SCC President Profile: Characteristics

The following traits, characteristics and personal competencies were cited during the survey process and are critical to the success of our future President.
Higher Education Leadership:  A knowledgeable leader who can communicate a vision that inspires others; a visible advocate, both externally and internally to the college; demonstrated experience in and knowledgeable appreciation for a comprehensive community college of professional/technical, liberal arts and adult basic education programs; demonstrated experience or developed understanding of workforce development; able to effectively represent the college’s interests in a variety of environments.
Integrity:  A trustworthy leader, slow to make promises but quick to keep them; principle-centered and forthright with even the most difficult message; believes full disclosure is a prerequisite to effective problem-solving; and builds trust as an investment.

Communication: A genuine communicator who is accessible and listens more than they speak; values others’ input as an opportunity to learn; models and demands professional decorum; and considerate of reason and logic.
Commitment: A leader who displays loyalty; personally invested in the success of our region, community and institution; eager to be a part of our long-term success; inspires loyalty from others; and effectively advocates for our students, programs, faculty, and staff.
Organizational Leadership: A proactive student-centered leader who understands the dynamics of a multi-college/unit organizational structure; values strategic, fiscal and master facility planning; trusts, empowers and inspires enthusiasm among faculty and staff; entrepreneurial in finding resources and implementing strategies to take advantage of a new funding formula; fiscally responsible, risk prudent, action-oriented decision-maker; and possesses a systems perspective that appropriately considers all implications of potential decisions.
Wisdom: A savvy and humble leader with knowledge drawn from broad experiences; displays critical thinking skills, confidence and a systems perspective; has experience administrating in a unionized environment; and takes strategic risks informed by data, consistent with mission and driven by a commitment to student success.
Dynamic:  A leader who inspires enthusiasm about our mission; projects a clear vision and motivates the entire institution to fulfill it; recognized by the public as synonymous with SCC; accessible and able to connect authentically with faculty, staff, peers and students.
Change Leader:  A leader who  thrives in the face of significant and continuous change; effectively appeals to higher ideals and values as a cause for change; resilient and uses their sense of humor and external interests as a coping mechanism for the inevitable setbacks associated with change; convenes and facilitates solution-focused conversations and processes; and challenges, motivates and empowers their team through change, creating an environment that supports deliberate action over inaction.

Challenges and Opportunities

  • Leading a comprehensive community college, part of a multi-college district, under the direct supervision of the district’s Chancellor, consistent with the policy direction of the district’s board of trustees, in collaboration with the peer college President at Spokane Falls Community College, and effectively advocating for Spokane Community College’s unique mission and resource needs.
  •  Providing leadership necessary to meet the expressed demand for the skilled career and technical labor force needed to support planned regional economic development and business/industry success.
  • Developing a comprehensive enrollment management plan, including the supporting practices needed to effectively balance access, capacity, retention and success; Lead student success practices that allow students to efficiently register, access needed support services, efficiently progress toward and successfully complete stated academic goals.​
  • ​Developing and maintaining a close, collegial working relationship with district peers, regional education partners (K-12, regional and research universities), Washington State Board of Community and Technical Colleges staff, system peers, and regional leaders necessary to achieve the college’s mission.
  •  Leading a campus in the midst of major organizational changes through the subsequent transitions including a planned freeway running adjacent to the campus; integration of a new administrative computing system; multiple program and college-wide accreditations; an aging faculty and staff; a new state funding formula and development of new programs such as applied baccalaureate degrees.
  •  Maintaining, further developing and leveraging the partnerships established between SCC and local, state and regional higher education, K-12 education, business/industry and community groups.  Build upon the collaborative relationship between the peer college President and central administration.