SAN MATEO COUNTY COMMUNITY COLLEGE DISTRICT
2013-14 BOARD GOALS
In adopting the following goals for 2013-14, the Board of Trustees commits itself to work collaboratively with faculty, staff and students to complete the work outlined below.
- Maintain fiscal stability; continue to scrutinize programs and services to assure that they are most relevant, meeting community needs, and aligned with the District's core mission of transfer, career-technical education and basic skills. Continue efforts identified in the District's Strategic Plan to provide educational opportunities that "increase access, success, equity, choice and convenience."
- Review the Board's adopted "Core Values" statement and revise it to fit current circumstances. Use the Core Values statement as a guide for strategically restructuring the administrative, academic and student support organizations and staffing levels and for realigning educational programs as needed in order to assure that the Colleges are meeting community educational needs.
- Aggressively protect local control and retention of property taxes by maintaining a presence in Sacramento; good communication with our local legislators; and participation in the Oversight Committees overseeing the wind down of Redevelopment Agencies.
- Continue efforts to build energy efficient infrastructure and facilities; and adopt green/clean and sustainable practices. Continue commitment to sustainability through LEED certification of new construction and renovation projects, promotion of energy efficiency initiatives and green management practices. Support College and Districtwide sustainability committees. Continue to explore opportunities to further incorporate sustainable practices and materials into procurement and operational processes.
- Establish student success benchmarks and activities to achieve those benchmarks based on relevant completion metrics identified by the District Research Committee and the District Strategic Planning Committee.
- Increase access to learning opportunities and increase flexibility to achieve student success and institutional effectiveness. Ensure that the Colleges meet sustainable continuous quality improvement levels in Student Learning Outcomes Assessment. Continue to expand online course offerings using the best tools and strategies available to offer online certificate and degree programs. Expand concurrent enrollment opportunities. Ensure that students develop the skills and competencies needed in the 21st century, and have the digital literacy skills required in their discipline, profession and/or career. In addition, continue to build strong partnerships with both local high schools and four-year universities to enhance learning opportunities for the community.
- Complete the Community Needs Assessment that was undertaken in 2012-13. Remaining tasks include the student surveys and several more industry segment focus groups. Purpose is to assure that educational needs of the community are met and to identify skills gaps and emerging job opportunities that require postsecondary training programs. Through this effort and as envisioned in the District Strategic Plan, the District is identifying key business partners who can help design needed new courses and programs. Use the information gathered from the needs assessment to inform the District's Strategic Plan for 2013-2020.
- Continue to develop efficient, financially feasible and collaborative strategies to ensure that faculty and staff are kept current with the pedagogy, technology and other activities that are critical to student success and organizational excellence.
- Continue to prepare for accreditation visits that will take place in October 2013. Review and approve College Self Studies that document the Colleges' ongoing, systematic efforts to assure continuous quality improvement. Complete Trustee education on accreditation. Keep apprised of accreditation progress by way of periodic briefings and presentations from the ACC. Through the State Chancellor's Office, advocate for accreditation policy that ensures due process for all institutions.
- Broaden global perspective and enrich our cultural and educational diversity by fostering institutional relationships abroad; attracting international students to our campuses; and offering teach/study abroad opportunities for faculty and students. Concentrate outreach and recruitment activities in countries and regions sending the largest number of international students to the U.S. Use revenue from international tuition to provide additional classes and services for students. As international education is defined and continues to grow at the Colleges, leverage the experiences of our international students to globalize our curriculum. Determine other implications of a larger international student population on District programs and services.
- Actively support legislation that would place a constitutional amendment on the ballot to reduce the majority needed to pass a school or college parcel tax from 66.67% to 55%. Carefully consider all options and potential timing for securing additional voter support for college and district operations and facilities, e.g. parcel tax, bond and/or COP.
- Build strong relationships with local cities and other school districts. Hold joint Board meetings with City Councils and/or School Boards to discuss common issues and opportunities. Invite public partners to use College facilities for official functions.
Adopted March 21, 2013