Endicott College
PA-2: Sustainability Planning

Excerpt from Endicott's Strategic Plan: GOAL 2: Provide 21st Century Infrastructure and Practices To support quality and value, Endicott is committed to building a strong physical, technological, and operational infrastructure. By increasing our institutional capacity and operational effectiveness, we can achieve a competitive advantage and meet the expectations of our twenty-first century stakeholders. OBJECTIVE 4: Integrate sustainability through the College’s culture and operations. TACTIC 1 Implement a plan for sustainability. TACTIC 2 Develop indicators for social, economic, and environmental sustainability.

Measurable sustainability objectives related directly to portion of Strategic Plan below will include direct addition of new sustainability themed courses, further integration into general curriculum, and understanding ability to build environmental science program and include sustainability minor. Excerpt from Endicott's Strategic Plan: Goal 7 Identify New Academic Initiatives and Degree Programs to Advance the College’s Image, Financial Strength, Student Base, and Donor Appeal. As an independent institution of higher education, Endicott College has an opportunity to be creative, innovative, and entrepreneurial. Our flexible governance structure and our espoused “freedom and encouragement to create” will allow us to develop strong beacon programs worthy of note and emulation. OBJECTIVE 1 Define five primary new degree programs or areas of study. TACTIC 1 Establish a Beacon Task Force to identify criteria for comparison. TACTIC 2 Develop a process for review and discussion. TACTIC 3 Engage the community in the discussion of the next phase of program development. OBJECTIVE 2 Select the most promising programs for implementation. TACTIC 1 Develop financial plans. TACTIC 2 Seek regulatory approvals.

Measurable sustainability objectives related directly to portion of Strategic Plan below will include direct addition of new faculty with sustainability focused research, utilizing the campus as a living lab and integrating student research as it relates to climate change and other sustainability topics relative to our campus and the local community, and continuing to update facilities to incorporate necessary resources for students, staff, and faculty to create sustainable solutions. Excerpt from Endicott's Strategic Plan: Goal 1 – Deliver Quality, Reputation, and Value Endicott’s success derives from its integration of the professional and liberal arts, with experiential learning opportunities across all fields. The College seeks to educate the whole student through dynamic academic and co-curricular programming, and it is the effectiveness and agility with which we implement our programs and services that set us apart. Our highest priority for the future is to strengthen and broaden our current programs and reputation, nationally and internationally, in order to ensure the value and benefits of the educational experiences we provide. OBJECTIVE 2 Foster a culture of excellence among faculty, staff, and students. TACTIC 1 Develop students’ abilities to apply learning to complex problems, both in and out of the classroom. TACTIC 2 Support undergraduate research initiatives. TACTIC 3 Support innovative teaching. TACTIC 4 Support innovative co-curricular activities. TACTIC 5 Develop students as ethical leaders and responsible citizens. TACTIC 6 Develop a culture that promotes the College’s founding principles of respect, responsibility, trust, integrity, and accountability. TACTIC 7 Promote an intellectual climate that contributes to the growth of the institution. Goal 2 – Provide 21st Century Infrastructure and Practices To support quality and value, Endicott is committed to building a strong physical, technological, and operational infrastructure. By increasing our institutional capacity and operational effectiveness, we can achieve a competitive advantage and meet the expectations of our twenty-first century stakeholders. OBJECTIVE 1 Integrate emerging technologies into undergraduate and graduate curricula and programs. TACTIC 1 Increase the use of technology across the curriculum. TACTIC 2 Use best practices in web, social media, and interactive marketing. TACTIC 3 Provide training opportunities to support the use of technology. TACTIC 4 Develop and implement online, web-based resources for students and faculty. TACTIC 5 Provide technological capacity and infrastructure on campus and online. OBJECTIVE 3 Build the physical plant infrastructure to support all programs and services. TACTIC 1 Provide facilities for programs in science, math, engineering, technology, health sciences, and business. TACTIC 2 Expand the physical space of the Halle Library. TACTIC 3 Assure that there is appropriate and sufficient space for students’ academic, social, recreational, athletic, health, and wellness needs. Goal 3 – Anticipate and Adapt to Changing Economic Market Realities Sound financial and strategic planning have allowed the College to grow, innovate, and compete with other institutions. Changing student demographics, employment prospects, and global market pressures demand that Endicott take strategic steps to remain competitive. We will continue to rely on foresight, flexibility, and responsiveness as we strive to meet the growing demand for affordability and value. Our priority will be to balance program growth with financial stability. OBJECTIVE 2 Stay abreast of competitive forces. TACTIC 1 Evaluate university status. TACTIC 2 Fund initiatives that differentiate the College. OBJECTIVE 4 Increase grant funding. TACTIC 1 Provide enhanced grant proposal support. TACTIC 2 Secure key grants. TACTIC 3 Increase alumni participation.

Measurable sustainability objectives related directly to portion of Strategic Plan below will include directly measuring student, staff, and faculty engagement through occupant engagement and behavior change campaigns that will help drive sustainability on campus. The sustainability goal in the College's Strategic Plan directly calls out the ability to create a concrete plan and to develop and measure indicators and metrics that relate to social, economic, and environmental sustainability. Excerpt from Endicott's Strategic Plan: GOAL 2: Provide 21st Century Infrastructure and Practices To support quality and value, Endicott is committed to building a strong physical, technological, and operational infrastructure. By increasing our institutional capacity and operational effectiveness, we can achieve a competitive advantage and meet the expectations of our twenty-first century stakeholders. OBJECTIVE 4: Integrate sustainability through the College’s culture and operations. TACTIC 1 Implement a plan for sustainability. TACTIC 2 Develop indicators for social, economic, and environmental sustainability.

The College's Strategic Plan calls for developing indicators for social, economic, and environmental sustainability. A measurable objective will be utilizing the campus greenhouse gas emissions baseline for comparison to reductions made each year. Air quality will also be monitored.

The College's Strategic Plan calls for developing indicators for social, economic, and environmental sustainability. A measurable objective will be to benchmark buildings on campus and with peers looking at building EUI. Additional objectives will include water use and pursuing green building certifications.

The College's Strategic Plan calls for developing indicators for social, economic, and environmental sustainability. A measurable objective will be to measure and reduce energy use on campus and incorporate more renewables on campus.

The College's Strategic Plan calls for developing indicators for social, economic, and environmental sustainability. Measurable objectives will be to increase local purchases, increase vegetarian and vegan options, and reduce overall food waste on campus.

The College's Strategic Plan calls for developing indicators for social, economic, and environmental sustainability. A measurable objective will be to determine and improve amount of campus organically landscaped. Also, to reduce water usage through irrigation.

The College's Strategic Plan calls for developing indicators for social, economic, and environmental sustainability. A measurable objective will be to monitor and increase the purchasing of healthier materials and environmentally preferable products.

The College's Strategic Plan calls for developing indicators for social, economic, and environmental sustainability. A measurable objective will be to increase EV fleet, increase EV charging station infrastructure, and measure and increase alternative modes of transportation on and off campus for students, staff, and faculty.

The College's Strategic Plan calls for developing indicators for social, economic, and environmental sustainability. A measurable objective will be to increase diversion rate on campus and to increase recycling rate and composting rate.

The College's Strategic Plan calls for developing indicators for social, economic, and environmental sustainability. A measurable objective will be to reduce water usage across campus and monitor quality of ponds on campus. With campus location, vernal pools and wetlands are also monitored and incorporated into curriculum/research as a measurable objective.

Goal 1 – Deliver Quality, Reputation, and Value Endicott’s success derives from its integration of the professional and liberal arts, with experiential learning opportunities across all fields. The College seeks to educate the whole student through dynamic academic and co-curricular programming, and it is the effectiveness and agility with which we implement our programs and services that set us apart. Our highest priority for the future is to strengthen and broaden our current programs and reputation, nationally and internationally, in order to ensure the value and benefits of the educational experiences we provide. OBJECTIVE 5 Foster global understanding and embrace diversity. TACTIC 1 Support international experiences for faculty, students, and staff. TACTIC 2 Strengthen curricular and co-curricular opportunities. TACTIC 3 Recognize and facilitate international research, teaching, and service. OBJECTIVE 6 Embrace diversity. TACTIC 1 Foster interaction among diverse students. TACTIC 2 Increase diversity among faculty, staff, and students.

The College's Strategic Plan calls for developing indicators for social, economic, and environmental sustainability. A measurable objective will be to increase and monitor ESG investing and money spent on campus energy projects. Goal 3 – Anticipate and Adapt to Changing Economic Market Realities Sound financial and strategic planning have allowed the College to grow, innovate, and compete with other institutions. Changing student demographics, employment prospects, and global market pressures demand that Endicott take strategic steps to remain competitive. We will continue to rely on foresight, flexibility, and responsiveness as we strive to meet the growing demand for affordability and value. Our priority will be to balance program growth with financial stability. OBJECTIVE 1 Increase the College’s financial capacity and flexibility. TACTIC 1 Practice prudent financial management and maintain annual operating margins that will facilitate further building of endowment resources. TACTIC 2 Transfer operating funds to the endowment annually. OBJECTIVE 2 Stay abreast of competitive forces. TACTIC 1 Evaluate university status. TACTIC 2 Fund initiatives that differentiate the College. OBJECTIVE 3 Make an Endicott education accessible to a wide range of students. TACTIC 1 Increase institutional financial aid. TACTIC 2 Increase access for diverse students (e.g., bridge programs, scholarships, and three-year program options). OBJECTIVE 4 Increase grant funding. TACTIC 1 Provide enhanced grant proposal support. TACTIC 2 Secure key grants. TACTIC 3 Increase alumni participation.

GOAL 2 Provide 21st Century Infrastructure and Practices To support quality and value, Endicott is committed to building a strong physical, technological, and operational infrastructure. By increasing our institutional capacity and operational effectiveness, we can achieve a competitive advantage and meet the expectations of our twenty-first century stakeholders. OBJECTIVE 3 Build the physical plant infrastructure to support all programs and services. TACTIC 1 Provide facilities for programs in science, math, engineering, technology, health sciences, and business. TACTIC 2 Expand the physical space of the Halle Library. TACTIC 3 Assure that there is appropriate and sufficient space for students’ academic, social, recreational, athletic, health, and wellness needs.

Goal 4 – Foster a Community in Which International Education and Global Awareness are Embraced Endicott has a long-standing commitment to international education at both the undergraduate and graduate levels. A priority for the future is the development of self-sustaining and revenue-generating initiatives that will support core academic programs and expand our global reach. The College plans to increase the number of global partnerships and graduate school instructional sites in order to create international programs that will enhance the reputation of the College both here and abroad. We further plan to continually evaluate and renew our efforts to encourage global awareness among our students. OBJECTIVE 1 Prepare students to think and act globally. TACTIC 1 Integrate international perspectives across academic and co-curricular programs. TACTIC 2 Increase study abroad and faculty exchange opportunities. OBJECTIVE 2 Increase international undergraduate and graduate student enrollment. TACTIC 1 Create feeder systems to recruit students from international partnerships and American schools abroad. OBJECTIVE 3 Develop international, revenue-generating programs and partnerships. TACTIC 1 Strengthen undergraduate and graduate programs at existing international sites. TACTIC 2 Expand the number of international graduate sites and partnerships. Goal 6 – Promote Endicott College as a National Leader in the Design and Delivery of Internship Opportunities Endicott has the distinction of being the first College in the country to require internships of all students in all majors. Today, the internship experience is the foundation of an Endicott education, which integrates our commitment to both the professional and the liberal arts. At Endicott, internship is linked to the curriculum in a way that is unique in higher education. It is a comprehensive part of every student’s academic program, with each student completing at least three applied learning experiences. These experiences often form the basis of the Senior Thesis, each student’s culminating academic achievement. We seek to establish ourselves as a national model in experiential education by sharing our history, knowledge, and leadership in the field of experiential learning. OBJECTIVE 1 Assess the strengths and areas for improvement in our Internship program and compare our program to the programs at the top five or six other colleges in the nation who have a strong commitment to internship. TACTIC 1 Modify our program to make improvements and enhancements based upon best practices. TACTIC 2 Strengthen infrastructure to support internships. OBJECTIVE 2 Expand internship opportunities with the strongest possible sites. TACTIC 1 Evaluate current site listings and ensure that sites meet educational and institutional objectives. TACTIC 2 Cultivate a greater number of internship sites at high profile and leading world-wide organizations. TACTIC 3 Intensify preparation of students. TACTIC 4 Establish a fund to allow for travel stipends for exceptional opportunities. OBJECTIVE 3 Take a leadership role in demonstrating the relationship between internship and learning outcomes. TACTIC 1 Consolidate supporting data and evidence of success via internships. TACTIC 2 Conduct original research to understand the relationships between internship and learning. TACTIC 3 Identify five major publications dedicated to higher education and publish our research results nationally. TACTIC 4 Expand awareness of the value of internships among high school students and their families. OBJECTIVE 4 Strengthen the connections between experiential learning and career services. TACTIC 1 Link internships with career opportunities. TACTIC 2 Link internships with research/graduate school opportunities. TACTIC 3 Deliver high quality pre-professional career services. TACTIC 4 Expand services for graduates and alumni seeking employment.