2022 – 2025 Strategic Plan

This is our living 3-year strategic plan, which we will be revisiting each year to adjust goals and activities accordingly.

Read more about each of our pillars:

  • Measure and assess current partnerships & engagement on campus and beyond.
  • Create a Career Champion program to scale and embed career development across campus.
  • Partner with academic departments to provide opportunities for career exploration and competency development.
  • Focus on early engagement: introduce career development education into the first and second year experience.
  • Redefine and expand liaison model to proactively and efficiently connect with campus partners (including student groups) on career initiatives.

  • Assess career readiness of students to determine how well students are performing in their professional experiences and identify potential gaps.
  • Develop and promote set of core Swarthmore career readiness objectives/learning goals that align with College Learning Goals and NACE competencies.
  • Increase campus awareness of competencies valued by employers to students, staff, and faculty by connecting current programs, activities and content to competencies.
  • Explore development of career readiness courses.

  • Foster a welcoming and inclusive space for student career development.
  • Adopt new visual identity including name and logo for career center that better reflects updated mission and values.
  • Develop a user-friendly website with easy-to-find content and resources tailored for specific audiences.
  • Ensure a consistent social media presence by establishing a calendar of content creation/posts.

  • Promote an environment where all Swarthmore students have at least one funded internship or applied learning opportunity before graduation across multiple divisions of the college.
  • Enhance career exploration and self awareness through mentoring opportunities and experiential learning.

  • Adopt DEI lens for all resource development and programming.
  • Re-envision specialized community pages on website to more effectively provide targeted information to specific populations.
  • Develop meaningful partnerships with key campus constituents to leverage expertise and expand understanding of DEI issues.
  • Bolster measurement and evaluation activities that examine access to and usage of resources and programs including recruiting and graduate admissions.
  • Assess first destination outcomes for potential achievement gaps by identity groups.

  • Map campus partners and possible pathways for connection and collaboration.
  • Outline a structured plan for outreach and connections for individual staff or teams to develop goal-oriented partnerships.
  • Establish and strengthen partnerships with campus entities with programmatic overlap such as Lang Center, CIL, Student Employment, and Wellness to build career readiness capacities and leadership on campus & beyond.
  • Strengthen partnerships with student support hubs on campus to extend reach, accessibility and impact on campus such as with Intercultural Center, FLI Office, Athletics, and Student Engagement.