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STRATEGIC PLANUpdate

2007

www.evergreen.edu

Strategic Plan Update 2007

Adopted by The Evergreen State College • Board of Trustees • January 2007

Table of Contents

2 ¢LetterfromthePresident

4¢ExecutiveSummary

6¢Mission

7¢Principles

8¢Process

8¢StrategicDirections

9¢EducationalGoal

13¢SupportGoal

15¢FinancialGoal

15¢NextSteps

16¢Appendix

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An Updated Strategy for Success at The Evergreen State College

As the nation’s leading public interdisciplinary liberal arts college, Evergreen’s mission is to sustain a vibrant academic community and offer students an education that will help them excel in their intellectual, creative, professional

and community service goals.

At Evergreen, the interdisciplinary approach to teaching and learning we have nurtured since 1971 has come of age. While we share with other institutions the pressures of limited resources, increased competition, multiple demands for accountability, a changing student population and an evolving economy, we continue to lead the way in higher education.

This strategic plan builds upon the successes of the 2000 Strategic Plan, continuing to emphasize careful evaluation and assessment of the educational experience of our students. This plan is the result of a significant and thoughtful effort to address critical issues identified through environmental assessment and internal reflection regarding potential improvements. It incorporates the findings and recommendations of multiple Disappearing Task Forces and work groups: Sustainability, Diversity, First Year Experience, Campus Life, Curricular Visions, Enrollment Growth, Governance, Exempt Staff Work Group, Student Evaluation Process Review Study Group, Hiring Priorities, the Information Technology Collaboration Hive (ITCH) and others. It is both responsive and prospective in scope.

Our updated strategic plan will focus our efforts and direct our work for the next five to six years. In some cases it directs us to continue doing what we do well. In others it charges us to refine past practices, pursue some new directions and maintain our flexibility to address emerging challenges. It also directs us to hold fast to our founding values as we respond to our changing environment.

Our strategic plan charges us to tell our story well, attract and retain students who will benefit from and contribute to our unique learning environment, sustain the vitality of our faculty and staff, strengthen our interdisciplinary approach to teaching, build relationships beyond our campus, embrace technology, promote diversity and sustainability (environmental, financial and cultural), and broaden our base of support.

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In our state, the Governor’s Washington Learns initiative challenges public education to move away from a one-size-fits-all approach, promote creativity and imagination, encourage lifelong learning, build rigor, relevance and relationships into our curricula, and focus on results for our students and our state. Not surprisingly, Evergreen is already well along on this path.

Since 1971, Evergreen has led the charge to personalize higher education; empower students to design their own paths to lifelong learning; broaden the educational frame of reference through interdisciplinary teaching; bridge the gap between academic theory and real-world problems and solutions; inspire creativity, innovation and critical thinking; and demand substantive results. Evergreen can serve as a model for the type of “bold reforms” called for in Washington Learns. It was our charge in the beginning and remains so today. In fact, the opportunity for leadership has never been better.

This strategic plan is a recommitment to our core values and a validation of our fundamental approach. It is also an acknowledgement that there is still room for improvement. To achieve this improvement, the strategic plan will be supported by a series of operational plans outlining the outcomes, resources, accountabilities, timelines and metrics for our work.

Our success depends on a commitment from our Trustees, executive team, staff, faculty, students and supporters to actively engage in the endeavor. We have created an approach to teaching and learning worth protecting, refining and sharing with others. With your help we can ensure that Evergreen will continue to serve its students, address the needs of our changing state and lead the way in higher education.

Thomas L. Purce, PresidentThe Evergreen State CollegeOlympia, Washington

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Executive Summary

Goals Thestrategicplanisorganizedaroundthreeoverarchinggoals—educational,supporting,andfinancial—withninestrategicdirectionsarticulatedwithintheseareas.Thesegoalsandstrategicdirectionsaddressacentralquestion:HowdowesustainourfocusonsubstantivestudentlearningandonfacultyandstaffvitalityandkeepanEvergreeneducationaffordableforresidentsofWashingtonState,whenlevelsofstatefundingarelikelytodecrease,andcompetitionfromotherhighereducationentitiesisincreasing?

Next StepsWewilldevelopspecificoperationalplanstopursuethestrategicdirectionsandachievethestat-edgoals.Wewilltietheseplanstoestablishedmetricsandmilestonestoensureforwardprogressandlongtermsuccess.

MissionAsthenation’sleadingpublicinterdisciplinaryliberalartscollege,Evergreen’smissionistosustainavibrantacademiccommunityandofferstudentsaneducationthatwillhelpthemexcelintheirintellectual,creative,professionalandcommunityservicegoals.

PrinciplesThestrategicplanisgroundedinthecorevaluesthatmakeEvergreenunique,includingacommitmenttoaninterdisciplinaryliberalartseducation,afocusonteaching,ahighdegreeofstudentandfacultyengagementandastrongconnectiontoreal-worldapplicationoflearning.

ProcessPlanninginvolvedawiderangeofstakeholdersoveraperiodofnearlyayear.TheprocessfocusedonupholdingEvergreen’slongstandingvaluesandprincipleswhileaddressingthedemandsofachangingenvironment.

1.a.ReinvigorateEvergreen’sinterdisciplinaryliberalartsmissionb.DeepentheteachingandlearningexperienceatEvergreen,focusingonstudentsuccess2.Improvestudentrecruitmentandretention3.Recruit,retain,andrevitalizefacultyandstaff4.Provideinstitution-widesupportfordiversityandequityinitiatives

5.Evergreen:APlaceforSustainability6.Thecollege’sphysicalresourceswillimaginativelyenhancethelearningandworkingenvironment7.UsetechnologytoenhanceteachingandlearningandadministrativesupportatEvergreen8.Evergreen’slocal,regional,andnationalpartnershipsarearichresourceconduittoitsuniquemission.Thecollegebothcontributestothesepartnershipsandlearnsfromthem.

9.a.Diversifyrevenuestreamsb.Keepthegrowthofoperatingexpenditurestosustainablelevels

Strategic Directions Related to Each GoalOverarching Goals

Educational Goal Evergreen’straditionasanexperimentalpublicliberalartscollegedevotedtoscholarship,teaching,andlearning,andstrengtheningitscommitmenttoouroriginalprinciplesremainsintact.Atthesametimewemustadapttogrowth,newstudents,andanewgenerationoffaculty.

Supporting Goal WewillcontinuetostriveforanadministrativeculturethatmirrorsandsupportsEvergreen’spedagogy(interdisciplinary,collaborativelearningenvironments)anduseshumanandphysicalresourcestosupportteachingandlearning.Twoexamplesincludecross-divisionalcollaborationsaroundstudentsuccessandcampussustainability.

Financial Goal Evergreenfacesdecreasingstatesupport,promptingtuitionincreasesyetremainscommittedtoservingunder-representedstudents.Evergreenmust,inordertosustainitsmissionandprinciples(smallclasses,aninterdisciplinaryteam-taughtcurriculum,highdegreeofstudent-facultyinteraction),augmentanddi-versifyrevenuestreams,improvenettuitionrevenue,controloperatingexpenditurestosustainablelevels,andmakeprudentuseofexistingresources.

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The Six Expectations for all Evergreen Graduates

1. Articulate and assume responsibility for your own work.

2. Participate collaboratively and responsibly in our diverse society.

3. Communicate creatively and effectively.

4. Demonstrate integrative, independent and critical thinking.

5. Apply qualitative, quantitative, and creative modes of inquiry appropriately to practical and theoretical problems across disciplines.

6. As a culmination of your education, demonstrate depth, breadth, and synthesis of learning and the ability to reflect on the personal and social significance of that learning.

Mission

Asthenation’sleadingpublicinterdisciplinaryliberalartscollege,Evergreen’smissionistosustainavibrantacademiccommunityandtoofferstudentsaneducationthatwillhelpthemexcelintheirintellectual,creative,professionalandcommunityservicegoals.

Interdisciplinary educationStudents learn to pull together ideas and concepts from many subject areas, which enables them to tackle real-world issues in all their complexity.

Linking theory & practiceStudents understand abstract theories by applying them to projects and activities and by putting them into practice in real-world situations.

Evergreen’s Five Foci

Teaching & learning across significant differencesStudents learn to recognize, respect and bridge differences — critical skills in an increasingly diverse world.

Collaborative learningStudents develop knowledge and skills through shared learning, rather than learning in isolation and in competition with others.

Personal engagement in learningStudents develop their capacities to judge, speak and act on the basis of their own reasoned beliefs.

Strategic Plan

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PrinciplesPrinciples that guide the development of all college programs and services:¢Afocusonteachingandlearning,studentengagementandsuccess (learning,satisfaction,graduation)

¢Opportunitiesforstudentstoworkwithfacultyandadvisorstodevisetheirown academicpathways

¢SupportforstudentlearningengageseveryoneatEvergreen.Teachingisthecentralwork ofthefacultyatboththeundergraduateandgraduatelevels.Facultyre-appointmentdepends primarilyuponteachingeffectiveness,interdisciplinaryscholarship,andabilitytocollaborate andplaninterdisciplinarycurriculawithinlearningcommunities.

¢AdistinctiveliberalartscurriculumandcommitmenttoEvergreen’sFiveFoci

¢TheSixExpectationsforallEvergreengraduates(seeillustrationonpreviouspage)

¢Thepreparationofstudentsintheiracademicfieldswiththeskillstocommunicate,solveproblems, andworkcollaborativelyandindependentlyasresponsibleglobalcitizenswhocanactlocally incommunitiesandsupportthepracticesofdemocracy,socialjustice,andsustainability.

¢Anemphasisoncurricularandpedagogicalsubstance,experimentation,andinnovationthat strivesforintegrativelearning

¢Active,engagedlearningenvironments:studyabroad,fieldstudies,andcommunityservice opportunities.

¢Multiplemodesofstudy,whichbroadentheopportunitiesforstudentstostudyatEvergreen: full-timeday,EveningandWeekendstudies,undergraduateandgraduatestudy,Independent LearningContracts,andinternships.

¢Acommitmenttomeaningfulnarrativeevaluationsofstudentworkbyfacultyand self-evaluationsbybothstudentsandfaculty

¢Closestudent-facultycollaborationandsubstantiveundergraduateresearchopportunities

¢Acommitmenttoservingunder-represented,nontraditional,andfirst-generationstudents

¢Environmentalstewardshipandsustainablecampuspractices

¢Acommitmenttopublicserviceandreciprocallocal,regional,andnationalpartnerships.Our sixPublicServiceCentersdisseminatethebestworkofthecollegeandbringbacktoitthe bestideasandpracticesofthewidercommunity.

¢AcommitmenttobuildingalearningcommunitythatpreservesEvergreen’sdistinctiveand long-standingvalues,including:

•Thetraditionsofaliberalartseducationthatproducesthoughtful,knowledgeable, conscientious,andactivecitizens •Adeterminationamongfacultyandstudentstomakeadifference •Anenvironmentofcooperationandrespectforoneanotherandforculturaldifferences •Sharedgovernance,openaccesstogovernanceprocessesforall •Awillingnesstosolvegrievancesbyrespondingtoconflictincompassionateand constructiveways •Accountabledecision-making

¢Formalpoliciesthatfosterthesevalues

Evergreen’sSocialContractsummarizesmanyofthesevalues:www.evergreen.edu/aboutevergreen/social.htm

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Process Evergreen’sfoundingfacultydesignedacollegedevotedtoteachingandlearning.Theyweredeliberateindesigningstructuresandprocessestofostercollaborativeinterdisciplinarylearningandpurposiveineliminatingtraditionalbarrierstolearning.Sinceitsfounding,Evergreenhasattainedadistinctivenicheinthehighereducationcommunity—anexperimentalcollegewithanimpressiverecordofstudentsuccessandinterdisciplinaryteachingandlearningwithinlearningcommunities,anchoredbyavibrantcommunityofscholarscommittedtoremainingaffordabletoWashingtonresidentsandnonresidentsalike,andtoservingunder-representedandnon-traditionalstudents.Evergreenembarkeduponthisstrategicplanningprocesswiththissamespiritinmind.PleaseseethefinalpageofthisplanforalistofDisappearingTaskForces(DTFs)andparticipantsresponsibleforitscompletion.

Strategic Directions StrategicplanningatEvergreenisgroundedinsupportingthecollege’scentralprinciples—fosteringadynamicandcollaborativeacademiccommunity,maintainingafocusonstudentlearning,increasingaccessandsuccessfordiversestudents,improvingthequalityoffacultyandstaffworklife,providingstewardshipofournaturalresources,andbuildingcommunitypartnerships—inthecontextofincreasingstateaccountabilityrequirementsanddecreasingstatefunding.

Acentralquestionthatframesthiseffortis-HowdowesustainourfocusonsubstantivestudentlearningandonfacultyandstaffvitalityandkeepanEvergreeneducationaffordableforresidentsofWashingtonState,whenlevelsofstatefundingarelikelytodecrease,andcompetitionfromotherhighereducationentitiesisincreasing?Thefollowingstrategicdirectionssupportthecollege’smissionandprincipleswithintheframeworkofgoalsstatedabove.Annualmetricswillbeusedtotrackinstitutionalprogress.Formoredetailed,operationalplanswithinthenineareasbelow,pleaseaccessthecollegewebsiteatwww.evergreen.edu.Thesewillbepostedastheyaredevelopedandupdated.

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Strategic Directions

1. a.ReinvigorateEvergreen’sinterdisciplinaryliberalartsmission.Historically,Evergreenfacultyconductin-depthexaminationsofthecurriculumeverydecade.Thisyear,theyhavechargedaDTFtocompleteadecanalreviewcenteredaroundfourquestions:

1)Whatcurriculaembodytheprinciplesofapublic,interdisciplinary,liberalartscollegeas articulatedinEvergreen’sStrategicPlan?

2)Whatpractices,responsibilities,andstructuressustainthefacultyasanacademiccommunity andfacilitatetheimplementationofthosecurricula?

3)Whatadjustmentsareneededtobringcurrentcurricula,structures,responsibilities,andpracticesintoalignmentwiththevisionsexpressedin(1)?

4)Whatprocessesshouldbeusedtoreviewandadjustcollegecurricula,structures,responsibilities,andpracticesinthefuture?

ThisfacultydialoguewillcontinueforthenexttwoyearsasEvergreenpreparesforitsaccreditationself-studyin2007-08,leadingtotheaccreditationvisitinfall2008.

b.DeepentheteachingandlearningexperienceatEvergreen,focusingon studentsuccess.Nationally,interdisciplinaryassessmentisstillarelativelynewendeavor.Evergreenwillstrivetoremainattheforefrontofinterdisciplinaryassessmentandpublishanddisseminateitsinterdisciplinaryassessmentmethodologiesandrubrics.Currently,Evergreenutilizesthreeprimaryassessmentmethodstomeasureacademicqualitywithinitsinterdisciplinarylearningcommunities:

1)TheNationalSurveyofStudentEngagement(NSSE)annualsurveytoassessstudentengagementusingthefivebenchmarksofeffectiveeducationalpractice;

2)TranscriptreviewstoassesstheSixExpectationsofanEvergreenGraduate(TheReservation-BasedProgramispilotinganexperimentwithe-portfoliosusingtheSixExpectations);and

3)EndofProgramReviews(EPR)tocollectdataoneachacademicprogram’sinclusionofart,science,socialscience,andhumanities.

1EDUCATIONAL GOALEvergreen’straditionasanexperimentalpublicliberalartscollegedevotedtoscholarship,teaching,andlearning,andstrengtheningitscommitmenttoouroriginalprinciplesremainsintact.Atthesametimewemustadapttogrowth,

newstudents,andanewgenerationoffaculty.

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EvergreenutilizestheNSSEbenchmarks—comparablenationwide—asthecenterpieceofitsinstitutionalassessmentofacademicqualityandwillstrivetoremaininthetop10%ofcollegesanduniversitiesnationwideonthesefivemeasuresofstudentsuccess.Evergreenemphasizesacademicworkonreal-worldproblemswithincommunity-basedsettingsandtheassessmentworkreflectsthis.(Twoexamples:Evergreen’sNSSEindicatorshaveimproved,indicativeofrecentcommitmentstoimprovingstudents’community-basedlearning;andtheinceptionofTheCenterforCommunity-BasedLearningandAction).Seniorsattributegrowthintheirabilitytoaddressreal-worldproblemstotheirexperiencesatEvergreen.Increasingly,thesereal-worldissuesinvolveaglobalcontext.Evergreeniscommittedtointernationalizingitscurriculumandwillreviewandstrengthenitssupportforinternationalstudiesandstudyabroadopportunitiesforstudents.

Evergreenwillcontinueitscommitmenttoservingtraditionallyunderservedpopulations.TheReservation-Based-Programhasembarkeduponathree-yearLuminagrantentitled“EnduringLegacies”aninnovativeefforttoserveNativeAmericanstudentsviaa“bridge-program”partnershipwithGray’sHarborCollegeandWashingtonOn-linewithagoaltostrengthenfacultyteachingandstudentlearning,developqualitycoursematerials,provideappropriatefacultydevelopment,andestablisheffectivecollaborativeprocesseswithNativeleadersandpartnerinstitutions.

TheTacomacampus’svisionistocontinueitsemphasisoncommunitycapacitybuilding,leadership,justice,law,publicandsocialpolicycreation,administrationandmanagement,environmentalstudies,publicheath,media,andglobalstudiescurriculums,whileatthesametime,strengtheningtheirlowerdivisionbridgepartnership,upperdivisionmathandsciencecurriculum,addingteacherendorsementcoursestopreparefutureteachersofcolorandprovidingK-12outreachthroughtechnology(GirlsandBoysMathScienceandEngineeringProgram).

2.Improvestudentrecruitmentandretention. PRECRUITMENT EvergreenwasfoundedbytheLegislatureasanalternativeliberalartscollegeandmaintainingmission-drivengrowthiscriticalinchartingstrategicdirectionsforitsfuture.Nowchargedtogrowto5,000students,inordertorecruitstudents,Evergreenmustsuccessfullycommunicateitsuniquenature.ManyinhighereducationholdEvergreeninhighregardbutoftenWashingtonaudiencesareeithernotfamiliarwithorhavemisconceptionsaboutEvergreen.AstheCommunicationsandMarketingStudyReportof2001noted,“Evergreenisunique,complexanddifficulttounderstand.Itischallengingtoconveyourstorysuccinctly.”Tobeeffective,Evergreen’scommunicationsandmarketingeffortsmustbedrivenbygoodresearch,i.e.,toknowhowkeyaudiencesperceiveEvergreenandwhatinterestsareimportanttothem.

¢Wewillinstituteanaggressivemarketingandstudentrecruitmentefforttoincreasetheapplicantpool,increaseEvergreen’smarketshareofWashingtonstatehighschoolandtransferstudents,developsustainablepartnershipswithselectedtwo-yearcollegesandotherlocaleducationalinstitutions,andincreaseapplicationsfromdiverseandtraditionallyunderservedstudentsthroughprogramssuchasGear-upandbridgeprogrampartnershipswithcommunitycolleges.

¢WewillseekincreasesinFinancialAidtosupportdiverseandunder-representedstudentswithagoalofsecuringanendowmentof$1,500,000toprovidescholarships—particularlytothosewhoarethefirstgenerationoftheirfamilytoattendcollege,areolderandonfixedincomes,orareofdiversebackgrounds—anddeveloptuitionwaiverpoliciestosupportourenrollmentgoals.

¢ExtendedEducationwillofferprogramstomeetcommunityneedsand,intheprocess,attractnewstudents.

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PRETENTIONImprovestudentsuccessandpersistenceatEvergreen

AFirst-YearExperienceDTFwaschargedin2005to“examinethefreshmanstudentexperience...anddeterminewhatwearecurrentlyprovidingthatsupportsandengagesstudentsaswellaswhatwecouldimprove.”Theirinitialrecommendationsinclude:aclear,distinctivefirst-yearexperiencevision,acurriculumplanningandstudentsupportservicesstructure/collaborativeteaminplacetoachieveit,intentionalstudentadvising,facultydevelopmentsupportforteachingfirst-yearstudents,andanannualassessmentprocessthatinformsfaculty/staffdevelopmenttowardsstudentsuccess.Similarstrategiesforincreasingcampusawarenessofretentionissuesforstudents—disaggregatedbyyear,gender,race,part-timeandfull-timestatus—willbedevelopedandimplemented.

3.Recruit,retain,andrevitalizefacultyandstaff.Evergreenisfortunatetohavecommitted,caringfacultyandstaffandasksagreatdealofthem.Team-taughtinterdisciplinaryprogramsrequireasubstantialfacultyworkloadcommitment.TeachingandlearningatEvergreenisrigorousanddynamic.Toteachwellhererequiresintellectualcuriosity,academiccourage,andinstitutionalsupporttoexplorenewideasandchallengeconventionalacademictraditions.Thecollegewillstriveforsustainableworkloadsandcomparablewages.Evergreenhascommitteditselftoimprovingfacultysalaries,developingandadoptinganexemptcompensationplan,andensuringthatmultiplevenuesforconflictresolutionareinplaceandfunctioningwell.

Forfacultytomaintainexpertiseintheiroriginaldisciplines,conductresearch,anddevelopexpertiseinnewfieldsthecollegemustprovide(1)continuingsupportforfacultyscholarshipandresearch,(2)professionaldevelopmentopportunitiesfornewfaculty,and(3)supportforcollaborativefacultyinquiryandscholarshiponeffectiveteachingstrategies,giventhewidevariationsinstudents’academicpreparednessandtheirlivedexperiences.Thecollegehasestablishedanendowmentgoalof$3,500,000millionforfacultydevelopmentandscholarship.

4. Provideinstitution-widesupportfordiversityandequityinitiatives.Evergreen’seffortstowarddiversityandgreaterunderstandingofdifferencesinitsmembersmustbesituatedinthemissionofthecollege.Toradicallyshapethecultureofthecollegetowardgreaterunderstanding,inclusiveness,andequityforallmembers;assurerespectfulworkrelationsandprofessionalopportunitiesforallemployees;andprovideeducationalopportunitiesforstudentsthatemphasizeaccess,relevance,meaningfulness,andacademicsuccess,wewilladdressissuesofraceandethnicity,gender,economicclass,sexualidentity,nationalorigin,disability,religion,andage.Whilepromotinggreaterunderstandingandequity,wewillsupportallmembersofthecommunitytosucceedandthriveinasocietythatisofteninconsistentinitsrecognitionandtoleranceofdifferences.WebelievethatthesestrategieswillenableEvergreentoworktowardtransformingitselfintoamorediversecollegecommunitythatpreparesallstudentsforparticipationandpublicleadershipinourmulticulturalsocietyandworld.ThepresidentchargedaDiversityDTFinApril2005todevelopafive-yeardiversitystrategicplan.TheentireDTFreportcanbeviewedatwww.evergreen.edu/equalop/docs/presidentreport.pdf

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Wewillstrivetoalignourexpressedvalueswithourday-to-daypracticesbytransformingourorganizationalculture,deepeningourindividualandinstitutionalknowledgeandunderstandingofdiversity,andactivelypracticingtheprinciplesunderlyingdiversityandequityatEvergreen.Wewillexamineexistinginstitutionaldatafortrendsinstudentaccess,retention,excellence,andinstitutionalreceptivity,andtheexperiencesandtrendsofemployeesandtheiremploymentopportunities.Wewillstrivetohiremorefacultyandstaffofcolor;transformthecurriculumtobemoremulti-culturallyinformed;createculturallyhospitablelearningandworkingenvironments;andeliminateinequitiesineducationalexperienceandemploymentopportunities.

Wewilldevelopcampus-wideknowledgeofandresponsibilityfordiversityandsupporttheOfficeofInstitutionalResearchandastandingDiversityTaskForcetotrackprogressforequityforallstudents,facultyandstaffusingappropriatemetricstofocuscollege-widediscussiononeffortstowarddiversityandinstitutionalaccountability.WewillemploybestpracticesfordevelopingadiverseandequitablecollegecommunitybydrawingonlessonsfromEvergreenfaculty,staff,andstudentswhoworkandstudyattheTacomaCampus,ReservationCommunity-DeterminedProgram,MPATribalGovernanceProgram,Olympiadayprograms,andEveningandWeekendStudies.Wewillcontinuethecollege-widediversityandequitydialoguesevents.Wewillprovidemultiple,specificavenuestotransformEvergreen’sculturesothatadiversestudentbody,staff,andfacultycancontributeandparticipatefullyinourcommunityandcreatea“CenterforCommunityMatters,”anopenpublicoffice,staffedonarotatingbasisbytrainedmembersfromallcampusconstituencies,toofferimmediatesupporttocommunitymembersexperiencingconflict.Wewillstrivetooffercross-disciplinarycurriculumofferingsthataddresstheinterestsandneedsofstudentsofcolorontheOlympiacampus.

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Strategic Directions

5.Evergreen:APlaceforSustainability.Evergreenwillbecomealaboratoryforsustainability—asdemonstratedinouroperations,ourcurriculum,andinthequalityoflifeforouremployeesandstudents—andcommittobecomingacarbonneutralcollegebytheyear2020.Alreadythepremiernationalmodelforinterdisciplinaryliberalartseducation,ultimatelyEvergreenwillbecomesimilarlyknownforitsleadershipinsustainability—providingeducationalandemploymentopportunitiesthroughouttheacademic,public,nonprofit,andbusinesscommunities.

Wewilldevelopamodelcurriculuminsustainabilitythatusesasitscorebothwholesystemsthinkingandtheliberalartsand—throughourCurriculumfortheBioregionproject—facilitatethesharinganddisseminationofsustainabilitycurriculatofacultywithinallWashingtonStatecollegesanduniversities.Wewillconnectstudentlearningtooperationalpracticesthatreflectourprofoundcommitmenttoasustainablefutureforallspecies.Ourpracticesandpurchaseswilloriginatefromsociallyjust,environmentallyhealthy,andfiscallyresponsiblesources.Across-divisionaltaskforceforcampussustainabilitywillstewardourworkandmakeEvergreen’ssustainabilitycommitments,practices,andachievementsvisibletothecampusandwidercommunity.Annualsustainabilityindicatorswillbemonitoredeachyeartobenchmarkourprogressagainstothercampuses.IndicatorsofEvergreen’slandendowmentwillbemanagedforincreasedbiodiversityandmaximumeducationalopportunitiesrelatedtosustainablepractices.DetailsofEvergreen’ssustainabilityeffortscanbefoundatwww.evergreen.edu/committee/sustainability/

6.Thecollege’sphysicalresourceswillimaginativelyenhancethelearning andworkingenvironment.Anewcampusmasterplan(includinghousingandotherauxiliaryservices)willbecompletedbasedoncurriculumplanning,campuslifeissues,sustainability,andenrollmentgrowthand,tothedegreepossible,students,faculty,andstaffaffectedbyrenovationwillbeinvolvedinthedesignteamdecision-makingprocessesinmajorrenovationprojects.TheCampusMasterPlanand10-yearcapitalplanwillbeupdatedregularly.TheStrategicPlanandtheCampusMasterPlanwilldrivebiennialcapitalbudgetrequestsandtakeintoaccounttheestimatedlife-cyclecostforcapitalassets.AllmajorcapitalrenovationswillbesubmittedforLEED(LeadershipinEnergyandEnvironmentalDesign)certification.EvergreenhascompletedaFacilitiesConditionAuditofallcampusbuildingstobeusedasabaselineforcapitalprojectsplanning,renovation,andrepair.

2SUPPORT GOALWewillcontinuetostriveforanadministrativeculturethatmirrorsandsupports

Evergreen’spedagogy(interdisciplinary,collaborativelearningenvironments)anduseshumanandphysicalresourcestosupportteachingandlearning.

Twoexamplesincludecross-divisionalcollaborationsaroundstudentsuccessandcampussustainability.

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7.Usetechnologytoenhanceteachingandlearningandadministrative supportatEvergreen.Evergreenwillintentionallyfostersecure,sustainable,flexible,easy-to-use,andaccessibleinformationtechnologies(IT)thatsupportandenhanceourteachingandlearningphilosophiesandtheadministrativeneedsoftheinstitution.Evergreen’scontinuingcommitmenttotechnologyandmedialiteraciesascriticalcomponentsofaliberalartseducationhasledustore-envisionourTelevisionStudiointoaCenterforNewMediathatwillprovidecrosscurricularandextracurricularsupportforcomputermediatedproduction,performance,interactivity,teleconferencing,livebroadcasts,digitalimagestorage,processing,re-broadcastingandformatconversionforallareasofthecollege.Accuracyandqualityofinformationwillimproveandstrongsupportwillmaketechnologyandabroadrangeofinformationservicesavailabletoon-andoff-campususers.Securityrequirementsofnetworks,software,hardwareanddatawillbemetwhileensuringappropriateuseraccess,includingcontrolofaccesstoconfidentialinformationandtheneedforacademicexploration.Classroomspaceswillbetechnologicallycurrentandfunctionalformeetingcurricularneeds.

8.Evergreen’slocal,regional,andnationalpartnershipsarearichresource conduittoitsuniquemission.Thecollegebothcontributestothese partnershipsandlearnsfromthem.TheinnovativeworkofEvergreen’spublicservicecentersdeepensthecollege’smissionandextendsitsreachoutwardfromlocaltointernationalcommunities.Ourpublicservicecentersenhancethecurriculum,facilitatebetterwaysofteaching,contributetoEvergreen’snationalreputation,andhelppreparestudentsandcitizensforalifetimeofcivicengagement.Visitingspeakersandperformers,studentorganizations,andfacultypresentationsoftheirresearchareanecessaryaspectofengagementandcommunitybuilding.

EvergreenhasauniqueandcomprehensivesetofacademicandpublicserviceprogramsthatworkinpartnershipwithNorthwesttribalcommunities.Futureplansincludeanendowmenttoprovideongoingsupportanddevelopmentinthefollowingkeyareas:

¢culturallyrelevantcurricularesponsivetotribalneedsinthearts,tribal governanceandnaturalresources;

¢formalizedgovernment-to-governmentrelationswithNorthwesttribesthrougha workingMemorandumofAgreementandaTribalAdvisoryBoard;and

¢expansionoftheLonghouseandcreationofaNativeAmericanresource center/librarytocoordinateandpromoteNativeAmericanprogramsatEvergreen.

Locally,Evergreenwillbeanintegralcommunitypartnerwithlocalbusinessesandschooldistricts.Evergreen’snationalvisibilityexpandsasthehomeoftheNationalSummerInstituteonLearningCommunitiesandthroughpartnershipssuchastheConsortiumforInnovationEnvironmentsinLearning,CouncilofPublicLiberalArtsColleges,AmericanAssociationofCollegesandUniversities,andOrbis/CascadeAlliance,amongothers.

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Strategic Directions

9. a.Diversifyrevenuestreams

AsEvergreenfacesthefuturewithlessstaterevenue,itmustrelymoreonoutsidesourcestoaugmentsourcesofincome.Fundraisingmustbefocused.

Strategiesinclude:

¢establishingaCollegeAcademicLeadershipInitiativeforfacultydevelopmentand supportforscholarlywork,studentscholarships,andundergraduatestudentresearch; ¢obtainingmorefederalrevenue;and ¢launchingacapitalcampaign.

Wewillactivelyengagepotentialdonors,expandthenetworkofprivatedonorssupportingthecollege,andcommunicatefundraisingprogressthroughnewsletters,reports,andthecollegewebsite.

b.KeepthegrowthofoperatingexpenditurestosustainablelevelsEvergreenwillmakeprudentuseofexistingresources,keepoperatingexpendituresatsustainablelevels,andstreamlineadministrativeoperationsbyeliminatingpurchasinghabitsthatareineffective,inefficient,unsustainable,orexcessive,e.g.,paperandhigh-speedprinting.Wewillfindcost-savingopportunities,examinealternativeoptionsforelectronicspurchasing,andultimatelyreducetheamountofoutdatedandunnecessaryequipment.EnergyuseefficiencyandconservationandcleanenergyacquisitionandproductiononEvergreencampuseswillcontinue.FiscalmanagementpracticeswillcontinuetoimprovethroughtheleadershipofthepresidentandvicepresidentsjointlymanagingsourcesofinstitutionalflexibilitywithsupportofthedivisionalBudgetCoordinators.Annualpublichearingswillbeheldsuchthatfaculty,staff,andstudentscanprovideadvicetothepresidentandvicepresidents.

Next StepsWewilldevelopspecificoperationalplanstopursuethestrategicdirectionsandachievethestatedgoals.Wewilltietheseplanstoestablishedmetricsandmilestonestoensureforwardprogressandlongtermsuccess.

3FINANCIAL GOALEvergreenfacesdecreasingstatesupport,promptingtuitionincreases,yetremains

committedtoservingunder-representedstudents.Evergreenmust,inordertosustainitsmissionandprinciples(smallclasses,aninterdisciplinaryteam-taught

curriculum,highdegreeofstudent-facultyinteraction),augmentanddiversifyrevenuestreams,improvenettuitionrevenue,controloperatingexpendituresto

sustainablelevels,andmakeprudentuseofexistingresources.

1�

Linked Documents

Diversity DTF Report:

www.evergreen.edu/equalop/docs/presidentreport.pdf

Evergreen Social Contract:

www.evergreen.edu/aboutevergreen/social.htm

Evergreen Sustainability Resources:

www.evergreen.edu/committee/sustainability/

Special thanks to:Strategic Planning Coordinating Committee

Sustainability Task Force Diversity DTF

First Year Experience DTF

Campus Life DTF

Diversity DTF

Information Technology Collaborative Hive

Faculty Agenda Committee

Appendix

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