Strategic Plan

Light on a Hill - Strategic Plan for Trinity Lutheran College


Trinity Lutheran CollegeThis is an exciting time to be Trinity. Founded in 1944 as the Lutheran Bible Institute of Seattle, Trinity’s history is built on a solid foundation that emphasized Christ-centeredness, spiritual renewal, and preparation for service in the Church and the world. For nearly seven decades the college has necessarily adapted to its most present realities, often taking risks in the face of uncertainty, yet moving deliberately and with boldness in carrying out the compelling mission to empower faithful servant leaders.

Now, Trinity faces a defining moment. We must honestly acknowledge our realities, squarely face our challenges, and create effective strategies for propelling the college into the future. Our heritage equips us well and we commit ourselves both to our biblical center and to solid academic preparation of our students.

Planning Process

In September 2010, President John Reed launched a strategic planning process to guide the college from 2011 to 2014. A steering committee (representative of board members, faculty, staff, administration, students, and alumni) led a process from which 10 objectives emerged for the college to pursue in the coming years. The plan was adopted unanimously by the Board of Directors in February 2011.

Strategic Priorities

The plan’s primary purpose is to expand and grow the college in student enrollment, financial resources, partnerships, and students’ spiritual formation. The plan’s 10 objectives are generally built around the following four emphases:

Emphasis 1:  Vocational & Spiritual Discernment.  The plan calls for a fresh look at vocational and spiritual formation within the academic curriculum and co-curricular activities, broadens the role of a new campus pastor, and emphasizes vocational discernment through career preparation, internships, and student employment.

Emphasis 2:  Innovation.  Creativity will be necessary as the college tackles issues related to teaching and learning in a digital age, developing a first-rate EPIC Term experience, bolstering the Affiliate Faculty program, and exploring an innovative three-year degree option.

Emphasis 3:  Enrollment Growth.  The plan calls for adding 2-3 new academic programs, expanding the intercollegiate athletics program, and examining co-curricular options to support student retention.

Emphasis 4:  Strengthen the Fundamentals.  The plan calls for a major review of student housing; support for resource development, academic advising, library resources, and student services; and for increasing employee compensation and professional development.

While the strategic plan establishes key priorities for the board of directors, president, and college administration, it is intended to be a dynamic document, changing shape as we adapt to ever-changing conditions.