Board Goals

Board Goal I: Achieve Long-term Fiscal Sustainability
Adopt budgets that are sustainable going forward without structural deficits and realistic in consideration of adverse enrollment trends.

Related Strategic Goal(s)
- Provide effective management of the District’s human, fiscal, physical technological resources to increase organizational effectiveness and environmental sustainability.

1.1 Review budgets to assure increased investments in strategies that support student success and equity goals.

1.2 With the future in mind, explore effective and appropriate uses of the Mackenzie Scott gift.

1.3 Ensure the fiscal sustainability of the college through strategic use of one-time reserve funds.

1.4 Prepare for local facilities bond measure for the College in 2024.

1.5 Evaluate the budget for long-term sustainability in light of our mission.

Board Goal 2: Student Safety and Wellbeing
Minimize the risks of harm to students and employees.

2.1 Monitor strategies to offer a gradual return to in person instruction with the lowest possible risk to faculty, staff, and students.

2.2 Support policies, procedures, and practices to ensure that the physical and mental health and safety of SBCC students, employees and, when affected, the community shall be the highest priority.

Board Goal 3: Equity at the Center of Student Learning and Success
Monitor and support values and strategies that support student success. 

Related Strategic Goals:
- Improve student learning and achievement of educational goals.
- Improve campus climate throughout the District. 
- Maintain positive connections with the community.

3.1 Receive regular progress reports on disaggregated student access and success data and the Vision for Success goals, including local institutional SBCC student data.

3.2 Monitor implementation of Resolution 18: Affirming Our Commitment for Black and African American Students, Faculty, and Staff.

3.3 Support efforts to identify and remove any systemic inequities in District policies and practices to facilitate fundamental institutional change.

3.4 Support community demands for robust and diverse course offerings in state supported noncredit programs.

3.5 Support expansion of SEL programs to increase access to classes throughout the District, including Carpinteria and Goleta.

3.6 Monitor improvements in the registration process at the SEL.

Board Goal 4: Board Governance
Build capacity for effective Board governance and the fulfillment of the Board’s fiduciary responsibilities.

Related Strategic Goals:
- Provide effective management of the District’s human, fiscal, physical technological resources to increase organizational effectiveness and environmental sustainability.
- Improve student learning and achievement of educational goals.
- Improve campus climate throughout the District

4.1 Hire a permanent Superintendent/President.

4.2 Develop onboarding activities for permanent Superintendent/President.

4.3 Establish clear goals and expectations for the Superintendent/President and create a relationship for achievement of the same.

4.4 To ensure consistency in practice, review college policy/procedure on participatory governance with emphasis on the Board’s role.

4.5 Receive reports on and discuss lessons learned from changes made during the pandemic to guide Board policy development.

4.6 Continue to work with the Interim Superintendent/President to accomplish goals for the District.