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1.1.2. |
Will partner with University of Tennessee, Knox County School System and community leaders to establish Great School Partnership/P-16 Council for the greater Knox County area. |
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Objective 1.2. |
Workforce Development |
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1.2.1. |
Will work with five new business and industries each year to promote workforce development. |
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Objective 1.3. |
Civic Responsibility |
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1.3.1. |
Will continue involvement in the community by faculty, staff, and students in volunteer programs such as America Reads, College of Promise and Project Grad. |
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Objective 1.4. |
Use of Technology |
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1.4.1. |
Will complete conversion to the Banner system, which give both students and employees "anytime", and "any place" access to information. |
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Objective 1.5. |
Researches, Service, and Outreach |
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1.5.1. |
Will provide academic enrichment activities such the Tennessee Science Bowl for high school students and the Math Bowl for middle school students and high school students. |
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| Goal 2. |
ACCESS TO LEARNING: The College will provide access to higher education to the diverse population of its service area. |
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Objective 2.1. |
Increasing the rate and participation in higher education of targeted populations |
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2.1.1. |
Increase the number of non-traditional students, defined as students 25 years and older, applying and enrolling by providing a variety of attendance options by end of cycle. |
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Objective 2.2. |
Demonstrate “fit” of programs and services for existing and emerging job markets |
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2.2.1. |
Evaluate and refine the processes for Advisory Committees in Career Technical programs. |
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| Goal 3. |
QUALITY: The College will continually strive to improve the quality of instructional programs it offers to students and to enhance the environment that supports its employees through improved avenues of communication, increased opportunities for professional development and equitable compensation. |
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Objective 3.1. |
Effective programs and services |
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3.1.1. |
Implement quality improvement process identified in the Academic Audit/Program Review. Determine a periodic schedule for the academic department to report on academic quality processes. |
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3.1.2. |
Increase enrollment in the FLAG enrollment ten percent by end of cycle and compare success rates to that of traditional courses. |
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3.1.3. |
Evaluate and refine opportunities for students to participate in articulated programs and establish additional cooperative agreements with other colleges and universities. |
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3.1.4. |
Implement the Foundations of Excellence model to evaluate and to improve students’ first-year experience |
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3.1.5. |
Monitor and evaluate availability of support services for students to enhance delivery of services to all students. |
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Objective 3.2. |
Effective recruitment, development and retention of faculty as the primary resource in academic program improvement |
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3.2.1. |
Work toward accomplishment of College Affirmative Action goals (faculty) |
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3.2.2. |
Increase participation in professional development, including attendance and/or participation in conferences, workshops, and lectures as well as self-directed research activities among faculty. |
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Objective 3.3. |
Effective recruitment, development and retention of staff |
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3.3.1. |
Work toward accomplishment of College Affirmative Action goals (staff). |
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3.3.2. |
Increase participation in professional development activities among staff. |
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Objective 3.4. |
Benchmarked quality attainment compared to national peers |
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3.4.1. |
Based on scores from the Community College Survey of Student Engagement (CCSSE), establish benchmarks upon which to compare performance across key areas within the institution and with peer institutions to improve student engagement within the College. |
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Objective 3.5. |
Development or pursuit of the SACS Quality Enhancement Plan to demonstrate improvement in student learning |
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3.5.1. |
Develop Quality Enhancement Plan (QEP) with an emphasis on providing programs and services to facilitate improved student achievement in an area of core importance for the College mission. |
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| Goal 4. |
RESOURCEFULNESS: The College will manage, support, develop and foster accountability for financial, human, physical and information resources to respond to the interests and needs of the community and students. |
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Objective 4.1. |
Use of benchmarking tools in resource management decisions |
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4.1.1. |
Maximize instructional resource use and facilitate cost containment by using the Kansas Cost Study during annual budget cycles to compare academic and fiscal resource patterns. |
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4.1.2. |
Review enrollment data in order to review allocation of funds for marketing and recruitment of students by using the Johnson Community College Benchmark Study and the Enrollment Management Study. |
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Objective 4.2. |
Attainment of other sources of support |
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4.2.1. |
Increase private giving to the college foundation by 10 percent of base year giving by the end of the cycle. |
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4.2.2. |
Increase the number of grant and contract applications by 10 percent (of base year) in order to secure additional institutional funding |
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Objective 4.3. |
Nature and impact of its pursuit of entrepreneurial initiatives |
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4.3.1. |
Increase the level of student participation in internship training by five percent (of base year) by the end of the cycle. |
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4.3.2. |
Increase the level of business and industry participation in student internship programs by five percent (of base year) by the end of the cycle. |
| Goal 5. |
INSTITUTIONAL SPECIFIC GOALS: Institutional Specific Goals are developed as mission-driven goals that do not fall under the four priorities of Leadership, Access to Learning, Quality, or Resourcefulness. While the following goals addressed specific initiatives on a college-wide basis, selected objectives are placed within the Institutional Strategic Planning activities that will provide an avenue to document patterns of evidence supporting accountability measures. |
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Objective 5.1. |
Outreach to International Students |
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5.1.1. |
Increase five percent annually or 25 percent by end of cycle the number of Knox County ESL High School students that attend ESL Visit Day. |
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Objective 5.2. |
Geier Activity: Nature and impact of its pursuit of entrepreneurial initiatives |
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5.2.1. |
Increase by five percent (of base year) by the end of the cycle the percentage of seniors who take the ACT in their senior year. |
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