Elizabethtown College’s draft Strategic Plan 2030 lays out an ambitious vision for how the institution hopes to evolve over the next decade, touching everything from academic programs and career preparation to campus systems and the College’s long-standing mission.
The plan, which remains in draft form and open for feedback, is organized around three major themes: Boldly Living Our Mission and Values, Education for a Changing World and Foundations for Sustainable Success. College leaders have emphasized that the document is meant to start conversation, not end it.
“This is just a draft,” Nichole Gonzalez, vice president for student life and a member of the strategic planning task force, said. “It’s definitely not perfect. There are things missing. But it’s easier for people to think of things when you have a point of reference.”
The first theme focuses on identity and student development. The draft calls for a formal review of the College’s mission and values by 2027, along with a renewed effort to integrate the motto “Educate for Service” more clearly into both academic and student life programs. Departments and student programs would be expected to show how their work aligns with institutional values such as peace, nonviolence, human dignity and social justice.
Student engagement is a central part of this section. The plan proposes increasing participation in mission-aligned programs such as civic engagement and dialogue initiatives by 20%by 2029. It also introduces the idea of a more structured four-year student success pathway that would connect well-being resources, academic support and career planning from a student’s first year through graduation.
Experiential learning is another major focus. The draft envisions hands-on, real-world learning becoming a standard part of every student’s experience. That includes expanding partnerships with community organizations and businesses, embedding applied learning projects within majors and creating more opportunities for structured reflection on internships, service and study away experiences.
One of the more visible proposals in this theme is a reimagining of the Bonner Leader Program into a new “Educate for Service Fellows” program. Under the draft, this would become the College’s premier service and scholarship initiative, with a defined cohort of student leaders, structured service expectations and a new identity tied closely to the College’s mission.
The second theme, “Education for a Changing World,” centers on career readiness and emerging skills. The plan calls for career preparation to be woven throughout academic and co-curricular life rather than confined to a single office or late-college milestone. Proposed steps include integrating career competencies into most academic programs, expanding digital badging, and ensuring every residential student completes at least one work-integrated or community-based learning experience before graduating.
The draft also addresses technology. It proposes establishing an artificial intelligence curriculum task force and incorporating AI and digital literacy into student learning outcomes by 2027. The goal, according to the plan, is to ensure students are prepared to navigate a workforce increasingly shaped by emerging technologies.
Beyond career skills, this theme emphasizes personal development. The plan outlines efforts to build resilience, emotional intelligence and the ability to engage constructively across differences. Suggested strategies include more reflection-based assignments, community-engaged learning, dialogue-based programming and leadership development focused on communication and conflict resolution.
The final theme, “Foundations for Sustainable Success,” shifts to operations and finances. It includes plans to modernize campus systems, use data dashboards to guide decision-making, and continue updating learning and living spaces to support student well-being and safety. Financially, the College aims to diversify revenue sources beyond tuition, grow partnerships with corporate and community organizations, and launch new market-responsive academic offerings. The draft also calls for closer alignment with partners such as The High Center and for strategic reallocation of resources to support new and high-demand programs.
Throughout the process, Gonzalez has stressed that the document is still evolving. “You put [it] out there as you go through this process and you get feedback, you refine and clarify what’s actually feasible,” she said.
Students, faculty and staff are encouraged to read the full draft of Strategic Plan 2030 and share their thoughts. The College has made the document available online along with a feedback form, giving the campus community a chance to help shape the priorities that will guide Etown over the next several years. The full plan and feedback opportunity meeting dates can be found here. Everyone is encouraged to submit feedback and can do so through the online form.
