Reed College

This five-year strategic plan for the Reed College Alumni Association's Chapter Leadership Council (CLC) outlines its goals, roles, responsibilities, and strategies. The plan focuses on improving the health and vibrancy of local chapters, ensuring effective dialogue and partnership between chapter chairs and college support staff, and building resilient chapters with diversified and younger leadership. It also aims to increase the overall support system and relevance of chapters to the Alumni Association, and to develop diverse national, international, and regional events to enhance alumni engagement and connections with Reed College.

Reed College's strategic plan focuses on building upon its strengths in inquiry, research, and discovery, while addressing the tension between program costs and the desire for a diverse student body. Key areas of focus include increasing the college's capacity for growth and change in the academic program, investing in areas of growing intellectual interest, developing new competencies in supporting student development, deepening commitment to belonging and diversity, and extending its promise to prepare students for diverse careers. The plan aims to enhance student success, particularly in retention and graduation rates, and to better support students' transition into post-graduate life. It also emphasizes addressing issues of diversity, equity, and inclusion, and strengthening governance structures to facilitate effective change and innovation.

The strategic planning recommendations encompass various aspects of the institution, including curriculum development, student support, faculty development, resource allocation, and community engagement. Specific areas of focus include strengthening the foundational and intermediate/advanced curriculum, enhancing student advising and support services, improving diversity and inclusion initiatives, expanding opportunities for study abroad and experiential learning, improving the quality of life for faculty and staff, and enhancing the institution's financial health. The recommendations involve establishing new programs, improving existing ones, and reallocating resources to achieve these goals. Many recommendations are referred to various committees and individuals for further action and implementation.