Bougainvillea is a native flower to Santa Barbara and grows outside of Santa Barbara City College's Student Services Building.

Board Goals

Annually the Santa Barbara Community College District Board of Trustees establishes a set of goals which represent its priorities for the year.  These goals provide a focus for the Board and institution and inform the public of issues of importance to Santa Barbara City College as it advances its mission and purpose.

SANTA BARBARA COMMUNITY COLLEGE DISTRICT 
BOARD OF TRUSTEES
2023-24 Annual Goals
Board approved October 5, 2023

The following are the Santa Barbara City College District Board Goals for 2023-2024 developed in the Board Retreat on September 13, 2023 and approved by Board majority at the October 5, 2023, Board of Trustees meeting. The Board acknowledges these are long-term goals requiring sustained focus for achievement. For each goal, the Board has identified specific actions it will undertake in the current year to advance fulfillment of the overarching goal.

Board Goal I: Achieve Long-term Fiscal Sustainability
Adopt budgets that are sustainable going forward, free of structural deficits, and realistic in terms of enrollment and funding trends.
1.1 Review budgets to assure 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 Implement and monitor the recommendations of the Budget Sustainability Workgroup, including realistic planning and actions to meet FCMAT-recommended benchmarks, practices, and standards.

Board Goal 2: Facilities and Sustainability
Evaluate facility use and needs, and plan for campus facilities that are appropriately sized, modern, well maintained, safe, sustainable, and flexible for current and future needs.
2.1 Prepare for a local facilities bond measure for the College in 2024.
2.2 Monitor and review an update to the 2019 Facilities Master Plan in consideration of shifting needs for learning and workspaces, which includes sustainability principles and flexibility to accommodate future needs, in preparation for a facilities bond measure.
2.3 Review evaluations of building safety, including risks related to seismic and flood events, and monitor efforts to prioritize and address facility safety needs.
2.4 Prioritize resources to improve the maintenance and quality of existing facilities and equipment, supporting upgrades and replacement as needed.
2.5 Prioritize resources for facilities to increase access to SEL programs throughout the District, including Carpinteria and Goleta.
2.6 Call for and evaluate reports regarding needs and solutions for workforce and student housing.

Board Goal 3: Diversity, Equity, Inclusion, Accessibility, and Anti-Racism (DEIAA).
Monitor and support values and strategies that promote equitable student success and a culture of belonging and inclusion.
3.1 Promote policies, procedures, and practices to ensure that the physical and mental health, safety, and belonging of SBCC students, employees and community, as appropriate, shall be the District’s highest priority.
3.2 Review regular progress reports on SBCC student access and success, including disaggregated data and comparisons of SBCC student outcome data with state and national standards.
3.3 Monitor implementation of Resolution 18: Affirming our Commitment for African American, Black, And African Descent Students, Faculty, and Staff.
3.4 Support efforts to identify and remove systemic inequities in District policies, procedures, and practices to facilitate fundamental institutional change.
3.5 Support community demands for robust, diverse course offerings including those for critical workforce needs.
3.6 Monitor improvements in the registration/enrollment process for both credit classes and SEL.

Board Goal 4: Board Governance
Build capacity for effective Board governance and fulfillment of the Board’s fiduciary responsibilities.
4.1 Monitor the implementation of the new Superintendent/President Transition Plan.
4.2 Establish clear goals and expectations for the new Superintendent/President and create a healthy Board/CEO relationship for achievement of the same.
4.3 Review and update the Board policy on participatory governance (BP 2510 Participation in Governance and Local Decision-Making) with emphasis on the Board’s role.
4.4 Review and update the Board policy BP 2715 Code of Ethics/Standards of Practice with emphasis on clarifying expectations and creating guidelines for Board communications with one another, with the CEO, with employees, with the public/community.
4.5 Receive reports on and discuss lessons learned from Board members’ professional development activities to inform Board policy development and promote overall Board growth and development.