CORNISH COLLEGE OF THE ARTSSTRATEGIC PLAN

“GROW, CONNECT & INNOVATE!”

2013/14– 2017/18

CORNISH COLLEGE OF THE ARTS MISSION STATEMENT

The mission of Cornish College of the Arts is to provide

students aspiring to become practicing artists with an

educational program of the highest possible quality, in an

environment that nurtures creativity and intellectual

curiosity, while preparing them to contribute to society

as artists, citizens and innovators.

Cornish College realizes this mission by offering

baccalaureate studies in the performing and visual arts and

by serving as a focal point in the community for public

presentation, artistic criticism, participation and discussion

of the arts.

ACADEMIC CORE THEMES

Develop student core competencies.

Develop student agency.

Foster experimentation and innovative practice

among students.

Foster a campus community conducive to learning

and positive growth.

2

AS CORNISH COLLEGE OF THE ARTS approaches our 100th

anniversary, we stand at a crossroads of challenges and oppor­

tunities. This strategic plan is intended as a statement of goals for

the present and as a marker for the future. At best, this document

will unify the various stakeholders of the Cornish community

around a set of agreed­upon long­term goals and will also enable

future stakeholders to understand the “thought process” of those

invested in the college as of 2013, the 99th year since the

founding of Cornish. This is not a work plan outlining the concrete

and specific steps that need to be taken to realize our vision.

Rather, we wish to articulate goals that will serve as our “pole stars”

as we move into our next century as a thriving institution that

celebrates our students, faculty and the broader arts community.

Cornish finds itself in a rapidly evolving cultural climate and neigh­

borhood. As technology and the global economy increasingly

value flexible skills and new forms of artistic expression, Cornish

will explore new approaches to teaching and learning: enabling

multi­disciplinary ways of knowing and making art, while building

upon the seven departments and six professional degrees that

Cornish offers. We must harness our departmental strengths, value

the opportunities that come with offering both the visual and

performing arts, make efficient use of shared resources and facil­

ities, and incorporate into our educational programs the new

technologies that drive forward­looking teaching methods and

reflect the tools our students will be expected to use throughout

their careers. With the explosive growth of our Seattle environs,

Cornish has the opportunity to act as a cultural and arts magnet

for the people and companies located here, leveraging both our

location and our talented students and faculty. To accomplish

these goals, this plan seeks to identify the right set of strategies,

programs, facilities and principles for our future.

Cornish is one of only three private colleges in the United States

that offers a four­year Bachelor of Music degree and Bachelor

of Fine Arts degrees—Art, Dance, Design, Music, Performance

Production and Theater—as well a program in Humanities and

Sciences. We recognize that we must build on this strength to

graduate students who, as artists, citizens and innovators, will

achieve great things both in the arts and for our society at large.

The strategies set forth in this plan are designed to advance

this educational mission and to produce Cornish graduates who

are prepared to challenge and change the world.

We need to honestly assess our strengths and weaknesses in order

to tackle the challenges we identify in this plan. At present, Cornish

is enrollment­dependent, real estate­rich and endowment­poor.

We seek to reconfigure that equation by utilizing our real estate

INTRODUCTION

1

GROW

We define ‘growth’ as building a larger and diverse student body,

encompassing a mix of talented students and faculty that will

sustain our artistic community and fully realize the disciplines

taught at Cornish. The concept of growth includes larger enroll­

ment, new campus facilities and a financial foundation that includes

more revenue streams to achieve our immediate operational

needs and also build an endowment, which will put Cornish in a

stronger position for our long­term future.

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assets to strengthen the financial position of the college, recog­

nizing that our over­arching challenge is to serve the needs of our

students and give our faculty the tools they need to achieve

academic excellence in arts education. This will require a mix of

rental space, new space, improvements of planned spaces, and

the sale of some assets, recognizing that Cornish is not defined by

its real estate holdings but by the idea of our college as an arts

and education leader. We strive to establish a set of facilities that

will offer the best environment for fulfilling our mission.

Strategic plans are only useful if they are clear and concise. The

process of formulating this plan has involved numerous discus­

sions among the leadership, faculty, board, students and college

staff. Many things that “need to be done” may not appear in

the plan, but that does not mean they are not considered to be

essential. Rather, this plan has been designed to be aspirational

for what we need to achieve over the next five years, and not

operational in terms of the necessary and ongoing functions of

the college.

In its century of existence, Cornish has transitioned from a teaching

institution with part­time teachers to an accredited college with a

faculty of teaching artists and a staff infrastructure reflective of

best practices in arts education. The time has now come to

focus on the kind of student we wish to attract to Cornish and

the elements of a new arts education that will be required to

make that happen. To that end, this plan advocates three over­

arching principles to allow our community to achieve its

foundational goals—Grow, Connect and Innovate.

CONNECT

Building on our existing professional degrees, Cornish will create

a multi­disciplinary approach to education, connecting dance,

design, music, theater, visual arts, and performance production.

This will entail Cornish students taking classes across departmen­

tal majors as well as building bridges to key Cornish communities.

We will recruit faculty, reform schedules and design facilities to

foster this goal. Recognizing the global culture of the arts, we also

will set goals to raise the prominence of Cornish over the next

five years, including admitting more international students and

making it possible for more Cornish students to study abroad.

INNOVATE

Cornish must be entrepreneurial and nimble to survive and grow.

We must be responsive to the way both the arts and arts education

are changing around the world, in order to provide programs that

meet student needs. Recognizing that Cornish strives to graduate

students who are able to create art for the future, we will employ

technology and deploy equipment to advance our educational

mission, add new programs such as Media Arts and create an

Innovation Lab to foster experimentation.

INTRODUCTION continued

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INTRODUCTION continued

There is a growing consensus that while Cornish made good

tactical choices to consolidate the campus in downtown Seattle

and opportunistically acquire valuable real estate parcels, the

time has come to “right size” Cornish based on teaching and

student needs, which include the need for more common space

that will foster a multi­disciplinary approach to education at

Cornish and greater interaction between students of different

majors, and between students and faculty. The long­term rental

of the Cornish Playhouse at the Seattle Center, beginning in

2013, and the completion of the Centennial Lab represent key

elements of this plan. To this end, the Board will work with Cornish

staff to develop a five­year financial model, a tuition­financial

aid model, and five­year enrollment model. Cornish staff will also

develop a longer term facilities plan, continuing to advance the

concept of campus consolidation in the South Lake Union area.

Cornish will also require an enrollment model to ensure that we

recruit and enroll the mix of students fostering an ethnically

diverse population that reflects our long­term goals for a school

that is a leader in education, the arts and our community.

Traditionally, Admissions has established a wide funnel to attract

the final enrolled student body. We need to adopt best­practices

with respect to identifying students who could be right for

Cornish, encouraging their application and enabling recruitment

of applicants who are the best candidates for completion of our

degree programs. Because the pillars of this strategic plan are self­

reinforcing, investments to be made in academic programs and

raising the profile of Cornish will help us attract more students, who

identify Cornish as their first choice for the broad arts education

that only Cornish can offer. Our enrollment model will contain goals

for both total number of students and the types of students we

would like to recruit for each of our six academic departments. This

will dovetail with the budgets contained in our financial model and

help us establish our space needs going forward.

We have organized the goals of this plan in three major pillars:

· Student and Faculty Success

· Cornish As Arts Leader

· Valuing Cornish Communities

These rest and depend upon a fourth set of foundational goals,

Sustaining Cornish.

If we adopt the principles of Grow, Connect and Innovate and

successfully implement our foundational goals, we will create the

resources required to achieve the key elements of our plan.

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DIVERSIFY REVENUE STREAMS

Cornish currently is highly tuition­driven and we recognize the

need to build a financial base that is more diverse and flexible.

There appears to be broad consensus that to increase total reve­

nue, fund new programs and achieve our goals, we need to

significantly add additional sources of revenue over the next five

years. We also recognize that our total debt burden is too high

for a college of our size. With many goals outlined in this Plan that

will require new financial strength and resources, we believe we

should set a goal of moving from 97% tuition funding to 90%

tuition funding over the course of this Plan. The steps to increase

revenue will include:

· Create new major gift and planned giving programs by 2014.

· Increase total revenue derived from foundation grants with the

goal of making this a significant funding source for the college.

· Invest in building our base of annual donors through greater

outreach to community, alumni, parents and arts patrons.

· Formalize a Planned Giving program toward building the Nellie

Cornish Legacy Society, thereby encouraging estate gifts

dedicated to the college.

· Execute a capital campaign sufficient to support the facilities

needs of the college.

· Win corporate project­based grants for specific programs and

departments.

· Generate more revenue from outside programming, such as the

Cornish summer program.

· Improve the net yield of fundraising efforts by securing more

corporate sponsorships for programs, events and facilities.

· Engage in more fee­for­service work—such as performances

and exhibitions paid for by third parties.

· Build our endowment from $5 million to $10 million.

· Increase Trustee financial participation to 100%.

As a result of these initiatives, we also aim to lower our debt­per­

student burden to be in line with the average for peer institutions.

I. SUSTAINING CORNISH

THE KEY ELEMENTS OF SUSTAINING CORNISH FOR THE FUTURE ARE

97% Tuition

2013

3% Other Revenue

2018

80% Tuition

20% Grant and Foundation, Contributed and Other

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GROW OVERALL STUDENT ENROLLMENT

TO THE 1,100–1,200 LEVEL

We envision many potential benefits from growing the size of the

college over the course of the next five years. A larger group of

students will allow us to recruit a more diverse student body, add

talent and enrich the quality of student life. In addition, higher

enrollment will have a net positive effect on revenue from tuition

and allow us to more efficiently leverage existing programs and

facilities, some of which are not operating at full capacity. As an

arts school with seven distinct departments, Cornish has special

challenges and requirements for achieving growth, as we need to

maintain balance within disciplines and work within constraints

of facilities. This plan adopts the following guiding principles for

achieving growth:

· Enrollment growth will be across all departments, with Cornish

administration and staff setting the right mix of growth and

sequence for such growth over the next five years.

· We will closely coordinate increased enrollment with facilities to

enable capacity in a sequence that allows for a smooth process.

· Cornish will study enrollment trends, including peer arts

institutions, in order to gauge where we stand in the larger arts

education and post­secondary education community and

use these findings to inform our recruiting strategy. We will also

conduct quantitative analysis of student satisfaction surveys

with a goal of improving our enrollment performance.

· We will increase financial aid grants as we increase enrollment,

with specific programs to be adopted by Cornish

administration in order to balance the needs of individual

departments and also achieve the multi­disciplinary

educational approach embraced in this plan.

· We will at least double the number of international students

admitted to Cornish and provide the required outreach and

infrastructure to serve this vital community.

· We will establish strategies to increase the size of the applicant

pool, giving the college the flexibility in admitting students

who are a good fit for Cornish and who are likely to possess

the success factors necessary to graduate. To that end, we

will adopt best­practice recruitment strategies, which take advan­

tage of new technologies and communicate more effectively

with prospective students.

SUSTAINING CORNISH continued

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SUSTAINING CORNISH continued

INCREASE

RETENTION

Over the past five years, Cornish student retention has averaged

68%, although there has been an uptick in the past year or two.

Our peer institutions average closer to 80% retention, although

we recognize that it is difficult in some cases to make strict

comparisons. We recognize the need to develop more efficient

and targeted recruiting and marketing strategies in order to

enhance the perceived value of a Cornish education. We also

believe that we can do a better job of identifying students who

are a good match and more likely to achieve their BFA or BMus

degree. Key elements of our student retention strategies include:

· Extend financial aid to more students, as set forth above,

recognizing that aid packages should extend across four years

for most recipients of aid.

· Offer attractive student housing for 280 to 300 students.

· Create a Teaching and Learning Center by 2014, with its own

physical space and full­time staff.

· Advance the goal of college completion by identifying students

who are near degree completion—15 credits or less—and

offering flexible programs to ensure their graduation.

· Offer academic programs that keep pace with the evolving

concept of being a contemporary artist.

· Create more flexibility for interdisciplinary teaching and courses.

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FACILITIES GOALS

This plan reflects a broad consensus that Cornish must continue

to wisely develop its real estate assets in order to meet the overall

goal of achieving our mission and providing a first class education

for our students. To that end, we will continue to pursue the

long term goal of campus consolidation in the Westlake­South Lake

Union neighborhood, build new facilities and renovate existing

facilities to provide great teaching spaces, allowing for multiple

use wherever possible in order to advance our interdisciplinary

goals. Our overall planning principles for facilities encompass:

· Build new facilities, such as the new Centennial Lab, provided

we can successfully complete a capital campaign for the project.

· Provide housing for 280 to 300 students in the immediate

vicinity of Main Campus Center, which will require planning to

inhabit a new space when the current property rental expires

in July of 2016. This facility may be financed, if the board deems

that is a financially sound approach.

· Enter into a long­term lease for use of the theater facilities of the

Seattle Center, which will include significant Cornish branding.

· Determine uses for the Lui­Beebe and Notion buildings, as well

as future use of other Cornish real estate assets, and the eventual

sale of Kerry Hall.

· Maximize the value of our real estate holdings to pay off debt,

provide funds for new facilities and sustain the financial

position of Cornish, as directed by the Board of Trustees.

· Use our various spaces to build a sense of community among

students, faculty and staff.

· Apply sustainability and environmental principles wherever

possible, with specific standards to be researched and adopted

by the Cornish administration.

To implement these goals, we will adopt an updated Master

Campus Facilities Plan, updating the space needs of the college

based on enrollment projections and academic program priorities.

SUSTAINING CORNISH continued

SEATTLE CENTER

DENNYPARK

SOUTH LAKEUNION

Harvard

Ave E

Boylston A

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Bellevue A

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Belm

ont Ave E

Sum

mit A

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9th Ave N

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Thomas St

John St John St

Harrison St

Republican St

E Thomas St

E Pine St

E Harrison St

E Republican St

Minor A

ve N

3rd A

ve N

2nd A

ve N

Warren A

ve N

Valley St

Valley St

Terry Ave N

9th Ave7th Ave

8th Ave

5th Ave

6th Ave

4th Ave

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ra S

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Boren Ave

Westlake A

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Aurora A

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5th Ave N

1st Ave N

Boylston A

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Harvard

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Roy St

Mercer St

Denny Way Denny Way

Olive Way

E Roy St

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Broad

St

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Queen A

nne Ave N

Space Needle

QUEEN ANNE

CAMPUS

N

Scene Shop

Playhouse

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SEATTLE CENTER

DENNYPARK

SOUTH LAKEUNION

Harvard

Ave E

Boylston A

ve E

Bellevue A

ve E

Belm

ont Ave E

Sum

mit A

ve E

Terry Ave N

9th Ave N

Dexter A

ve N

Thomas St

John St John St

Harrison St

Republican St

E Thomas St

E Pine St

E Harrison St

E Republican St

Minor A

ve N

3rd A

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2nd A

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Warren A

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9th Ave7th Ave

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Boylston A

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Harvard

Ave E

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Mercer St

Denny Way Denny Way

Olive Way

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Broad

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Queen A

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Space Needle

CAPITOL HILL

SEATTLE CENTER

DENNYPARK

SOUTH LAKEUNION

Harvard

Ave E

Boylston A

ve E

Bellevue A

ve E

Belm

ont Ave E

Sum

mit A

ve E

Terry Ave N

9th Ave N

Dexter A

ve N

Thomas St

John St John St

Harrison St

Republican St

E Thomas St

E Pine St

E Harrison St

E Republican St

Minor A

ve N

3rd A

ve N

2nd A

ve N

Warren A

ve N

Valley St

Valley St

Terry Ave N

9th Ave7th Ave

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inia

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Westlake A

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Aurora A

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ve E

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Ave E

Roy St

Mercer St

Denny Way Denny Way

Olive Way

E Roy St

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Broad

St

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nne Ave N

Space Needle

Main Campus Center

Notion Building

Raisbeck Performance Hall

The Annex

Centennial Lab

Lui/Beebe Building

Parking

A

B

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D

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F

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A P

P

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9th Avenue Studios

Residence Halls

Kerry Hall

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CREATING A MORE ENTREPRENEURIAL COLLEGE

We recognize that the concept of an arts education is rapidly

changing in modern society and that Cornish will continue to

prepare artists for the future. Cornish is located within a rapidly

developing high tech and science neighborhood, offering

exciting opportunities to build long­term relationships with local

companies and institutions. The educational artistic forms of

the past century will not necessarily cross over to the new century

and students will require the tools to adapt to a more rapidly

changing environment. To that end, this plan adopts the following

principles to guide our future decision­making:

SUSTAINING CORNISH Continued

· Design classes and facilities to be more “nimble.”

· Build capacity by coordinating equipment, technology and

facilities.

· Develop a financial model that serves us as a guide for

establishing enrollment and retention targets.

· Enable multiple learning modes.

· Grant more flexibility in creating degrees (such as a three­year

BFA for some students).

· Conduct regular surveys of recent graduates and alumni to

assess whether Cornish graduates believe that we were

successful in fulfilling our mission statement; and share these

results with the Cornish community.

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II. STUDENT AND FACULTY SUCCESS

WITH A GOAL TOWARD BECOMING MORE “STUDENT-

CENTRIC,” this plan enumerates ways for Cornish to broaden its

course offerings and improve the quality of student life. While

the demands of a professional arts degree require depth of study

in the respective disciplines, we observe that much artistic work

happens between traditional disciplines. Therefore, we have

identified an over­arching goal of examining administrative struc­

tures to ensure that they support, rather than constrain, the

ability of students to explore unique artistic paths and to develop

skills in a variety of areas. We agree that continued Faculty

Development will be core to Student Success and recognize the

huge value of our faculty as an asset and as one of Cornish’s

competitive advantages. Consequently, this plan sets forth specific

goals for Faculty Development (see below).

We believe that Media Arts constitute core components of the art

world, uniting and crossing our existing disciplines. A certificate

program in Media Arts, drawing on current course offerings with

some additions, will pave the way for a new BFA degree program.

Cutting across departments, we have identified the creation of

a Teaching and Learning center in 2014, serving both faculty and

students, as a key goal for this strategic Plan. Similarly, an

investment in technology that makes administrative functions

more efficient, and supports both in­classroom and blended,

hybrid, or remote learning are crucial elements of a 21st century

arts college. Reflecting these needs, this plan sets the following

specific milestones for investment over the next five years:

· Improve academic quality—adopt best practices, review work

at peer institutions, survey students and faculty to determine

whether we are achieving our goals and meeting our stated

educational mission.

· Advance our four core academic themes in order to:

– Develop student core competencies

– Develop student agency

– Foster experimentation and innovative practice among

students

– Foster a campus community conducive to learning and

positive growth.

· Create a Media Arts Certificate program, leading to a Media

Arts BFA degree.

· Create an Innovation Lab at Cornish, with dedicated staff

and space to foster experimentation and to raise the profile of

Cornish in Seattle’s high tech community.

· Develop opportunities for faculty development by institution­

alizing work days, flex time for professional leave, offering

training opportunities, and increasing the number of guest

artists and lecturers to supplement existing programs.

· Establish compensation goals to bring salaries for faculty and

staff in line with peer institutions.

· Implement the concept of “shared governance” broadly

throughout the various constituents of the college.

· Invite 10 guest faculty per academic year.

· Establish goals for a core faculty­to­student ratio by end of

academic year 2013–14.

· Pursue a student body and faculty that is culturally and

ethnically diverse.

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12

WHILE CORNISH ATTRACTS STUDENTS FROM 47 STATES

AND FIVE FOREIGN COUNTRIES, it still draws most students

from the Western United States and is perceived in some quarters

as a “regional” arts college. This strategic plan identifies goals

designed to enable Cornish to emerge and be recognized as a

national and global arts leader, leveraging our unique educational

profile and celebrating the accomplishments of our students

and faculty. We have already begun to move in this direction by

establishing a national advisory board and by ramping up recruit­

ment efforts for students across the U.S. and in Asia.

Emerging as an arts leader will require greater visibility, both in

the physical and online worlds. To that end, this plan calls for

more prominent branding of Cornish in our Puget Sound neigh­

borhood and the adoption of a communications plan to raise

our national and international profile. To achieve these goals, this

plan endorses the following activities:

· “100 for 100 Years”—Commission 100 projects to celebrate the

100th anniversary of Cornish. These will encompass diverse

institutions—including civic organizations, private individuals and

corporations—and would involve all seven Cornish departments.

· Elevate Cornish’s media profile—four measurements:

web presence, recognition of the “brand,” media relations,

Centennial celebration.

· Increase the visibility of Cornish in the community—create more

prominent signage and enhance our street presence, advertise­

ments in local publications, increase our advertising budget,

adopt a New Media strategy and make our Internet presence

integral to all communications at Cornish.

· Create integrated communications strategies that begin with

web marketing and integrate other media as needed to meet

our objectives.

· Partner with other organizations—such as social services

groups, arts organizations, museums, and colleges—at least

20 over the next five years.

· Expand participation in Our Creative Society annual event—

from 100 to 250 people from the community.

· Organize four roundtable events per year with other cultural

institutions, enhancing the reputation of our faculty and

leadership as “subject matter” experts.

· International outreach—conduct more student and faculty

exchanges; arrange for more international visits and student

internships at Cornish.

III. CORNISH ASARTS LEADER

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IV. VALUING CORNISH COMMUNITIES

AN IMPORTANT ASPECT OF THIS STRATEGIC PLAN is the

adoption of a cohesive blueprint, which embraces and enriches

the communities within the college that are vital to its future. The

strategic goals for Students and Faculty are discussion in Section

II, above. We have identified other Cornish communities that

are vital to our ongoing success and the achievement of the vision

outlined in this plan. To that end, we adopt the following goals for

these specific communities:

· Alumni

Invite alumni to more Cornish performance and exhibition events,

increase percentage of alumni who donate, create an online

Bulletin Board for alumni, make Cornish facilities available to

alumni, make alumni part of the stories we tell.

· Donors

Complete the Centennial Lab building campaign, increase number

of donors, give donors five opportunities per year to experience

outreach from the college, establish departmental advisory coun­

cils that include alumni, establish and encourage project­based

donors, build the endowment; support department efforts for

program funding.

· Local Arts Community

Show up for other arts organizations in the community, partner

with at least three other community organizations in the state,

and create community­based internships for Cornish students

with community groups in accordance with department

requirements.

· National Advisory Council

Hold two annual meetings per year, engage in more geographic

recruitment, and double the number of student internships

through Advisory Council members.

· Parents

Formally establish a Parent Association with a leadership group

of 30 members, increase the percentage of parent donors, and

conduct more outreach to regional clusters of parents.

· Regional Leadership

We also wish to see Cornish emerge as a more visible

institution in the greater Pacific Northwest region, and therefore

will seek opportunities to establish a greater regional presence.

15

CONCLUSION

These are ambitious goals, but we believe they can be achieved by

our talented and diverse community, all working toward a common

vision. Cornish will grow into its next century, by connecting our

internal and external communities and being prepared to innovate

the future of arts education.

This plan will be published on our website and incorporated in

other media. A “pocket version” of the plan will also be widely

distributed to students, faculty, alumni, parents and visitors. The

Board and Administration will conduct annual review sessions

to monitor our actual progress against the metrics and other goals

set forth in this Plan.

Cover BFA Show Installation (detail), 2011. Photo: Winifred Westergard.

Inside front cover Design studio. Photo: Winifred Westergard.

Page 1 Cornish Opera Theater, Venus & Adonis. Photo: Michelle Smith-Lewis.

Page 2 Sculpture studio. Photo courtesy of Cornish College of the Arts.

Page 4 Cornish Dance Theater. Choreography by Camille A. Brown. Photo: Chris Bennion.

Page 6 BFA Design Exhibition. Photo: Winifred Westergard.

PHOTO CAPTIONS

Page 7 2011 Merit/Roll Call Exhibition. Photo: Winifred Westergard.

Page 10 Cornish Theater Department, Summer Brave. Photo by Michelle Smith-Lewis.

Page 11 Cornish Dance Theater. Anna’s Circus. Photo: Colleen Dishy.

Page 12 Cornish Big Band. Photo: Michelle Smith Lewis.

Page 14–15 BFA Exhibition. Photo courtesy of Cornish College of the Arts.

Page 16–17 Cornish Theater and Performance Production Departments, Cloud 9. Photo: Chris Bennion.

16

17

The Strategic Plan was adopted by the 2012­13 Cornish Board of

Trustees on April 16, 2013.

Virginia Anderson, Chair

Roger J. Bass, Vice Chair

Lawrence E. Hard, Secretary

Sean Owen, PhD (MU ’97), Treasurer

John Gordon Hill, Immediate Past Chair

Dr. Nancy J. Uscher, President, ex officio

Alex Alben

Glenn J. Amster

Linda Brown, PhD

C. Kent Carlson

Jody Cunningham

L. Robin Du Brin

C. Douglas Francis

Marianne Sorich Francis (AR ’96)

Michael K. Gibson

Donna James

John W. Jordan

Ed Littlefield, Jr.

Dianne Loeb

Dorothy Holland Mann, PhD

Lawrence Matsuda, PhD

Carol Munro

Joan Poliak

Sherry Raisbeck (AR ’88)

Maria Renz

Ellen Rutledge (AR ’96)

Julie Speidel (AR ’67­’68)

Peggy Swistak