Skagit Valley College Strategic Plan

2024-2028

Skagit Valley College Strategic Plan

In 2024, Skagit Valley College adopted a new four-year Strategic Plan. This process was the result of input from and consultation with students, staff, faculty, administrators, board members, and the communities we serve. The Strategic Plan is SVC’s guide to achieving its institutional mission. While the Strategic Plan is developed at the institutional level, operationalization and implementation primarily occur within various units throughout the college, leading to a process that is broad-based and open to input from appropriate constituencies

Mission Statement

Skagit Valley College cultivates student learning and achievement; contributes to the educational, personal, and economic success of students; and promotes equitable and thriving communities.

Vision Statement

The primary focus of Skagit Valley College is student-centered teaching and learning.

We are committed to:

  • Equitable student outcomes in access, achievement, and community;
  • Decisions based on strategy and evidence;
  • The development of our employees;
  • A diverse and inclusive college community where everyone belongs.

Guiding Principles

Respect, Integrity, Open and Honest Communication, Collaboration, Compassion

Strategic Priorities and Outcomes     

Download the SVC Strategic Plan         Institutional Performance Reports

 

Strategic Priorities
Outcomes

1. STUDENT SUCCESS
  • Improve completion rates for all degree-seeking students
  • Improve differential completion rates in student success
  • Maintain strong employment rates for Workforce and BAS program completers

2. EQUITY AND BELONGING
  • Improve student sense of belonging
  • Strengthen learning environments, programs, and services that are responsive to students’ needs, experiences, and goals
  • Improve employee sense of belonging 

3. ACCESS
  • Increase student enrollment (FTEs)
  • Student enrollment (FTEs) is reflective of our community
  • Decrease differential enrollment in high demand, family-sustaining wage programs
4. INSTITUTIONAL CAPACITY
  • Maintain indicators of strong institutional fiscal health

  • Improve culture, organization, resources, and/or efficiency of college and student support service areas

5. COMMUNITY ENGAGEMENT
  • Expand community-engaged learning that strengthens regional economic vitality
  • Improve partnerships that promote civic engagement and improved democracy
  • Improve partnerships that foster the engagement of community populations that are historically underserved by higher education

SVC Strategic Priorities: Outcomes, KPIs, Metrics, and Targets

Outcome Statement #1a:
Improve completion rates for all degree-seeking students

KPI 

Completion Rates

Metric 

  • Current and 3-year average degree completion rates for all categories 

     

  • 5-year trend (if available) 

Target(s)

  • Increase overall completion rate to 42% (baseline = 36%) 

     

  • Increase Workforce completion to 50% (baseline = 45%) 

     

  • Increase Academic-Transfer completion to 38% (baseline = 32%) 

     

  • Increase Bachelor’s completion to 80% (baseline = 70%) 

Outcome Statement #1b:
Improve differential completion rates in student success

KPI 

Completion Gaps

Metric 

Disaggregated 3-year average completion rates for all degree seeking students

Target(s)

Decrease student completion gaps to 3%

Outcome Statement #1c:
Maintain strong employment rates for Workforce and BAS program completers

KPI

Employment Rates 

Metric

Percentage of Workforce or BAS graduates employed nine months post degree completion

Target(s)

Improve student post completion employment to 75% (baseline = 68%)

 

Outcome Statement #2a:
 Improve differential completion rates in student success 

KPI 

Sense of Belonging

Metric 

Higher Education Data Sharing (HEDS) Sense of Belonging metric

Target(s)

Increase SVC student sense of belonging to 65% (baseline = 50%)

Outcome Statement #2b:
Strengthen learning environments, programs, and services that are responsive to students’ needs, experiences, and goals

KPI 

Student Experience

Metric 

Ruffalo Noel Levitz (RNL) Student Satisfaction Inventory

Target(s)

At least 80% of students report a positive experience with the accessibility, responsiveness, and effectiveness of college programs and services (baseline = 74%)

Outcome Statement #2c:
Improve employee sense of belonging

KPI

Sense of Belonging

Metric

Higher Education Data Sharing (HEDS) Sense of Belonging metric

Target(s)

Increase SVC employee sense of belonging to 65% (baseline = 50%)

 

Outcome Statement #3a:
Increase student enrollment (FTEs) 

KPI 

Institutional Enrollments

Metric 
  • Overall FTEs (annualized Full Time Equivalent)
  • State FTEs (annualized Full Time Equivalent)

Target(s)

  • Increase total FTES to 4,400 (baseline = 3,269) 
  • Increase State FTEs to 3,866 (baseline = 2,544)  

Outcome Statement #3b:
Student enrollment (FTEs) is reflective of our community  

KPI 

Student Enrollments

Metric 

Disaggregated State FTE enrollments

Target(s)

Enrollments are reflective of our community

Outcome Statement #3c:
Decrease differential enrollment in high demand, family-sustaining wage programs

KPI

Program Enrollments

Metric

Disaggregated enrollment in high-demand, high-wage programs

Target(s)

Enrollments are reflective of our community

 

Outcome Statement #4a:
Maintain indicators of strong institutional fiscal health

KPI 

Financial Health

Metric 

SVC Fiscal Health Index (FHI)

Target(s)

Maintain an FHI score of at least 3.2 each fiscal year

Outcome Statement #4b:
Improve culture, organization, resources, and/or efficiency of college and student support service areas

KPI 

College and Student Support Services Effectiveness

Metric 

SVC data for non-instructional departments based on 4-year Program Review Cycle

Target(s)

Demonstrated improvements in culture, organization, resources, and/or efficiency in non-instructional departments

 

Outcome Statement #5a:  
Expand community-engaged learning that strengthens regional economic vitality

KPI 

Community-Engaged Learning

Metric 

  • Number of employers and community partners participating in work-based learning and customized training. 

     

  • Students completing community engaged learning experiences (customized training, Job Skills Program trainings, internships, clinicals, apprenticeships, industry-sponsored capstones, service learning, or Learning into Action).

Target(s)

  • Increase the number of employer and community partners participating in community-engaged learning by 5% annually. 

     

  • Increase the number of community members and incumbent workers receiving customized training by 5% annually. 

     

  • Increase the number of graduates completing a work-based learning experience by 5% annually 

Outcome Statement #5b:  
Improve partnerships that promote civic engagement and improved democracy

KPI 

Select Civic Partnership

Metric 

Collaborative Analysis

Target(s)

Partnership demonstrates mutual benefit, shared decision-making, effective communication, shared decision-making, with identified strengths and opportunities for improvement.

Outcome Statement #5c:  
Improve partnerships that foster the engagement of community populations that are historically underserved by higher education

KPI

Select Community Partnership

Metric

Collaborative Analysis

Target(s)

Partnership demonstrates mutual benefit, shared decision-making, effective communication, shared decision-making, with identified strengths and opportunities for improvement.