Implementation

archway

The vision of Swarthmore Forward is appropriately ambitious. Swarthmore is one of the preeminent liberal arts institutions in the world, and we will continue to grow and evolve to meet future challenges. Realizing this vision will take diligence, planning, and evaluation over the coming decade. Some of the recommendations outlined in the plan are already underway; others can likely be implemented in the near term. With the Board’s approval of the strategic plan in December 2023, the implementation phase began in earnest, supported by the strong foundation laid throughout the planning process. 

The community’s work generated a rich collection of materials that are guiding implementation, including analyses of the broader higher education landscape; records of community consultations; surveys of peer practices; working group notes, research, and analyses; inventories of College activities and initiatives; and a comprehensive report from the working group co-chairs that distilled these findings into strategic priorities and well-developed ideas for initiatives that will help realize them.

Transforming a strategic vision into reality requires resources. The plan integrates visionary thinking about how best to position our community for effectiveness in a rapidly changing world with proposed programs that advance our goals and with the consolidation and alignment of existing efforts. Achieving our vision requires a combination of reorganizing and reprioritizing current programs; investing new budget resources; undertaking focused, intentional fundraising to support key initiatives; and engaging in financial planning that balances day-to-day pressures with long-term aspirations. As the implementation phase progresses, we'll conduct ongoing assessments to balance the cost of growth with efficient financing strategies.

To guide this implementation effort, the Implementation Advisory Committee identified several overlapping themes within the plan’s goals and organized its work accordingly to foster coordination and build on natural connections across initiatives. These themes and the initial areas of focus include, among others:

  • Curriculum

    • Review the structure of the curriculum, including graduation requirements and their alignment with institutional learning goals

  • Academic Initiatives

    • Review and revise, as appropriate, the Honors Program to ensure its continued success
    • Support interdisciplinary approaches to teaching emerging technologies, including artificial intelligence and data science

  • Curricular & Co-Curricular Connections

    • Ensure that every student can participate in high-impact experiences and remove barriers to experiential learning
    • Reimagine the first-year experience
    • Admit an annual cohort of transfer students from community colleges

  • Well-being

    • Create a campus-wide culture of health and wellness
    • Establish the Office of DEI and develop a strategic vision for inclusive excellence
    • Strengthen community by creating guiding principles for how we learn, teach, live, and work together, and by fostering the skills needed to uphold them
    • Review governance practices and protocols to clarify decision-making

  • Campus Renewal

    • Complete the To Zero By Thirty-Five energy program and the Zero Waste Plan
    • Upgrade campus facilities and residential spaces
    • Complete the renovation of Martin Hall
    • Replace the Lamb-Miller Field House and upgrade Cunningham Fields
    • Undertake a comprehensive campus facilities master plan