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委员会负责

This is a time of strength for the College in a number of ways.

Background

Applications have doubled over the past decade from 1600 to more than 3200, enrollment has grown from 1250 to 1500, 和 the College is on course to grow to 1700 学生 by 2015-16.  The College just completed its largest-ever development campaign, surpassing a $100 million goal.  Faculty have developed nearly a dozen new majors or minors in the past several years, as well as innovative joint, accelerated degree programs with graduate 和 professional schools.  The College has established or enhanced important on-campus centers – the Ethics Center, Center for Chicago Programs, Gates Center for Leadership 和 Personal Growth, Writing 和 Math Resource Centers – as well as new off-campus programs in China, 新西兰, 西班牙, 墨西哥边境, 和芝加哥.

This is also a time, however, of great challenge for liberal arts colleges like Lake Forest.  The virtues of our form of undergraduate education – highly qualified faculty, 小类, student-accessible research equipment, a lovely residential campus, extensive student support systems – make a Lake Forest education increasingly expensive to provide.  And too many 学生 和 parents appear either unable to pay more tuition due to recent economic travails, or unwilling because they doubt the value of the virtues just mentioned for 学生 who need to find jobs.

Against this background, the College needs a five-year plan that takes full advantage of existing strengths, carefully navigates through today’s challenges, 和 sets clear priorities that will inspire support from 校友 和 friends.

Charge to the Committee

  • Carefully examine our current strengths 和 challenges in light of external issues 和 trends in higher education;
  • Realistically assess the College’s current 和 potential future financial, human 和 physical resources, 和 ground your work in this assessment;
  • Build upon previous strategic planning initiatives, including the current enrollment growth plan, the 2005-2010 Five-Year Plan, 和 the Alumni Board’s recently-adopted strategic plan;
  • Adopt a consultative 和 collaborative process that seeks input from a wide range of College stakeholders (faculty, 工作人员, 学生, 受托人, 校友, 等.) 和 engages the campus broadly in the process of developing the new five-year plan. 
  • 咨询, 特别是, with Lori Sundberg on facilities, 工作人员ing 和 financial implications of potential decisions; also consult with Rich Bartolozzi, Liz Libby 和 Lisa Hinkley on fundraising, marketing 和 career-planning implications, 分别; 
  • Develop a new five year plan that articulates a shared vision for the College, makes 和 explains choices among competing priorities, sets clear goals that will inspire our next major fundraising campaign; 和 
  • Ensure the plan is completed in time for full review 和 approval by the Board of Trustees no later than the fall of 2013.

Key Issues for Consideration

  • Trends in course enrollments 和 distribution of majors 和 minors, 和 the priorities these trends suggest for program investment;
  • Steps the College must take to exp和, contract or otherwise strengthen our academic program so that it continues to “encourage 学生 to read critically, 原因分析, communicate persuasively, 和, 最重要的是, to think for themselves,”,, 同时, provides them with as many meaningful career opportunities as possible;
  • Priorities for academic facility improvements based on the strategic importance of the programs they house 和 the needs of those programs;
  • Future accreditation requirements, including recent changes in HLC criteria 和 processes; 
  • How best to align the College’s co-curricular program with the academic program to ensure a fully integrated student learning experience 和 the best possible student outcomes;
  • 是否有, 也可能是, a distinctive Lake Forest College pedagogy that is broadly shared 和 practiced by faculty, 和 that could be favorably communicated to prospective 学生, parents 和 supporters as one that contrasts with what prevails on other campuses;
  • Potential implications for the Forester Fundamental Curriculum for consideration by CPC; 
  • Whether student research opportunities should be exp和ed in the three academic divisions; 
  • The goals of off-campus programs 和 activities – including study abroad programs, 实习, 班级访问芝加哥, the “In the Loop” semester, 等. – 和 whether changes should be made to better meet those goals;
  • Current/future faculty 工作人员ing ratios (student/faculty, FT/PT, tenure-track/non-tenure-track);
  • How to use on-line technologies to enhance programs 和 fulfill our educational mission;
  • Beneficial changes in academic or administrative systems, structures or processes; 和 
  • Opportunities for meaningful collaboration 和/or cost-sharing with other institutions.