Board Goals

Board of Trustees
Goals for 2024-25

The San Diego Community College District had a prosperous 2023-24 year. The District used a comprehensive and collaborative approach and successfully hired a highly qualified and visionary leader as its new Chancellor. The District completed reorganizations at all four colleges and hired a new Vice-Chancellor of Finance and Business Services and a new Vice-Chancellor of People, Culture, and Technology Services. The District successfully developed and adopted a new District logo, tagline, and mission statement through the active participation of students, employees, and community stakeholders.

The District continued to work hard to achieve financial stability and to improve the lives of its community members. During the 2023-24 year, the District experienced a revenue increase, leading to a higher ending fund balance and surpassing its reserve targets. The District also implemented new salary schedules with its various meet and confer groups to address regional wage competition and a living wage minimum to ensure employees are fairly compensated given the high cost of living in our region.

In the 2023-24 academic year, the District lifted all COVID-related restrictions, fully reopened all campuses and programs, and experienced a 12% increase in enrollment. The District successfully concluded a $1.555 billion bond measure program and conducted its 6th refunding, adding more than $30 million in savings to taxpayers. The board appreciates and celebrates the District employees and members of the community for these remarkable accomplishments.

The following board goals demonstrate the board’s commitment to maintaining high levels of student success and well-being, to promoting a community consistent with the values of social and racial justice, and to achieving financial stability. Continuing and new goals were once again developed in the context of the District’s strategic plan. The goals’ new and shorter presentation will allow the District to better measure progress. There are two sections of the goals. The first is annual goals for the board members to accomplish over the course of fiscal year 2024-25. The second is rooted in the District’s strategic plan, and provides metrics by which progress in the goal will be measured.

Section 1: Board's Annual Goals:

1.    Onboarding of new trustees: Board Members will work with staff to create a comprehensive orientation for new trustees, especially with the participation of newer trustees (Milgrim, Arroyo).

• Define protocols, e.g. clarity on board practices such as agenda setting and communication with the Chancellor.

2.    Board Members will support further research into workplace climate and culture.

3.    Board Members will advocate for passage of bond measure.

4.    Board Members will encourage Classified Senate Presidents to speak at Board meetings.

Section 2: Strategic Plan Goals:

Strategic Plan Goal A: Student Success and Well Being

Provide resources and services to help students achieve their educational and career goals.

Progress in the goal will be measured through:

1. 1. Increasing access, persistence, and success of disaggregated student groups
   2. Reducing equity gaps in access, persistence, and success for disaggregated student groups
   3. Increasing student access to mental health and physical health resources
   4. Increasing funding for student support and basic need resources
   5. Expanding student basic needs supports
   6. Expanding financial assistance and/or reducing the cost of educational-related materials
   7. Expanding childcare resources for students

Strategic Plan Goal B: Academic Excellence 

Promote, enhance, and sustain academic excellence through innovative programs that inspire and prepare students for a successful future and lifelong learning.

Progress in the goal will be measured through:

1. 1. Increasing participation in dual enrollment
   2. Decreasing equity gaps in participation, persistence, and success in dual enrollment
   3. Increasing training in culturally-responsive teaching and learning practices
   4. Increasing investment in high quality teaching and learning in multiple course modalities
   5. Increasing investment in emerging technologies with a focus on innovative teaching and learning and reducing the digital divide

Strategic Plan Goal C: Workforce Development

Align educational programs with workforce realities and pathways for success.

Progress in the goal will be measured through:

1. 1. Increasing investment in the alignment of educational programs with evolving local workforce needs
   2. Increasing investment in expanding career exploration and learning-aligned employment opportunities
   3. Increasing advocacy efforts to expand baccalaureate programs
   4. Increasing alignment of programs, courses, and curriculum with emerging technologies in Career Technical programs
   5. Increasing the number of students who attain living wage employment within one year of completion
   6. Decreasing equity gaps in attainment of living wage employment within one year of completion

Strategic Plan Goal D: Financial Health 

Achieve fiscal stability and long-term financial viability. 

Progress in the goal will be measured through:

1. 1. Achieving the 16.67% General Fund Unrestricted ending fund balance target
   2. Implementing a budget allocation and campus allocation model which equitably funds the four colleges and District operations.
   3. Increasing advocacy for stability in state funding
   4. Improving revenue generation under the Student-Centered Funding Formula (SCFF)
   5. Continuing to increase enrollment to address the end of the Emergency Conditions Allowance (ECA)
   6. Increasing advocacy for equitable funding rates for noncredit students

Strategic Plan Goal E: State of the Art Facilities

Increase efficiency, health, safety, service levels, conservation, sustainability, resilience, access, and inclusion, and physical asset protection and management in support of the District’s mission.

Progress in the goal will be measured through:

1. 1. Advocating for a General Obligation bond for 2024 to support priorities from the colleges’ and District’s facilities strategic plans
   2. Making progress toward the affordable student housing program
   3. Decreasing the District’s carbon footprint
   4. Increasing energy efficiency and water conservation

Strategic Plan Goal F: Institutional Resiliency

Optimize organizational performance, enhance District-Wide collaboration, and strengthen institutional resilience. 

Progress in the goal will be measured through:

1. 1. Increasing fundraising to support Strategic Plan objectives
   2. Achieving AAA ratings with all major credit agencies
   3. Implementing comprehensive emergency response plan and protocols
   4. Increasing investment in employee development and career growth
   5. Implementing measures to improve workplace climate 
   6. Increasing investment in cybersecurity and technology infrastructure security
   7. Continuing to review key accreditation standards and practices for good governance
   8. Completing staffing study and organizational planning
   9. Making progress towards increasing workforce diversity to address underrepresentation

 

ATTACHMENT A: San Diego Community College District/San Diego Unified School District Joint Strategic Goals

ATTACHMENT B: Accrediting Commission for Community and Junior Colleges, Western Association of Schools and Colleges Accreditation Standard 4

ATTACHMENT A

Adopted San Diego Community College District/San Diego Unified School District Joint Strategic Goals 

Recognizing that college and career readiness is pivotal for long-term success, both districts are dedicated to fostering an environment where all students, particularly those who have been historically marginalized, have equitable access to opportunities that empower them to thrive academically and professionally. 

GOAL 1: San Diego Unified’s graduating student cohorts’ level of college and career readiness, as measured by the college/career indicator on the California State Dashboard, will increase from 59.9% in Spring 2023 to 67.9% by Spring 2027.

OUTPUT 1a: Increase the number of graduating students that complete at least two or more community college courses earning a “C” or higher from 36.7% in Spring 2023 to 44.7% by Spring 2027. 

OUTPUT 1b: Increase the participation rate of Latinx students in at least one (1) community college course (i.e., dual enrollment and CTE articulation) from 11.2% in 2022-2023 to 15.2% in 2025-2026.

OUTPUT 1c: Increase the participation rate of African American students in at least one (1) community college course (i.e., dual enrollment and CTE articulation) from 13% in 2022-2023 to 17% in 2025-2026.

OUTPUT 1d:  Implement a mechanism to safely identify and support graduating LGBTQ+ students from the San Diego Unified School District, facilitating their transition to the San Diego Community College District by connecting them with student support services.

GOAL 2: San Diego Community College District and San Diego Unified will increase the number of graduates entering the San Diego Community College District (first-time entrants) from 21% (1,434 students) in 2022-2023 to 27% by 2025-2026.

OUTPUT 2a: The percentage of San Diego Unified graduates who enroll at the San Diego Community College District who receive the San Diego Promise scholarship will increase from 58% in Fall 2022 to 66% in Fall 2026.

OUTPUT 2b. San Diego Unified will increase the number of graduates who have submitted an application to the San Diego Promise Program from 28% in Fall 2023 to 34% by Fall 2026.

ATTACHMENT B

Accrediting Commission for Community and Junior Colleges
Western Association of Schools and Colleges
Accreditation Standard 4: Governance and Decision-Making

The institution engages in clear and effective governance practices that support the achievement of its mission. Governance roles and responsibilities are delineated in widely distributed policies, and institutional decision-making processes provide opportunities for meaningful participation and inclusion of relevant stakeholders.

4.1.      The institution upholds an explicit commitment to principles of academic freedom, academic integrity, and freedom of inquiry. (ER 13)

4.2.      Roles, responsibilities, and authority for decision-making are clearly defined and communicated throughout the institution. The institution’s structure for decision-making provides opportunities for stakeholder participation and ensures the inclusion of relevant perspectives.

4.3.      The institution’s decision-making structures are used consistently and effectively. Institutional decision-making practices support a climate of collaboration and innovation that advances the mission and prioritizes equitable student outcomes.

4.4.      Acting through policy, the governing board takes responsibility for the overall quality and stability of the institution, and regularly monitors progress towards its goals and fiscal health. (ER 7)

4.5.      The governing board selects and evaluates the institution’s chief executive officer (CEO). The governing board gives the CEO full authority to implement board policies and ensure effective operations and fulfillment of the institutional mission.

4.6.      The governing board functions effectively as a collective entity to promote the institution’s values and mission and fulfill its fiduciary responsibilities. The governing board demonstrates an ability to self-govern in adherence to its bylaws and expectations for best practices in board governance. (ER 7)