TIER 3: COLLEGE-WIDE STRATEGIC GOALS & INITIATIVES
FOR FISCAL YEAR 2015-2016
PRIORITIES FROM “STRATEGIC GOALS (SG), 2014-2020” [Link to DISTRICT GOALS (DG) shown in brackets]
I. Student Success [ DG2 ]
VI. Excellence [ All DGs ]
II. Access [ DG3 ]
VII. Communication [ DG4 ]
III. Leadership [ DG4 ]
VIII. Systems Process Improvement [ DG1 & DG3 ]
IV. Partnerships [ DG4 ]
IX. Institutional Climate Improvement [ DG4 ]
V. Teaching and Learning [ DG2 ]
X. Accountability [ DG1 & DG3 ]
STRATEGIC INITIATIVES BY DG & SG FOR FISCAL YEAR 2015-2016
District Goal 1
Fiscal Stability
[ SG-VIII & SG-X ]

Schedule 25 Roll-Out
District Goal 2
Student Success
[ SG-I & SG-V ]
 Student Equity Plan
Development
 Student Success/RUSH
Projects
- Early Alert, Phase 2
- Enhanced Math 63
District Goal 3
Accreditation
[ SG-X ]
District Goal 4
Image
[ SG-IX ]
 Self-Evaluation Cycle for
Comprehensive ACCJC Site
Visit, Spring 2017
 Formalizing Syllabi
Submission Procedures
 Common Assessment
Initiative (CAI)
 Educational Planning
Initiative (EPI)
 Online Education Initiative
(OEI)
 Focused Program
Improvement (PI) for all CTE
Programs
A summary planning worksheet for all new major initiatives is available on SharePoint here.
APPROVED BUDGET AUGMENTATIONS FOR 2015-2016 (See final approved list on SharePoint here)
The budget augmentations approved for 2015-2016 represent additional, one-time General Fund contributions needed to
support the above strategic initiatives. In addition to funding from key categorical resources (e.g., SSSP and SEP
funding), progress on VVC’s mission and district goals will be made and monitored with the measures identified below.
These Key Performance Indicators (KPIs) are aligned to the targets submitted to the ACCJC in our Annual Report and to
the CCCCO representing our Institutional Effectiveness targets (shown online at the CCCCO IE Indicator Portal here).
KEY PERFORMANCE INDICATORS OF INSTITUTIONAL EFFECTIVENESS
District Goal 1
Fiscal Stability
KPI 1. For fiscal year 20152016, salary and benefit
expenditures will account for
85% or less of total
expenditures of the
unrestricted general fund. 1
KPI 2. Expenditures for
salaries of classroom
instruction will account for no
more than 53% and no less
than 50% of the current
expense of education as
defined in Education Code
84362.
District Goal 2
Student Success
By reporting year 2017, VVC
performance on “Momentum”
indicators on the Student
Success Scorecard will improve
as follows:
KPI 3. “Remedial” rates in math
and English will increase by 3
percentage points.
KPI 4. “Persistence” among
unprepared students will
increase by 3 percentage points.
District Goal 3
Accreditation
KPI 8. By the end of fiscal year
2014-2015, 100% of VVCCD
workforce members will
successfully complete the
ACCJC accreditation basics
online workshop.
KPI 9. By the end of fiscal year
2014-2015, the number of
VVCCD workforce members
who have served on an ACCJC
evaluation team will increase
by 50% (from 4 to 6).
District Goal 4
Image
KPI 10. For fiscal year 20142015, 20 positive stories
about VVCCD and/or its
students will be
disseminated to the public
using print media or
electronic means to
members of the High Desert
community and beyond.
KPI 5. “30 Units” earned among
unprepared students will
increase by 1.5 percentage
points.
By reporting year 2018, VVC
performance on “Completion
Outcomes” on the Student
Success Scorecard will improve
as follows:
KPI 6. Degree/Transfer rates
will increase by 2 percentage
points for unprepared students.
KPI 7. Career Technical
Education completion rates will
increase by 2 percentage points.
1
For each subsequent year, that amount will reduce by 2 percentage points annually so that by fiscal year 2016-2017 said salary and
benefit expenditures will account for 83% or less of total expenditures of the unrestricted general fund.
STRATEGIC GOALS, 2014-2020 (highlighted goals targeted)
I.
STUDENT SUCCESS – VVC will move to the top tier of regional and state community colleges in regard to student
success, college readiness, developmental course completion, retention, persistence, graduation, transfer, and
job placement for its graduates.
II.
ACCESS – VVC will increase the number and types of degrees and courses offered on campus and through
distance education in order to increase access for the citizens of the High Desert.
III.
LEADERSHIP – VVC will serve as a catalyst and a leader in developing educational strategies that leade to
economic opportunities for all communities of the High Desert.
IV.
PARTNERSHIPS – VVC will develop strategic partnerships with K-12, Four Year Institutions, businesses,
industries, community based organizations, State and Federal Government.
V.
TEACHING AND LEARNING – VVC will focus on student success by creating an environment that fosters research
based world class innovative teaching and student service practices.
VI.
EXCELLENCE – VVC will develop 20 focal points of institutional excellence in its services, educational programs
and compliance with ACCJC Standards, Eligibility Requirements, and Policies. These 20 focal points of
institutional excellence will be benchmarked to the best in the state and will be strategic to VVC’s quest for
improving academic distinction and overall institutional reputation.
VII.
COMMUNICATION – VVC will develop 10 focal points that will help improve the quality of communication
among and between faculty, administrators, students and staff; provide an open communication environment in
which all VVC communities feel free to share feedback, ideas and criticism at every level. These goals will lead to
open communication and will help build an environment of trust which will form the foundation for improving
institutional climate at VVC.
VIII.
SYSTEMS PROCESS IMPROVEMENT – VVC will dramatically improve performance, quality, efficiency and
services by streamlining existing processes to eliminate elements that do not add value or enhance operational
effectiveness.
IX.
INSTITUTIONAL CLIMATE IMPROVEMENT – VVC will develop five focal points that will positively impact
employee morale: increase participation in decision-making, improve job satisfaction, job commitment,
teamwork, and communication.
X.
ACCOUNTABILITY – VVC will improve operations by focusing on three reputation traits, transparency and
openness in decision-making, and effective follow-through in all performance standards.