strategic plan 2012-2017 - jarvis christian college · a distance learning laboratory was built to...

Strategic Plan

2012-2017

DRAFT

Lester C. Newman, Ph.D.

President

James Atkinson

Chairman of the Board

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October 19, 2013

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Jarvis Christian College is accredited by the Southern Association of College and Schools Commission on Colleges to award the

baccalaureate degree. Contact the Commission on Colleges at 1866 Southern Lane, Decatur, Georgia 30033-4097

or call 404-679-4500 for questions about the accreditation of Jarvis Christian College.

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TABLE OF CONTENTS

Page

Message from the President 3

Message from the Chairman of the Board of Trustees 4

Members of the Strategic Planning Committee 5

A Historical Perspective 6

Mission Statement 8

Vision Statement 8

Guiding Principles 9

The Strategic Planning Process 10

Environmental Scans 12

Strategic Goals, Objectives, Strategies, Timeline, and Key Priorities 17

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MESSAGE FROM THE PRESIDENT

Jarvis Christian College (JCC) has been a leading institution of higher education for 101 years and has provided educational

opportunities for persons throughout the world, particularly for the citizens and communities of the East Texas region, Dallas and

Houston.

In view of that, as an academic community we have spent the past 18 months deliberating on how we collaboratively engage in

initiatives to enhance and ensure our forward progression as an institution that thrives for the next 100 years and beyond. Central to

that laudable goal is our ability to recognize and build upon our past successes while envisioning and refocusing our thoughts and

actions based upon the present, as well as an ever expanding and evolving future.

Creating this strategic plan was an intensive process that involved the analysis of the College’s strengths, weaknesses, threats, and

opportunities; a robust environmental scan of the region, the state, the country, and the larger global society, and a qualitative data

gathering process that involved students, faculty, staff, administrators, alumni, community partners, and other external stakeholders.

In the pages that follow, you will find our collective acceptance towards the actualization of achieving the seven strategic goals

embodied in the strategic plan. These goals provide the institutional roadmap for navigating the future, not for mere survival of the

College and the region, but as a mechanism to reshape the region in which we are located, committed towards, and connected with.

While the strategic plan provides direction, it is the mission, vision, and guiding principles that give voice to this effort and each one

of these is addressed during the process. As such, we proudly unveil this plan as the blueprint on our pathway forward towards a

promising future.

Sincerely,

Lester C. Newman

President

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MESSAGE FROM THE CHAIRMAN OF THE BOARD OF TRUSTEES

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MEMBERS OF THE STRATEGIC PLANNING COMMITTEE

Mr. Lawrence Drake, Chair

Mr. James Atkinson

Dr. Charles Edwards

Mr. Torry Edwards

Mr. Victor Elmore

Mr. Fred Hearns

Ms. Mavonee Jeffries

Mr. Celestine Kemah

Mr. William Hampton

Dr. Tequecie Meek

Dr. Lester C. Newman

Dr. Belinda Prihoda

Dr. Glenell Pruitt

Dr. William Smialek

Ms. Tiffany Lavender, SGA

Ms. Cynthia Stancil

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A HISTORICAL PERSPECTIVE

Jarvis Christian College is a historically Black institution that has been affiliated with the Christian Church (Disciples of Christ) since

its inception. The College began as Jarvis Christian Institute, modeled after the Southern Christian Institute of Edwards, Mississippi.

Its formal instructional program commenced January 13, 1913, with an enrollment of twelve young girls taking elementary school

work.

The recorded history begins in 1904 when the Negro Disciples of Christ in Texas, in conjunction with the Christian Women’s Board

of Missions, began to plan for a school for Black youth. Financial goals were set. The Negro Disciples of Christ in Texas were to

raise $1,000 for a school; the Christian Women’s Board of Missions would contribute $10,000 if this were done. In 1910, Major and

Mrs. J.J. (Ida Van Zandt) Jarvis deeded 456 acres of land near Hawkins, Texas, to the Christian Women’s Board of Missions on the

condition that it keep up and maintain a school for the elevation and education of the Negro race.

Shortly after the land was donated, the Negro Disciples of Christ in Texas, largely through the efforts of the women of the churches,

completed a fundraising campaign. The Black Christian churches in Texas collected $1,000 and the Christian Women’s Board of

Missions contributed $10,000 in support of this initiative.

In 1916, commercial courses were added to the curriculum. Fragmentary records indicate some college work was offered as early as

in 1916. Notably, during its early years, Jarvis Christian Institute existed as one of the few schools available in East Texas where

Black youth had the opportunity to complete a high school education. Between 1924 and 1937, Jarvis Christian Institute was the only

accredited high school for Blacks in the Hawkins area.

In 1927, junior college courses were added to the curriculum. In 1928, Jarvis Christian College was incorporated as a college and its

governing body was established in 1929. The Texas Advisory Board, with membership consisting of prominent members of the

Christian Church, advised the College on policy and operated under the auspices of the Home Department of the United Christian

Missionary Society of Indianapolis, Indiana. As such, Jarvis was a mission institution. This designation would not end until 1958

when the Texas Advisory Board was replaced with the creation of an eighteen-member board, which operated under the Board of

Higher Education of the Disciples of Christ and the Board of Fundamental Education of the Christian Church. Mr. J. L. Lancaster, a

member of the Texas Advisory Board and president of the Texas and Pacific Rail Road, had a railroad station built across U.S.

Highway 80. The “Jarvis” station was in operation until 1951.

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In 1950, Jarvis Christian College was placed on the “Approved List of Colleges and Universities for Negro Youth.” This was the only

regional accreditation available to Black colleges in the South.

In 1967 Jarvis Christian College became affiliated with the Texas Association of Developing Colleges, a six-college consortium of

historically Black colleges, and achieved membership in the Southern Association of Colleges and Schools Commission on Colleges

(SACSCOC). In 1969, the Teacher Education program was approved by the Texas Education Agency.

Major renovations and capital improvements occurred during 1993 and 1994. A distance learning laboratory was built to allow

students at Jarvis Christian College to participate in classroom activities simultaneously with students in courses held on other college

campuses without having to leave Jarvis. This later led to classes delivered asynchronously through the Internet.

Jarvis Christian College reached its centennial year in 2012 and celebrated the achievements of the past decades. The current

president, Dr. Lester C. Newman, reorganized the academic divisions to optimize the educational experience for Jarvis students and

began an internal review of the College to position Jarvis for excellence for the next 100 years.

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MISSION STATEMENT

Jarvis Christian College is a historically Black liberal arts, baccalaureate degree-granting institution affiliated with the Christian

Church (Disciples of Christ). The mission of the college is to prepare students intellectually, through academic programs that promote

excellence in teaching and learning; socially, through student-centered support programs that encourage positive and constructive

communication among peers, faculty, and staff; spiritually, through programs that stimulate spiritual growth and worship; and

personally, through interaction that fosters self-development and maturity. The mission further seeks to prepare students for

professional and graduate studies, productive careers, and to function effectively in a global and technological society.

VISION STATEMENT

Jarvis Christian College endeavors to be recognized as one of the nation’s premier liberal arts church-related institutions. Jarvis

aspires to be recognized for enriching the lives of its students by challenging them to become successful lifelong learners who

strengthen their community, state, and nation with a global perspective. Through the College’s educational programs and co-curricular

activities, Jarvis students will develop critical and analytical thinking abilities, leadership skills, and an interest in civic engagement.

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GUIDING PRINCIPLES

The entire Jarvis Christian College community sees the value in and abides by the following guiding principles to support the College

mission “to prepare students intellectually, socially, spiritually, and personally to pursue professional and graduate studies and

productive careers, and to function effectively in a global and technological society.”

Scholarship and Life-Long Learning: To advocate life-long learning by challenging and supporting students and staff to pursue

intellectual, personal and professional development.

Service: To intentionally provide a quality experience for students, colleagues, surrounding communities and the nation through

community service and civic engagement, as service is the core of our profession.

Integrity: To exhibit ethical behavior in and beyond the academic setting, and be good stewards of our financial resources, acting as

persons of high character guided by a commitment to transparency, fairness and honesty.

Respect: To embrace the doctrines of Faith, Family and Community, which ensure inclusiveness and diversity, understanding that

every individual should be treated with professionalism, courtesy and kindness.

Responsibility: To be responsible and accountable for our actions in every situation, as it relates to the College, the community and

the nation.

Christian Ethics: To emphasize that the Christian spiritual path provides an ethical code that, when followed, will make for a better

person, a better College, a better community, and a better world—one person at a time.

Innovation: To continually examine our practices by seeking creative and efficient ways to improve while balancing the needs of

today and preserving the resources of tomorrow….embracing new ideas, new people, new directions and innovative ways of

performing the tasks at hand.

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THE STRATEGIC PLANNING PROCESS

The Jarvis Christian College Board of Trustees is instrumental in guiding the College to meeting its mission, as well as the vision set

forth by the President of the College. The process to develop a new strategic plan was initiated in 2012 by the Board of Trustees.

After collaboratively developing a set of key priorities to guide institutional goal setting, the Board of Trustees initiated the Strategic

Planning process through a committee of trustees, faculty, and administrators, during the spring and summer of 2012. With the

launching of the new academic year (2012-2013), an institutional planning committee led the next phase of the strategic planning

process. The committee’s work reached its climax in a retreat held in December 2012, which resulted in a set of strategic goals and

objectives to complement the Board’s key priorities. As the goals and objectives must be aligned with the College mission, the

mission statement received a college-wide review, as well. Both the revised mission statement and the strategic goals and objectives

were approved by the Board of Trustees at its March 2013 meeting.

To ensure alignment of the planning process with preparation of the institution’s budget, unit managers present their budget requests

to the Budget Hearings Committee. This committee is comprised of a faculty and student representative, and members of the

Executive Cabinet. Budget managers align objectives of their units with the College’s strategic goals and objectives, as approved by

the College Board of Trustees. Area and unit budget recommendations were forwarded to the President for approval. Once approved

by the President—with modifications if necessary—the 2013-2014 preliminary budget was presented to and approved by the College

Board of Trustees at its May 2013 meeting.

The process for creating the Strategic Plan 2012-2017 is outlined in the following diagram. The alignment of the College strategic

goals and objectives with the Board of Trustees’ key priorities is shown in the table of Strategic Goals, Objectives, and Key Priorities.

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STRATEGIC PLANNING PROCESS

MODEL

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ENVIRONMENTAL SCAN

The world has changed tremendously since the founding of Jarvis Christian College in 1912. The limited opportunities afforded

African Americans to gain a college degree has now given way to not only majority institutions opening their doors to welcome in

groups otherwise refused admissions, but the various avenues by which a higher education can be obtained has changed. No longer

are traditional residential programs the only mode of attaining a college degree. With the introduction of technology, a person can

choose now to never leave their home and in some cases in a matter of months earn a college degree.

As Jarvis Christian College takes a look at long-term planning, an environmental assessment/scan was conducted. This assessment

allowed us to assess the strengths, weaknesses, opportunities and threats/challenges, facing the College in the coming years. This

assessment of trend data will help each programmatic and administrative unit develop and implement goals and objectives over the

next five years.

This environmental assessment/scan was conducted to included data from external as well as internal sources. National trends as well

as the thoughts of faculty, staff and students are evident in the results.

EXTERNAL ENVIRONMENTAL SCAN/ANALYSIS

Historically Black Colleges and Universities are faced with external challenges that should negatively impact their ability to provide

quality educational services. Although that would seem to be the case, in the face of an ever changing external environment, HBCUs

continue to provide the avenue by which most African Americans earn their college degree.

Jarvis Christian College is no different from other sister institutions who have to face the challenges of few and underfunded revenue

streams, families who want to send their children to college and students who want to attend but have not made provisions nor have

the resources to do so, students who depended solely on federal financial aid to fund their education. Along with these factors other

external concerns also impact provision of service and college access. Such concerns as changing regulations for Parent Plus Loans,

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the slow economic growth of the national economy, the increased reliance to loans, the increase in federal regulatory oversight, the

increase in online education, the lack of high performing high schools in poverty stricken communities that are not preparing students

for college success, and shifting demographics of students.

When looking more specifically at external environmental challenges that have implications for Jarvis Christian College we see the

following impacting the attainment of institutional goals:

Changing Demographics of Students Entering College

By the year 2025, it is projected that there will be a huge increase in the number of Hispanic and Asian American/pacific Islanders

entering college. The location of Jarvis Christian College in the state of Texas gives the College a prime opportunity to increase its

recruitment of this demographic of students.

In addition to this trend, the number of high school graduates has grown continuously since 1992 in the state of Texas. This increase

of high school graduates is projected to continue through 2025 with the exception of the year 2013-14. This affords Jarvis the

opportunity to take advantage of the interest to attain a college degree. Thirty-one percent of incoming freshmen and forty percent of

first-generation freshmen indicate that they had “very distracting and troublesome” financial problems. (2011 National Freshmen

Attitudes Report)

College Readiness

Recent data has shown that only 25% of high school graduates meet the American College Test (ACT) college readiness benchmarks.

Furthermore, research shows that students also report attitudes that create a barrier to their academic success. In addition to the

previously mentioned factors, consideration must be given to the impact of decreased funding to secondary schools and how this has

negatively impacted communities that are already struggling to survive.

As tax dollars are decreasing in some communities and test mandates for state testing has increased, some schools in poverty stricken

neighborhoods are discovering that their students are leaving high school falling far below others on readiness exams. This leads to

the increase in the number of students who enter college and spend a semester or two taking remedial courses that do not count toward

graduation, in order to start on a level playing field with their peers. Special consideration must be given to these students in order to

retain them and ensure their matriculation through to graduation.

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Employment

The unemployment rate for individuals with less than a high school diploma is higher when compared with holders of a bachelor’s or

higher degree nationally. In Texas, unemployment rates of African Americans and Hispanics at 14.4% and 7% respectively continue

to exceed the unemployment rate of non-Hispanic white Texans at 4.3%.

The Texas Workforce commission projects that by 2020 the employment rate by industries in the East Texas Workforce Development

Area will grow by an overall rate of 16.8% with mining (30%), accommodation and food services (29%), healthcare (31%), education

(24%), and management (24%) industries taking the lead. Employers in these areas are looking for college graduates with skill sets

that demonstrate the ability to problem solve (49%), collaborate (43%), communicate clearly and persuasively in writing (31%), and

who have good critical thinking skills (3%). As academic programs are reviewed and consideration is given to moving Jarvis Christian

College forward consideration for delivering academic offerings that meet the growing demand is not only necessary but crucial.

Financial Aid

The rising cost of a college education is making it difficult for students to afford college and families to send their children to college.

With the new regulations handed down from the federal government as it relates to the Parent Plus loan and other restrictions, students

and families that in previous times have had the support of the federal government to support their dreams of a college degree have

found that those dreams may be deferred. Along with the rising cost of college and the need to apply for financial aid, comes the

responsibility of understanding the requirements associated to receive these funds.

To prevent student financial aid issues, colleges should align policies with business processes and communicate these policies

effectively to students and their families. This will create a positive balance between affordability, retention, managing the collection

process, and customer service. Therefore, engaging students in financial literacy and responsibility is crucial for the students and will

benefit the College.

Technology

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While only 54% of college students connect with classmates via social networking, 76% of high school students do. Considering

upcoming technological trends, 54% of high school students want to use interactive whiteboards/smart boards, but only 74% of

colleges are able to provide this opportunity. If colleges are serious about engaging their students academically and intellectually,

they must take heed to these trends.

A recent report by the Sloan Consortium, a group tracking U. S. online education, found that participation in online classes has soared

in the last six years. In 2005, the Chronicle of Higher Education published the results of two Texas studies showing that it costs less

(#35 less per credit hour) to deliver courses online than in a traditional classroom setting. Jarvis Christian College must maintain its

technological infrastructure and expand its learning activities utilizing technology.

Southern Association of Colleges and Schools (SACS)

Always mindful of the need to maintain high educational and administrative standards, Jarvis Christian College continues to work to

meet accreditation standards as put forth by the regional accrediting body. As we look forward, we look with the expectation that

Jarvis Christian College will continue to move toward full reaffirmation without findings and propel itself to greater heights as

challenges are overcome and accreditation standards met without compromise.

INTERNAL ENVIRONMENTAL SCAN/ANALYSIS

Jarvis Christian College gained information from stakeholders that addressed specific factors that were unique to the College that

impact how faculty, staff, students and other stakeholders see the future of the institution. The following is a summary of the finding

and their implication for Jarvis Christian College:

Faculty and Staff Responses to College’s Strengths:

Jarvis Christian College’s courses and programs are competitive and with similar programs of comparable institutions.

Jarvis Christian College has land resources that make it possible for future expansion through additional facilities and the

improvement of current structures.

Faculty, staff and administrative collaboration is better with this current administration than with any during the past 5 years.

The College’s endowment is comparable with similar institutions.

Faculty and Staff Responses to College’s Weakness/Challenges:

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The low graduation and retention rates are a challenge. It was suggested that these challenges can be overcome by out of

classroom engagement of student and offering more academic support services such as tutoring.

There is a need to improve the infrastructure so that technology can be utilized in its full potential.

In order to keep morale and momentum toward moving forward, there should be a mechanism in place for the recognition of

faculty and staff achievements.

There is a need to be more visible in the community in order to build the town-gown relationship and foster collaborative

working relationship with outside stakeholders.

There is a need to have focused professional development that would benefit Jarvis Christian College and help to enhance the

functioning of faculty and staff.

Student Responses to Environmental Scan:

Although there are internships available for students to take advantage of, there is a need to build upon those internships and

expand them to include other disciplines.

More collaboration between academic affairs and student services will allow for meeting the needs of the total student.

In order to meet the needs of a population base of students that is waiting to be tapped, there should be classes scheduled

throughout the day to accommodate working individuals and students who prefer to take classes in the evening.

In order to engage students academically and socially via social media and online instruction efforts should be made to

improve information technology infrastructure and WiFi access and capability in all residence halls. Included is the need to

simplify the obtaining of logins and passwords for computer access.

SUMMARY

As the concerns raised in this environmental scan have been identified, they have been considered as the core for the development of

the strategic plan. This plan is one that provides the roadmap for the direction Jarvis Christian College is moving for the next five

years. It is plan that is realistic and attainable and one that moves the College to preeminence.

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STRATEGIC GOALS, OBJECTIVES, STRATEGIES, TIMELINE, AND KEY PRIORITIES

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STRATEGIC GOAL 1: To provide preeminent academic programs and instruction through curriculum and faculty

development

Objectives and Strategies Timeline Key Priorities

Objective 1: Create Centers of Excellence in Teacher Education/Science

and Mathematics/Business

Strategy: Develop an academic program niche

2014-2015 Assess and develop a strategy to

create a relevant curriculum that

addresses job demands in our

current environment with

qualified professors

Develop academic partnership

agreements with private business

and industry to provide

internships

Build program to enhance job

placement opportunities for

graduates

Increase numbers of students

going to graduate and

professional schools

Continue and enhance SACS

compliance

Objective 2: Establish distinguished professorships

Strategy: Improve internal processes

2015-2017

Objective 3: Establish a lecture series focusing on gender, race, culture,

politics and religion

Strategy: Enhance student learning—workshop training to

bring academic and non-academic departments together

Strategy: Initiate lecture series

2013-2014

Objective 4: Redesign an honors program for exceptional students


Strategy: Develop diverse programming on campus

2014-2015

Objective 5: Improve quality of academic/educational programs

Strategy: Create new academic programs

Strategy: Offer summer/winter term online

Strategy: Develop a viable religion program

2012-2013

Objective 6: Incorporate research projects in the curriculum 2014-2015

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Strategy: Explore business possibilities

Objective 7: Strengthen the general education curriculum



2013-2015

Objective 8: Enhance academic support services

Strategy: Develop the Living & Learning Center

Component

Strategy: Develop the pipeline for students who graduate

from Jarvis: assist in getting students employment or gaining

entrance into graduate school

2012-2013

Objective 9: Increase global awareness through language immersion

Program

Strategy: Create new academic programs

2014-2017

Objective 10: Maintain accreditation with the Commission on Colleges of

the Southern Association of Colleges and Schools (SACS)

Strategy: Compile administrative assessment documentation

Strategy: Implement the academic assessment process

Strategy: Successfully attain reaffirmation of accreditation

Strategy: Complete the QEP

2012-2017

Objective 11: Seek specialized accreditation for academic programs, such as

social work and criminal justice, as appropriate

Strategy: Develop an academic program niche

2014-2017

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STRATEGIC GOAL 2: To be fiscally sound and a good steward of resources to advance the quality of academic programs,

administrative functions, and facilities management


Objective 1: Grow college endowment

Strategy: Increase fundraising goals

2014-2017 Grow college endowments

Increase fundraising activities

Grow financial ratio to 1.5

Develop and adhere to budgetary

process

Maintain positive unrestricted

net assets minus plant funds

Develop a Capital Project

Budget

Objective 2: Objective 2: Increase the number of funded grants and contracts

E Strategy: Explore business possibilities

2013-2017

Objective 3: Increase revenue of fundraising projects

Strategy: Develop plans to enhance Masquerade Ball

Strategy: Implement a Fall Festival

Strategy: Enhance the Pioneer Hall of Fame

Strategy: Increase fundraising goals ($600,000)

2012-2017

Objective 4: Increase the number of funded scholarships

Strategy: Explore business possibilities

2013-2017

Objective 5: Objective 5: Maintain a positive unrestricted net assets minus plant funds

Strategy: Finish the year with an operating surplus

2013-2017

Objective 6: Maintain positive financial ratios

Strategy: Decrease A/R balance

Stra Strategy: Finish the year with an operating surplus

2012-2017

Objective 7: Manage College resources effectively and efficiently

Strategy: Decrease A/R balance

Strategy: Create a copy center

Strategy: Develop multi-year budget

Strate Strategy: Finish the year with an operating surplus

2012-2017

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STRATEGIC GOAL 3: To enhance the utilization of technology and strengthen technology infrastructure to optimize learning

opportunities, and to enhance administrative functions of the College


Objective 1: Enhance the effective use of technology for administrative

decision-making

Strategy: Provide Jenzabar training for campus personnel

Strategy: Provide training for College Board of Trustees

2013-2015 Update infrastructure

maintenance and improvement

Objective 2: Adopt current trends in technology for student engagement and

Learning

Strategy: Institute online registration

2012-2015

Objective 3: Support and enhance the faculty/staff use of technology

through professional development

Strategy: Improve internal processes

Strategy: Provide Jenzabar training for campus personnel

2013-2014

Objective 4: Create web based/online instructional programs

Strategy: Enhance technology

2012-2017

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STRATEGIC GOAL 4: To improve the campus environment inclusive of physical facilities and auxiliary services


Objective 1: Enhance the dining experience on campus through

monitoring of the food service program

Strategy: Enhance and/or improve auxiliary enterprises

2012-2014 Update Campus Master Plan

Objective 2: Enhance the living and learning environment on campus through

cooperative endeavors between academic affairs and student

services


2013-2016

Objective 3: Assure a safe and inviting campus environment through

establishment of a “Jarvis First” Program

Strategy: Enhance and/or improve auxiliary enterprises

2013-2015

Objective 4: Expand physical facilities to accommodate the growth and needs

of academic programs, student and faculty housing, athletic

facilities, and the community

Strategy: Create a copy center

2014-2017

Objective 5: Establish a master plan that will guide growth of the College

Strategy: Enhance physical facilities and improve campus

infrastructure

2013-2014

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STRATEGIC GOAL 5: To establish collaborative relations with internal and external constituents to support the mission of the

College


Objective 1: Maintain contact and relationships with alumni to track the

impact of their Jarvis education

Strategy: Develop the pipeline for Jarvis graduates

2012-2017 Develop strong partnership and

collaboration with the Board of

Trustees to ensure alignment of

College goals and objectives

Provide encouraging

environment for increased

involvement from Board of

Trustees, alumni, faculty, and

students

Objective 2: Support alumni relations to stimulate alumni giving

Strategy: Initiate a branding and marketing campaign

2012-2017

Objective 3: Establish community outreach and service programs and

activities that enhance town-gown relations

Strategy: Implement a Fall Festival

Strategy: Provide economic development initiatives

Strategy: Expose campus community through institutional

programs

2013-2017

Objective 4: Develop grants and partnerships for mutual college/community

benefit

Strategy: Increase community reinvestment

Strategy: Provide economic development initiatives

Strategy: Enhance sponsored programs ($5M)

2014-2017

Objective 5: Position the institution to serve as a repository for information

and research to bring awareness of local, state, and national issues

that impact the campus and broader community

Strategy: Conduct an economic impact study

2015-2017

Objective 6: Establish a marketing plan that promotes the College

Strategy: Initiate a branding and marketing campaign

2013-2015

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STRATEGIC GOAL 6: To provide a Christian environment that promotes the integration of faith, learning, and ethical

behavior.


Objective 1: Strengthen relations with the Christian Church (Disciples of

Christ) and other congregations


Strategy: Enhance religious life programming

Strategy: Increase student diversity

2012-2017 Improve student engagement

Objective 2: Maintain relevant campus programs that support the

founding principles of the institution through convocations,

lectures, performances, and chapel services

Strategy: Develop social programs to engage students


2012-2015

Objective 3: Infuse ethical reasoning in the curriculum


2014-2017

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STRATEGIC GOAL 7: To increase enrollment and retention of a diverse student body by providing programs and services

that are conducive to the holistic development of students


Objective 1: Provide financial aid counseling to students and their families

Strategy: Enhance graduation and retention rates

2013-2017 Develop and implement an

aggressive campaign strategy to

increase enrollment to target an

average of 650 students by 2015

Assess reasons for declining

retention and develop a strategy

to reverse trend

Objective 2: Implement a comprehensive student tracking system to increase

student retention

Strategy: Increase and document the number of students who

are attending graduate/professional schools and

internships

Strategy: Ensure athletic teams represent the College

appropriately and are progressing through school

2013-2014

Objective 3: Recruit more academically prepared students

Strategy: Review and enhance enrollment goal

2014-2017

Objective 4: Implement programs for non-traditional students

Strategy: Develop long-term academic accelerated

programs/continuing education programs and summer programs


2015-2017

Objective 5: Recruit a diverse student population

Strategy: Increase student diversity and international student

recruitment

Strategy: Review and enhance enrollment goal

2015-1017

Objective 6: Objective 6: Increase the retention and graduation rates of students

Strategy: Develop the Living & Learning Center Component

Strategy: Develop programs and improve housing processes

2014-2017

strategic plan 2012-2017 - jarvis christian college · a distance learning laboratory was built to...

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