Johnson County Community College - Comprehensive Analysis Report

Summary

Johnson County Community College (JCCC) is a comprehensive public institution located in Overland Park, Kansas, dedicated to inspiring learning that transforms lives and strengthens communities. Its vision is to be an innovative leader in equitable student access, learning, and success. JCCC plays a critical role as an educational hub and a workforce development engine for its region, offering diverse credit and noncredit courses, associate degrees, certificates, and job training programs. The college is recognized for delivering quality education and training that effectively addresses the workforce, economic, and lifelong learning needs of the community it serves.

1. Strategic Focus & Objectives

Core Objectives

JCCC's 2025-2027 Strategic Bridge Plan outlines a strong focus on Student Success, Employee Engagement, and Community Connections. Key objectives include:

Supporting learners in achieving their educational goals.

Ensuring academic programming remains relevant to evolving student and industry demands.

Creating effective systems and pathways to facilitate student progress.

Fostering a culture of continuous professional growth for employees.

Building an inclusive and equitable campus culture.

Specialization Areas

The college specializes in:

Career and Technical Programs: Providing practical skills and training for direct entry into the workforce.

Transfer Programs: Offering pathways for students to seamlessly transfer credits to four-year institutions.

Continuing Education: Delivering lifelong learning opportunities for community members.

JCCC's unique value proposition lies in its commitment to serving as a driver for workforce development and a catalyst for business and community growth, actively supporting partners who attract and retain companies in the region.

Target Markets

JCCC primarily targets:

High school graduates seeking associate degrees or foundational courses for transfer.

Adult learners pursuing career advancement, retraining, or personal enrichment through continuing education.

Local businesses and industries requiring customized contract training for their workforce.

The entire Johnson County community through accessible and affordable educational opportunities.

Its market positioning emphasizes affordability, accessibility, and direct relevance to regional workforce needs.

2. Financial Overview

Funding History

For the 2025–2026 fiscal year, JCCC operates with an approved budget of approximately $259 million in revenues and $266 million in expenditures.

Primary Revenue Sources: Property taxes, student tuition and fees, and state funding.

Taxpayer Savings: The mill levy rate has been reduced for the sixth time in eight years, saving Johnson County taxpayers approximately $4 million.

Tuition Stability: Student tuition and fee rates remain unchanged for in-district students at $101 per credit hour, making JCCC's tuition among the lowest in Kansas and the region.

JCCC Foundation: Established in 1971, the JCCC Foundation is crucial for fundraising. The 2024 Impact Report highlighted over $1.7 million in scholarships awarded to 1,865 students, with a total endowment exceeding $30.8 million. The Foundation focuses on student scholarships, developing partnerships, and funding college needs beyond tuition and tax revenues.

3. Product Pipeline

Key Products/Services

JCCC continually develops and expands its academic and technical offerings, akin to a product pipeline in educational terms.

Relevant Academic Programming: Ongoing initiatives focus on adapting career and technical and transfer programs to meet shifting industry and student needs.

Center for Excellence in Healthcare: A strategic initiative to co-locate and consolidate various healthcare programs on the main campus, enhancing interdisciplinary learning and resource utilization.

Academic Program Review: The college strengthens its program review process to be highly responsive to stakeholder feedback, aiming to support enrollment growth in critical areas.

Facilities Enhancements:

Fine Arts & Design Studios: Provides modern spaces for creative disciplines.

Hugh L. Libby Career and Technical Education Center: Offers state-of-the-art equipment and facilities for hands-on, real-world experiences in fields like Welding, Construction, Machining Technology, and Plumbing & Automotive. These centers are crucial for ensuring students are trained with the latest industry tools.

4. Technology & Innovation

Technology Stack

JCCC employs robust technological platforms to support its educational and operational objectives.

Enterprise Resource Planning (ERP): Utilizes Banner by Ellucian, a comprehensive system managing finance, budget, student records, financial aid, payroll, and human resources.

Student Collaboration Hub: The CoLab Collaboration Center provides imaginative co-work spaces and advanced technology for collaborative, experiential learning. It facilitates interdisciplinary projects among students, faculty, and industry partners.

Student Agency: The CoLab also houses a Student Agency that connects JCCC students with organizations for creative and digital marketing projects, offering practical experience.

Innovative Teaching Methods: The college incorporates research-based teaching, including flipped-classroom models in some science courses, to enhance student engagement and learning outcomes.

5. Leadership & Management

Executive Team

JCCC is led by a dedicated team of experienced professionals:

Dr. Tony Miksa, President: Assumes the presidency on July 1, 2025. Dr. Miksa brings over 20 years of higher education experience, having previously served as President of Walters State Community College. His background also includes leadership roles at McHenry County College, Elgin Community College, and Kishwaukee College, where he also served as a tenured Mathematics Instructor. He holds a Doctor of Education in Community College Leadership from National Louis University, a Master of Arts in Mathematics from the University of Northern Iowa, a Bachelor of Arts in Mathematics from Mount Mercy College, and an Associate of Arts in Mathematics from Kishwaukee College.

Dr. Mickey McCloud, Executive Vice President/Provost

Rachel Lierz, Executive Vice President, Finance & Administrative Services

Christina McGee, Vice President, Human Resources

Dr. Gurbhushan Singh, Vice President, Academic Affairs/Chief Academic Officer (CAO)

Dr. Judy Korb, Interim President (until July 1, 2025): Dr. Korb has served JCCC for 34 years in various capacities, including Interim Executive Vice President, Student Success and Engagement, and Executive Vice President, Instruction and Operations. She was appointed Interim President in January 2024.

Recent Leadership Changes

Dr. Tony Miksa was unanimously approved by the Board of Trustees on March 13, 2025, following a nationwide search, and will commence his role as JCCC's seventh President on July 1, 2025. He joins from Walters State Community College. Dr. Miksa succeeds Dr. Judy Korb, who served as Interim President from January 4, 2024, following the resignation of former President Dr. Andy Bowne in December 2023. Dr. Bowne had begun his presidency on July 1, 2020. This transition marks a significant moment in the college's leadership history.

6. Talent and Growth Indicators

Hiring Trends and Workforce

JCCC demonstrates strong engagement in its community and a stable workforce.

Continuing Education Enrollment: Approximately 16,795 students enrolled in continuing education in 2023-2024, across more than 1,975 workshops, seminars, computer classes, online classes, and contract training events.

Contract Training: Provided contract training for nearly 3,100 employees from 85 area companies.

Student Enrollment Growth: In Fall 2024, the college saw a 6% increase in returning students, comprising 5,426 full-time and 13,317 part-time students.

Workforce Composition (2022 Annual Report):

Full-time faculty: 313

Adjunct faculty: 441

Full-time staff: 579

Part-time staff: 771

Compensation Increases: For the 2025–2026 fiscal year, staffing levels are projected to remain consistent, with employees receiving an average 4.5% compensation increase, effective July 1, 2025.

7. Social Media Presence and Engagement

Digital Footprint

Johnson County Community College maintains an active and comprehensive digital footprint across various social media platforms, including:

Facebook

Twitter

YouTube

Instagram

These platforms are strategically used to:

Disseminate college news and media resources.

Share updates on campus events and initiatives.

Highlight student and faculty achievements and successes.

Foster community engagement and interaction.

Key brand messaging consistently revolves around themes of student success, academic excellence, strong community partnerships, and vibrant campus life.

8. Competitive Analysis

Major Competitors

In the higher education sector, JCCC's primary competitors include:

Other Local and Regional Community Colleges: These institutions offer similar associate degrees, vocational certificates, and foundational courses, often competing for students seeking accessible and affordable post-secondary education and career training.

Four-Year Public and Private Universities: While often receiving transfer students from JCCC, these universities also compete for those initially seeking bachelor's degrees directly, particularly local institutions. Their competitive edge may lie in specialized bachelor's programs or reputation, while JCCC competes on affordability and local access.

9. Market Analysis

Market Overview

Community colleges like JCCC are critical to local and regional economic development by providing accessible education and workforce training.

Ongoing Demand: A consistent demand exists for career and technical education, reflecting the needs of a dynamic job market.

Transfer Pathways: Seamless transfer pathways to four-year institutions remain a vital component of the college's offerings, catering to students aspiring to bachelor's degrees.

Adaptable Programming: The market requires institutions to offer adaptable programming to meet evolving industry requirements and technological advancements.

Market Resilience: Despite sector-wide challenges such as declining enrollment in some areas of higher education, JCCC has demonstrated resilience, indicated by its growth in returning students and stable financial outlook.

10. Strategic Partnerships

JCCC actively builds and leverages strategic partnerships to amplify its impact.

Workforce Development Partnerships: The college collaborates with businesses and community organizations to serve as a driver for workforce development, ensuring its programs align with industry needs and support partners in attracting and retaining companies in the region.

JCCC Foundation Partnerships: The JCCC Foundation focuses on developing partnerships throughout the community to generate funding for student scholarships and other college needs, complementing property tax and tuition revenues.

Industry Partnerships for CoLab: The CoLab Collaboration Center facilitates interdisciplinary projects among students, faculty, and industry partners, fostering real-world problem-solving and innovation.

Contract Training Collaborations: JCCC provides customized contract training for numerous area companies, directly addressing their specific employee development needs.

11. Operational Insights

JCCC maintains a strong operational foundation enabling its educational mission.

Current Market Position: Positions itself as an accessible, affordable, and high-quality educational provider, deeply integrated with the economic and workforce needs of Johnson County.

Competitive Advantages:

Affordable Tuition: Notably low tuition rates compared to regional peers and state averages.

Workforce Relevance: Strong alignment of academic and technical programs with local industry demands.

Community Integration: Deep connections with the community through its Foundation, workforce development initiatives, and local tax support.

State-of-the-Art Facilities: Investments in facilities like the Hugh L. Libby Career and Technical Education Center and Fine Arts & Design Studios provide modern learning environments.

Operational Strengths:

Financial Stewardship: Demonstrated fiscal responsibility with prudent budget management, including repeated mill levy reductions.

Strategic Planning: Clear strategic focus outlined in the 2025-2027 Strategic Bridge Plan drives operational decisions.

Robust Technology Infrastructure: Utilization of Ellucian Banner and specialized centers like the CoLab supports efficient operations and innovative learning.

Experienced Leadership: A stable and experienced leadership team guiding the institution.

Areas for Improvement: Continuously adapting academic programs to rapidly evolving industry needs and optimizing student pathways for maximum efficiency and success.

12. Future Outlook

Strategic Roadmap

JCCC's future outlook is defined by its strategic plan and ongoing commitments to student success and community engagement.

Planned Initiatives:

Development of the Center for Excellence in Healthcare to centralize and enhance healthcare programs.

Ongoing strengthening of the academic program review process for greater responsiveness to feedback and enrollment growth in key areas.

Continuous investment in facilities and equipment, such as those in the Hugh L. Libby Career and Technical Education Center, to provide cutting-edge learning environments.

Growth Strategies:

Emphasizing relevant academic programming to align with shifting student and industry needs in both career and technical and transfer pathways.

Fostering a culture of continuous professional growth for employees to ensure an engaged and high-performing workforce.

Expanding community connections to serve as a stronger driver for workforce development and a catalyst for business and community growth.

Expansion Opportunities: Potential for growth in continuing education and customized corporate training programs, responding to the evolving needs of the local economy.

Future Challenges and Mitigation Strategies: Addressing potential challenges in higher education, such as fluctuating enrollment trends and financing shifts, through strategic planning, fiscal prudence, and adaptive program development to maintain student accessibility and institutional vitality.