The process of creating new statements and goals

In August 2008, Johnson County Community College contracted with two consultants from the University of Michigan’s Community College Development Institute to begin developing a process that would lead to crafting new vision, mission and values statements and generate a new strategic plan.

The first step was to create a platform for community members to provide input, so key community leaders were invited to a series of forums designed to encourage discussions concerning the college’s relationship to its community. In all, more than 150 residents attended these forums, and the copious notes taken during these conversations were consolidated by the consultants.

Soon afterward the same process was followed during forums for faculty, staff and students, more than 250 of whom attended these open discussions. Again, the consultants consolidated themes that emerged during these talks.

The consultants then presented their material to the president’s leadership team who refined the documents even further. Eventually, a draft was taken to the board of trustees, who offered their own input, and the final version was formally adopted at the board’s May 2009 meeting.

Even though the goals and initiatives of the plan have been finalized, JCCC recognizes that the next important step is to integrate the initiatives into its operations. The Strategic Planning Council has begun work with the operational units to identify projects that support the initiatives and goals. Specific measures of success will also be established for each project to gauge progress on attaining desired ends.

JCCC’s strategic goals

1. Focus institutional resources on student success.

Initiatives

• Identify and emphasize appropriate and rigorous outcomes in the curriculum
• Establish institutional core abilities for all graduating students.
• Expand our network of support services to engage students more actively in the JCCC learning experience.
• Assess learner outcomes at the course, program and institutional level.
• Improve instructional and support activities, utilizing appropriate data and evidence.
• Increase lifelong learning opportunities by expanding the partnerships between credit and noncredit education.
• Employ technology to improve and deliver quality learning experiences.

2. Strengthen cultural and environmental initiatives that promote a responsible and enlightened community.

Initiatives

• Ensure that diversity, equity and inclusion are key components in all JCCC programs and initiatives.
• Champion environmental sustainability in the curriculum and in the college infrastructure, transforming the physical campus into a living, learning laboratory.
• Promote global awareness by expanding curricular and extracurricular offerings.
• Encourage and support students, faculty and staff who volunteer in community activities and engage in service learning.
• Present cultural activities that broaden patrons’ aesthetic experiences. 

3. Position JCCC as a dynamic leader in public policy, strategic planning and workforce and economic development.

Initiatives

• Extend lines of communication and leadership among businesses, nonprofit organizations, educational institutions and governmental entities in order to build programs and partnerships that advance the economy of the community.
• Develop a college function that ascertains, interprets and responds to community needs for information and data analysis, fostering a culture of evidence.
• Assess and respond to the educational needs of traditionally underserved populations.
• Serve as a leader in advancing educational policy at the regional, state and national levels.
• Analyze the regional and national environment and assure the college is prepared to address challenges to institutional success regarding funding, program quality, accreditation and employee development.
• Aggressively advocate for the college at the legislature, Kansas Board of Regents and Kansas Postsecondary Technical Education Authority to assure the needs of students, employers and the college are understood and represented.

4. Instill at JCCC a culture of continuous quality improvement that maximizes sound resource management and encourages creative innovation.

Initiatives

• Strengthen programs designed to expand the professional and personal potential of all faculty and staff.
• Encourage strategic risk-taking that is based in critical thinking and is in the best interest of the community.
• Expand and promote the use of data and evidence in decision making.
• Enhance communication with both internal and external constituents.
• Develop and improve processes that support institutional accountability.
• Assure that all business practices are regularly evaluated.