Seattle Central College

The key discussions during the meeting centered on the Strategic Plan, covering topics such as onboarding/orientation for employees and students, counseling services, civic duty, the District Level CRM, Career Services, expanding IBE5 and Prior Learning initiatives, re-entry/prison support, Search Advocacy, the Customer Service model, and the creation of teaching and learning centers. The committee also addressed critical issues pending survey results. Discussions within the Resource Allocation Sub Committee focused on cost-saving measures, including consolidating mobile phone plans (projected savings of $2,000.00 - $4,000.00), consolidating the printer contract (saving $15,000.00), optimizing computer efficiency, continuing maintenance on third-floor bathrooms, and cutting back on refurbishing to save $350,000.00, all aimed at achieving a balanced budget for approval. Further conversation addressed decision-making processes, specifically next steps regarding race, achieving clarity, and scheduling time with students for the Fall quarter.

Key discussions included the announcement and approval of Adria Harris as the first vice-chair of the college council. Workgroup updates covered focus groups, with schedules being finalized for February 2020, and critical issues, noting that $1800 in funds would be used for incentives for student participation in marketing efforts. Resource allocation focused on the upcoming budget season, identifying budget priorities, and acknowledging a projected 3% budget cut for 2020-2021 due to declining enrollment and increased expenses related to the Seattle Promise program, prioritizing enrollment increase and efficiency. Strategic planning confirmed alignment with Pathways. Central radar topics included the need for an all-gender restroom in SAM, updates on proxy card access implementation, safety concerns regarding Cal Anderson, and training resources for staff on working with a younger student demographic.

The meeting focused on updates from College Council workgroups. Key discussions included the Critical Issues workgroup, which is the newest group and plans to focus on capturing student voices related to Campus Climate. The Resource Allocation workgroup addressed budget management, specifically regarding the $46.8 million budget, annual electricity costs exceeding $1 million, and how to manage fund growth and reduction, noting that a new statewide allocation model is being considered by Presidents. The Strategic Planning workgroup discussed its role in tracking the objectives and goals of the single district-wide strategic plan.

This document provides a mid-cycle evaluation report for the 2011-2016 Strategic Plan, outlining the college's mission and four core themes: Responsive Teaching and Learning, Catalyst for Opportunities and Success, Diversity in Action, and Communities Engagement. It details strategic goals focused on promoting student success, creating a quality educational environment, adopting a responsive business model, and increasing operational efficiencies and effectiveness. The report assesses the achievement of these objectives through various indicators and outlines a framework for continuous improvement.

The meeting commenced with an opening activity involving breathing and mindfulness exercises. Workgroup updates covered Critical Issues, specifically the 'Student Voices' focus group project designed to gather input on navigating the college, classroom experience, and ethnic diversity perceptions; this information will support work with Pathways, Title III, and accreditation efforts. The Strategic Planning group reported on alignment activities with the Title III grant and Accreditation, focusing on the first-year experience and advising structure. The Resource Allocation group reviewed the draft budget timeline, emphasizing alignment with the strategic plan, Pathways, and diversity, and presented recommendations regarding educational initiatives for underserved populations, standardization, and finding new revenue sources. Quick updates noted that Seattle Vocational Institute (SVI) programs are moving to alternative locations, and Seattle Pathways work continues, focusing on clarifying, guiding, and retaining students on their chosen path.