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. 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 evaluation component.
    2. Supporting continued fundraising efforts for the San Diego Promise Initiative during the 2018-19 year.
    3. Providing advocacy to support legislation for a second year of funding for first-time, full-time students.
  3. 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. Ensuring a program to introduce Open Educational Resources (OER) to all of SDCCD’s campuses.
    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 the progress of the program.
  4. Maintain governance practices and processes that have proved successful. (*Strategic goals 1-5; ACCJC Accreditation Standard IV. C.1-13)

  5. 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. Monitoring the efforts to balance on-campus and on-line classes.
    2. Providing continuing support for concurrent/dual enrollment with local high schools.
    3. Monitoring the impact of the new California Online Community College District in relationship to local community college online programs.
  6. Ensure that the District monitors its Leadership Development and Succession Planning (Strategic goal 2; ACCJC Accreditation Standard IV.C.1; IV.C.4-5; IV.C.8).

  7. 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).

  8. Ensure fiscal responsibility. (Strategic goal 4; ACCJC Accreditation Standard IV. C.1; IV. C.5.)
    Special emphasis on:
    1. Maintaining a balanced General Fund and Restricted Budget.
    2. Ensuring continuing adequate funding of future California State Teachers Retirement System (CalSTRS) and California Public Employees' Retirement System (CalPERS) pension liabilities.
    3. Monitoring Propositions S and N resource management as the bond program enters its final stages. 
      1. Continue to monitor the remaining bond projects.
      2. Receiving quarterly reports regarding the Enterprise Resource Planning (ERP) implementation. 
    4. 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.
    5. Reducing the dependence on one-time funding for any continuous expenses.
    6. Maintain an advocacy effort at the state level to preserve and enhance funding of community colleges.
    7. Seeking relief from and fair treatment under state mandates, e.g., 50% Law, Faculty Obligation Number (FON), etc.

  9. Ensure Community Connectivity (Strategic goals 2 and 3; ACCJC Accreditation Standard IV. C.4.) by:
    1. Support and attend 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 the District’s participation in regional climate change coordinating efforts.

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

  11. 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. Supporting the District’s participation in regional climate change coordinating efforts
    2. Ensure 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.
  12. 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.

  13. 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. Developing avenues and programs for the recognition of partnerships and volunteer support.
    3. Holding Board workshops on workforce and industry needs.
    4. Continuing the productive working relationship with the Board of the San Diego Workforce Partnership to jointly address workforce needs in the region.
    5. Increasing opportunities for student internships that enhance their job readiness with the City and County of San Diego and private employers, including non-profit organizations. 

  14. 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 Standard IV.C.1; IV C.5; IV.C.8; IV.C.10; IV.C.13.).

  15. 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).

  16. Continue joint planning with the San Diego Unified School District (Strategic goals 1, 2, and 3; ACCJC Accreditation Standard IV. C.4.) by:
    1. Receiving regular reports on curriculum alignment.

    2.  Receiving regular reports dual enrollment at K-12 schools. 

    3. Conducting an annual joint Board meeting.

    4.  Pursuing the goals established at the annual joint Board meeting

Board goals are aligned with the goals of the San Diego Community College District Strategic Plan 2017-2021 and the Western Association of Schools and Colleges (WASC) Accrediting Commission for Community and Junior Colleges (ACCJC) Eligibility Requirements and Standards.


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
    • Broaden and strengthen diversity and equity through outreach efforts and community service.
    • Maintain active engagement and partnerships with business and industry to develop solutions for workforce preparation.
    • Strengthen and actively develop articulation and pathways between credit, noncredit, K-12, universities, business, and the communities served.
    • Advance diversity, inclusiveness, equity, and social justice through internal and external communication, collaboration, and practices.
  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.