Strategic Plan Year 1: 2024-2025

Goal 

Percentage Complete 

A1: Identify success gaps by focusing on performance measures and developing a systematic method to collect, track, and evaluate student performance over time; disaggregate data by race, ethnicity, age, gender, socioeconomic status, and whether a student is first-generation or has special needs; incorporate guided pathways, counseling, and other navigation services accordingly. 

Six Month Update: Completed course sequence maps for advising (Guided Pathways) for all academic programs, which will go into Starfish Degree Planner. 

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.

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.

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: The College has made excellent progress on our goals, completing 97% of what we set out to do. We bought and set up Lightcast, a tool that helps analyze job trends, and trained our deans on how to use it. This will help us better understand what jobs are available for our graduates and how we can prepare students for successful careers. We also finished mapping out all our degree programs to help College students better plan their education paths. Our new first-year course, College 101, is ready to begin - we've prepared all the materials, trained the instructors, and set up everything for a successful launch.

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

Six Month Update: The A10 objective is 60% 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.

Goal 

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. 

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.

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.

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: Engaged in data collection and looking for strategic overlaps for next year with an emphasis on supporting programming for historically underrepresented population.

Goal

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.

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. Governance councils to launch February 2025

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.

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.

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.

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.

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.

Goal 

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

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.

Goal

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.

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: UW:  Mechatronics grant articulation agreement & Physics Lecture series planned, Shoreline K-12 English Duel enrollment course to start Winter 26,  WSU new Articulation agreement for DTA & Career Connect, ASU preferred partner on MyPath, Shoreline/King County Phlebotomy trainings, Korean Language School launch, Washington Business Week program planned for 2026, Seattle City Light joined as new Advisory partner offering new internships to students.

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, and three more are in progress and will be complete by the end of Q1 2025.
• Launched a community page for the college https://www.shoreline.edu/about-shoreline/community.aspx

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.

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.)

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
• Several additional rental agreements

Goal

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.

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.

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.

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 grand developments Grants Director met VP of Instruction and VP of Student Services to identify new potential grant opportunites (e.g., NSF S-STEM)