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Strategic Plan
2012-2017
DRAFT
Lester C. Newman, Ph.D.
President
James Atkinson
Chairman of the Board
1
October 19, 2013
2
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.
3
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
4
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
5
MESSAGE FROM THE CHAIRMAN OF THE BOARD OF TRUSTEES
6
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
7
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.
8
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.
9
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.
10
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.
11
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.
12
STRATEGIC PLANNING PROCESS
MODEL
13
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,
14
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.
15
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
16
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.
18
STRATEGIC GOALS, OBJECTIVES, STRATEGIES, TIMELINE, AND KEY PRIORITIES
19
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: Initiate lecture series
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
20
Strategy: Explore business possibilities
Objective 7: Strengthen the general education curriculum
Strategy: Initiate lecture series
Strategy: Develop diverse programming on campus
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
21
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
Objectives and Strategies Timeline Key Priorities
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
22
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
Objectives and Strategies Timeline Key Priorities
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
23
STRATEGIC GOAL 4: To improve the campus environment inclusive of physical facilities and auxiliary services
Objectives and Strategies Timeline Key Priorities
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
Strategy: Develop diverse programming on campus
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
24
STRATEGIC GOAL 5: To establish collaborative relations with internal and external constituents to support the mission of the
College
Objectives and Strategies Timeline Key Priorities
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
25
STRATEGIC GOAL 6: To provide a Christian environment that promotes the integration of faith, learning, and ethical
behavior.
Objectives and Strategies Timeline Key Priorities
Objective 1: Strengthen relations with the Christian Church (Disciples of
Christ) and other congregations
Strategy: Develop a viable religion program
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
Strategy: Develop diverse programming on campus
2012-2015
Objective 3: Infuse ethical reasoning in the curriculum
Strategy: Develop a viable religion program
2014-2017
26
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
Objectives and Strategies Timeline Key Priorities
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
Strategy: Develop diverse programming on campus
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
27