Board Goals

  1. Maintain focus on the newly implemented Student Centered Funding Formula (Strategic goal 4; ACCJC Accreditation Standards IV.C.4-5; IV.C.8) by:
    1. Ensuring that the District's budget addresses the categories of funding in the new state funding formula.
    2. Holding workshops and receiving regular reports regarding the District's strategies and progress in dealing with the new funding formula.
    3. Providing advocacy for legislative efforts to correct problems in and improve the new funding formula.
  2. Ensure the availability of adequate classes and services to meet student needs (Strategic goals 1-4; ACCJC Accreditation Standards IV.C.1; IV.C.4-5, IV.C.8) by:
    1. Ensuring that there is a sufficient number of sections to meet student needs given budget challenges as a result of the new student centered funding formula.
    2. Increase the Board's exposure to student voice through more opportunities for direct Board-to-student communication and contact. As an example, Board participation at districtwide annual workshop for student leaders.
    3. Monitoring the efforts to balance on-campus and on-line classes. Receive reports on student success data for online classes.
    4. Providing continuing support for concurrent/dual enrollment with local high schools.
    5. Monitoring the impact of the new California Online Community College District in relationship to local community college online programs.
    6. Receive reports on the District progress in monitoring and providing additional services to address student food and housing insecurity challenges.
  3. Ensure fiscal responsibility. (Strategic goal 4; ACCJC Accreditation Standards IV. C.1; IV. C.5.)
    Special emphasis on:
    1. Maintaining a balanced General Fund and Restricted Budget.
    2. Periodic Board monitoring of the progress of the 2019-20 budget solutions, productivity levels and budget exceptions.
    3. Ensuring continuing adequate funding of future California State Teachers Retirement System (CalSTRS) and California Public Employees' Retirement System (CalPERS) pension liabilities.
    4. Monitoring Propositions S and N resource management as the bond program enters its final stages.
      1. Continue to monitor the remaining bond projects.
      2. Receive quarterly reports regarding the Enterprise Resource Planning (ERP) implementation.
    5. Monitoring progress in commercial leasing of surplus property to provide a revenue stream for continuing operation and maintenance costs for Propositions S and N and other District facilities.
    6. Reducing the dependence on one-time funding for any continuous expenses.
    7. Maintaining an advocacy effort at the state level to preserve and enhance funding of community colleges.
    8. Seeking relief from and fair treatment under state mandates, e.g., 50% Law, Faculty Obligation Number (FON), etc.
    9. Exploring the potential need for a new facilities bond in 2022 by reviewing updated long-range campus facilities master plans. This could also include exploration of affordable student housing opportunities.
  4. Provide leadership and support for the San Diego Promise Initiative (Strategic goals 1; ACCJC Accreditation Standards IV.C.1; IV.C.4-5, IV.C.8) by:
    1. Ensuring continued implementation of the San Diego Promise with an ongoing evaluation component that includes student success outcomes for Promise students.
    2. Supporting continued fundraising efforts for the San Diego Promise Initiative during the 2019-20 year.
    3. Ensuring that the District expands outreach efforts to ensure that middle and high school students and their parents are aware of the Promise program and opportunities.
  5. Ensure that a strategic approach is developed to reduce escalating textbook costs for students in the San Diego Community College District (*Strategic goals 1-2; ACCJC Accreditation Standards IV.C.1; IV.C.4-5, IV.C.8) by:
    1. Monitoring progress of the District's Textbook Affordability Committee and the Open Educational Resources (OER) Subcommittee's Two-year OER Adoption Plan.
    2. Encouraging voluntary faculty participation in the pilot program, with the goal of achieving 15% of available classes as OER compatible.
    3. Receiving regular reports regarding progress toward the 15% goal from the 2018-19 level of 2.6%.
  6. Ensure that the District remains a prominent leader in sustainable practices (Strategic goals 4 and 5; ACCJC Accreditation Standard IV.C.1; IV.C.4-5.) by:
    1. Ensuring that the District continually assesses alternative opportunities that would reduce the District's overall impact on the environment.
      1. Explore the possible implementation of a single-use plastics use policy, similar to the policy adopted by the California State University system.
      2. Explore the possible conversion of the District's vehicle fleet to electric vehicles over time.
      3. Receive a report on the District progress in the use of alternative energy including solar and consider opportunities for expansion in the use of alternative energy sources.
    2. Supporting the District's participation in regional climate change coordinating efforts.
    3. Receiving regular reports on the progress of climate literacy educational initiatives and programs within the SDCCD.
    4. Ensuring that all buildings built with Proposition S and N monies be LEED certified or equivalent and that all due diligence be made to use green products and materials whenever economically feasible.
  7. Ensure that the District maintains a strong Leadership Development program and Succession Plan (Strategic goal 2; ACCJC Accreditation Standard IV.C.1; IV.C.4-5; IV.C.8) by:
    1. Continuing to provide the Leadership Development Academies.
    2. Continuing to provide Peer Mentorship.
    3. Monitoring progress toward 2021-22 implementation of the Human Capital Management (HCM) module on professional development, which will provide data on employees' professional development training, education, etc.
  8. Remain actively involved in supporting the statewide Vision for Success Goals of: increase in the number of degrees, certificates and transfer each year; decrease the average number of units students accumulate while earning their degrees; increase the number of students who complete Career Technical Programs and report being employed in their field of study, and reduce equity gaps across all outcomes, including achievement gaps in the region
    1. Ensure that the District provides opportunities for stakeholders, particularly those from historically underserved groups, to participate in the development and review of institutional goals, plans and budgets.
  9. Provide leadership and support to ensure continuing progress in equity in student outcomes, and work with the Chancellor to ensure increased diversity in staffing, especially in faculty and administrative positions, through appropriate processes. (Strategic goals 1 -3; ACCJC Accreditation Standard IV.C.1; IV.C.4-5; IV.C.8)

  10. Ensure Community Connectivity (Strategic goals 2-3; ACCJC Accreditation Standard IV.C.4.) by:
    1. Supporting and attending meetings of the Trustee Advisory Council (TAC) and Citizens' Oversight Committee (COC).
    2. Extending invitations to TAC members and other appropriate community leaders for Commencements and other District/College events.
    3. Holding Board Workshops on community needs.
    4. Supporting and attending various community events.
    5. Supporting efforts to deliver County and City services to our students that help them overcome barriers, such as food and housing insecurity, to their educational success at SDCCD.
  11. Increase interaction with local and regional businesses and agencies to promote the District's impact on economic development (Strategic goals 2 and 3; ACCJC Accreditation Standard IV.C.1; IV.C.4-5) by:
    1. Communicating significant plans, achievements and issues.
    2. Receiving a report on the District's use of locally-owned businesses for vendors, services, and supplies.
    3. Developing more avenues and programs for the recognition of partnerships and volunteer support.
    4. Holding Board workshops on workforce and industry needs.
    5. Continuing the productive working relationship with the Board of the San Diego Workforce Partnership to jointly address workforce needs in the region.
    6. Increasing opportunities for student internships that enhance their job readiness with the City and County of San Diego and private employers, including nonprofit organizations.
  12. Continue joint planning with the San Diego Unified School District and conduct an annual joint Board meeting to monitor the joint Five-Year Goals, adopted in 2016, and the 2019-20 areas of emphasis. (Strategic goals 1-4; ACCJC Accreditation Standard IV.C.1; IV.C.4-5, IV.C.8.)

  13. Continue the Resource Allocation Formula (RAF) approach to Collective Bargaining. (Strategic goals 2 and 4; ACCJC Accreditation Standards IV.C.1; IV.C.4-5.)

  14. Ensure the ongoing diversity and maximum local impact of the construction bond program (Strategic goal 3-5; ACCJC Accreditation Standard IV.C.1; IV.C.4-5) as it nears completion by:
    1. Continuing the volume of contracts awarded to a diverse range of firms.
    2. Emphasizing the award of contracts to small businesses and local firms.
    3. Monitoring progress in achieving diversity goals and objectives in relation to Propositions S and N.
    4. Providing training and familiarization to small and underrepresented local businesses regarding the SDCCD bid process.
  15. Continue to support a culture of inquiry by evaluating data on a regular basis to ensure monitoring of the way in which data influences decision-making at the college and district levels to best support student success and enrollment priorities. (Strategic goals 1, 2, and 3; ACCJC Accreditation Standards IV.C.1; IV C.5; IV.C.8-10; IV.C.13.)

  16. Maintain governance practices and processes that have proved successful. (Strategic goals 1-5; ACCJC Accreditation Standards IV.C.1-13)17. Review key accreditation standards and practices for good governance and use them as part of the Board's annual self-evaluation process. (Strategic goals 1-5; ACCJC Accreditation Standards IV.C.1-13)

ATTACHMENT A: San Diego Community College District Strategic Plan 2017-2021
ATTACHMENT B: San Diego Community College District/San Diego Unified School District Joint Five-Year Goals and 2019-20 Areas of Emphasis
ATTACHMENT C: Accrediting Commission for Community and Junior Colleges, Western Association of Schools and Colleges Accreditation Standard IV.C. 1-13

San Diego Community College District
Strategic Plan 2017-2021
Strategic Goals:

  1. Pathway to Completion: Optimize and enhance student access, equity, inclusiveness, learning, and success through exemplary instructional services, support services, and effective practices
    • Implement the San Diego Promise initiative to complement the California Promise initiative to increase college access, affordability and completion.
    • Strategically manage student enrollment through outreach and broad access to programs, courses, and services.
    • Enhance student and academic support services strategies that better serve a more diverse community.
    • Implement assessment and placement practices that are effective and provide equitable access to transfer level English and math courses.
    • Ensure that districtwide enrollment management strategies are equitable and based upon the core priorities of student need, access, and success.
    • Ensure accountability through active and continuous access to and analysis of data on student persistence and success, leading to completion of student educational goals.
  2. Institutional Effectiveness and Innovation: Strengthen institutional effectiveness through integrated planning, innovation, internal collaboration, professional development, continuous processes, and systems improvement.
    • Strive to align organizational business and systems processes through integrated planning and collaboration for greater effectiveness and accountability in achieving student learning and administrative outcomes.
    • Improve multi-directional communication and active engagement of all stakeholders in systems improvement and responsiveness to business and community needs.
    • Expand the continuum of professional development opportunities for all faculty, staff, and administrators to integrate equity perspectives and respond to evolving student, business and community needs, as well as measures of student success.
    • Support the development of innovative approaches, leveraging technology, as appropriate, to expand learning, teaching, delivery, and student support.
  3. Community Collaboration: Enhance collaborations with the communities served by the District for increased responsiveness to their needs and for improving San Diego's vibrant economy
    • Advance diversity, inclusiveness, equity, and social justice through internal and external communication, collaboration, and practices.
    • Strengthen and actively develop articulation and pathways between credit, noncredit, K-12, universities, business, and the communities served.
    • Maintain active engagement and partnerships with business and industry to develop solutions for workforce preparation.
    • Broaden and strengthen diversity and equity through outreach efforts and community service.
  4. Fiscal Stewardship: Ensure fiscal solvency through sound fiscal planning, management, and the pursuit of alternate sources of revenue.
    • Maintain a balanced districtwide budget that aligns with state and other revenue allocations and that is integrated with planning.
    • Sustain an annual cash reserve of a minimum of 5% of general operating funds in addition to maintaining other reserves as appropriate.
    • Continue to strengthen internal controls districtwide to ensure annual audits meet federal and state compliance and mandate requirements.
    • Increase districtwide advocacy efforts for improved state budgets at the state level in support of institutional effectiveness and student success.
    • Evaluate systems districtwide and create best practices to facilitate accessible, effective, and equitable institutional systems and tools related to fiscal matters.
    • Pursue alternative sources of revenue beyond the state revenue allocation to include leasing of surplus property in order to provide a continuous revenue stream for maintenance and operations of District facilities.
  5. Leader in Sustainability: Lead in Sustainable Policies and Practices.
    • Encourage and champion District governance policies and practices that promote and reinforce principles of sustainability.
    • Support districtwide leadership, advocacy, and stewardship efforts on campus, across the curricula, in the classroom, and in the community.
    • Continue to incorporate consideration of the environment, community welfare, and future impacts on all infrastructure, operations, and maintenance plans.
    • Continue to develop and incorporate sustainability content across the curricula..

San Diego Community College District / San Diego Unified School District
Joint Five-year Strategic Goals / Emphases for 2019-2020

  1. Create an accountability strategy that includes:
    • A clear message to students, parents, and the community that college and career readiness is the measure of accountability for SDUSD.
    • Professional development for K-12 teachers to focus on college and career preparedness.
    2019-20 Area of Emphasis
    • Work to ensure that every student in SDUSD completes a year of computer science courses.
    • Provide stronger outreach to parents in the high schools informing them of the San Diego Promise, as well as other financial aid available to college students.
    • Provide information to parents of elementary and middle school students regarding San Diego Promise and college affordability.
    • Create seamless pathways for College and Career Access Pathways (CCAP) students to the San Diego Promise Program.
  2. Continue to track student outcomes data, including longitudinal data to track improvement over time, ensure a strong focus on Career Technical Program outcomes.

    2019-20 Area of Emphasis

    • Survey students and parents to determine why they chose to enroll in College and Career Access Pathways courses.
    • Replicate successful programs at schools with high numbers of Promise students at high schools with lower numbers, particularly examining the success of students at Mira Mesa High School.
    • Disaggregate data for LGBTQ+ community as available.
    • Share successful equity work/approaches across districts.
    • Provide historical trends in each industry sector including the number of Career Technical credits earned via credit by exam, disaggregated by high school and industry sector.
    • Increase students pursuing the Computer Science pathway including ADT degrees in Computer Science.
  3. The Chancellor and Superintendent will collaborate on expanding opportunities for students in schools south of Interstate 8, including identifying and eliminating barriers to opportunities.

  4. Continue expansion of College and Career Access Pathways (CCAP) programs, with special emphasis on programs at Crawford High School, Hoover High School, Lincoln High School, and Morse High School. Create clear career pathways for students that align with industry standards; and partner with employers that will support students through internships and mentoring programs.

    2019-20 Area of Emphasis

    • Increase the percentage of dual enrollment students participating in CCAP program with a defined pathway to careers.
    • Examine the proportionality of Latinx and African American students in CCAP courses compared to the overall eligible SDUSD population.
    • Explore expansion of CCAP programs with an emphasis in Arts and Humanities and including Chicano/a and Black studies courses.
  5. Make it possible for every eligible first time, full-time SDUSD graduate who wants to, to enroll in San Diego Promise program.

    2019-20 Area of Emphasis

    • Expand support forPromise students including:
    • Creating a Promise club or other methods for social support opportunities;
    • Increasing book grants; and
    • Expanding counseling and support staff and services.
  6. Collaborate to support undocumented students and/or parents to navigate the complexities of services and programs at both districts (“One-stop shop for Dreamers”).

    2019-20 Area of Emphasis

    • Provide CCAP students access to college Dreamer Centers and services.
  7. Continue to collaborate on legislation that impacts both K-12 and the community colleges individually, and collectively.

    2019-20 Area of Emphasis

    • SDUSD Resolution in support of Assembly Bill 2 (Santiago) Second-Year Funding Promise Program.
    • SDUSD Resolution in support of Assembly Bill 30 (Holden) College and Career Access Pathways (CCAP) Expansion.
    • Use pending Legislative Analyst Office data on BA pilot program to advocate for additional bachelor's degrees in Community Colleges.


Accrediting Commission for Community and Junior Colleges, Western Association of Schools and Colleges
Accreditation Standard IV: Leadership and Governance

C. Governing Board

  1. The institution has a governing board that has authority over and responsibility for policies to assure the academic quality, integrity, and effectiveness of the student learning programs and services and the financial stability of the institution. (ER 7)

  2. The governing board acts as a collective entity. Once the board reaches a decision, all board members act in support of the decision.

  3. The governing board adheres to a clearly defined policy for selecting and evaluating the CEO of the college and/or the district/system.

  4. The governing board is an independent, policy-making body that reflects the public interest in the institution's educational quality. It advocates for and defends the institution and protects it from undue influence or political pressure. (ER 7)

  5. The governing board establishes policies consistent with the college/district/system mission to ensure the quality, integrity, and improvement of student learning programs and services and the resources necessary to support them. The governing board has ultimate responsibility for educational quality, legal matters, and financial integrity and stability.

  6. The institution or the governing board publishes the board bylaws and policies specifying the board's size, duties, responsibilities, structure, and operating procedures.

  7. The governing board acts in a manner consistent with its policies and bylaws. The board regularly assesses its policies and bylaws for their effectiveness in fulfilling the college/district/system mission and revises them as necessary.

  8. To ensure the institution is accomplishing its goals for student success, the governing board regularly reviews key indicators of student learning and achievement and institutional plans for improving academic quality.

  9. The governing board has an ongoing training program for board development, including new member orientation. It has a mechanism for providing for continuity of board membership and staggered terms of office.

  10. Board policies and/or bylaws clearly establish a process for board evaluation. The evaluation assesses the board's effectiveness in promoting and sustaining academic quality and institutional effectiveness. The governing board regularly evaluates its practices and performance, including full participation in board training, and makes public the results. The results are used to improve board performance, academic quality, and institutional effectiveness.

  11. The governing board upholds a code of ethics and conflict of interest policy, and individual board members adhere to the code. The board has a clearly defined policy for dealing with behavior that violates its code and implements it when necessary. A majority of the board members have no employment, family, ownership, or other personal financial interest in the institution. Board member interests are disclosed and do not interfere with the impartiality of governing body members or outweigh the greater duty to secure and ensure the academic and fiscal integrity of the institution. (ER 7)

  12. The governing board delegates full responsibility and authority to the CEO to implement and administer board policies without board interference and holds the CEO accountable for the operation of the district/system or college, respectively.

  13. The governing board is informed about the Eligibility Requirements, the Accreditation Standards, Commission policies, accreditation processes, and the college's accredited status, and supports through policy the college's efforts to improve and excel. The board participates in evaluation of governing board roles and functions in the accreditation process.