Strategic Plan Document (PDF)
1. A. Develop and deliver a model of teaching and learning which, through the curriculum and co-curriculum, aligns with a truly distinctive Franklin College approach to the liberal arts and sciences.
1. B. Provide professional development for both faculty and staff to maximize their effectiveness and enable the delivery of our distinctive approach.
1. C. Elevate a Franklin College brand inclusive of a model of teaching and learning that achieves differentiation in a competitive higher education market.
1. D. Verify our brand by determining and enrolling Franklin College’s optimal student mix. Attract and enroll a higher proportion of students who seek, and are prepared for, an immersive, engaged experience in the liberal arts and sciences.
2. A. Increase and celebrate diversity among students, faculty, staff, trustees and other volunteers. Definitions include but are not limited to diversity in race, ethnicity, socioeconomic status, geographic origin, citizenship, physical ability, gender, gender identity, sexual orientation, faith and family tradition of college attendance.
2. B. Provide a robust, inclusive learning environment for students of all backgrounds.
2. C. Build and improve services and resources to support underrepresented students, faculty and staff so they persist and succeed on our campus. Teach community members to think and act inclusively.
2. D. Develop and integrate into the curriculum additional mechanisms to encourage or require study-away.
3. A. Deliver curricular and co-curricular opportunities that demonstrably develop and encourage students’ propensity to lead and value others in work and life.
3. B. Foster and steward community partnerships to create service and civic engagement opportunities for all students, during all four years at Franklin College.
3. C. Build alumni and trustee engagement as donor/volunteers in support of the college’s mission.
4. A. Strengthen the college’s reputation and reach in Indianapolis and in regional, national and global communities.
4. B. Highlight student, faculty, staff and alumni excellence to build a more compelling brand presence by reinforcing the value of the college’s traditional strengths and leveraging a distinctive academic program.
4. C. Increase opportunities for students, faculty and staff to do mutually-beneficial work with partners in the business, scientific, arts and civic communities.
4. D. Strengthen the college community’s culture of philanthropy, celebrating private support and inviting passionate philanthropic commitment to the college.
5. A. Realize specific, sequenced physical plant improvements and additions.
5. B. Commit to improved science facilities.
5. C. Sustain athletic excellence through stewardship of programs and facilities.
5. D. Maximize efforts toward a sustainable environment, including sustainable energy.
6. A. Optimize enrollment size and profile to match our vision and goals, while maintaining the accessibility of the college to its students.
6. B. Build new sources of financial support by enhancing marketing, admissions and advancement capabilities through strategic investment and management.
6. C. Build the endowment and maintain financial strength through wise management and new gifts.
6. D. Build relevant, profitable, small-niche graduate programs aligned with the college’s liberal arts and sciences commitment.