President job with The Evergreen State College

This position represents an exceptional opportunity to lead a dynamic institution that holds an historically

This position represents an exceptional opportunity to
lead a dynamic institution that holds an historically
pivotal
role in higher education.

The next president will be a bold, innovative, optimistic leader
with a successful career arc.

  • The next leader should have the capacity to lead an alternative
    educational institution toward academic excellence and student
    success, while upholding social justice, diversity, equity,
    environmental stewardship, and service in the public interest.
  • The next leader should bring a distinguished record of
    professional achievement as well as the ability to connect with a
    diverse network of constituencies, with a view towards enhancing a
    common vision for the institution’s future.
  • The next leader should have an inspiring and engaging
    communication style, someone who communicates and listens in ways
    that foster strong relationships, develop shared priorities, and
    inspire trust and action.
  • The next leader should also have a demonstrated ability to
    provide executive leadership for an institution of Evergreen’s
    size.
  • A terminal degree is preferred but not required.

 

ABOUT THE EVERGREEN STATE COLLEGE

Evergreen, a public liberal arts and sciences college, didn’t
wait for a pandemic to rethink the college experience. Since 1971,
the College has been making a life-changing education accessible to
all types
of learners and Washingtonians on a forested, 1,000-acre campus on
the beautiful Puget Sound.

Evergreen students include high numbers of veterans, people of
color, returning adults, LGBTQ+, tribal members, low-income and
first-generation students, and students with disabilities. They
thrive in the College’s flexible, affordable study programs that
build community and get them to marketable degrees, fast.

With decades of demonstrable commitment to social justice,
Evergreen helps Washingtonians with talent and potential, sometimes
unrecognized by other colleges, break down barriers and achieve
their goals. They graduate prepared to excel in high-demand jobs
and forge their own futures in a world of shifting boundaries and
unprecedented opportunities. Evergreen’s 45,000-plus alumni include
the state’s lieutenant governor, many legislators, non-profit
leaders, Academy-Award winners, leading entrepreneurs, two chiefs
of staffs to Washington’s governors, globally successful artists,
leading scientists, and local elected officials.

This is a time of transformative change. It’s a time to think
boldly and inventively about what today’s world demands and what
students need to embrace its complexity. An Evergreen education
inspires student leadership and engagement that often culminates in
a powerful spirit of activism, citizenship, and local presence that
students carry beyond graduation.

With innovation in its DNA, Evergreen was built for times like
these. Emphasizing a student-centered curriculum, the College is
creating new areas of study that match growing student demand, and
deepening support for student success. It is strengthening digital
platforms for teaching and learning, and developing programs for
sought-after certifications and credentials to help students
achieve their career goals.

At this pivotal moment in the nation and in Evergreen’s history,
the College is looking for its next president. This individual will
lead and collaborate in the essential work to keep Evergreen
vital—now and in the years to come. 

APPLICATION PROCESS

Applicants should address to the presidential search
committee:

  • a reflective letter of interest discussing how your background
    meets the desirable qualifications and prepares you to address the
    challenges and opportunities;
  • a current resume; and
  • the names and current contact information for at least five
    professional references including supervisors, direct reports, and
    peers. References will be called at a later
    stage in the search and will not be contacted without prior release
    from candidates.

Letters of nomination are welcome but not
required. Required materials should be submitted by visiting
www.karrasconsulting.net and clicking on “view open positions.”

Applications received by February 19th, 2021 are ensured full
consideration.
The search will remain open until filled.

The presidential search committee expects to conduct interviews
in late March 2021.
The board of trustees hopes to conclude an appointment by the end
of April 2021.

The successful candidate is expected to assume office during the
summer of 2021.
Some flexibility on the start date is possible.

The board of trustees and presidential
search committee are assisted by Karras Consulting.
For confidential inquiries please contact:

Marissa Karras: [email protected]  
Phone: 360-956-1336

Dennis Karras: [email protected]
Phone: 360-867-1410

By Evergreen policy and presidential search committee
affirmation, information from and about
all candidates will be kept in strict confidence, with the
exception of finalists at the point when
each is invited for finalist interviews.

Evergreen is committed to prohibiting discrimination and to
building a diverse faculty and staff. 
The College strongly encourages qualified persons of all races,
ethnicities, sexual orientations,
people with disabilities, persons over forty, women, Vietnam Era,
and disabled veterans to apply.

Location

Evergreen is in the Pacific Northwest, in Washington’s capital
city of Olympia. The main campus is located on ancestral lands of
the Medicine Creek Treaty Tribes. The 1,000-acre forested campus
extends to the shores of Puget Sound, which is part of the Salish
Sea and connected to the Pacific Ocean. The College is an easy
distance between two national parks, two mountain ranges, and
the major cities of Seattle and Portland. The campus forest is home
to beautiful winding trails that lead to Evergreen’s own beach on
the banks of Eld Inlet. 

Evergreen’s Tacoma campus is located 30 minutes north of
Olympia, in the historically Black neighborhood of Hilltop.
Evergreen’s Native Pathways Program (NPP) offers degree-earning
learning opportunities at the Tacoma and Olympia campuses, as well
as place-based programs on the Quinault Indian Nation in Taholah
and at the Peninsula College Longhouse in Port Angeles.

Degrees

Evergreen offers three undergraduate and three master’s
degrees:

  • Bachelor of Arts
  • Bachelor of Science
  • Bachelor of Arts & Science
  • Master of Environmental Studies
  • Master of Public Administration

With concentrations in tribal governance, public policy, and
public and nonprofit administration

Each student has a tremendous amount of flexibility on the path
to their degree, making Evergreen a top choice for independent
learners who thrive in an open academic environment. 

Teaching and Learning

Since opening its doors, Evergreen has established a national
reputation for team-taught, thematic learning communities. Serving
a population of significant diversity that belies its size, the
College maintains an exceptional interdisciplinary curriculum
through:

  • a student-centered approach to teaching and learning
  • an encouraging culture where students take initiative
  • narrative evaluations of student work instead of grades
  • no faculty rank or disciplinary departments
  • academic deans who rotate from and return to the faculty

At the forefront of innovation in higher education, Evergreen
emphasizes collaborative, interdisciplinary learning across
significant differences. Its academic community is built from the
ground up to help students define and think critically about their
learning while contributing to social justice, equity,
environmental stewardship, and service in the public interest.

Evergreen ties with California Polytechnical Institute as the
most innovative regional university in the West, according to the
2021 U.S. News and World Report rankings and the
second-best master’s-granting university in the country according
to the 2020 Washington Monthly rankings. These accolades
are based on curriculum, quality of faculty, students, campus life,
technology, and facilities, and on the College’s commitment to
social mobility, research, and civic engagement.

Evergreen hopes to inspire within students a sense of
responsibility and passion for global and local issues that they
will carry throughout their lives. In its strategic planning, the
College has particularly intensified its focus on two longstanding,
broad concerns: diversity and sustainability. Addressing these
issues in a collaborative and dynamic manner is paramount to
Evergreen’s efforts at creating a better world. 

Strategic Goals

Goals as articulated in the College’s 2020-2023 strategic plan
are to:

  • Achieve unprecedented levels of student academic success and
    personal development in a manner responsive to students’ unique
    career goals, talents, identities, and diverse perspectives
  • Significantly expand support for the local community, region,
    state, and nation during an unprecedented period of social and
    economic turbulence
  • Become a much stronger, more resilient, and adaptive College by
    expanding capacities to serve a much wider range of students and
    achieve a vision of contributing fully to the larger society

Commitment to Diversity, Equity, and
Inclusion

Evergreen believes significant differences among students,
faculty, and staff can bring profound benefits to the learning
community that strengthen bonds and increase resolve to face
challenges together. A focus on the power of mutual learning
extends far beyond the classroom. Evergreen applies lessons of
allyship and solidarity in the real world through hands-on
curriculum and other opportunities.

The College strives to identify and eliminate barriers that have
prevented full participation by historically-underserved and
underrepresented groups. As Evergreen seeks to bring traditionally
excluded people into higher education, it also promotes equal
access to opportunities and resources
to better prepare each person for a satisfying future.

Students

Evergreen’s students are curious, thoughtful, engaged, and
create a culture of compassionate learning unlike that of any other
college. With the guidance and support of faculty, staff, and peers
of many backgrounds and perspectives, they become inspired to take
control of their education. Equipping students to excel in
Evergreen’s rigorous setting requires constant innovation and
comprehensive support.

Most enrolling students describe Evergreen as their first
choice. For some, Evergreen is their only choice. The College’s
interdisciplinary education accounts for one part
of the attraction.

Students come to Evergreen with a spirit of enthusiasm, eager to
learn in an environment that encourages them to think creatively
and critically. Many students are attracted by how Evergreen has
rethought traditional academic conventions such as grades and
majors, knowing they learn better when they feel trusted to pursue
their interests from the start.

A core component of the student experience at Evergreen is
honest, open discussion. Regular seminars occur in virtually every
program, giving opening students a window into each other’s lives
and perspectives while the door for fruitful collaborations.

Many programs also leverage the central location to strengthen
students’ understanding of a given topic and offer hands-on
experience they wouldn’t get anywhere else. For example, the
Organic Farm and field studies on campus and in the region support
themes of sustainability and social justice in the curriculum.

QUICK FACTS ABOUT EVERGREEN STUDENTS:

  • Student enrollment is currently 2,281
    (2,209 full-time equivalent)
  • Median age is 24
  • Approximately 88 percent are from Washington state
  • 62 percent identify as female
  • 32 percent identify as students of color
  • A significant number are working adults
  • 29 percent identify as first-generation college students
  • 66 percent of first-time, first-year students identify as
    LGBTQ+
  • *21 percent of first-time, first-year students and *16 percent
    of seniors identify as a gender other than man or woman
  • 40 percent meet the federal definition of low income
  • 15 percent have documented disabilities
  • 6 percent are veterans

*Gender identity data from NSSE 

Faculty and Staff

Evergreen is a singular place with extraordinarily engaged
faculty and staff who believe in the values and purpose of the
College.

Faculty sustain lively conversations about the meaning and value
of a liberal arts and sciences education, are passionate about its
value in the public domain, and have a deep appreciation for the
diverse experiences students bring to their learning.

Faculty are non-ranked, with a uniform pay scale across all
disciplines. Curriculum is developed by the faculty as a whole,
with team teaching as the primary mode of instruction. There are no
departments or majors. Instead, faculty meet in Curricular Area
Teams (CATs) to plan curriculum and support Paths of Study, a
program that provides guideposts for students to navigate the
curriculum and advance from breadth to depth in key
interdisciplinary areas.

The work of planning the curriculum is facilitated by the
academic deans, who are members of the faculty and rotate through
the deanery for four-year terms. Evergreen’s innovation is deeply
linked to the faculty’s curricular freedom and responsibility.

Among the College’s strengths is the diversity of the faculty.
During the 2019-2020 academic year, there were 186 full-time and
part-time faculty members. About 28 percent are persons of color
and 55 percent identify as female.

A faculty that reflects the diversity of the students they serve
is important to success in recruiting and retaining students.
Evergreen gives thoughtful attention to recruiting a diverse pool
of candidates for open faculty positions in a fair and equitable
process. A significant number of faculty are comparatively new to
the College. Since the curricular model depends upon the creation
of strong teaching teams, the College emphasizes orientation
programs for new faculty, and promotes teaching across widely
divergent academic disciplines to continue strengthening its unique
pedagogy.

Staff diversity is also key to Evergreen’s success. There are
456 full-time and part-time staff members. About 24 percent are
staff of color and 59 percent identify as female. Staff members are
fundamental to everything—from educating students, to maintaining
essential business operations, to keeping campus clean and safe.
Staff serve with integrity as mentors, coaches, leaders, and guides
in all aspects of a student’s time at Evergreen. They contribute to
the success of each person on campus and help form the enduring
relationships that define an Evergreen education.

Board of Trustees

The Evergreen Board of Trustees consists of eight members who
are appointed by the governor
and confirmed by the state Senate. One trustee is a current
Evergreen student. Regular trustees  serve six-year terms. The
student trustee serves a one-year term.

Senior Leadership Team

Evergreen’s senior leadership team are subject-matter experts
who work closely with the president to advance the mission of the
College. The team includes the following positions:

  • the provost and vice president for student and academic
    life
  • the vice president for advancement and executive director of
    The Evergreen State College Foundation
  • the vice president for
    college relations
  • the vice president for finance
    and operations
  • the vice president for inclusive excellence and student
    success
  • the vice president of
    Indigenous arts, education
    and tribal relations
  • the associate dean of student affairs and engagement
  • the chief enrollment officer
  • the director of
    government relations
  • the executive associate
    to the president and secretary
    to the board of trustees 

Finances

The College’s education and general (E&G) expenditures for
the most recent year were $112 million. The College benefits from
significant state support that includes direct funding and
financial aid for state residents. Approximately 65 percent of the
operating budget this year comes from the state’s General Fund.

Among the College’s major fiscal challenges are declining
enrollment levels, a smaller proportion of students paying
non-resident fees, and the possibility of reduced state support.
Each of these challenges has become more acute during the COVID-19
pandemic.

Facilities

College facilities work is guided by the Campus Master Plan,
which is grounded in principles of learning, community, and
sustainability. Construction of a new carving studio, funded by a
grant from the Margaret A. Cargill Philanthropies to support
Indigenous arts programs, was completed in 2019.  The College
recently completed state-funded renovations and seismic upgrades to
many key buildings and systems. Evergreen has taken significant
steps to improve energy efficiency to reduce operating costs while
advancing sustainability programs, using a $1.5 million grant for
this work.

The president’s residence, the Leavelle House, was built in
1961. The house is a four-bedroom, waterfront property of
approximately 4,200 square feet, on a high bank overlooking Budd
Inlet, with scenic views of Puget Sound and Mount Rainier. It
provides private space for the president and public space for
Evergreen functions. The residence is a five-minute drive from
campus.

House of Welcome Longhouse Education and Cultural
Center

Over the decades, Evergreen has supported the work of Indigenous
artists who carry on important traditions as they teach cultural
art forms across time. These art works become touchstones for
future generations, reminding them of who they are as citizens of
their unique and diverse tribal nations. Evergreen’s grantmaking
program supports artists in customary art forms and those who
express themselves in glass, digital imaging, and other
contemporary media.

Evergreen profoundly respects the sovereign status of tribes. At
the heart of this work is an affirmation of Native American
presence, heritage, and culture and a commitment to Indigenous art
to heal the damages of colonialism and promote Indigenous
resurgence. The Longhouse provides the infrastructure and
grantmaking support to artists to enable them to carry out this
important cultural work at individual and community-based
levels.

The Indigenous Arts Campus studios have allowed the Longhouse to
greatly expand its capacity to offer academic classes, 
residencies, and workshops in traditional and contemporary Native
arts. The Indigenous Arts Campus has added new and acclaimed
dimensions to Evergreen’s educational leadership as an
interdisciplinary liberal arts and sciences college, which is
visible in the College’s government-to-government relationships
with tribal nations. 

Public Service Centers

Evergreen is strongly committed to public service, believing
colleges should provide students, faculty, and staff an opportunity
to give back to their communities. Its renowned public service
centers connect Evergreen with community, enriching the exchange of
knowledge and expanding partnerships in an ever-widening circle. In
addition to the Longhouse, described above, public service centers
at Evergreen include:

  • Center for Community-Based Learning and Action
  • Sustainability in Prisons Project
  • Washington Center for Undergraduate Education
  • Washington State Institute for Public Policy

Accreditation

Evergreen has been accredited continuously by the Northwest
Commission on Colleges and Universities since initial accreditation
in 1974. The Commission most recently reaffirmed Evergreen’s
accreditation in 2019. 

Advancement

The Evergreen State College Foundation, a 501(c)3 organization
dedicated to supporting the College, is led by an 18-member board
of governors. Evergreen’s president serves as an ex-officio
governor of the foundation. Other governors include alumni,
parents, friends of the College, and representatives from the
faculty, staff, and board of trustees. The foundation is the
primary fundraising vehicle for the College.

Advancement activities have been highly successful in recent
years. For example, during the last five years, the amount of
direct student aid funded through the foundation has doubled.
During the last decade, following the design and implementation of
a long-range strategy for advancement, the net assets of the
foundation tripled (for fiscal year 2020, $22 million).

In 2019, the College and the foundation together launched an
historic, comprehensive fundraising campaign after conducting a
feasibility study involving broad and deep consultation with
faculty, staff, students, donors, and alumni. Approximately 80
percent of those interviewed during the campaign feasibility study
affirmed that the campaign represents an important and necessary
next step in building Evergreen’s future. As of November 2020,
almost $19 million has been raised during the advance, silent phase
of the campaign. By the end of the advance phase (June 2021),
Evergreen will be positioned to set a working goal for the
remaining silent and public phases of the campaign.

“For me, the scholarships that I’ve received have made the
biggest difference in my ability to succeed here at Evergreen. I
was able to study computer science and completely dive deep into
those studies without worrying about having to work a full-time
job. I was able to study abroad in Mexico, and I was able to really
engage in my community. Had I not received those scholarships,
those opportunities may have been more limited.” 

— Lucera Cox, class of ‘20, former Student Trustee

Alumni

Evergreen’s remarkable alumni carry the College’s spirit of
collaboration, innovation, and creative problem solving into the
world. In all areas of society, from pop culture to government to
science, technology, and medicine, the College’s alumni create
enduring landmarks large and small.

Evergreen alumni number more than 45,000. Alumni events are
designed to build community, encourage involvement in the college,
and engage alumni from the local region and further afield. The
annual alumni reunion, Return to Evergreen, attracts people from
around the state, nation, and beyond.

New Academic Directions

In June 2020, the College approved a conceptual plan called New
Academic Directions. In consideration of Evergreen’s 50th year,
this vision for Evergreen includes proposals for new or enhanced
curriculum and assessing the feasibility of renaming the College to
“Evergreen State University.”Renaming the College would require an
act of both the Evergreen Board of Trustees and the Washington
State Legislature. 

Evergreen State University would comprise an undergraduate
college with several interdisciplinary schools built from existing
and emergent paths of study and a college of graduate and
professional studies. 

The plan includes an increased focus on advising, with support
systems that offer students:

  • Holistic advising throughout their experience at Evergreen
  • An improved transcript with clear indications of certificates
    and capstones completed
  • E-portfolios enabling students to construct an iterative,
    digital record of their learning

Evergreen plans to design a more strategic curriculum by
developing and implementing more first-year programs, levels of
study, capstones, and certificates. Work is underway to integrate
curriculum across full-time, part-time, daytime, evening, weekend,
and low-residency/online offerings. The College is actively
exploring partnerships with local community colleges that will give
more options to students seeking
a four-year degree.

As Evergreen creates these new academic directions, the College
engages in regular equity assessment
of systems and practices, with adjustments and changes made through
an equity lens.

CHALLENGES AND OPPORTUNITIES FOR EVERGREEN’S NEXT
PRESIDENT

Evergreen has sustained itself for over fifty years as a
distinctive, public, alternative institution of higher education.
Many other higher education experiments have since disappeared or
lost their distinguishing characteristics. Evergreen’s next
president must provide the leadership required to sharpen the focus
on serving students and help the College evolve in a rapidly
changing higher education environment.

In addressing these challenges and opportunities, the College’s
students, faculty, and staff need a president who will actively and
visibly engage in the life of the College community. Areas of
endeavor include:

A Comprehensive Vision for Evergreen’s Academic
Offerings

Evergreen’s national reputation often focuses primarily on its
core undergraduate curriculum. Yet it also sustains important and
vibrant graduate and public service centers crucial to serving
diverse audiences. These include tribal and Indigenous peoples’
programs, the Tacoma campus, evening and weekend studies, the
Indigenous Arts Campus, graduate programs, and public service
centers. This vision is a full expression
of the mission to serve a wide range of students, including
underserved populations. Evergreen’s next president will be someone
who engages consistently with all areas the College in order to
affirm this comprehensive vision embracing the entire
institution.

Racial and Social Justice

Evergreen strives to find more effective ways to understand and
address systemic racism and closely related economic, educational,
and social inequities. As an institution dedicated to addressing
society’s most intractable problems, Evergreen recognizes that
stereotyping and stigmatization of marginalized groups occurs on
its own campuses. The president and the College must work to tackle
these problems. In Evergreen’s recent campus climate survey,
members of marginalized groups reported less satisfaction with the
learning experience
and sense of belonging at the College than dominant groups. This
includes students, staff, and faculty.

Commitment to Academic Excellence

The strength of any college is based in great part on the
quality of its faculty, staff, and academic offerings. Evergreen’s
reputation for interdisciplinary, team-taught, thematic learning
communities is well established. However, it is in the founding
ethos of the College to challenge the effectiveness and relevance
of the curriculum. In that spirit, the College has charted a course
toward new academic directions, reimagining its approach to meet
the needs of a new generation of students.

Beyond Evergreen, this leader should effectively work to
interpret and communicate the College’s rigorous and creative
academic practices to the larger community.

“I chose Evergreen mainly for the academic style. In my earlier
school, I didn’t really feel I was succeeding like I wanted to.
Evergreen was more about process than outcomes, and that was a big
draw for me.”

— Nelly Irwin, class of ‘17

Increasing Enrollment

Evergreen’s enrollment has dropped significantly over the last
ten years. Several factors contribute
to the decline in applications, many of which are typical of small
public liberal arts and sciences colleges, some of which are
related to the well-recognized pandemic issues, and some of
which
are unique to Evergreen.

Surveys of college-bound high school students across Washington
indicate that general awareness of the College remains relatively
low and that favorable impressions are lower for Evergreen than for
most other four-year institutions in the state. While not
dissimilar to other non-flagship institutions, concerns about
academic rigor and lack of availability of desired majors were also
expressed by some.

Evergreen’s next president will need to possess a solid
understanding of the changing demographics affecting higher
education and of the particular challenges facing incoming
students at Evergreen. It is important to strengthen relationships
with community colleges and
other state institutions as well as with high schools where
Evergreen’s visibility could be higher,
and to work toward a more widespread understanding of Evergreen’s
strengths.

As Evergreen works to increase enrollment, the College will need
to give additional attention
to the distinctive and often underrepresented communities the
College strives to serve. 

Making a Strong Case for State Funding

The recent economic crisis driven by the pandemic presents
other, ongoing challenges for the College.
Recent increases in state support have only partially offset cuts
incurred during the Great Recession. Incremental increases in
tuition have not kept pace with increases in the cost of salaries
and benefits.

With a projected state budget shortfall of $4.2 billion through
2023, the long-term prospects for increased public funding of the
College are uncertain. Higher education’s place in the
discretionary portion of Washington’s state appropriations makes
the College vulnerable during turbulent economic times. If new
funding becomes available, it may be earmarked for specific
programs of priority interest to policymakers, such as the
production of graduates in equity, science, technology,
engineering, math, and related areas
of perceived employer demand.

According to a 2018 economic impact study by the Thurston
Economic Development Council, Evergreen’s total economic
contribution to Thurston County is valued at more than $201 million
annually, which includes more than $109 million in income and 1,637
jobs.  The economic output of the College across the state of
Washington is estimated to be $535 million. Evergreen generates
$4.68 in economic activity for every
state dollar spent. These facts are important content in the
College’s outreach.

The next president of Evergreen must work to maintain or
increase state funding by enhancing the College’s relationship with
the legislature, strengthening relationships with the surrounding
community, and further publicizing the many social, cultural, and
economic contributions the College makes to the region. In
particular, the next president will need to maintain existing
relationships with legislators and forge new relationships as
legislative turnover occurs.  

Strengthening Evergreen’s Place in the
Community

Evergreen students volunteer, formally and informally, in
credit- and noncredit-bearing ways with many local non-profit and
government organizations. The College regularly sponsors community
events and works closely with the local Chamber of Commerce and
other partners to boost its presence. It recently inaugurated a
series of lectures at a local historical landmark, the Lord
Mansion, featuring faculty experts.

In the last three years, Evergreen has stepped up its media and
marketing activity and is creating additional opportunities, such
as a recent public event with activist George Takei, to cultivate
more friends and partners in the community.  The College must
continue to strengthen relationships with the Olympia and Tacoma
communities in broader and more meaningful ways. Continuing and
expanding strong relationships with tribal governments, the state
legislature, and local governments and communities in the region is
an important expectation of Evergreen’s next president. The next
president should be ready to seize this momentum and work with
alumni and partners to amplify understanding and support for
Evergreen.

DESIRABLE QUALIFICATIONS,COMPETENCIES, AND LEADERSHIP
SKILLS

Here are some important additional qualifications and
talents Evergreen seeks in its next president:

Visioning, Strategy, and Innovation

  • An understanding of how to improve student enrollment
    and retention, and promote creative new approaches to
    meet these challenges
  • The ability to lead at a time of transition in higher
    education,
    to embrace and work through change, and to guide and develop
    meaning from complex and charged discussions
  • An understanding of higher education’s current circumstances,
    trends, and innovations
  • Respect for the strong liberal arts and sciences tradition of
    the College and the ability to shape the future by learning from
    the past
  • The ability to develop and advance a comprehensive vision,
    based on deep understanding of Evergreen and engaging all of its
    components, including the Tacoma campus, graduate programs, the
    Native Pathways Program, the Indigenous Arts Campus, and public
    service centers

Racial and Social Justice

  • A commitment to academic freedom and an appreciation for the
    value brought by diverse perspectives which strengthen the College
    as a whole
  • Experience building strong relationships with marginalized
    communities in the hiring and retention of diverse faculty and
    staff
  • An understanding and belief in the value of diversity and
    inclusion, and the importance of having students, faculty, and
    staff from different backgrounds where diverse views are encouraged
    in a reasoned search for
    truth and mutual understanding
  • Core values and a leadership style that aligns with Evergreen’s
    culture of inclusion
  • The ability to devise, articulate, and promote goals for a
    campus climate that is inclusive, affirming, supportive, and
    acknowledging of the role of diversity, equity, and inclusion in
    institutional effectiveness
  • Demonstrated and extensive experience working with diverse
    populations,
    particularly those historically underserved by higher
    education

Collaborative Leadership and Community
Building

  • A record of being supportive of all who work in their
    institution
  • The ability to provide opportunities for professional
    development in teaching and research within a culture characterized
    by intellectual curiosity and academic freedom
  • Knowledge of Indigenous peoples and tribal nations, including
    the ability to communicate and relate to a broad range of tribal
    organizations and members
  • A clear understanding of and commitment to shared governance
    with students, faculty and staff
  • The ability to build consensus, collaboration, and cooperation,
    including experience with constructive labor relations and
    collective bargaining
  • Experience working productively with external stakeholders,
    including alumni, community leaders, and local, state, tribal, and
    federal governments, with an emphasis on building sustained
    relationships with the governor, legislators, and other state
    government officials
  • Successful experience building broad coalitions among elected
    leaders
  • A desire to work with all internal and external constituents at
    Evergreen to ensure the continued safety of the community through
    the COVID-19 era and its aftermath
  • The ability to ensure a quality work environment for staff,
    including providing professional development opportunities, and
    encouraging the inclusion of staff voices in campus dialogue and
    decision-making processes
  • The ability to empower student voices and strengthen their
    input in College governance, curriculum development, and other
    decisions 

Campus Leadership

  • The ability to be a servant-leader and unifier, fostering a
    culture founded in trust
    and transparency through active listening and clear
    communications
  • A record of communicative, collaborative, and transparent
    organizational leadership, including shaping the organizational
    structure to allow significant input, interdivisional teamwork, and
    influence from all voices in the Evergreen community
  • A self-assured leader who is comfortable with the spirited
    dialogue and diverse
    opinions and lifestyles that are part of a highly engaged,
    multicultural environment
  • A record of successfully leading crisis management responses to
    institutional,
    local, regional, or national episodes of stress or uncertainty
  • A demonstrated ability to prevent and resolve conflicts through
    open and transparent processes that are clear and consistent to
    create a culture of trust and unity
  • The ability to assure effective implementation of policy,
    routine assessment of
    progress, and continuous data-informed improvement

Advancement and Development

  • A record of persuasive and enthusiastic fundraising skills,
    demonstrating the
    ability to connect successfully with public sector, private donor,
    and philanthropic foundation sources
  • The ability to develop an ambitious strategy for pursuing
    fundraising goals,
    including working with senior staff to identify fundraising
    opportunities
  • A demonstrated ability to engage with a deeply invested and
    resourceful
    alumni network and board of governors

Finance and Budget

  • Financial acumen and successful experience in managing complex
    budgets,
    including allocating available resources among competing priorities
    within
    financial constraints
  • Experience in successfully advocating for policy and budget
    outcomes
    with elected officials
  • The ability to provide executive direction for human resources
    functions
  • Experience with organizational strategies that reinforce the
    College’s strengths
    and grow capacity to expand offerings based on the 2020-2023
    strategic plan
    and New Academic Directions
  • The ability to improve the College’s finances by bolstering
    existing assets,
    identifying areas for further investment, and strategically
    allocating resources
    among competing priorities

APPLICATION PROCESS

Applicants should address to the presidential search
committee:

  • a reflective letter of interest discussing how your background
    meets the desirable qualifications and prepares you to address the
    challenges and opportunities;
  • a current resume; and
  • the names and current contact information for at least five
    professional references including supervisors, direct reports, and
    peers. References will be called at a later
    stage in the search and will not be contacted without prior release
    from candidates.

Letters of nomination are welcome but not required.

Required materials should be submitted by visiting
www.karrasconsulting.net
and clicking on “view open positions.”

Applications received by February 19th, 2021 are ensured full
consideration.
The search will remain open until filled.

The presidential search committee expects to conduct interviews
in late March 2021.
The board of trustees hopes to conclude an appointment by the end
of April 2021.

The successful candidate is expected to assume office during the
summer of 2021.
Some flexibility on the start date is possible.

The board of trustees and presidential
search committee are assisted by Karras Consulting.
For confidential inquiries please contact:

Marissa Karras: [email protected]  
Phone: 360-956-1336

Dennis Karras: [email protected]
Phone: 360-867-1410

By Evergreen policy and presidential search committee
affirmation, information from and about
all candidates will be kept in strict confidence, with the
exception of finalists at the point when
each is invited for finalist interviews.

Evergreen is committed to prohibiting discrimination and to
building a diverse faculty and staff. 
The College strongly encourages qualified persons of all races,
ethnicities, sexual orientations,
people with disabilities, persons over forty, women, Vietnam Era,
and disabled veterans to apply.

The Evergreen State College is committed to providing equal
opportunity in education, employment, membership and contracts.
Evergreen expressly prohibits discrimination in all student-related
programming and activities on the basis of race, color, religion,
creed, national origin, sex, sexual orientation, gender identity,
gender expression, genetic information, marital status, age,
disability, pregnancy, breastfeeding mother status, use of a
trained service animal, veteran status, or citizenship status. For
inquiries concerning College non-discrimination policies, or to
report discrimination, contact the affirmative action and equal
opportunity officer, (360) 867-5371,
evergreen.edu/equalopportunity. For inquiries concerning sexual
harassment or misconduct, contact the Title IX Coordinator, (360)
867-5224, evergreen.edu/titleix.