Strategic Plan2017-2020

Message from the President 2

Strategic Planning Process 3

Strategic Planning Committee 4

Vision, Mission, Purpose 5

Goal 1: Enhance student success. 6

Goal 2: Enhance the student experience. 7

Goal 3:Enhance funding for programs, services, and infrastructure. 8

Goal 4:Enhance college image to external constituents. 9

Goal 5:Enhance the organizational climate for employees. 10

Strengths, Weaknesses,

Opportunities, and Threats 11-12

Planning Assumptions and Trends 13

Values 14

Table of Contents

2

JCC is an excellent institution. The past two academic years alone providemany examples of this fact. The prestigious Aspen Institute recognized JCC as a college of excellence for exemplary student success outcomes. Value Collegesranked JCC 26th in the nation for graduation/transfer rate, return on investmentand cost of education. The JCC Foundation reported a 48% increase in fundsraised when compared to the 2014/15 fiscal year. Instructional areas flippedclassrooms. Faculty authored text books. Facilities were renovated in support ofstudent success. Career and College Promise continued to grow. A new engineering program was launched. Our Board of Trustees Chair, Mrs. LynAustin received the Southern Regional Trustee Leadership Award from the Association of Community College Trustees. Students won national andstatewide recognitions and scored at the level of excellence in Basic Skills andCredit Math Success. The JCC Chapter of PTK achieved 4-star status. The U.S.Department of Education awarded Johnston Community College a five-year Student Support Services (TRIO) grant to help low-income, first-generation, ordisabled students. The Workforce Development Center celebrated 10 years ofservice to Johnston County.

While the accolades above represent a very short and incomplete list of accomplishments reflecting excellence at JCC, each represents examples of stellar planning and even harder work. Excellence does not just happen. It isplanned. Since its beginning in 1968, JCC has been planning for excellence. Thisyear is no different. In the pages that follow, you will find the goals that willguide us through the next four years, founded on past performance and predicated on student success.

And as you can see, we are not resting on our laurels! Through this strategicplanning document, the college shows its continued commitment to excellenceand student success. Together, with this solid plan, we can accomplish everygoal while becoming the preferred choice of quality higher education and training initiatives for Johnston County and beyond.

Sincerely,

Dr. David N. Johnson, PresidentJohnston Community College

Message from the President

3

Strategic Planning ProcessThe development of the 2017-2020 strategic

plan was facilitated by the college’s department

of research and institutional effectiveness. The

process began in the fall of 2015 with the cre-

ation of a draft vision statement by the college’s admin-

istrative council and the selection of individuals to serve

on the strategic planning committee. The strategic plan-

ning committee membership was purposefully selected

to provide input from all areas and stakeholders of the

college. Representatives from all college divisions, stu-

dents, faculty, trustees, and local business owners were

included.

The strategic planning committee held its first meet-

ing on December 10, 2015. During this initial meeting,

the committee members were provided an overview of

strategic planning and its importance to the college. Ad-

ditionally, committee members provided input on the draft vision statement. Committee members were placed into teams

and asked to answer the question, “What does this vision statement mean to you?” Using Google Docs, teams listed their

thoughts on the vision statement. Committee members were given additional time after the meeting to finalize their thoughts

and add them to the virtual document. The administrative council reviewed the feedback and edited the vision statement ac-

cordingly.

The next meeting was held on February 3, 2016. Committee members reviewed the current mission statement and decided

that no changes were necessary at this time. They also received the final version of the vision statement and the planning as-

sumptions and trends document. Once again, committee members were placed into teams and asked to conduct a strengths,

weaknesses, opportunities, and threats (SWOT) analysis, using the planning assumptions and trends document as one source

of information. Teams entered their thoughts into a virtual document and were given time after the meeting to continue

adding to the SWOT analysis.

Prior to the next meeting, the department of research and institutional effectiveness, produced a summary document con-

densing all of the SWOT themes. On March 2, 2016, the committee held its third meeting. During this meeting, committee

members reviewed the SWOT summary document and finalized the SWOT statements. Additionally, the committee members

worked in teams to conduct a gap analysis. The gap analysis assessed the gap between the institution’s current status (SWOT

analysis) and its desired status (vision). As before, team members entered their thoughts into a virtual document and were

given time beyond the meeting to add additional insights.

On April 6, 2016, the strategic planning committee held its final meeting. Prior to this meeting, the department of research

and institutional effectiveness developed draft strategic goals based on the emerging themes from the gap analysis. During

the final meeting, the committee reviewed each statement for relevance and wording. The committee also reviewed possible

success measures for each goal.

After the final meeting, the department of research and institutional effectiveness developed success measures for each

goal of the strategic plan. During the first year of the plan, the college and its board of trustees will be presented with a success

measure table with baselines and targets for each measure. Each year of the strategic plan, the table will be updated with

new data and presented to appropriate stakeholders.

Johnston Community College will be the preferred

choice of the communities it serves for quality higher

education and training initiatives.

4

Strategic Planning Committee

Mr. Bud Andrews, Board of Trustees

Ms. Jessica Balazsi, Payroll Officer

Dr. Lisa Draughon, Biology Instructor

Mr. Michael Cross, Vice President of Administrative, Fiscal, and Personnel Services

Mr. Hank Daniels, Board of Trustees

Ms. Dee Dee Daughtry, Vice President of Instruction

Dr. Pam Earp, Dean of Foundational Studies and Academic Support

Ms. Sarah Gibbs, Security and Emergency Preparedness Coordinator

Dr. Pam Harrell, Vice President of Student Services

Dr. David Johnson, President

Mr. Josefvon Jones, Counselor

Mr. Billy Lassiter, Student

Ms. Kate Leahy, Coordinator of Alumni and Annual Programs

Ms. Linda Lejnar, Controller

Mr. Robert Long, Welding Instructor

Mr. Jamie Massengill, Testing and Admissions Specialist

Mr. Roger Munguia, Student

Ms. Dale O’Neill, Vice President of Institutional Effectiveness

Ms. Jennifer Simmons, System Programmer

Dr. Linda Smith, Dean of Health, Wellness, and Human Services

Ms. Cindy Sullivan, Criminal Justice – Latent Evident Instructor

Dr. Tara Thompson, English Instructor

Dr. Twyla Wells, Executive Director, College Foundation

Mr. Durwood Woodall, Board of Trustees

FACILITATORS:

Dr. Terri Lee, Director of Research and Institutional Effectiveness

Ms. Amanda Roberts, Director of Instructional Research and Program Development

Dr. Kyle Verbosh, Institutional Researcher

5

Vision, Mission, Purpose

VisionJohnston Community College will be the preferred choice of the communities it serves for qualityhigher education and training initiatives.

MissionJohnston Community College provides accessible, high-quality educational and community enrichmentopportunities for the successful development of learners.

Purpose1. Ensure student achievement of academic goals, enhanced employment opportunities, or transfer to

four-year colleges.

2. Collaborate with appropriate agencies and groups to meet workforce and community needs.

3. Provide and support personal and cultural enrichment, outreach, and community based programs, activities, and events that reflect the diversity within the community.

6

Enhance student success.Student success forms the basis for all we do at Johnston Community College. As such, it is the primary goal of the

2017-2020 strategic plan. Student success means many things: obtaining employment, increasing wages, transferring to a

four-year institution, fulfilling a personal goal, or completing thefirst year of higher education and progressing to the next. Every

way in which a student views success is important to us.

Success Measures

Transfer rate (AA/AS/AE)Graduate goal attainment

AHS/High School Equivalency to Curriculum matriculationCourse attrition rates

Basic skills student progressStudent success rate in college-level English courses

Student success rate in college-level math coursesFirst year progression

Curriculum completion rateLicensure and certification passing rates

College transfer performanceEarnings gains for CTE students

Employment of graduates

gOal 1

7

Enhance the student experience.For students to be truly successful at Johnston Community College,their collegiate experience must be of the highest quality. That experience is impacted by a combination of several factors: the ratioof faculty to students, student engagement with the campus community, the availability of resources, and the quality of coursesand instruction. We strive to provide the best possible experience toour students to ensure their success.

2 gOal

Success Measures

Student/faculty ratioGraduate satisfactionStudent engagementStudent satisfaction with computer labsStudent satisfaction with admissionsStudent satisfaction with financial aidStudent satisfaction with advisingStudent satisfaction with instructionStudent satisfaction with courses

8

Enhance funding for programs,services, and infrastructure.

Without adequate funding, we cannot provide the best possible experience to our students. Increased funding is needed to

improve programs, strengthen services, and update infrastructure. To do this we must increase our funding from the

state, the giving to our Foundation, and our grant activity.

gOal 3

Success Measures

Budget FTEPerformance-based funding

County appropriationsAnnual giving

Endowment sizeNew donor acquisition

Grant proposals in developmentGrant proposals submitted

Grant amount requestedGrant amount awarded

9

Enhance college image to external constituents.In order to secure new students, donors, and grantors, the collegemust maintain an outstanding image within the community. Marketing and recruitment will play a vital role in this endeavor.Additionally, continued business and industry relationship buildingwill be necessary to advance the college image in the community.Through these efforts, we should experience increased applications, business/industry partnerships, and enrollment ofunique/first-time students.

4 gOal

Success Measures

Enrollment of recent JCS graduatesCurriculum applications submittedCurriculum students admittedBusiness/industry partnershipsUnduplicated total CU/CE headcountFirst-time curriculum unduplicated headcount

10

Enhance the organizational climate for employees.

The driving force behind ensuring student success is our employees and our board members: faculty, staff, administrators,

the Board of Trustees, and the Foundation Board of Directors. Inorder for these groups to help students achieve success, they must

have a climate conducive to productivity, collegiality, and respect.Accordingly, pursuit of the last goal of the 2017-2020 strategic plan

precipitates the first goal of the plan.

gOal 5

Success Measures

Employee satisfaction with institutional structureEmployee satisfaction with student focus

Employee satisfaction with supervisory relationshipsEmployee satisfaction with teamwork

Minority full-time employee representationFull-time employee retention

11

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11

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Johnston CCAnnual Unduplicated

Enrollment

2008-2009

2009-2010

2010-2011

2011-2012

2012-2013

2013-2014

2014-2015

Curriculum 5,677 5,747 5,635 5,298 5,147 5,373 4,929

Continuing Education 12,841 12,954 11,820 9,983 10,174 9,299 8,965

Total UnduplicatedEnrollment

17,616 17,775 16,662 14,628 14,616 13,879 13,122

Planning Assumptions and TrendsPrior to the strengths, weaknesses, opportunities, and threats (SWOT) analysis, the strategic planning committee received aplanning assumptions and trends document. Information within the document was researched and compiled during the fallsemester 2015 by an environmental scanning team comprised of Dr. Terri Lee (Director, Research & Institutional Effectiveness),Dr. Kyle Verbosh (Institutional Researcher), and Amanda Roberts (Director, Instructional Research & Program Development).The information was organized in the following categories: historical, sociocultural, county-related, educational, economic,legal, natural/physical resources, and instructional technology. Some data highlights from the document are included below:

Annual Budget FTE 2008-2009

2009-2010

2010-2011

2011-2012

2012-2013

2013-2014

2014-2015

Curriculum 3531.02 3794.92 3811.29 3738.11 3564.71 3504.68 3354.85

Continuing Education 782 877 876 791 810 791.7 690.6

Total Annual Budget FTE

4313.02 4671.92 4687.29 4529.11 4374.71 4296.38 4045.45

1. Johnston County Schools(1000+ Employees)

2. Johnston Memorial Hospital(1000+ Employees)

3. Grifols Therapeutics Inc.(1000+ Employees)

4. County of Johnston(1000+ Employees)

5. Asplundh Tree Expert Co(500-999 Employees)

6. Wal-Mart Associates Inc.(500-999 Employees)

7. Food Lion(500-999 Employees)

8. Novo Nordisk Pharmaceutical(500-999 Employees)

9. Flanders Airpure NC Division(500-999 Employees)

10. Caterpillar Inc.(500-999 Employees)

11. Johnston CommunityCollege (250-499 Employees)

12. Allegiance Staffing(250-499 Employees)

13. Sysco Raleigh LLC(250-499 Employees)

14. Nike Retail Service(250-499 Employees)

15. Town of Clayton(250-499 Employees)

16. Lowes Home Centers Inc.(250-499 Employees)

17. Tri-Arc Food Systems Inc.(250-499 Employees)

18. McDonald’s(250-499 Employees)

19. Airflow Products CompanyInc. (250-499 Employees)

20. NC Department of PublicSafety (100-249 Employees)

21. Manheim Remarketing Inc.(100-249 Employees)

22. Town of Smithfield(100-249 Employees)

23. Thyssenkrupp PrecisionForge Inc. (100-249 Employees)

24. Pgi/Chicopee Inc.(100-249 Employees)

25. Smithfield Foods Inc.(100-249 Employees)

Johnston County (NC) Top 25 Employers

ExcellenceWe value continuous growth and improvement in every area of campus life. We will strive to provide adequateresources so that, over time, such improvement can be seen and measured.

We value teamwork, cooperation, collaboration, innovation, and creative problem solving as part of our continuous improvement efforts.

We value freedom to instruct students using various techniques and to develop methods that will help themachieve their maximum potential.

We value the courage to provide leadership, to take risks, to welcome change and to persevere.

Honesty and IntegrityWe value honesty and integrity and believe that academic and personal honesty are essential elements in education.

We believe that integrity binds us to fairness, to truth, and to actions and philosophies that meet the highestethical standards.

We value intellectual honesty and academic freedom and pledge to foster an environment of trust and responsibility in the learning community.

CommunityWe value prompt, fair, friendly, courteous, and people-centered service to our communities and to each other.

We value the many opportunities we have to help make our community, state, nation, and world a better placeto live.

LearnersWe value learning as a lifetime endeavor.

We value the input of learners as we assist them in achieving their goals.

We create a nexus for learning in this community to include meeting the changing needs of the learner.

RespectWe value our faculty, administration, support staff, and maintenance and operations personnel. We respecttheir diverse life experiences, appreciate their contributions to our learning community, and encourage their individual, personal, and professional development.

We believe that all people should be treated with respect, creating a safe, inclusive, and nurturing environmentthat supports a balanced lifestyle as well as opportunities for life-long learning.

Communication

We value open and honest dialogue, feedback, and active listening, flowing in all directions.

Team Spirit

We value team spirit, whereby each member operates unselfishly for the benefit of the cause.

Values

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245 College Road, Smithfield, North Carolina 27577johnstoncc.edu