2016 Strategic Plan progress report – Q3

VISION: Joliet Junior College will be the first choice.

Strategic Planning Committee Joliet Junior College 4/15/2016

2016-2019 Strategic Plan quarterly progress report FY16Q3 The Strategic Planning Committee, as part of its charter, is committed to providing quarterly updates on progress towards the goals established in the college’s 2016-2019 strategic plan. The committee has established appropriate measures and metrics for each goal that will be monitored, tracked, and communicated to the college community on a quarterly basis. The metrics contain both quantifiable data as well as key initiatives in which status will be reported against progress and completion.

Strategic Goal 1: Provide Education P athways that Promote Completion Offer quality educational pathways that align secondary and postsecondary curricula, course pathways, and industry-recognized credentials promoting access, success, and completion. Measures/Indicators: 1. Number and percentage increase/decrease of degrees and certificates awarded annually Awards

Unduplicated Graduates/Completers

2,500 2,000

1,863

2,045

1,966

2,109

2,242

Awards Grads/Completers

1-yr Change # % 128 7.4 133 6.3

5-Yr Change # % 479 34.7 379 20.3

1,500

1,645

1,673

1,733

1,861

500

1,382

1,000

2011

2012

2013

2014

2015

0

2. Percentage of students (IPEDS Cohort) who transfer to a 4-year college or University-Cohort Transfer-out rate.

Transfer-out rate is based on 3 years of attendance that equates to 150% of our longest program and is calculated by taking the number of transfer-out students divided by the Integrated Postsecondary Education Data System (IPEDS) cohort.

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Cohort Transfer-out Rate (%)

40

34.8

34.9

35.3

34.8

Transfer-out Rate (%)

Change 1-Yr 5-Yr -7.3 -7.3

5-Yr Average 33.5

27.5

30 20 10 0 2008

2009

2010

2011

2012

JJC IPEDS Data 3. Persistence – fall to spring a. Persistence rate (%) for New Students placing into at least one developmental course Persistence (%) New Students Placing in at Least 1 Dev. Course

80

76.1

75 70

74.4

74.3

New Students Persistence Rate (%)

Change 1-Yr 5-Yr 2.7 8.1

5-Yr Average 72.6

Full-time Students Persistence Rate (%)

Change 1-Yr 5-Yr -0.4 -0.3

5-Yr Average 81.7

71.7 66.3

65 60 10FL to 11SP 11FL to 12SP 12FL to 13SP 13FL to 14SP 14FL to 15SP

b. Persistence for full-time students Persistence (%) for Full-time Students

83.0 82.5 82.0 81.5 81.0 80.5 80.0

82.3 81.3

82.4 81.4 81.0

10FL to 11SP 11FL to 12SP 12FL to 13SP 13FL to 14SP 14FL to 15SP

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c. Persistence for part-time students Persistence (%) for Part-time Students

60

58.3

58.9

58.4

57.5

58 56

Part-time Students Persistence Rate (%)

Change 1-Yr 5-Yr 4.0 -0.8

5-Yr Average 57.3

53.5

54 52 50

10FL to 11SP 11FL to 12SP 12FL to 13SP 13FL to 14SP 14FL to 15SP

4. Retention – fall to fall a. Persistence rate (%) for New Students placing into at least one developmental course Retention (%) New Students Placing in at Least 1 Dev. Course

60

51.0

52.5

41.8

48.2

48.6

New Students Retention Rate (%)

Change 1-Yr 5-Yr 0.4 6.8

5-Yr Average 48.4

Full-time Students Retention Rate (%)

Change 1-Yr 5-Yr -1.0 0.1

5-Yr Average 52.6

40 20 0 10FL to 11FL 11FL to 12FL 12FL to 13FL 13FL to 14FL 14FL to 15FL

b. Retention for full-time students Retention (%) for Full-time Students

53.5

54.0 53.0 52.0

52.5

52.6

52.6 51.6

51.0 50.0 10FL to 11FL 11FL to 12FL 12FL to 13FL 13FL to 14FL 14FL to 15FL

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c. Retention for part-time students Retention (%) for Part-time Students Part-time Students Retention Rate (%)

39.2

40 37.8

38

Change 1-Yr 5-Yr 0.8 -2.5

5-Yr Average 36.8

Change 1-Yr 5-Yr -0.3 1.9

5-Yr Average 30.2

37.2

36

34.5

35.3

34 32 10FL to 11FL 11FL to 12FL 12FL to 13FL 13FL to 14FL 14FL to 15FL

5. Dual credit matriculation rate within 1-year of high school graduation Matriculation (%) for Dual Credit Students

32 31 30 29 28 27

28.9

29.1

2009GR by 2010FY

2010GR by 2011FY

31.2

31.1

2011GR by 2012FY

2012GR by 2013FY

30.8

Dual Credit Student Matriculation Rate (%)

2013GR by 2014FY

6. Percentage of high school graduates enrolled the following fall term (Feeder High School iYield) Seniors

12,000 10,000

9,616

8,865

JJC Enrollee

9,510

8,897

9,808

Feeder High School Yield Rate (%)

Change 1-Yr 5-Yr -2.4 -0.8

5-Yr Average 22.1

8,000 6,000 4,000

2,040

2,114

2,117

2,029

1,997

21.2

23.8

22.3

22.8

20.4

2011

2012

2013

2014

2015

2,000 0

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7. Number of industry recognized credentials offered through JJC a. Overall i. Status: Additional information will be solicited from faculty Chairs for the next quarterly progress report. b. By Program i. Nursing 1. RN – Registered Nurse 2. LPN – Licensed Practical Nurse 3. CPR – Cardiopulmonary Resuscitation ii. Automotive 1. 1 Degree, 5 Certificates a. AAS, Automotive Service Technology b. Automotive Driveline Specialist c. Automotive Engine Performance Specialist d. Automotive Service Technology e. Advanced Automotive Service Technology f. Brake and Chassis Specialist

8. Percentage of students who advance into a higher level course after completion of the Developmental Education Propose - Advancement to College-Level Coursework for Remedial Students at Joliet Junior College Advanced to College-Level

50.0 40.0

Developmental Adv. College Level (%)

43.0 35.3

33.6

33.6

Change 1-Yr 5-Yr -2.4 -0.8

5-Yr Average 22.1

28.7

30.0 20.0 10.0 0.0 2010

2011

23.8

2012

22.3

2013

22.8

2014

20.4

9. Number of students who receive alternate credit a. Prior learning assessment b. College Level Examination Program c. Advanced Placement d. Proficiency exam e. Military service Status: Need to establish process and procedures by how this data is collected. This is being worked on by the Academic Standards committee. There will be an update in the next quarterly progress report. 5|Page

10. Number and Percentage of students matriculating from the Adult Education Program within 3 years

Summer 2015 Fall 2015 Spring 2016 Total (duplicated)

Students

Credit Hours

Tuition & Fees

98

543

$58,101

226

2080.5

$222,613.50

206

1941

$207,687

530

4,564.5

$488,401.50

11. Number of partnerships with 4-year institutions a. Articulation agreements (4)  Chamberlain: Nursing, 90% of tuition  Olivet Nazarene: Nursing, 20% discount on tuition  Purdue University Calumet – Nursing RN to BSN program. Fee waiver for program. Accelerated and Online  University of St Francis – Nursing Bridge Program –Begin Program while at JJC, Introductory Course taught at JJC or online, and blended, guaranteed admission based upon NCLEX and RN license, reduced tuition for some classes, and can complete 2 of the gradate nursing classes as part of BSN program. Accelerated and online Definition: One or more substantive student benefits - not simply a description of course articulation. b. Dual-degree programs (3)  DePaul: Dual Admission Partnership Program  Governors State U: Dual Degree Program.  Roosevelt: Dual Admission Definition: Student applies to the University, is conditionally admitted to the University, and receives advising from the University while at JJC. c. 2+2 agreements (20) - 7 university partners, 13+ Bachelor degree programs  EIU: Biology  Franklin: any  Lewis U: Nursing  National Louis University – Early Childhood Education, Elementary Education, Applied Behavioral Sciences, Health Care Leadership, Management, Management Information Systems  NIU – 2+2 Engineering (Electrical, Industrial and Systems, and Mechanical)  St Xavier University - Early Childhood and Elementary Education AA or AS, Criminal Justice AAS 6|Page



University of St Francis – Health Information Mgmt. and Medical Administrative Assistant

d. 3+1 agreements (1)  NIU: Applied Manufacturing Technology e. Transfer Guides (7)  DeVry: Computer Networking Tech  Dominican: Culinary  Kendall (Laureate) Child Dev.  Missouri University of Science and Technology: B Arts/Science  Palmer College of Chiropractic  Purdue University Calumet: Mechanical Production Tech.  National Louis Early Childhood Education Definition: no benefits for students – only course to course articulation for a specific degree You can find additional transfer information on the JJC Transfer web site. For additional data and answers to commonly asked questions please refer to the JJC Fact Book. Strategic Goal 2: Improve Data Accessibility and Integrity Align data systems and processes to promote a framework of accountability and results tied to college success. Measures/Indicators: 1. Establish a process for statutory reports that requires minimal manual intervention (Improves time & accuracy) Status: The college’s Data Stewardship committee has identified data owners for both A1ii and E1iii reports. Target complete date for A1: August 1st, 2016 2. Establish a centralized, digital data repository with data owners, data definitions, key business processes and procedures Status: This information is currently being placed in the MyJJC portal on the Shared Governance page within the Data Stewardship committee folder. https://my.jjc.edu/committees/sharedgovernance/default.aspx?RootFolder=%2Fcommittees%2Fsharedgovernance%2FInstitutional%2FData%20Stewardship%20Committee&FolderCTID=0x0 12000DE8B6DF0413C354883566A522F84AA9C&View={E1EC301C-F323-4BCC-9185-

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5A8364352CF7}

3. Training for mission critical business processes is created, implemented, and available ondemand Status: Training videos are being created on an ad hoc basis and placed on a private YouTube page. Here’s some of the recent training videos that have been created:  U-auditorium training: https://youtu.be/Z_3W9dNefuk  Camera in auditorium: https://youtu.be/g0YXiIDZznk  Web Time Entry for supervisor approval: https://youtu.be/X2X_aS8oazc  Web Time Entry for student workers: https://youtu.be/TnK3tu6VnBY  Self Service portal training: https://youtu.be/Yxc-_5d8LAo 4. Establish processes for obtaining routine reports for each division that are automated and selfservice Status: No change this quarter. 5. Establish a process to initiate and document business process changes Status: No change this quarter.

Strategic Goal 3: Collaborate with Employers and the Community Engage and partner with employers and the community to enhance academic programming. Measures/Indicators: 1. Satisfaction with services implemented from the prioritized list of services requested by employers Status: Draft employer survey has been created. Final survey will be emailed to businesses by mid-May 2016. 8|Page

2. Satisfaction with services implemented from the prioritized list of services requested by community Status: Target complete date FY17Q2 3. Implement Perkins Program of Study methodology for Career and Technical Education (CTE) advisory boards Status: Computer Aided Drafting (FY13), Automotive Service Technology (FY14), and Welding (FY15) have been completed. Nursing and Orthotics and Prosthetics (OPT) are in progress and due to be complete in FY16. 4. Number of and overall satisfaction of career fair attendees Status: The JJC Career Services department hosts 5 job fairs, 1 Major Exploration fair, and 4 Major Exploration workshops each academic year. The following or similar evaluation form is provided to fair attendees: https://my.jjc.edu/faculty-staff/strategicplan/Documents/Reports/Reports/2015%20Regional%20Job%20Fair%20Eval%20Tally_S P%20(002).pdf 5. Dollar value of donations received from businesses and organizations Status: Nothing to report this quarter. 6. Number of scholarships and dollars received from businesses and organizations Status: There was a total of donations for FY16Q3 of $48,281 for scholarships. Scholarships FY16Q3 Businesses Organizations

$25,481 $22,800

7. Number of internships provided to students Program Disney college program Joliet Park District Aux Sable Warren-Sharpe Community Center Marathon JJC Financial Services JJC Early Childhood Center* Diamond Technical* Doka USA* Sharn Enterprises* CAD Professionals, Inc.* Metropolitan Industries*

Interns 13 7 1 2 1 1 2 1 1 1 2 1

2014-2015 Academic Year

*- Illinois Cooperative Work Study Program interns The JJC Career Services department saw 123 students for internship appointments in the 20142015 academic year. 9|Page

8. Satisfaction of customers and vendors at JJC partnership events Status: No status this quarter. Target FY17Q2 for Farmer’s Market. Strategic Goal 4: Improve Community Awareness and Strategic Marketing Leverage marketing assets to build and solidify the College’s image, which is aimed at promoting quality and accessible academic programs. Measures/Indicators: 1. Number of marketing events and campaigns A. In person B. Digital Status: Marketing launched the “First Choice” campaign in Spring 2016. Digital and traditional marketing referred people to www.jjc.edu/firstchoice in order to track web traffic generated by the campaign. For Fall 2016 marketing will launch the “You Can” campaign utilizing the same approach.

C. Direct mail Status: Defined difference between ‘Event’ and ‘Instance’. ‘Event’ is Face-toface or phone interaction with individuals - such as Career Fairs, Calling Campaigns, Recruiting Visits, Annual High School Counselors Breakfast. ‘Instance’ is same as a campaign. Promoting the college using different mediums; digital (e.g. Facebook, JJC website), direct mail, post cards, registration guides, ads in different publications/venues, etc. 2. Number and percentage increase/decrease from each targeted segment 10 | P a g e

Status: Established initial target segments for marketing initiatives:  Age groups o 16-24 o 25+  Parents of prospective students  Home school community  Ethnic groups 3. Number of interactions with prospective students A. In person B. Digital C. Direct Mail Status: 232,000 summer guides mailed out. 4. Attendance at JJC-sponsored events Status: Identify strategic marketing events by next quarterly progress report. 5. Number of JJC faculty and staff involved in marketing events Status: No status this quarter. Need to establish how this will be tracked.

Strategic Goal 5: Improve Internal C ommunications Establish effective college-wide communications to improve information dissemination, idea generation, and employee engagement. Measures/Indicators: 1. Satisfaction (by employee group) with overall communication Status: The following metrics are being proposed to assess employee satisfaction with communication. These metrics will be further discussed and evaluated prior to the next quarterly progress update. A few 2011/ 2012 PACE statistics that could be considered as benchmarks include: Demographic Variable Do you feel people at JJC are encouraged to participate in planning for change? (p. 17) Yes No Don’t know Did not respond TOTAL

2011 # of Responses

2011 % of Responses

2012 # of Responses

2012 % of Responses

241 156 86 6 489

49.3% 31.9% 17.6% 1.2%

189 166 87 30 472

40.0% 35.2% 18.4% 6.4%

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Do you feel valued as an employee at JJC? (p. 17) Yes No Did not respond TOTAL

323 157 9 489

66.1% 32.1% 1.8%

280 158 34 472

59.3% 33.5% 7.2%

Would you recommend JJC as a place to work? (p. 18) Yes No Did not respond TOTAL

390 90 9 489

79.8% 18.4% 1.8%

352 89 31 472

74.6% 18.9% 6.6%

Institutional Structure The extent to which information is shared within the institution. (no sig. dif. between 2011-2012) (p. 21) Supervisory Relationships The extent to which my supervisor is open to the ideas, opinions, and beliefs of everyone. (no sig. dif. between 2011-2012) (p. 22) The extent to which my supervisor actively seeks my ideas. (no sig. dif. between 2011-2012) (p. 22) The extent to which I have the opportunity to express my ideas in appropriate forums. (no sig. dif. between 20112012) (p. 22) The extent to which professional development and training opportunities are available. (no sig. dif. between 20112012) (p. 22) Teamwork The extent to which there is an opportunity for all ideas to be exchanged within my work team. (no sig. dif. between 2011-2012) (p. 22) Customized The extent to which communication occurs effectively up, down, and across different units of the organization. (no sig. dif. between 2011-2012) (p. 24) The extent to which a spirit of cooperation exists between departments. (no sig. dif. between 2011-2012) (p. 24) The extent to which I am familiar with the strategic goals of the college. (no sig. dif. between 2011-2012) (p. 24)

2011 2012 Mean (SD) Mean (SD) 3.05 (1.29) 2.92 (1.33)

4.04 (1.24) 3.92 (1.27)

3.66 (1.26) 3.56 (1.29) 3.54 (1.15) 3.44 (1.20)

3.61 (1.23) 3.55 (1.23)

3.75 (1.17) 3.69 (1.19)

2.74 (1.20) 2.60 (1.19)

3.07 (1.10) 2.99 (1.12) 3.86 (0.89) 3.75 (0.91) 12 | P a g e

The extent to which the college follows up on plans with action. (sig. dif. between 2011-2012) (p. 24) The level of my own professional morale working at this college. (no sig. dif. between 2011-2012) (p. 24) The level of morale in general among college employees. (no sig. dif. between 2011-2012) (p. 24)

3.34 (1.11) 3.13 (1.10) 3.62 (1.26) 3.47 (1.31) 3.13( 1.21) 3.03 (1.20)

2. Establish employee engagement measurement process/survey Status: We will utilize the PACE Survey to establish a baseline for this data. The group agreed to implement PACE annually in the spring, review the results during Opening Week with the JJC community, and create a custom survey in the fall to more closely evaluate a particular topic raised within the PACE results. It makes sense to use what we have and follow up more publicly with the findings. 3. Number of hits on the MyJJC portal and pages a. MyJJC portal statistics for FY16Q3 i. Average number of unique visitors each day – 90 ii. The top 15 users (of a list of 2,000 unduplicated users) comprise 21% of the MyJJC portal page hits iii. 8 of the top 15 users work in the Academic Skills Center or Student Accommodations and Resources Traffic

Value (Current) Total Number of Page Views Average Number of Page Views per Day Total Number of Daily Unique Visitors Average Number of Unique Visitors per Day Total Number of Referrers Average Number of Referrers per Day

406,837 4,520 16,459 183 17,409 193

Search Total Number of Search Queries Average Number of Search Queries per Day

1,855 21

Inventory Total Number of Sites

184

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Total Storage Used (MB)

16,590.05

4. Number of and percentage increase/decrease of employees accessing and interacting with the college newsletter a. Number of employees who open the newsletter email b. Number of employees who click on the links to open the content of individual stories in the newsletter Status: Kelly Rohder explained that because the process involved with changing the newsletter platform as well as subsequent JJC spam filter adjustments, newsletter data statistics will not be available for this quarter. Second quarter data will be available July 2016.

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End Notes i

District 525 feeder High Schools

Will County Bolingbrook HS Joliet Catholic Academy Joliet Township High School - Central Joliet Township High School - West Lincoln Way HS Lockport Township HS Peotone HS Plainfield HS Providence Catholic HS Reed Custer HS Romeoville HS Wilmington HS

Livingston County Dwight HS

Grundy County Coal City HS Gardner-South Wilmington HS 15 | P a g e

Minooka HS Morris HS

Cook County Lemont HS

Kendall County Newark HS

LaSalle County Seneca HS

ii

Annual Student Enrollment and Completion (A1) Data

The annual student enrollment and completion (A1) data are required for all students who are officially enrolled in a credit course at the college any time during the fiscal year. An A1 record is also submitted also for students who complete curricula but are not officially enrolled during the year. In the latter case, the fiscal year (Item 6) of the A1 record should reflect the last fiscal year in which the student was enrolled. iii

Fall Student Enrollment (E1) Data

The submission of detailed individual student records is required for fall term only. Information about the winter, spring, and summer terms are collected through paper surveys and the Annual Enrollment and Completion (A1) submission. Fall enrollment (E1) data should reflect students officially enrolled in credit courses at the college as of the end of regular registration of the fall term. The end of official registration is generally close to the tenth day. To make the data reasonably comparable across the state, colleges should collect these data between the eighth (8th) and fourteenth (14th) day of the fall semester counting only those days when classes are in session at the college. This generally excludes 16 | P a g e

Sundays and holidays. Students who drop prior to the census date should be excluded. These data are used by the ICCB, IBHE, and National Center for Education Statistics (NCES) as official opening fall term enrollments.

E1 data represent a "snapshot" or point in time view of fall enrollment. These data illustrate how a college's enrollment in a given year compares with the same point in time from the previous year. Of primary importance then, is for the college to be consistent from one year to the next with the date used locally. It is worth reiterating the importance of accurately coding first-time students on the E1 submission. Due to new federal reporting requirements (IPEDS Graduation Rate Survey), once a student has been identified for tracking in the fall cohort of first-time students, the institution is held accountable for reporting on each individual student’s progress for at least six years.

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