STRATEGIC PLAN
The goals and objectives set forth in the 2025 Strategic Plan are designed to support and promote the mission of Jacksonville College. Each goal is supported by specific objectives aligned with the mission of the College. Strategies, actions, and outcomes will be documented in the annual institutional effectiveness reports. The institutional effectiveness reports will provide further evidence of the College’s commitment to the mission of Jacksonville College.
Strategic Goal 1
Programming
Provide programming and services to maximize student enrollment, retention, and success.
Strategic Goal 2
Processes
Optimize administrative processes to execute programming and services.
Strategic Goal 3
People
Recruit and train qualified employees to deliver programming and services.
Strategic Goal 4
Partners
Cultivate partners to support programming and services.
Strategic Goal 5
Property
Develop property and equipment to facilitate programming and services.
Strategic Goal 1 - Programming
Provide programming and services to maximize student enrollment, retention, and success.
Objectives
- Develop student programming for online and on-campus environments consistent with the College’s mission.
- Develop services to support student programming.
- Develop financial models for student programming to stimulate enrollment growth.
Institutional Measure | Goal | Obj. | Target | 2021-22 | 2022-23 | 2023-24 | Status |
Enrollment Statistics | 1 | 1, 2, 3 | Baseline Year for Academic, Athletic, Traditional and Online - 2022; 5% total increase annually | ||||
Retention Rate | 1 | 1, 2, 3 | Baseline Year 2021; 3% increase each year | ||||
Completion Rate | 1 | 1, 2, 3 | Baseline Year 2021; 3% increase each year | ||||
Programming and Services Review and Development | 1 | 2 | Annual Needs Assessment; Current and New Developed 2022; Implemented 2022-23; Revised and assessed 2023-24 | ||||
Financial Model Development | 1 | 3 | Developed 2022; Implemented 2022-23; Revised and assessed 2023-24 |
Strategic Goal 2 - Processes
Optimize administrative processes to execute programming and services.
Objectives
- Develop systems necessary to effectively deliver programming and services consistent with the College’s mission.
- Implement technology to streamline processes.
- Develop a supply chain of vendors to support programming and services.
- Develop a communication platform to ensure the College’s mission is consistently communicated internally and externally.
Institutional Measure | Goal | Obj. | Target | 2021-22 | 2022-23 | 2023-24 | Status |
Annual Compliance Review (ACR) | 2 | 1 | 100% Complete by Due Date Annually | ||||
Process Review and Development | 2 | 1, 2 | Annual Needs Assessment; Current and New Developed 2022; Implemented 2023; Revised and Analyzed 2024 | ||||
Technology Implementation | 2 | 1, 2 | Baseline and Needs Assessment 2022; Investment and Implementation 2022-2024 | ||||
Supply Chain Development | 2 | 3 | Baseline and Needs Assessment 2022; Developed 2023-24 | ||||
Communication Review and Development | 2 | 4 | Baseline and Needs Assessment 2022; Developed 2023; Implemented and Revised 2023-24 |
Strategic Goal 3 - People
Recruit and train qualified employees to deliver programming and services.
Objectives
- Develop best practices for recruiting and retaining qualified employees.
- Develop ongoing spiritual and vocational training to further achieve the College’s mission.
- Develop a system of writing goals and objectives to enable ongoing leadership development.
- Develop opportunities to serve students and the community.
Institutional Measure | Goal | Obj. | Target | 2021-22 | 2022-23 | 2023-24 | Status |
Employee Recruitment/ Retention Development | 3 | 1 | Best Practices for Retention Developed 2022; Best Practices for Recruitment Developed 2023; Implemented and Revised 2023 - 2024 | ||||
Professional Development for all Employees | 3 | 2, 3, 4 | Annual Assessment; Developed 2022; Implemented 2023; Revised and Analyzed 2024 |
Strategic Goal 4 - Partners
Cultivate partners to support programming and services.
Objectives
- Develop varying partnership models to engage individuals and organizations.
- Develop an annual fundraising system aligned to the College’s partnership models.
- Develop opportunities within each calendar year for partners to serve students.
Institutional Measure | Goal | Obj. | Target | 2021-22 | 2022-23 | 2023-24 | Status |
Partnership Model Development | 4 | 1 | Models Developed 2022; Utilized 2022-23; Revised as Applicable 2022-2024 | ||||
Fundraising System Development | 4 | 2 | System Developed 2022; Analyzed and Revised 2023-2024 | ||||
Partners Engagement in Jacksonville College | 4 | 3 | Opportunities Identified and Shared with Partners 2022; Statistics 2023; Revised 2024 |
Strategic Goal 5 - Property
Develop property and equipment to facilitate programming and services.
Objectives
- Develop a master plan for the College’s campus.
- Develop a process of updating equipment the College needs to achieve its mission.
- Develop financial models to fund the completion of the master plan.
Institutional Measure | Goal | Obj. | Target | 2021-22 | 2022-23 | 2023-24 | Status |
Master Plan Development | 5 | 1 | Draft Plan 2022; Master Plan 2023 | ||||
Equipment Development | 5 | 2 | Inventory 2021; Needs and Process Developed 2022; Updated 2024; Maintenance Timeline Developed 2024 | ||||
Financial Model Development | 5 | 3 | Developed 2022 |
Institutional Effectiveness Report from xxxx for (year)
College Mission Statement: Jacksonville College exists to provide a quality education from a biblical worldview that challenges minds, transforms lives, and equips students for servant leadership and lifelong learning.
Strategic Plan Goals:
- xxxx
- xxxx
- xxxx
Strategic Plan Objectives:
- xxxx
- xxxx
The xxxx will support the College’s Mission and Strategic Plan by:
1 2 3 4
Intended Outcomes | Means of Assessment and Criteria for Success | Assessment Results | Use of Results |
. |