Bill Abasolo

The SWC Botanical Garden's strategic direction is centered on cultivating a thriving, accessible garden that inspires community engagement, advances horticultural education, and fosters environmental stewardship. It aims to achieve this through five key goals: Educational Excellence, Community Engagement and Accessibility, Environmental Stewardship and Sustainability, Aesthetic and Recreational Value, and Long-term Growth and Sustainability. The ultimate vision is to be a model of sustainable and inclusive horticulture education, recognized as a vital community resource that enhances well-being, connects people with nature, and promotes conservation practices through accessible, hands-on experiences.

The University Now Initiative's White Paper focuses on creating a sustainable, binational higher education ecosystem in South San Diego County by aligning academic programs with regional workforce needs. It emphasizes partnerships between Southwestern College, the University of California, and the California State University systems to expand academic programs and establish clear transfer pathways. The plan also prioritizes community involvement and leveraging binational collaboration to foster a dynamic and inclusive higher education ecosystem, while considering governance structures and funding strategies for a thriving university district in Chula Vista.

The Student Equity Plan for Southwestern College from 2022-2025 aims to ensure equal educational opportunities and promote student success for all students, regardless of race, gender, age, disability, or economic circumstances. The plan focuses on five key goals: successful enrollment, completion of transfer-level math and English in the first year, persistence from the first to the second term, transfer to a four-year institution within three years, and attainment of the Vision for Success definition of completion within three years. It includes targeted interventions and action steps to address disproportionate impact on specific student populations, such as Black/African-American, Hispanic, Pacific Islander/Hawaiian Native, and male students.

The meeting involved updates to the IWDC Charter, focusing on aligning representation with Fields of Study (FOS) and Guided Pathways. Discussions included clarifying the term "program" and ensuring school names aligned with FOS. The committee reviewed and approved the 23-24 Perkins Plan budget and the Strong Workforce budget. A presentation on Industry Certification Survey responses was given, highlighting future uses for marketing and Credit for Prior Learning. Due to time constraints, a CTEOS presentation was postponed to a future meeting.

The meeting included a budget adjustment approval to redistribute unspent funds, a presentation by the Alumni Association, and the approval of a planning budget. The planning budget involved eliminating innovation funds, increasing faculty outreach stipends, adding a tutoring pool and funding for student certifications, and creating an apprenticeship director position.