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Honor Graduates

Board Goals

2023-2025 SCCCD Trustee Goals and Priorities

(Adopted at the July 11, 2023 Board of Trustees Regular Meeting)

GOAL 1: Diversity, Equity, Inclusion and Accessibility  


  • Support student success for all students by setting a strong direction for diversity efforts with clear board policies.
  • Prioritize the focus and support for the district KPI, DEIA and accreditation efforts by adopting a goal of “advocacy for the District.”
  • Develop a board statement on its commitment to its role related to leadership and support of district-wide and college initiatives.
  • Hold board study sessions on matters related to student success.
  • Promote and support District’s efforts to nurture an equitable environment where all students can thrive.
  • Promote and support District’s efforts to increase diversity in hiring including innovative strategies designed to increase faculty diversity.
  • Review hiring policies to ensure policies support and drive fair, effective, and innovative hiring practices that support student success and excellence, are effective in achieving outcomes that are not predictable by race, draw on the full range of talent that can be derived from a diverse workforce, and minimizes implicit and explicit bias that can systematically exclude and/or marginalize minoritized individuals.
  • Adopt a policy related to student participation in the hiring process to support student enfranchisement, engagement, and success.
  • Review practices and policies that structurally perpetuate inequity and create barriers to student access, progress, success, and completion.
  • Continue a focus on professional development for faculty staff and the board to enhance student success and employee retention.
  • Review board policy 7100 and clarify, the explicit connection of a diverse workforce to student success and the accomplishment of the district, mission, vision, values, and goals. Include the expectation that the hiring processes will result in hiring an excellent and diverse workforce.

GOAL 2: State Center Community College District Employee Environment             


  • Demonstrate commitment to supporting SCCCD workforce wellbeing.
  • Review competitive pay for all employees.
  • Develop a policy that supports faculty to be proficient in multiple modes of instructional delivery.  
  • Promote and support District’s efforts to nurture an equitable environment where all employees can thrive.

GOAL 3: Fiscal Integrity and Stability


  • Monitor the financial health and stability of the district.
  • Prioritize the adoption and implementation of the district’s Emergency Conditions Recovery Plan efforts. 
  • Support board policy on Budget Management with the goal of maintaining a minimum of 17% reserve for economic uncertainties.
  • Assess ways to optimize equitably funding all SCCCD colleges in order to best serve underserved and/or minoritized populations.
  • Adopt an updated SCCCD Resource Allocation Model to provide equitable allocation to the colleges and sites and to align with the parameters of the Student Success Funding Formula.
  • Adopt a values statement and/or policy to clarify allocation priorities to guide the district in a fiscal downturn.
  • Adopt fiscal policies that prioritize DEIA at all times including times of decreased funding/resources.

GOAL 4: Board Development


  • Build Trustees' knowledge base and experiences to enhance leadership. 
  • Evaluate the annual board planning and review evaluation outcomes to adjust as needed.
  • Develop a better collective understanding of students’ experiences, the institutional barriers that challenge their success, as well as systemwide reforms and potential solutions.
  • Focus on accreditation training and CCLC Excellence in Trustee Certification.
  • Support and promote the continuous improvement of the Trustee Onboarding Process, including the Student Trustee. 
  • Continue board commitment to professional development – including ensuring that all board members complete and/or renew the CCLC Excellence in Trusteeship certification.
  • Provide structured student trustee mentoring to increase student trustee agency in serving as a trustee and to effectively participate in board deliberations.
  • Review Section 2 of the CCLC Trustee Handbook pertaining to student trustees. Conduct an audit of board processes to ensure student members understand their rights and responsibilities.
  • Create a Board of Trustees Resolutions Committee
  • Adopt policies to align the enfranchisement of the student trustee position with that of the elected board members including:
    • Financial support to attend state and local advocacy meetings.
    • Privileges/benefits consistent with that of elected board members (stipend, cell phone, allowance, mileage)
    • Inclusion in print and digital publications, postings, and ceremonies where elected board members are included.
  • Prioritize professional development for board members to increase understanding of individual versus board authority.
  • Develop a board policy that defines “Communication by Governing Board Members with Staff” to be explicit that Board members will normally make requests for substantive information concerning College matters directly to the Chancellor and If the board members are approached by staff or community members they will refer the matter to the Chancellor. 
  • Prioritize professional development for board members to increase understanding of individual versus board authority.

GOAL 5:  Community Connection and Service 


  • Build stronger community relations to encourage greater partnership opportunities and support for college programs and facilities.
  • Encourage the development of strategic planning that helps colleges work together to better serve the communities and address potential future enrollments in non-traditional populations.
    • Expand workforce development initiatives.
    • Review and update board values, policies, and commitment statements to ensure conditions exist to support collaborative partnership development by staff, with business, industry, state, regional, local, and national government.