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

Board Goals

SANTA BARBARA COMMUNITY COLLEGE DISTRICT 
BOARD OF TRUSTEES
2026-27 Annual Goals

Board approved March 12, 2026

Our Vision:  

Santa Barbara City College strives to build a socially conscious community where knowledge and respect empower individuals to transform our world.

Our Mission: 

As a public community college dedicated to the success of each student, Santa Barbara City College welcomes all students. The College provides a diverse learning environment and opportunities for students to enrich their lives, advance their careers, complete certificates, earn associate degrees, and transfer to four-year institutions. 

The College is committed to fostering an equitable, inclusive, respectful, participatory, and supportive community dedicated to the success of every student.

Our Core Principals: 

Santa Barbara City College’s core principles guide all aspects of instruction, organization, and innovation:

  • Student-centered policies, practices, and programs
  • Participatory governance
  • A psychologically and physically supportive environment
  • Free exchange of ideas across a diversity of learners
  • The pursuit of excellence in all college endeavors.

Our Charter:

Santa Barbara City College’s mission and core principles honor our commitment to the spirit and intent of the foundational framework of the California Community Colleges, as described in California Education Code §66010.4:

  • Primary Mission: Academic and vocational instruction at the lower division level; advancement of California’s economic growth and global competitiveness through education, training, and services.
  • Essential and Important Functions: Remedial instruction, ESL, adult noncredit instruction (in areas defined as being in the state’s interest), and student support services.
  • Authorized Function: Community services courses.

Our Goals

Goal 1: SBCC Achieves a Sustainable and Structurally-Balanced Budget without a Deficit by 2027


Rationale:

A stable fiscal foundation is essential for college excellence, employee trust, and community confidence. The College must resolve its structural deficit and align spending with sustainable enrollment and program priorities.

Measurable Outcomes:

  • No ongoing structural or other deficit included in the 2027-2028 adopted budget, with none predicted in projections through 2032-2033.
  • Meet or exceed Fiscal Crisis and Management Assistance Team(FCMAT)-Recommended metrics for WSCH, Productivity, Facilities Space Utilization and Capacity/Load Ratio, 50% Law, and a total Salaries and Benefits Ratio to expenses at or under 85% for the Unrestricted General Fund.

Actions:

  • Integrate, where possible, budget sustainability recommendations into every relevant Board agenda item.
  • Review key financial indicators on a quarterly basis including current enrollment management data.
  • Enact policies that correspond to recommendations from the May 2024 Budget Sustainability Workgroup Report including those related to consolidation of facilities in alignment with enrollment trends.
  • Annual update of the Total Cost of Ownership (TOC) for the facilities on all three campuses that includes total expected expenditures on Deferred Maintenance.


Goal 2: SBCC Modernizes Facilities and Delivers on Measure P


Rationale:

The college is grateful to the community for approving the Measure P Bond which provides SBCC an opportunity to improve campus facilities for student learning.

Measurable Outcomes:

  • Transparent, public-facing Measure P project dashboard by March 2026.
  • Receipt and approval of planned Measure P project priorities and timeline.
  • Regularly updated list of projects in the planning stage, that are in-progress, and that have been completed.

Actions:

  • Prioritize projects that directly enhance teaching and student life and that are aligned with the Educational and Facilities Vision Plans and with the Strategic Plan.
  • Provide the Facilities and Community Relations Board Committee with quarterly facilities updates and provide the Board of Trustees with at least one annual site tour.
  • Provide an annual report on facility/space utilization, deferred maintenance, and sustainability metrics.
  • Explore the feasibility and options for student and/or employee housing initiatives. 


Goal 3: SBCC Advances Data-Driven Student Success by Operationalizing Equity and Reducing Outcome Gaps


Rationale:

Santa Barbara City College advances institutional effectiveness by aligning instructional programs, student support services, and resource allocation with clearly defined, measurable student success outcomes at the College and beyond.  Success metrics should include successful transfer to a four-year institution, employment in a student’s chosen field of study, and/or improve job skills needed to find a livable wage job, and non-credit programs that meet community needs.

Measurable Outcomes:

  • Reduction of gaps in persistence, completion, and transfer between comparative by at least 50% within 4 years. 
  • Student evaluations of instruction and support programs reflect a high rate of satisfaction.

Actions:

  • Align funding decisions to program review and student success data.
  • Receive  an annual, disaggregated “Student Success” report including non-credit student data. 
  • Receive college recommendations for new disciplines and skills where new programs are needed to meet the rapidly changing job environment.
  • Evaluate National Student Clearinghouse data for SBCC transfer student success in Bachelor’s degree completion to better understand how well we are preparing our students to achieve their goals.
  • Evaluate CTE certificate and degree completion rates and post-graduation employment.

Goal 4: SBCC Strengthens Board Governance and Meeting Effectiveness


Rationale:

The Board of Trustees sets the tone for institutional integrity and effectiveness. Strengthening governance practices ensures decisions are transparent, collaborative, informed, and aligned with the College’s mission, Board Goals, and long-term planning documents.

Measurable Outcomes:

  • Annual Board self-evaluation shows measurable improvement and Board member satisfaction with Board meetings and progress towards Board goals.
  • 100% participation in trustee professional development and training.
  • Active Board attendance at campus events.
  • Updated Board Policies and Administrative Procedures reviewed on a 6-year cycle.
  • Board agendas are constructed efficiently to meet the need for approval of college business activities, while allowing adequate time for community input, Board learning, discussion and consideration of significant policy and planning issues, and Closed Session.

Actions:

  • Restructure Board Agendas and Board Meetings to maximize learning, discussion, planning, and policy setting.
  • Align annual Board goals and Superintendent/President’s evaluation with the Education Vision Plan and Facilities Vision Plans and the current Strategic Plan. 
  • Review all four Board goals throughout the year through monthly reports on at least one Board goal per meeting and make adjustments as necessary to ensure progress towards all four goals by the end of the calendar year.
  • Schedule at least one joint meeting with the Santa Barbara Unified School District Board, with the Academic Senate, and with the Associated Student Government.
  • Provide Tableau Training for Board members.