Strategic Planning

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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.

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

Build institutional capacity for incorporating equity as a fundamental element of regular operational practice, decision-making, and planning.

Strategic Goal 2

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

KEY PERFORMANCE INDICATORS

Specific metrics and targets will be finalized during summer 2022.

EFFECTIVENESS

  1. Completion of gateway math and writing courses within one year
  2. Course success rates
  3. Credit accumulation
  4. Institutional competencies
  5. Program/credential outcomes
  6. Completion rate for credential-granting non-credit programs

STEWARDSHIP

  1. Professional development funding
  2. Professional development activities
  3. Departmental tracking/reporting of outcomes of PD activities (to be developed as part of SG3)
  4. College Employee Satisfaction Survey

IMPACT

  1. Dual enrollment
  2. 150% graduation rate
  3. 150% transfer rate
  4. Transfer success rate
  5. Transfer GPA
  6. Professional license and certification pass rates
  7. Employment rates
  8. College events open to the public
  9. Assessment of workforce needs
  10. Responsiveness to workforce needs
  11. Employer satisfaction with workforce development offerings and initiatives
  12. Non-credit programs to support community needs
  13. Annual headcount enrollment in CEC courses and programs
  14. Service to community by faculty, staff, and students
  15. CCSSE/SENSE

EQUITY

  1. Disaggregated data to monitor and eliminate barriers
    1. Enrollment
    2. Entering cohort
    3. Retention
    4. Completions/graduation rates
  2. Employee demographics
  3. Campus Climate Survey
  4. DEI-specific professional development activities