagement with glo-cal (global and local) issues. Integrate into the culture and economy through the use of 1) social media, 2) underutilized resources, and 3) more robust networks both internally and externally. In so doing, position Grinnell as a provider of access to life-skill education, graduate and professional opportunities. Staff and alumni were the primary respondents to this survey.
Become a global leader.
- Identify and nourish future leaders and smart risk-takers.
- Translate Grinnell to a virtual community and give it exposure through social media.
- Take more chances, be on the cutting edge (of something), practice what we preach.
- Lean into benchmarks that set high expectations; expect excellence in all areas.
- Found an Institute for Social Justice, Integrated Learning Center, Alumni Collaborative.
Create a culture of interdependence (students, professions, global).
- Make every resource available to all students regardless of the their identities or abilities.
- Encourage the belief that both public- and private-sector employment is right and needed.
- Weave together academic rigor, curiosity, innovation, and a thick understanding of justice.
- Create a culture of convicted civility; do away with entitlement.
- Develop a culture of “build rather than buy” (e.g., enhance ability to construct software).
Emphasize glo-cal justice (in the world and communally).
- Develop social justice initiatives that are lived out on campus; bridge theory with practice.
- Create a philanthropic environment; develop a body known for its generosity.
- Continue to invest in the community of Grinnell.
- Maintain a strong culture of hospitality for all who come to Grinnell College.
- Strengthen global access to real-time perspectives on emerging global trends.
Enhance communication and community on campus.
- Decision-makers and pathways to decisions should be transparent, inclusive.
- Breakdown silos; establish better communication between departments.
- Provide valued forums for the voices of the staff.
- Strengthen internal focus (students, staff) rather than focusing on external matters.
- Build confidence in and broaden the student support system (Student Affairs, CDO).
- Appreciative inquiry: Identify our skills, resources, and opportunities and build on these.
- Develop a robust network that enables students and alumni to collaborate.
- Develop a program for students and parents to understand career success more broadly.
Recognize, develop, and tap into our human resources.
- Use alumni as contributors to education (e.g., expert judgment, teach life-skills courses).
- Expand use of expert judgment (alumni) in the administrative decision-making process.
- Expand adviser (e.g., prelaw) and professor knowledge (nonresearch careers) and resources.
- Use existing resources for finance education (GC’s financial execs, partner with Drake library).
Move beyond baccalaureate degrees.
- Develop postbaccalaureate courses, programs.
- Develop lifelong students; teach students how to learn, foster the desire to learn.
- Offer life-skills courses (e.g., diplomacy, finances, Web design, disabilities in the workplace).
- Bring employers to campus.