2022-2027 STRATEGIC PLAN

In spring 2021, the Helena College Institutional Development, Effectiveness, and Accreditation (IDEA) Committee began development of a new strategic plan. Following a series of listening sessions open to all employees, a new mission and vision statement were established and approved by the campus, in addition to four guiding principles, which serve as pillars of the strategic plan. A steering team and work groups finalized the defining characteristics of what it means for Helena College to live its mission and proposed strategic goals to help us achieve our vision. The plan was finalized by the Dean’s Cabinet in April 2022.

A PDF version of the full plan, including targets and rationale for strategic goals, is available in the menu to the left.

Mission

Helena College supports our diverse community by providing the paths and tools necessary to assist learners in achieving their educational and career goals.

Vision

Helena College aspires to empower our students through impactful, affordable, lifelong education that is responsive to the needs of our community in ways that are enriching, collaborative, and equitable.

Key Performance Indicators

Definitions are provided at the bottom on the page

Guiding Principles

EFFECTIVENESS

We utilize a variety of assessment practices to ensure continuous improvement and mission fulfillment.   

1. Systematically assess and advance the strategic enrollment plan to support the mission of the College.
2. Demonstrate that students have learned requisite knowledge and skills relevant to their educational goals.
3. Apply research and assessment data to make evidence-based decisions regarding curriculum, instruction, programming, and resource allocation.
4. Utilize performance metrics for assessing institutional progress toward strategic goals.

STRATEGIC GOAL 1

Streamline and align assessment and data reporting practices to support decision-making and planning.

STEWARDSHIP

We act on behalf of stakeholders in the responsible planning and management of organizational resources while fostering a culture of integrity and accountability across our community.

1. Foster a culture of organizational stewardship that promotes accountability and integrity.
2. Demonstrate fiscal responsibility in the procurement and allocation of resources in support of the mission and vision of the college.
3. Utilize long-term planning for capital asset management, sustainability, and innovation in response to the needs of our students and communities.
4. Leverage professional development to promote innovation and efficiency among all employees.

STRATEGIC GOAL 1

Develop and implement a new budget process that is data-driven, transparent, and aligns with our strategic plan. This process will include a 10-year master plan with renewal and replacement schedules for capital assets. 

STRATEGIC GOAL 2

Conduct targeted trainings to increase employee understanding of stewardship.

STRATEGIC GOAL 3

Improve the return on investment in professional development activities.

IMPACT

We collaboratively create responsive educational opportunities.

1. Evaluate and respond to educational and workforce needs to cultivate mutually beneficial relationships.
2. Create and support academic pathways that align with strategic goals to promote seamless career transition or postsecondary transfer.
3. Stimulate curiosity, critical thinking, and problem solving to promote student engagement and intentional self-discovery.
4. Collaborate to build a culture of adaptability, inquiry, respect, and civic engagement that works toward the common good.
5. Holistically support and empower students to attain their academic, career, and personal goals.

STRATEGIC GOAL 1

Demonstrate campus-wide engagement with our community.

Strategic Goal 2

Utilize academic pathways to increase enrollment, retention, and completion.

EQUITY

We strive to foster a positive and welcoming climate where we value, include, and support all at Helena College.

1. Attract, retain, and support a diverse community of administrators, faculty, staff, and students.
2. Build and utilize community partnerships to recognize and address the holistic needs of our diverse population to bridge equity gaps.
3. Demonstrate a shared commitment to promoting equity in all areas of campus operations.
4. Identify and eliminate institutional barriers that have prevented the full participation of underserved groups.

Strategic Goal 1

Develop and implement strategies to disaggregate student and employee data to identify, monitor, and eliminate institutional barriers.

Key Performance Indicator Definitions

• Annual Average Full-Time Equivalent (AAFTE): A measure of total student enrollment based on credit hours rather than headcount. It is calculated by combining the total credit hours taken by students in an academic year (summer, fall, and spring semesters) and dividing by 30 (15 credit hours in fall and spring is the minimum full-time enrollment to complete most credentials on time). AAFTE shows how much instruction the college actually delivers and supports funding, planning, and comparison across years or programs.
• Degrees & Certificates Awarded: The total number of degrees and certificates awarded in an academic year. Multiple credentials earned by one student are all counted.
• 150% Graduation Rate: Full entering student cohort (new, readmit, and transfer; full-time and part-time) graduating within 150% of normal time to a degree or certificate (Associate: 3 years, Certificate: 3 semesters)
• Employment Rate: Percent of students earning career technical education credentials who are employed in MT at any point in the year following graduation.
• 150% Transfer Rate: First time, full-time and part-time AA/AS students transferring with or without a degree.
• Transfer GPA: Median GPA of new transfers to MUS 4-year campuses after 1st semester

For more information, please see Institutional Data on the Institutional Research & Effectiveness home page.