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:
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Goal 1: Culturally and Socially Responsive Teaching and Learning
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Goal 2: Holistic and Inclusive Student Experience
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Goal 3: Empowering Employee Experience
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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