- Ensure that top priority is assigned to supporting the accreditation process in preparation
for the Spring 2017 visits by the Accrediting Commission for Junior and Community
Colleges (ACCJC) and the Accrediting Commission for Schools (ACS) (Strategic goals
1-5; ACCJC Accreditation Standard IV. C.1-13) by:
- a. Reviewing key accreditation standards and practices.
- Reviewing and participating in the development of the colleges’ and CE’s Self-Evaluations
- Receiving regular reports on the accreditation planning and preparation process.
- Provide leadership and support for the San Diego Promise Initiative by:
- Ensuring implementation of the San Diego Promise Pilot Program in Fall 2016, with
an evaluation component.
- Expanding the San Diego Promise Initiative by Fall 2017.
- Support legislative efforts to increase financial aid for students.
- Ensure that a strategic approach is developed to reduce escalating textbook costs
for students in the San Diego Community College District by:
- Ensuring a pilot program to introduce Open Educational Resources (OER) to one or more
of SDCCD’s campuses.
- Encouraging voluntary faculty participation in the pilot program, with the goal of
achieving 15% of available classes as OER compatible.
- Receiving regular reports regarding the progress of the program.
- Maintain governance practices and processes that have proved successful. (*Strategic
goals 1-5; ACCJC Accreditation Standard IV. C.)
- Ensure that the District expands Leadership Development and Succession Planning. (Strategic
goal 2; ACCJC Accreditation Standard IV. C.5.)
- 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 and 2; ACCJC Accreditation Standard IV. C.4.)
- Ensure fiscal responsibility. (Strategic goal 4; ACCJC Accreditation Standard IV.
C.1; IV. C.5.)
Special emphasis on:
- Maintaining a balanced General Fund and Restricted Budget.
- Monitoring Propositions S and N resource management as the bond program enters its
- Ensure adequate membership on the Citizens’ Oversight Committee.
- Receiving quarterly reports regarding the Enterprise Resource Planning (ERP) implementation.
- 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.
- Reducing the gap between continuous and one-time funding.
- Maintain an advocacy effort at the state level to preserve and enhance funding.
- Seeking relief from and fair treatment under state mandates, e.g., 50% Law, Faculty
Obligation Number (FON), etc.
- Ensure proper funding is allocated to meet all future California State Teachers’ Retirement
System (CalSTRS) and California Public Employees' Retirement System (CalPERS) pension
- Support and attend meetings of the Trustee Advisory Council (TAC), and Citizens’ Oversight
Committee (COC). (Strategic goals 3 and 4; ACCJC Accreditation Standard IV. C.4.)
- Ensure Community Connectivity (Strategic goals 2 and 3; ACCJC Accreditation Standard
IV. C.4.) by:
- Extending invitations to Commencements and District/College events.
- Holding Board Workshops on community Needs.
- Supporting and attending various community events.
- Continue the Resource Allocation Formula (RAF) approach to Collective Bargaining (Strategic
goals 2 and 4; ACCJC Accreditation Standard IV. C.1; IV. C.5.).
- 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. (Strategic goals 4 and 5; ACCJC Accreditation Standard
- Ensure the ongoing diversity and maximum local impact of the construction bond program
(Strategic goal 3; ACCJC Accreditation Standard IV. C.4) as it nears completion by:
- Continuing the volume of contracts awarded to a diverse range of firms.
- Emphasizing the award of contracts to small businesses and local firms.
- Monitoring progress in achieving this goal and its objectives.
- Providing training and familiarization to small and underrepresented local businesses
regarding the SDCCD bid process.
- 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.4.) by:
- Communicating significant plans, achievements, and issues.
- Developing avenues and programs for the recognition of partnerships and volunteer
- Holding Board workshops on workforce and industry needs.
- Holding a joint Board meeting with the Board of the San Diego Workforce Partnership
to discuss and plan for addressing workforce needs in the region.
- 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.)
- Continue joint planning with the San Diego Unified School District (Strategic goals
1, 2, and 3; ACCJC Accreditation Standard IV. C.4.) by:
- Continuing efforts toward curriculum alignment.
- Conducting an annual joint Board meeting.
- Pursing the goals established at the annual joint Board meeting.
San Diego Community College District
Strategic Plan 2013-2017
- Maximize student access, learning, and success through exemplary instruction and support
- Develop and implement additional strategies and models to improve student success
in Basic Skills, Career Technical Education, and transfer programs.
- Revise and develop curricula and programs that are timely, relevant, comprehensive,
and pedagogically effective and informed by student needs, assessment outcomes, and
- Ensure accountability through active and continuous data analysis of student persistence,
completion, award of certificates and degrees, and other measures.
- Focus districtwide enrollment management strategies on student need and student education
- Strengthen our institutional effectiveness through innovation, continuous process
and systems improvement, staff development, and enhanced internal collaboration.
- Use technology to enable innovative approaches to learning, teaching, delivery, and
- Align organizational and business processes for greater effectiveness and accountability
in achieving student learning and administrative outcomes.
- Improve internal and external communications which foster prompt and broad feedback
and engage in dialogue with stakeholders.
- Expand the continuum of professional development opportunities for all faculty, staff,
and administrators to be best prepared to respond to the evolving student needs and
measures of student success.
- Enhance collaborations with the community for increased responsiveness to its needs.
- Strengthen collaborations with local 4-year transfer institutions to streamline the
- Partner with K-12 to align curriculum in English and math and other key disciplines
to strengthen students' academic preparation.
- Maintain active engagement with business and industry to develop solutions for workforce
- Broaden and strengthen outreach efforts and community service which highlight diversity
- Enhance fiscal solvency through sound fiscal planning and management.
- Maintain a balanced budget that aligns and integrates planning with revenue allocations.
- Ensure an annual Cash Reserve of a minimum of 5% of operating funds.
- Encourage and champion efforts to identify other sources of revenue to support institutional
effectiveness beyond annual state revenue allocations.
- Increase through commercial leasing of surplus property a revenue stream to provide
for the continuous operating and maintenance costs for Proposition S and N and other
- Continue to improve upon the fund-raising effectiveness of the Foundations for the
colleges, Continuing Education, and the District Auxiliary.
- Lead in sustainable policies and practices.
- Establish District and campus policies which promote and reinforce principles of sustainability.
- Expand leadership, advocacy, and stewardship efforts on campus, across the curricula,
in the classroom, and in the community.
- Incorporate consideration of the environment, community, welfare, and future impacts
in all infrastructure, operations, and maintenance plans.
- Develop and incorporate sustainability content across the curricula.