Narrative

CATEGORY FOUR: INTRODUCTION

 

Much of the College's response to this category involves an account of its strategic planning process, conducted during the 2013–2014 academic year, which created both a new strategic plan and new mission, vision, and values statements for the College. The plan provides direction for the College for the years 2014–2017, laying out 13 specific tasks ranging from program review to budgeting. This section discusses in detail how the College developed and communicated both its plan and mission and vision statements as well as the improvements. The plan was overall quite successful—the College is currently in the next stage of planning for 2017–2020. 

 

This category also looks at College governance and leadership. It contains a detailed look at the Board of Trustees and Board committee structure, the College's administrative, faculty, and student leadership group structure. Additionally, this category explores integrity, focusing on how JCCC communicates and ensures legal and ethical behavior on the part of students, faculty, staff, and trustees. 

 

The College's strategic planning and mission and vision processes are at the aligned stage: the College operates through generally understood, repeatable, and documented processes with goals that are explicit, measurable, and subject to improvement. The goals are generally understood and the implementation of effective practices are evident. Performance tracking yields trend data.

 

The College's results and processes for leadership and integrity are at the aligned stage: the College operates in ways that are explicit, repeatable, periodically evaluated, and lessons learned are shared among institutional units. Measures, metrics, and benchmarks are understood and used by all relevant stakeholders.

 

SUBCATEGORY ONE: MISSION AND VISION

Developing, deploying and reviewing the institution's mission, vision, and values (1.A.1, 1.D.2, 1.D.3)

JCCC is a public, not-for-profit educational institution and does not provide financial returns for investors (1.D.2).

 

During the 2013–2014 academic year, the College created a new strategic plan. As part of the overall planning process, the College re-examined the core statements regarding its mission (what the College does), vision (what the College aspires to), and values (what the College believes in), which are significant components of the strategic plan. The College surveyed examples from other institutions, considered the findings from "community conversations" and other focus groups, and undertook extensive discussion and drafting of new statements. More than 200 students, faculty, and staff contributed to the discussion during listening sessions in February and March 2014. The Board of Trustees approved the new mission, vision, and values statements when they accepted the strategic plan in May 2014 (1.A.1, 1.D.3).

 

The mission, vision, and values were reviewed and adopted as part of the strategic planning processes and adopted by the Board of Trustees in July 2014 (1.A.1, 1.D.3):

 

Mission: JCCC inspires learning to transform lives and strengthen communities.

Vision: JCCC will be a national leader through educational excellence and innovation.

Values:

  • Integrity. We hold ourselves accountable for decisions and actions.
  • Collaboration. We respect diversity of thought in building a culture of collaboration.
  • Responsiveness. We respond to the needs of our students and communities through relevant offerings.
  • Leadership. We pursue leadership roles in our communities and higher education.

 

Ensuring that institutional actions reflect a commitment to its values

As a board member for the League of Innovation, the College takes seriously its leadership roles at JCCC and in the broader community college environment.  The President's Cabinet is composed of representatives from across the institution and operates as a collegium with points of view on College matters shared without fear of reprisal. The president also seeks strong ties to the academic leadership of the College, holding standing meetings with the Faculty Senate and Faculty Association. The primary focus in all decision-making at the Cabinet level and across the College is student success. To support this focus, decisions are based on data provided through the College Scorecard, the Pulse, and KPIs.  

 

As leaders in the broader Johnson County community, the senior leadership serve on a variety of Economic Development Councils, Chamber committees, Rotary, and various other advisory boards. In the broader higher education community, both the senior leadership as well as faculty and staff of the College serve on a broad range of professional organizations at both the regional and national level. The College supports these activities through funding of professional development memberships and travel funds.

 

Communicating the mission, vision, and values (1.B.1, 1.B.2, 1.B.3)

The mission, vision, values were published in a booklet that was given to internal and external constituencies. The mission, vision, and values also appear in the College's annual report to the community, which is sent to civic leaders, legislators, and supporters. A systematic review of the mission, vision, and values occurs as part of the ongoing strategic planning process, which is scheduled for the academic year 2016–2017 (1.B.1, 1.B.2, 1.B.3) and will encompass the 2017–2020 cycle of planning.

 

Ensuring that academic programs and services are consistent with the institution's mission (1.A.2)

Both Academic and Administrative Program Review allows faculty and staff to lead a purposeful and continuous cycle of improvement. Both the comprehensive (three-year) and annual processes are an intregral part of the overall institutional evaluation and planning process.  Similar to Academic Program Review, Administrative and Service Area Review is focused on a purposeful and continuous cycle of approval and is linked to the mission of the College as an open-access community college. In the review process, departments are charged with identifying measures of effectiveness, targets, and where there are available external benchmarks (1.A.2). Curriculum and programmatic changes are reviewed first at the division level, followed by the campuswide Educational Affairs Committee, then to the Board Learning Qualities Committee, and finally to the full Board of Trustees for approval. After College-level approvals, curriculum requests are then sent to the Kansas Board of Regents for approval (1.A.2).

 

Allocating resources to advance the institution's mission and vision, while upholding the institution's values (1.D.1, 1.A.3)

The Office of the Chief Financial Officer develops budget guidelines for each fiscal year, and the Cabinet and the Board of Trustees approve them. Budget guidelines are based on projections of assessed valuation of property taxes, tuition enrollment, and state aid and are balanced by expenses such as Salary and Benefits, Operating Budgets, Capital Budgets, and identified institutional priorities (1.D.1).

 

As part of the budgeting process, the College faculty and staff recommend operating budget priorities for consideration. These recommendations are informed by ongoing planning and assessment efforts, including the College's strategic plan, KPIs, and Program Review. All budgeted line items are supported by historical budget allocations and appropriate justification from the budget manager (1.A.3).

Evidence
File  Budget Preparation Manual 
File  Cabinet - Community Involvement 
URLMission, Vision & Values
URLAnnual Report to the Community
URLAcademic Program Review