Seattle Central College Operational Plan

Seattle Central Operational Plan 2025-26

Seattle Central’s Operational Plan is the college’s detailed action-plan for achieving the goals laid out in the Seattle Colleges Strategic Plan. Activities in the Operational Plan are assessed and reviewed annually. Activities may be completed, changed, or continued in subsequent Operational Plans.

Seattle Colleges Mission

As an open-access learning institution, Seattle Colleges prepares each student for success in life and work, fostering a diverse, engaged, and dynamic community.

Seattle Colleges Strategic Plan 2024-34

The Seattle Colleges Strategic Plan includes four goals:

  • Goal 1: Culturally and Socially Responsive Teaching and Learning

  • Goal 2: Holistic and Inclusive Student Experience

  • Goal 3: Empowering Employee Experience

  • Goal 4: Effective and Sustainable Organizational Structures and Practices.

Each goal has accompanying strategies and key performance indicators.

Seattle Central Operational Plan Activities, 2025-26

Each activity in the Operational Plan is aligned with Strategic Plan goals and Northwest Commission on College and Universities Accreditation Standards. Table 1 shows the detailed alignment between Operational Plan Activities and the strategies in the Strategic Plan.

In addition to the Operational Plan Activities, Seattle Central engages in a wide array of ongoing, continuous improvement activities that support the goals of the Strategic Plan. These activities and their alignment to the Strategic Plan are shown in Table 2.

1. Student-facing instructional modality documentation

Alignment:

     Strategic Plan Goals: 1

     NWCCU: 1.D.1, 2.G.1

Lead: CCC+ chair

Timeline: Spring 2026

2. Expanded availability of Orientation to College Success (HDC 101), including increased availability for Seattle Promise students

Alignment:

     Strategic Plan Goals: 1, 2

     NWCCU: 1.D.1, 2.G.6

Lead: VPSS

     Support: Director of Title III; Lead Counselor

Timeline: 2025-26

3. Develop process for annual Professional Development Calendar

Alignment:

     Strategic Plan Goals: 1, 3

     NWCCU: 2.F.2

Lead: Dean of Libraries, Learning Support & Employee Development 
Faculty

Timeline: Spring 2026

4. Updating faculty onboarding processes and materials to support new full and part-time faculty, including updating and expanding Faculty Essentials and Equity in Practice materials

Alignment:  

     Strategic Plan Goals: 1, 3

     NWCCU: 2.F.2

Lead: Dean of Libraries, Learning Support & Employee Development 
Faculty

Timeline: Spring 2026

5. Develop Student Journey Map to support and institutionalize First Year Experiences

Alignment:

     Strategic Plan Goals 2

     NWCCU 1.D.1, 2.G.6

Lead: Executive Director of Title III

     Support: Director of First Year & Career Services

Timeline: Summer 2025

6. Expansion of New Student Orientation to include mandatory online NSO, quarterly in-person offerings, and expanded fall NSO with Promise students

Alignment:

     Strategic Plan Goals: 2

     NWCCU: 1.D.1, 2.C.2, 2.C.3, 2.G.6

Lead: Director of First year and Career Services

     Support: Director of Title III

Timeline: Launch Fall 2025

7. Communications map for students in their first year

Alignment:

     Strategic Plan Goals: 2 

     NWCCU: 2.C.3, 2.G.6

Lead: Executive Director of Guided Pathways

     Supports: Director of Assessment, Director of Outreach, Director of First Year and Career Services

Timeline: Spring 2026

8. Expanded availability of integrated advising through Learning Communities and HDC courses, and classroom visits

Alignment:

     Strategic Plan Goals: 2

     NWCCU: 2.G.6

Lead: Director of Advising

     Support: Associate Director of Advising; Director of Title III

Timeline: 2025-26

9. Update student handbook and associated resources to update student rights and responsibilities and academic freedom

Alignment:

     Strategic Plan Goals: 2

     NWCCU: 2.B.2, 2.C.2

Lead: Director of Student Leadership

Support: Dean of Student Success, Executive Director of Institutional Effectiveness, Director of Assessment

Timeline: Fall 2025 

10. Update and disseminate decision making and integrated planning frameworks and processes including incorporating into Central Employee Onboarding and website  

Alignment:

     Strategic Plan Goals: 3,4

     NWCCU: 1.B.1, 1.B.2, 1.B.3, 2.A.4

Lead: Executive Director of Institutional Effectiveness

     Support: Director of Assessment, President’s Cabinet

Timeline: Fall 2025

11. Complete NWCCU Standards Review and complete Year 6 Policy, Regulations, and Financial Resources Report

Alignment:

     Strategic Plan Goal: 4

     NWCCU: 1.B.1, 1.B.3, 2.A.2

Lead: Executive Director of Institutional Effectiveness

     Support: Director of Assessment, President’s Cabinet

Timeline:

     Standard 2 Review: Summer 2025

     PRFR Report: Winter 2026

     Standard 1 Review: Spring 2026

12. Audit inventory and update emergency preparedness & protocols

Alignment:

     Strategic Plan Goals: 4 

     NWCCU: 2.I.1

Lead: Vice President of Administration

     Support: Director of Security

Timeline: Spring 2026

13. Develop standardized process for annual review of website information

Alignment:

     Strategic Plan Goal: 4

     NWCCU: 1.C.4, 1.C.5, 2.D.1, 2.G.2, 2.G.3

Lead: Director of Communications

Timeline: Winter 2026

14. Develop enrollment targets to ensure continued sustainability of operations

Alignment:

     Strategic Plan Goals: 1,4

     NWCCU: 1.B.4, 2.E.2

Lead: Executive Director of Institutional Effectiveness

     Supports: Executive Director of Budget, Vice President of Instruction

Timeline: Fall 2025

15. Create holistic operational program profiles of academic programs to foster long-term planning

Alignment:

     Strategic Plan Goals: 1,4

     NWCCU 1.C.1, 1.C.5, 2.E.2

Lead: Vice President of Instruction

Support: Executive Director of Institutional Effectiveness, Executive Director of Budget, Director of Communications

Timeline: Spring 2026

16. Establish Climate Committee

Alignment:

     Strategic Plan Goals: 2,3

     NWCCU: 2.F.2, 2.G.2

Lead: Director of Division of Access, Community, and Opportunity

Timeline: Fall 2025