VCCCD 2013-2019 Strategic Goals

Adopted: October 8, 2013 Board of Trustees Meeting

The VCCCD Board of Trustees, at their June 2013 planning session, received, discussed, and moved forward six goals for the District’s 2013-2019 Master Plan. After much collaboration and input from internal and external participants, it was determined there are three over-arching strategic goals that will be the focus at this time. The other three goals are included as subsets of the three over-arching goals listed below.

Strategic Goal 1. Increase access and student success

Scope and Rationale: This District-wide goal emphasizes the active role of the Colleges and District Administrative Center in:

  • Promoting access to educational opportunities for students;
  • Supporting student success at the Colleges as students move to completion of degrees, certificates, and transfer in a timely fashion;
  • Evaluating the use of technology and online opportunities to meet this goal. Also of primary importance is the need to work with K-12 partners in addressing the issue of lack of college preparedness;
  • Focusing, through Student Success Act of 2012, efforts leading to student success and completion; and
  • Using the Student Success Scorecard, established through the California Community Colleges Board of Governors, as a performance measurement system to track student success at all 112 California community colleges. The data available in this scorecard is an indicator of how well colleges are doing in developmental instruction, job-training programs, retention of students, and graduation and completion rates.

Strategic Goal 2. Partner more effectively to meet community needs

Scope and Rationale: This District-wide goal emphasizes the active role of the Colleges and District Administrative Center in enhancing the economic vitality of Ventura County. Effective partnerships are critical for the District to support economic development and to create seamless and relevant pathways for students leading from education to careers.

The Colleges and District Administrative Center support workforce and economic development in Ventura County by:

  • Providing training and skill development for both incumbent and new workers for existing jobs;
  • Supporting the creation of new jobs by serving as an educational resource to help attract new businesses/employers to the area; and
  • Evaluating, maintaining, and improving existing and establishing new relationships with private, governmental, and educational agencies and institutions, which will set the stage for collaboration.

Strategic Goal 3. Promote effective use of organizational resources

Scope and Rationale: This District-wide goal emphasizes fiscal stewardship by:

Focusing the Colleges and the District Administrative Center on the importance of maintaining the vitality of employees and fiscal stability, and

  • Encouraging ongoing efforts to find and leverage additional resources.

 

BOARD GOALS AND OBJECTIVES
Adopted: September 11, 2012 Board of Trustees Meeting

District Strategic Planning Vision Statement

BOARD GOAL ONE: PROVIDE ACCESS AND STUDENT SUCCESS

  • Strategic Objective 1-A:Students are served more efficiently by expedited movement through District Programs resulting associate, transfer, and CTE degree and certificate completion. Student learning opportunities are enhanced by implementing system-wide efficiencies. Establish a Districtwide General Education subcommittee to develop ideas and strategies to improve commonality among courses at each college. Responsible Parties: District Council for Academic Affairs (DCAA)
  • Strategic Objective 1-B:Review collegiate level English and Science courses to ensure comparability in units and learning objectives with equivalent courses at four-year CSUs or transfer model curriculum. Responsible Parties: District Council for Academic Affairs (DCAA), Local Curriculum Committee, Local English and Science Faculty
  • Strategic Objective 1-C: Review English and Mathematics objectives for pre-collegiate courses to ensure comparability among District colleges. Responsible Parties: District Council for Academic Affairs (DCAA), Local Curriculum Committee, Local English and Mathematics Faculty
  • Strategic Objective 1-D: Participate in the SB 1440 (TMC - Transfer Model Curriculum) and C-ID (Course Identification Number System) initiative to ensure college courses are comparable District-wide and within the California Community College system. Responsible Parties: District Council for Academic Affairs (DCAA), Local Curriculum Committees

BOARD GOAL TWO: MAINTAIN INSTRUCTIONAL QUALITY WITHIN BUDGETARY LIMITS

  • Strategic Objective 2-A: Technical and vocational college courses and programs are aligned with employer and market needs. Responsible Parties: Local Curriculum Committees, Local Program Review Committees
  • Strategic Objective 2-B: Professional development activities for faculty and staff promote organizational best practices and technological activities that empower employees to work smarter allowing greater time to be expended on activities linked to student access, persistence, and success. Responsible Party: Local Professional Development Committees, Human Resources Department

BOARD GOAL THREE: PRUDENT FISCAL STEWARDSHIP

  • Strategic Objective 3-A:The link between discretionary budgeting and strategic planning is strengthened. Responsible Parties: District Committee for Accreditation and Planning (DCAP), Consultation Council
  • Strategic Objective 3-B: Expenditures linked to District Planning are reviewed on an annual basis. Responsible Party: District Council for Administrative Services (DCAS)
  • Strategic Objective 3-C: The effectiveness and efficiency of all District operations, programs, and services are improved and associated cost savings are redirected to student learning and support. Responsible Parties: Program Review Committees, Management, All Constituencies
  • Strategic Objective 3-D: District long-term retirement obligations (GASB45) are funded and adequate cash reserves are maintained to handle cash flow requirements, including state funding deferrals and unanticipated expenditures. Responsible Party: District Council for Administrative Services (DCAS)
  • Strategic Objective 3-E: Costs in areas such as healthcare, work-related injuries, facilities and operations, etc. are contained or reduced and cost savings are redirected to student learning and support. Responsible Parties: Employee Health Benefits Committees, Risk Management, Human Resources Department
  • Strategic Objective 3-F: The state’s financial condition is monitored and assessed to allow for timely budgetary intervention to avoid crises and unanticipated disruptions in District operations and programs. Responsible Parties: Vice Chancellor of Finance, District Council for Administrative Services (DCAS)