Strategic Plan

In order to support the College’s mission, the strategic plan was developed with six major directions to serve as its guiding framework. Grinnell's model of strategic planning is one of distributed leadership. For each of the six major directions, there are faculty and staff co-leads and a corresponding administrative office.

 

 

Strategy 1: Enrollment

Attract, enrich, and graduate a diverse and talented student community. Create a student body that individually and collectively reaches a remarkable record of achievement and that maximizes the interactive learning opportunities for all Grinnell students.

Administrative Office Link: Admission

Goal: Attract, enrich, and graduate a diverse and talented student community. Create a student body that individually and collectively reaches a remarkable record of achievement and that maximizes the interactive learning opportunities for all Grinnell students.

Objectives:

  • Develop financially sustainable admission and financial-aid policies consistent with a mission of academic excellence and educational access.
  • Develop Guiding Principles for the Composition of the Student Body.
  • Reduce the reliance on the endowment for operating support.
  • Maintain the academic profile of the incoming classes of students.
  • Focus financial aid to provide access to a Grinnell education for academically qualified students with significant financial need or backgrounds that would create an obstacle to earning a college degree.
  • Increase the diversity of the student body to provide a robust learning environment.
  • Understand and positively influence market perceptions of prospective students and their families.
  • Enroll entering classes of students who are strongly matched to Grinnell and therefore are likely to succeed and graduate.
  • Retain and graduate students who choose to pursue an education at Grinnell.

2013-14 Strategic Action Plan

Strategy 2: Teaching and Learning

Re-envision Grinnell's commitment to a liberal education and its value in the twenty-first century. Create an innovative and evolving student centered, liberal arts curriculum (academic experience) that enables students to be successful in an ever-changing world and informs and enriches the lives of Grinnell graduates.

Administrative Office Link: Academic Affairs & Dean of the College

Goal: Re-envision Grinnell’s commitment to a liberal education and its value in the twenty-first century. Create an innovative and evolving student centered, liberal arts curriculum (academic experience) that enables students to be successful in an ever-changing world and informs and enriches the lives of Grinnell graduates.

Objectives:

  • Create an adaptive curriculum and pedagogy that will evolve fluidly, creatively, and intentionally in response to new and sometimes unanticipated challenges.
  • Cultivate students who can integrate knowledge across disciplines, who are sophisticated in their writing, analysis, and research, and who understand the social basis and responsibilities of knowledge.
  • Create a flexible environment that allows for creativity and collaboration across disciplines.
  • Increase the accessibility and sharing of knowledge, scholarship, and primary source materials created at or owned by the College.

2013-14 Strategic Action Plan

Strategy 3: The Grinnell Learning Place

Build learning spaces that encourage collaboration, creativity, and inquiry. Design, operate, and support all spaces on the campus to enhance the academic, social, and environmental success of the Grinnell College community.

Administrative Office Link: College Services

Goal: Build learning spaces that encourage collaboration, creativity, and inquiry. Design, operate, and support all spaces on the campus to enhance the academic, social, and environmental success of the Grinnell College community.

Objectives:

  • Create learning spaces that promote collaboration, creativity, and inquiry.
  • Configure facilities with the right technology and access to necessary data and primary source material to support emerging forms of inquiry-based learning.
  • Design spaces to enable faculty to show films, do in-class work on statistics packages, or use databases of images and sounds, and allow students to create different forms of work products.
  • Design mission-driven architecture that supports the full creative range of original materials and scholarship products generated at Grinnell.
  • Make better use of College facilities during the summer.

2013-14 Strategic Action Plan

Strategy 4: Post-Graduate Success

Instill an orientation to the future and intentionally connect the Grinnell educational experience to post-graduate endeavors. Create a curriculum and learning environment that enables and encourages students to pursue and succeed along multiple life paths and careers.

Administrative Office Link: Center for Careers, Life, and Service

Goal: Instill an orientation to the future and intentionally connect the Grinnell educational experience to post-graduate endeavors. Create a curriculum and learning environment that enables and encourages students to pursue and succeed along multiple life paths and careers.

Objectives:

  • Provide opportunities for students to make connections between course experiences and other learning experiences (internships, externships, apprenticeships, fellowships, employment, service opportunities, travel, performances, etc.).
  • Increase learning experiences outside the classroom.
  • Guide students to apply, reflect on, and articulate how their skills are applicable to their futures.
  • Develop programs that facilitate networking and mentoring relationships between students and alumni.
  • Expand career development support to young alumni.

2013-14 Strategic Action Plan

Strategy 5: Alumni Engagement

Foster life-long learning and contributions of alumni in the College's intellectual life, service, and mentorship and advising. Design the Grinnell alumni community, the alumni-to-alumni relations, and the College-to-alumni relations by purposefully including alumni in all of the strategies.

Administrative Office Link: Development and Alumni Relations

Goal: Foster life-long learning and contributions of alumni in the College’s intellectual life, service, and mentorship and advising. Design the Grinnell alumni community, the alumni-to-alumni relations, and the College-to-alumni relations by purposefully including alumni in all of the strategies.

Objectives:

  • Actively serve alumni in ways that they deem meaningful.
  • Increase the quality and frequency of engagement activities involved with faculty, staff, students, and each other.
  • Create engagement opportunities that reflect Grinnell’s commitment to academic rigor, independent thinking, service, and mentorship.
  • Instill in each student a strong sense of attachment to the College, its mission, and its community.
  • Foster a culture of philanthropy that recognizes the crucial role of alumni giving and provides meaningful opportunities to give back to the College community through their time, energy, expertise, and money.

2013-14 Strategic Action Plan

Strategy 6: Human and Financial Resource Management

Transform administrative practices to maintain continuous, collaborative, and adaptive planning for the College. Create a fiscally sustainable business model that supports the College's continuing enhancements and maintains stability through variations in revenue sources and expenditure patterns.

Goal: Transform administrative practices to maintain continuous, collaborative, and adaptive planning for the College. Create a fiscally sustainable business model that supports the College’s continuing enhancements and maintains stability through variations in revenue sources and expenditure patterns.

Administrative Office Link: Institutional Planning

Objectives:

  • Invest strategically in the College’s program and facilities to ensure a high quality educational experience.
  • Maintain prospective student demand for a Grinnell education.
  • Develop a mechanism to support innovation of faculty, staff, and students that allows for experimenting and developing new programs, courses, and practices.
  • Develop a research and development environment in operations, where appropriate.
  • Develop a culture of continuous planning and evidence-based decision making.

2013-14 Strategic Action Plan