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Board of Trustees Mission and Strategic Priorities

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MISSION

To transform lives and communities through higher education

Overall Purposes:

  • To ensure Dallas County is vibrant, growing and economically viable for current and future generations.
  • To provide a teaching and learning environment that exceeds learner expectations and meets the needs of our community and employers.

The Dallas College Values are integrity, respect, opportunity, collaborating, accountability, engagement and support.

The Dallas College Board of Trustees’ Strategic Priorities continue to guide the work of the district in its mission to transform lives and communities through higher education and achieving 60x30TX.

Dallas College leadership and the Chancellor are committed to an annual assessment of progress and impact of the Strategic Priorities using appropriate goals, KPIs, and measures identified in the strategic plan. The Chancellor will provide a comprehensive annual strategic plan report to the Board.

STRATEGIC PRIORITIES
DALLAS COLLEGE BOARD OF TRUSTEES 2023-2024		 Engagement and Impact Categories Thematic Priorities
Individuals Communities Employers Organizations Student Success Employee Success Community Engagement Institutional Effectiveness
STRENGTHEN THE CAREER CONNECTED LEARNER NETWORK AND IMPLEMENT THE STUDENT-CENTRIC ONE COLLEGE ORGANIZATION
  • New Structure: Complete the new Dallas College organizational structure.
  • Technology Improvements: Invest in technology and software to support consolidation into one college.
  • Discipline-based schools: Continue implementation of the discipline-aligned schools’ plan
  • Capital Improvements: Meet the short and long-term needs of students, employers, and communities through determination of appropriate locations for programs and building, renovating, and maintaining high quality sustainable facilities.
  • Community Engagement: Create welcoming environments for each location through more visible front doors, enhanced wayfinding, and support services coupled with increased outreach to surrounding communities, partners, and employers.
  • Network Development: Assess and sustain the network, continuing to add appropriate partners to support student, employer, and community needs.
X X X X X X X
STREAMLINE AND SUPPORT NAVIGATION TO AND THROUGH OUR COLLEGE AND BEYOND
  • Technology and Training: Continue targeted training for success and career coaches and providing technology solutions for students for guided pathways, availability of learning materials and centralized course scheduling.
  • Supportive environment: Demonstrate sensitivity and respect for individual needs, meeting, and exceeding expectations for timely and accurate responses to internal and external inquiries.
  • Career Resources: Continue to increase support services for employment in high value jobs.
  • Advanced Degrees: Explore and pilot new models for baccalaureate program offerings and transfers.
  • Student Experience Quality: Continuously monitor quality and changes in learner expectations through rigorous research.
 X X X X X X X X
IMPACT INCOME DISPARITY THROUGHOUT OUR COMMUNITY
  • Careers: Increase awareness of Career-Connected Learning leading to living wages and sustainable careers.
  • Underserved: In partnership with other providers, target underserved communities and individuals to support skills development for youth and adults.
  • Scholarships: Provide scholarship support for skills development in high demand jobs leading to careers.
  • Life Issues: Increase support for student life issues that impact completion such as housing, food, health care, mental health, childcare, emergency aid and transportation.
  • Pipeline: Strengthen the education pipeline through engagement with parents and students and partnering with school districts, community organizations, universities, governmental entities, and employers.
 X X X X X X X X
Culture and Belonging: Foster a college environment of opportunity and belonging for all students, employees, and suppliers. X X X X X X X X
CREATE A HIGH-PERFORMANCE WORK AND LEARNING CULTURE THAT DEVELOPS LEADERS AT ALL LEVELS, INCREASES SKILL PROFICIENCY, AND SUPPORTS COLLABORATION AND EQUITY.
  • Leadership: Support leadership development with succession planning and career development, targeted programming to build skills in management of instruction, student support and operations as well as creating and sustaining a culture of professional growth, accountability, recognition, and rewards for high performance.
  • Learning Culture: Promote opportunities for collaboration across the College for creating new opportunities and solving problems, for understanding and adapting to new learning environments and expectations for a complex mix of students, and for encouraging growth and increased value for our employees.
  • Systems: Continue aligning job descriptions and positions with the work of Dallas College and incorporate best practices for position aligned expectations and evaluation of performance.
 X X X X X X X X
SERVE AS THE PRIMARY PROVIDER IN THE TALENT SUPPLY CHAIN THROUGHOUT THE REGION
  • Employer Needs: Adapt rapidly and nimbly to changing skills gaps and the environment of employer-driven education models.
  • Apprenticeships: Expand Youth and Registered and Industry Recognized apprenticeship programs and industry recognized certifications across employer spectrum.
  • Non-traditional Accountability Measures: In collaboration with major Texas community college districts, TEA, THECB and TWC, support acceptance of new models of success and funding that measure post-secondary results incorporating apprenticeships, certifications, degrees and certificates as well as addressing critical labor market shortages.
  • Innovation Hub: Develop and implement an innovation hub supporting small business development, entrepreneurship, technology applications, and access to capital in collaboration with higher education and other partners.
  • Business Support: Support development, expansion and relocation of small, medium and large businesses.
X X X X X X X X
LEVERAGE COLLEGE FACILITIES, LAND, TECHNOLOGY, PROGRAMS, PARTNERSHIPS, AND OTHER CAPABILITIES TO STRENGTHEN AND BUILD OUR COMMUNITIES AND WORKFORCE, NOW AND FOR THE FUTURE.
  • One College approach: View assets as an opportunity to achieve strategic priorities with attention to unique and innovative possibilities and partnerships and stewardship of resources entrusted to the College by constituents to enhance quality of life and economic success in the present and for the future for residents, employers, and other vital entities within the region.
  • Build communities and the workforce: Develop a strategic vision for the active role of Dallas College in the future of the region’s economy, educational achievement, and community development.
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