Strategic Plan Year 1: 2024-2025

Goal 

Six Month Percentage Complete 

One Year Percentage Complete 

A4: Create new and strengthen existing opportunities for students to acquire college credit for prior learning (e.g., microcredentials and/or certificates), community-based service learning, contemporaneous industry learning, and training. 

Six Month Update:

The College has approved the revised Credit for Prior Learning procedure, forms, and CrossWalk documentation. Faculty members have been recruited and trained for the badge initiative and will begin creating the badges soon.

One Year Update: 

The College made steady progress in this area during the second half and Strategic Year One, and will be launching industry recognized badges beginning in Winter 26'.  These include a brand new business certificate in collaboration with the Muckleshoot Tribal College. The College also signed an agreement with the Break-Reinvent-Impact Change (BRIC) Foundation will also be working with Shoreline in 2026 to support badges, enrollment, and internships in Art, Film, Music Technology and Visual Communication Technology.

A5: Support strategies to achieve robust international student enrollment based on best practices for successful International Enrollment Management at a community college.

Six Month Update:

• International Education has a new online cohort programs and recently welcomed a second group of students from the College's new Chinese partner.
• International Education has identified outreach targets through 28-29 and have implemented a new market segmentation structure.
• Audit of current marketing materials is complete and a plan has been created for updated digital and physical International Education marketing materials.

One Year Update:

The College confidently met the International Education enrollment goals for Year One of the strategic plan. 

• Partnership were formed with: NAIS in China, Xheijiang University in China, and KAN International Education in India.  
• Added several new Transfer Admission Guarantee (TAG) agreements with U.S. universities to increase transfer opportunities in the U.S. for international students, such as CSU Monterey Bay and Illinois Institute of Technology. 

A9: Ensure that academic programs and services are provided through a Guided Pathways lens at times and in all modalities that meet the needs of the growing adult population by evaluating career technical program offerings and student support services annually and developing new or adjusting existing modalities and services (evening/part-time, etc.) to support adult learners as they pursue and complete training in high-demand programs in the region. 

Six Month Update:

Implementation of Lightcast has been successful -The platform has been purchased and training was provided to the Deans on using it for job market analysis. The Guided Pathway project is advancing well, with degree maps near completion. For College 101 (COL 101), most preparatory work is done, with only the ctcLink coding remaining to be implemented. 

One Year Update: 

The College has completed work for Year One of this goal. Lightcast has been implemented and is active for all Deans. Work needed to launch College 101 is complete and the coure will launch for all new Associate in Arts Direct Transfer Aggrement (AADTA) in Fall 2025.

A10: Develop and implement a data-informed Academic Plan outlining current and potential future program offerings. 

Six Month Update:

The A10 objective is 5% complete. The Deans have finished their Lightcast training, enabling them to conduct program health analyses. Deans have also received access to the data dashboard from Planning and Institutional Effectiveness. 

One Year Update: 

No further progress was made on this goal in Year One. Progress will begin again when the new Vice President of Academic Affairs is hired.

Goal 

Six Month Percentage Complete 

One Year Percentage Complete 

B1: Assess student needs on an ongoing basis so all students receive an equitable and consistent level of support, attention, and guidance (e.g., financial aid, advising, counseling, childcare, mentorship, transportation, bookstore, etc.) throughout their time at Shoreline. 

Six Month Update: 

• Conducted a full assessment of student survey instruments in the Student Services Area.
• Developed a three-year assessment cycle to streamline and centralize student experience feedback.
  • Year 1 will focus on implementation of Community College Survey Student Engagement (CCSSE), Year 2 will focus on implementation of the Campus Climate Survey; Year 3 will focus on an in-house Shoreline Student Satisfaction Survey. 

One Year Update: 

The College conducted the Community College Survey Student Engagement (CCSSE) in Spring 2025. The results will be delivered in July 2025; In Year Two the Student Affairs Survey will be developed and the College will focus on implementation on a rotational cycle of other assessment tools such as the Campus Climate, and other college-wide assessment needs. 

B2: Define the ideal level of student support and evaluate, on an annual basis, student support services and programs using data on student demand (e.g., food insecurity, transportation, childcare, etc.) to identify opportunities for improvement, implement necessary changes, and clearly communicate the process and procedures for students to seek and obtain the support they need. 

Six Month Update: Work on this goal has not yet begun.

One Year Update: 

Work on this goal will begin in Year Two building on results of the 2025 Community College Survey Student Engagement (CCSSE), the Basic Needs Assessment, and the Council for the Advancement of Standards in Higher Education (CAS) Standard, this work will help the College better define the ideal support and services needed.

B3: Prioritize student support services programs for First Generation, Historically Underrepresented Groups, and Students with Disabilities (e.g., develop a tiered model of advising and navigation services to achieve an equitable distribution of College resources). 

Six Month Update:

Work on this goal has not yet begun.

One Year Update: 

This goal will be extended into Year Two.  It was determined it should have originally been classified as a Year 1-2 goal due to the dependence on Objective B1  needs.

B4: Expand opportunities for student-run network events and social gatherings, including culturally appropriate student outreach programs to strengthen a sense of belonging, and peer-to-peer mentoring and support among all students to mentor and assist each other in navigating the educational system, with a focus on historically underrepresented groups (e.g. communities of color, students with disabilities, and low-income communities). 

Six Month Update:

The Peer Support Program is undergoing systematic review, with particular emphasis on the Student Ambassador and First-Year Peer Mentor programs. The College is piloting an expansion of Student Ambassadors’ duties to provide navigational support in Advising. Student Services has introduced embedded Academic Mentors in all of our Athletics programs to provide targeted academic support for SCC's  student athletes, many of whom are members of historically under-represented groups. 

One Year Update: 

The data gathered from the Student Ambassador and First-Year Mentor Assessment resulted in a the creation of a newly devleoped student role as, Guided Pathways Program Assistants. 

• This position will focus on Guided Pathways initiatives like Degree Planner, mandatory advising, and New Student Orientation (Dolphin Days).
• The Student Ambassadors will focus on staffing the PUB Welcome Desk, performing campus events, and representing the college for prospective students.  

The Strategic Action Team recommends this goal be extended into year two citing that Year One was designed for building a system and Year Two will focus more on strategic goals related to supporting historically marginalized populations.

Goal

Six Month Percentage Complete 

One Year Percentage Complete 

C2: Implement the new 360-degree administrative performance review system with clearly written and published criteria for all positions; ensure that all faculty, staff, and administrators are evaluated regularly and are held accountable for making changes to their processes, procedures, or pedagogy, where necessary. 

Six Month Update:

360 Admin Evaluations were implemented in Fall 2023.  98% of these evaluations were completed with an annual schedule established.  The evaluation form was updated for Fall 2024.

One Year Update: 

This was completed at the six month mark of Year One.

C3: Implement participatory governance system that includes ongoing training, coaching, and support that centers on collaborative decision-making and transformative leadership to engage the executive team, faculty, staff, administrators, unions, and students in decision-making processes; ensure that the results of these decision-making processes are communicated to the Shoreline Campus community.

Six Month Update:

The planning team has created a timeline for winter launch.  Templates for all councils have been created and were presented to the Executive Team in Jan 2025. 

One Year Update: 

The planning team has completed all initial development for campuswide participatory governance.  When the fall 25' quarter begins participatory governance will official launch at the College and the goal will be 100% complete.

C4: Align the Strategic Plan goals and objectives and College mission statement with State directives and best practices. 

Six Month Update:

The Strategic Plan has been created and is successfully being used by the College.

One Year Update: 

This was completed at the six month mark of Year One.

C7: Implement a set of guiding principles for budgeting and resource allocation that reflect faculty, staff, administrator, and student feedback in an open and transparent manner. 

Six Month Update:

The budget development process has begun. The budget plan has been built, a timeline has been constructed and leadership has been identified.

One Year Update: 

The College has completed one budget cycle utilizing the new development process. Materials have been updated and shared with necessary stakeholders and engagement, communication and transparency continue to be of high importance as the College moves forward with this endeavor.

C8: Implement a college-wide communication strategy that uses the most current data and demonstrates the College’s commitment to transparency and participatory decision-making.

Six Month Update:

• A Communication Specialist position has been created focusing on streamling both student and employee communication.
• The MarCom Team attended several meetings on campus to share information and gain feedback on a variety of initiatives including college naming and website redesign.
• The Executive Director of MarCom presented to the campus at Convocation sharing the College's marketing efforts and educating staff and faculty on procedures and procotols for requesting MarCom assistance.

One Year Update: 

The MarCom Team in collaboration with the Office of the President and the Executive Team continues to make improvements for timely, transparent communication to the college. 

• Significant progress continues to be made with our website redesign
• A vote to change from Shoreline Community College to Shoreline College was coordinated by the MarCom Team and approved
• In collaboration with the Foundation and Advancement Office the MarCom Team planned a campuswide effort to host a 60th Anniversary Celebration for the College. 

C9: Identify opportunities for the Board of Trustees and College leadership to advocate for increased compensation within our State system. 

Six Month Update: 

Students and staff will attend the annual Hill Climb event for Community College advocacy in Olympia on January 30, 2025.  In February 2025 President Kahn, Cat Chiappa, Executive Director of Communications and Marketing and Trustee Chan will be attending the Association of Community College Trustees in Washington, DC and meeting with legislators.

One Year Update: 

Significant progress was made towards this goal in Year One. 

• In February, President Kahn, Trustee Chan, and Ex Dir Cat Chiappa met with US Senator Murray, US Senator Cantwell, and Congresswoman Jayapal in WA DC, while attending the ACCT conference.
• In February, President Kahn met with Representative Duerr staff to ask to keep OFM monies and why we need additional funding.
• In March, the Board of Trustees had the opportunity to interact with both Senator Patty Murray and Representative Pramila Jayapal during two different events on campus.
• In April, the Board Of Trsutees sent letters and made calls to representatives about the state budget and emphasizing support of faculty and staff.   

C10: Track and evaluate progress on Strategic Plan implementation in a publicly accessible format, identifying how all College-wide projects related to the Strategic Plan. 

Six Month Update:

A public tracking system for the strategic plan has been implemented and will be updated twice yearly.

One Year Update: 

Progress on all Year One goals has been successfully tracked for both the six month and one year marks, and the College will continue to make twice yearly reports for each year of the Strategic Plan which will be updated on the Shoreline public facing website.

Goal 

Six Month Percentage Complete 

One Year Percentage Complete 

D5: Create and launch an intranet platform for internal communications and resource sharing (e.g., SharePoint). 

Six Month Update:

• SharePoint has been chosen for SCC's intranet platform and the MarCom team is exploring template and design options.
• MarCom met with all major stakeholders to gather information and have begun  creating informational and design mock-ups for some homepages and subpages.

One Year Update: 

Significant progress has been made on creating an intranet for the campus.

• Shortpoint was identified as a service to help with the design of the College's SharePoint based intranet.
• The MarCom team worked together with other members of the MarCom Strategic Action Team to make design decisions and create a template for an intranet homepage and splashpages for each Executive Team Division with a goal of launching a basic version of the intranet by Fall 2025 and will add additional elements in Year Two.

D6: Ensure that all information technology and electronic content provide comparable functionality, experience, and information access to students, employees, and community members with disabilities, including those who use assistive technology; update educational technology to current industry standards. 

Six Month Update:

Drafted a timeline in order to ensure campus-wide digital accessibility by April 2026.  A list of stakeholders and departments has been identified and the Accessibility team is convening an Accessible IT Workgroup.

One Year Update: 

• The Accessible IT Workgroup delivered accessibility training to all of campus at Day of Learning in Spring 2025 and are scheduled to present at other events in the fall.
• The team is also actively collecting, logging and reviewing VPATs for new and currently used software, websites, digital tools and apps and storing them in a VPAT/HECVAT Repository sharepoint site.

Goal

Six Month Percentage Complete

One Year Percentage Complete

E1: Collaborate with Shoreline and neighboring cities, King and Snohomish Counties, and Washington State to maintain the most up-to-date socioeconomic demographic data that is also based on the most recent available census numbers for Shoreline Community College’s service area to ensure that academic and support programs are reflective of current trends and needs. 

Six Month Update:

Data is not accessible from non-district partners at this time. 
Met with SBCTC Public Information Officer about educating Presidents about what is allowable and what is not.

One Year Update: 

The College researched the Office of the Superintendant of Public Instruction (OSPI) data portal and included that data in relevant Program Reviews for the 24-25 school year.  This Strategic Plan Objective is complete and will not be continued in Year Two.

E2: Strengthen ongoing relationships with external local, regional, national, and global partners including, but not limited to, business, community-based organizations, intuitions of higher education, and career placement agencies in order to increase enrollment and expand opportunities for students. 

Six Month Update: 

Conducted meeting with a variety of community groups aligned with the strategic plan including industry partners (e.g. Amazon and British Petroleum) and cultural partners.

One Year Update: 

The College's business partnership development is complete in Year One.

• Phlebotomy training offered in collaboration with King County first responders during spring 2025.
• Partnered with Ford in Fall 2025.
• Partned with Arizona State University's (ASU) "My Path" programs.
• Signed an MOU with the Muckleshoot Tribal College for a new partnership which will pilot business classes to be offered in Fall 2025.

This summer the College invited all state and local reps to campus for summer/fall and Cindy Ryu, Jesse Solomon, Patty Murray accepted.     

E3: Strengthen Shoreline Community College’s identity and brand and cultivate Shoreline as a hub for global learning and experiences through traditional written and multi-media methods. 

Six Month Update:

• Created two of the eight Pathways videos, with more to come later this year.
• Launched a community page for the college https://www.shoreline.edu/about-shoreline/community.aspx 

One Year Update: 

• Work on Pathway videos continues with five of the eight complete.
• First website redesign edits were approved by the Executive Team and College Council and work is in progress for updating the Pathway pages.
• College Community and Board of Trustees voted to change the College's name from Shoreline Community College to Shoreline College with a logo redesign vote to follow in October
• Released first Annual Report for the 23-24 School Year
  https://www.shoreline.edu/about-shoreline/annual-report.aspx
• STEM: https://www.youtube.com/watch?v=9UbhF_POgVw
• Business:  https://www.youtube.com/watch?v=0HrPkSm67Qg&t=1s

E4: Expand Shoreline’s promotions and marketing of all educational programs through targeted advertising campaigns and promotions (e.g., the International Education, Transitional Studies, post-baccalaureate programs, transfer and technical education programs, continuing education services, facilities, and other beneficial community programs offered by the College). 

Six Month Update:

Launched a variety of digital marketing efforts across multiple platforms including META (Instagram and Facebook), Google Search and Snapchat.

One Year Update: 

The MarCom team continued to iterate with different marketing tactics both digitally and print.

• Expanded marketing efforts to TikTok and YouTube and focused on using more video instead of stills to better reach target audience.
• Continued work on creating new print marketing materials including Pathway brochures

E5: Promote the value of a community college education as a viable path to further higher education and professional careers by celebrating the educational accomplishments of our students with prospective students and their families through traditional written and multi-media platforms. 

Six Month Update: 

• Launched a community page for the college https://www.shoreline.edu/about-shoreline/community.aspx

• In Winter 2025, launched marketing efforts to include features showcasing the value of community college (.e.g. lower tuition, small class sizes etc.)

One Year Update: 

In additional to digital marketing efforts that ran in the second half of Year One, the MarCom team also designed a bus ad campaign to launch in Summer 2025 deploying a combination of 27 ads in English as well as Spanish touting the value of community college.

E7: Maintain a strong presence at local community events, host more community-facing events on campus, and provide more opportunities for local community organizations and nonprofits to rent campus facilities. 

Six Month Update:

Cultivated partnerships through 29 different events and rentals on campus including

• 11 Community Partner events,
• 1 business partner,
• 2 university transfer agreements,
• 6 youth related activities,
• 8 Shoreline specific events and several rental

One Year Update: 

The campus had a significant number of rentals and events in Year One including:

• Governor Ferguson visited the campus in April for the meeting with SBCTC college presidents
• The PRIDE festival in June
• A variety of guest speakers including Michael Benitz
• Hosted an International Day of Yoga in June.  

The College also identified staff and revised job description to standardize the campus event process and maximize opportunities for community facing events.  

E8: Strengthen and leverage the College's alumni network

Six Month Update: 

Assess Tools: We reviewed current platforms like LinkedIn, Facebook, Donor Perfect, and others for outreach. Activated the SCC LiveAlumni account and worked with them to scan and clean data. This provided more than 4,400 email addresses. Looked at Past Efforts: Dug into alumni notes, binders, and benefits to learn what worked before. There doesn’t appear there has been a comprehensive or systematic effort at SCC. We found evidence of several attempts that fizzled. Outreach Efforts: 60th anniversary and Graduation.

One Year Update: 

In December, the College hired an Annual Fund and Stewardship Manager to lead alumni initiatives.

Goal

Six Month Percentage Complete

One Year Percentage Complete

F1: Design and implement user-friendly reporting tools, training programs, and a regular calendar for sharing budget and financial data with the College Community to ensure transparency and accountability.

Six Month Update:

Initial exploratory work has begun.

One Year Update: 

The Budget Office developed a Budget Review prototype tool and presented it to cTcLink Leadership Team. 

While PIE completes other long outstanding, higher priority projects, data, and report requests, The Budget Office is developing a Power BI tool/repository  with more robust reporting to include H.R. Personnel and Finance budgets as well as expense data.

F2: Develop and implement Strategic Enrollment Management Plans to increase student enrollment using the latest demographic, economic, and student mobility data. 

Six Month Update:

Work on this goal has not yet begun.

One Year Update: 

Work on this goal has not yet begun, but will start in Year Two.

F3: Identify potential cost reduction opportunities and implement a plan for streamlining processes and procedures and eliminating redundancies.

Six Month Update:

Work on this goal has not yet begun.

One Year Update:

100% of this five year goal was completed for Year One and will continue with new projects in Years Two-Four.  Milestones included:

• Clean Energy program stopped accepting new students due to low advisory group support and low student completion.
• Parent Child Center increased tuition rates in order to fully staff the Center and increase child enrollments to better serve the community.
• Parent Education instruction was analyzed and tuition increased to reduce amount of deficit spending.
• Began work to co-create a plan to decrease deficit spending with the various Parent Education Co-ops
• Board approved resolution to allow us to diversify investment portfolio into WA State (Local Government Investment Pool (LGIP) to earn higher yield on long-term cash held for reserves.
• Identified $100,000 in cost reductions submitted by Budget Managers to help offset reductions in Fiscal Year 26 state allocations.
• Implemented a reduction in travel expenses

F4: Create and implement a grant funding opportunities plan based on the College’s strategic priorities with set annual funding targets.

Six Month Update:

• SCC's Grants Director attended one Executive Team meeting each quarter to present on grant developments
• Grants Director met with VP of Academic Affairs and VP of Student Affairs to identify new potential grant opportunites  (e.g., NSF S-STEM), met with Executive Director of the Foundation to coordinate on fundseeking strategies, and is scheduling meetings with the VP of Student Affairs, Assoc VP of International Education, and leadership of Running Start to coordinate grant seeking targets with enrollment targets.

One Year Target: 

Major milestones for Year One include:

• Tracked changing landscape in grant funding due to changes in federal government practices, addressed new requirements, and adapted funding seeking strategies accordingly.
• Grants Director continued to attend one ET meeting each quarter and presented quarterly grants snapshots.
• Continuously updated the grant tracking spreadsheet to link new awards with corresponding Strategic Plan goals and objectives.
• The Grants Director continued to meet with individual ET members to understand enrollment targets to inform a Grants Opportunities Plan on Shoreline's website.