Strategic Goals and Objectives

Strategic Framework for Equitable Student Success – Goals and Objectives

1. (ACCESS) Increase equitable and representative access to postsecondary educational and career opportunities that lead to social and economic mobility in Highline’s service area

• Objective: Improve service levels by redesigning structures, policies, processes to remove barriers to admission, registration, funding, and enrollment
• Objective: Increase enrollment of students with financial needs
• Objective: Assess academic programs for health and relevancy and align with labor market needs/social and economic mobility.
• Objective: Increase matriculation from HS (both dual enrollment and non dual-enrollment)
• Objective: Increase enrollment of students of color
• Objective: Increase enrollment of adult learners
• Objective: Increase enrollment of international students

2. (LEARNING) Increase equitable learning, retention, completion and transfer rates, and improve labor market outcomes through the use of evidence-based innovation and high-impact practices in and out of the classroom.

• Objective: Dismantle institutional barriers (structures, policies, practices) in academic and student affairs that are preventing equitable student outcomes
• Objective: Increase faculty and staff capacity to implement evidence-based professional development that aligns department/college priorities with individual interests
• Objective: Increase use of quantitative and qualitative early momentum/milestone metrics to measure course completion, persistence, and belonging through an equity lens in each pathway
• Objective: Align course and program learning outcomes with knowledge, skills, and competencies required in each educational and career pathway
• Objective: Increase equitable completions of pathways to mobility via implementation of scaled, evidence-based high impact practices in the classroom
• Objective: Increase equitable completion of pathways to mobility via implementation of scaled, evidence-based high impact practices in advising and student supports
• Objective: Increase enrollment in programs of study that lead to social and economic mobility for students

3. (COMMUNITY) Increase breadth and depths of partnerships with K-12, other postsecondary institutions, community-based organizations, employers and government that align with Highline’s strategic priorities and contribute to economic and social vibrancy of communities it serves.

• Objective: Actively participate in SBCTC governance and system partnerships to maximize benefits of system decisions for the Highline community.
• Objective: Align partnerships with institutional strategic priorities, reducing overlaps and mismatches and capitalizing on opportunities (gaps) through development and implementation of a master plan
• Objective: Develop a clear brand/identity for HC

4. (CULTURE AND CAPACITY)  Create capacity for meaningful strategic planning and institutional transformation through intentional development of employees, facilities, and systems that support student success and close equity gaps.

• Objective: Develop and implement documentation standards for processes across the college to improve transparency and efficiency of operations.
• Objective: Recruit, develop and retain a skilled and diverse workforce.
• Objective: Allocate time and resources for ongoing professional learning opportunities to increase employee ability to center equity in goal setting, scenario planning, assessment and continuous improvement.
• Objective: Provide transparency around professional development opportunities and activities including funding resources, regular access audits, and intentional knowledge sharing.
• Objective: Build and maintain facilities and IT systems to align with the changing needs and priorities of the college to support current operations and future growth.
• Objective: Create a culture of fiscal responsibility that promotes equity and aligns with the changing needs and priorities of the college.

This draft of goals and objectives was generated by a subcommittee of Executive Cabinet in a two-day retreat facilitated by Susan Mayer from Achieving the Dream at the end of August 2023. The documents that informed this draft included the Strategic Enrollment Management plan as of 8-30-22, available Institutional Effectiveness plans as of 8-28-22, the current Mission Fulfillment Report, and the Guided Pathways work plan for 22-23. We also reviewed best practices for community colleges nationally, particularly in terms of creating a clear “value proposition” for our degrees and certificates. This draft has not yet been reviewed for duplication of efforts nor have the Strategic Enrollment Management measures been assigned to specific teams. The charge for the retreat was to develop a draft of the strategic plan goals and objectives.