Strategic Plan

The Cascadia College board of trustees approved the Strategic Plan on January 20, 2016. The Strategic Plan sets the priorities of the college and ensures that employees and other stakeholders are working toward common goals. The Strategic Plan is an integral part of our identity and articulates Cascadia College's commitment to the themes, sub-themes, and goals below.

Cascadia College faculty and staff may access detailed information about the Strategic Plan (e.g., assessments) on the My.Cascadia Strategic Plan site.

Theme 1: Access
 

Expanding college access for high school students

  • Strengthening opportunities for high school students in math
  • Creating new initiatives in English to bridge the gap between high school and college
  • Developing an integrated K through 20 system of education in Cascadia's district that focuses on life-long learning
  • Expanding dual enrollment opportunities through Running Start and College in the High School
  • Exploring an early college high school academy program in Information Technology

Promoting pluralism and social justice by expanding access to college programs

  • Enhancing recruitment and support of underrepresented students
  • Improving transitions from Adult Basic Education to college coursework
  • Increasing off-campus, online, and time-shifted scheduling to increase options for students

Streamlining access to bachelor's degree attainment

  • Streamlining pathways with UW-Bothell (co-located partner) and other four-year institutions in areas such as Business, Global Studies, Art, Engineering, Computer Science and Science
  • Developing new Transfer Admission Guarantees, with other high choice destinations (e.g., Stanford, Arizona State University)
  • Developing a system of co-enrollment with several universities (e.g., Bastyr, UW, Seattle University, DigiPen)
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Theme 2: Integrated Education

Enhancing interdisciplinary programs

  • Implementing the Bachelors of Applied Science in Sustainable Practices
  • Expanding integrated learning experiences (e.g., learning communities, linked classes, and opportunities for community-based learning) for new and continuing students
  • Exploring ways to further integrate STEM and Humanities programs
  • Developing new interdisciplinary Professional Technical programs/certificates in high demand occupations

Growing community-based learning and internships

  • Identifying opportunities in the curriculum for community-based learning and internships
  • Developing community partnerships that promote assessment and community- based learning programs
  • Recruiting industry partners to engage students in real world applications in Professional Technical Programs

Developing and implementing a model community college internationalization plan

  • Developing a comprehensive and integrated internationalization plan including the infusion of global themes into the curriculum and the development of global studies
  • Facilitating ties between local and global cultures within Cascadia College and beyond
  • Exploring innovative ways to link STEM programs to global partners
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Theme 3: Learning-Centered Environment

Improving faculty and staff support

  • Increasing the full-time part-time faculty ratios to 50:50 of credits taught as budget and enrollment allow
  • Increasing support for full-time and part-time faculty and staff development
  • Supporting use of data in implementing best practices in teaching and learning
  • Recruiting and supporting faculty and staff to represent the diversity of the student body, pluralism and social justice

Extending academic support for students

  • Implementing, assessing and refining effective supplemental instruction and/or tutoring models including developing a comprehensive STEM Learning Center
  • Enhancing retention by implementing and improving best practices (e.g., intensive advising for high risk students, mandatory orientation, year-long registration)
  • Ensuring the continued adoption and implementation of high impact instructional technology

Creating physical spaces that support integrated education

  • Devising physical spaces to more effectively integrate STEM and the humanities
  • Creating spaces that support informal modes of learning
  • Developing spaces that increase the connections between and community partners

Enhancing and expanding STEM education

  • Enhancing the quality of STEM education through cutting-edge lab curricula, new faculty hires, and ongoing professional development
  • Expand the integration of sustainability research and practices in STEM education
  • Creating spaces and identifying resources that allows for the development of undergraduate research opportunities
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Theme 4: Assessment of Student Success

Maintaining high levels of student engagement

  • Promoting student engagement in "active and collaborative learning"
  • Promoting high levels of "student effort"
  • Promoting high levels of "academic challenge"
  • Promoting high levels of "student-faculty interaction"
  • Promoting student use of "support for learning"

Strengthening students' success

  • Increasing student attainment of Student Achievement Initiative credit-accumulation benchmarks (completion of 15, 30, 45 college-level credits)
  • Increasing student attainment of Student Achievement Initiative completion benchmark (completion of apprenticeships, certificates, or degrees)
  • Increasing student attainment of Student Achievement Initiative benchmarks concerning completing gateway courses (completion of a college-level English or Quantitative Math course)
  • Maintaining progression through ELP levels and transition ELP to college level

Ensuring student learning

  • Ensuring students meet college outcomes in distribution areas
  • Maintaining high success rates in gatekeeper courses
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Theme 5: Institutional Sustainability

Improving Infrastructure

  • Creating and configuring facilities to support growth of the student body, integrated learning, program development, and employee effectiveness
  • Designing, implementing, and maintaining technology to support the operations of the College
  • Developing and implementing a transportation management plan to supports enrollment growth in an environmentally responsible manner

Managing risk

  • Managing enterprise risks through a systematic process
  • Maintaining a high level of emergency preparedness
  • Maintaining a safe and secure campus
  • Developing and implementing a financial plan to support the implementation of the Strategic Plan

Maintaining relationship with UW Bothell

  • Maximizing synergies with UW Bothell while maintaining institutional identity and control in a financially sustainable manner

Communicating and engaging

  • Maintaining Shared Governance in organizational decision making
  • Establishing college as community resource for higher education
  • Maintaining effective lines of communication with campus community

Supporting employees

  • Providing opportunities to participate in personal, professional, and required training and development
  • Maintaining Effective Employee and labor relations
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