Outcomes/measures tracked and tools utilized 

Administrative and Academic Program Review: As part of the Comprehensive and Annual Program Review process, academic units enter budgetary requests based on data analysis. Deans provide an analysis of academic programs using the vitality recommendation process that is reviewed in the Instructional Deans' Council and informs the Instructional Division budget. Institutionally. the College uses transfer and CET data in conjunction with KPIs and KBOR metrics to inform decision-making.


Each Fall semester, all administrative and service areas review the status of the College’s strategic plan and financial data from Financial Services. Service areas may choose to include additional survey results, trend data, or advisory board recommendations for review, planning, and development. Using this compiled information, administrative and service areas provide: data reflection and narrative context; new or updated goals and action plans linked to the JCCC mission, vision and strategic plan; budget recommendations; and self-assessment recommendations. Division vice presidents take recommendations to the Cabinet, where final budgeting decisions are made.


Summary results of measures

The executive director of Institutional Effectiveness, Research and Planning serves as a member of the President's Cabinet and is responsible for the agenda at the Improvement Strategies Cabinet meeting, which takes place weekly. These items are tracked through presentation notes and an annual agenda of topics and updates. The focus of these meetings is on effective strategies to address issues, trends emerging in higher education, updates on AQIP projects, updates on strategic planning projects, strategic planning activities like a SWOT analysis, and goal setting. The last meeting of each month, the Cabinet dedicates the meeting time to review College-wide metrics such as the Strategic Enrollment Team dashboard, JCCC Pulse, Scorecard, KBOR performance agreements, and overall enrollment trends for the semester.


Comparison of results with internal targets and external benchmarks

The Strategic Enrollment Team dashboard is updated daily and reviewed by operational staff, the Strategic Enrollment Team (SET), the Cabinet, and the Board of Trustees. The snapshot provided below in Figure 5.2 is one page of the interactive dashboard, which includes metrics associated with the enrollment and retention goals set annually by the SET team. These metrics include headcount and credit hours in the following categories: JCCC overall headcount, students enrolled under the metro rate, non-traditional full-time and part-time students, close-to-home enrollments, and recent graduates of county high schools.



Figure 5.2 


Interpretation of results and insights gained

The College has benefited from an in-depth look at the composition and demographics of its student body. These in-process metrics have allowed the College to adjust its marketing, recruitment, and retention efforts more effectively.  These efforts have included more targeted marketing decisions, early alert processes, and better data-informed decision-making across the campus.

File  SETDashboard