President Profile

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:  An altruistic, student-centered leader passionate about the learning process; a demonstrated appreciation for the community college mission; committed to directing resources to further student success, focused consistently on the best interests of students, faculty, staff and the community, and  knowledgeable about developing trends in education.
 
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; negotiates and collaborates effectively; and appreciates reason, logic and differing viewpoints.
 
Commitment: A leader with a secure sense of self; who delegates and empowers vice presidents, deans and other administrators with appropriate levels of authority; 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 SFCC; 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; highly evolved self-management skills, including a sense of humor, to model and practice resilience through 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.
 
Decisive:  A participatory leader who genuinely values differing viewpoints; creates venues for discussion and debate; believes that superior solutions result from collaboration but understands when  informed decisions must be made in a timely manner, and accepts accountability thereafter.


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 Community College, and effectively advocating for Spokane Falls Community College’s unique mission and resource needs.
  • 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.
  • Maintaining, further developing and leveraging the excellent partnerships established between SFCC and local, state and regional higher education, K-12 education, and community groups; Washington State Board of Community and Technical Colleges staff, district and state system peers necessary to achieve the college’s mission.
  •  Leading the college through major organizational changes, subsequent transitions and various initiatives, some in-progress, including integration of a new administrative computing system; Guided Pathways; multiple program and college-wide accreditations; a new state funding formula; and development of new programs such as applied baccalaureate degrees.
  • Providing the leadership needed to maintain high-quality instruction and student services during a time of increasing faculty and staff retirements, changing technology, budgetary pressures and increasing student demand for flexible and adaptable delivery of instruction and services.
  • Taking advantage of the changing demographics of SFCC faculty and staff to add new knowledge, abilities and skills, enhance innovation and creativity in the classroom and support services; mentor and encourage the ongoing development of institutional talent, and expand the benefits gained from a more diverse workforce.