EVOLVE 2025: Leadership Goals and Action Steps
Leadership strengths are critically important to the success of HLC's member institutions, including boards and chief executive officers (CEOs). This also applies to the goals of HLC's Board of Trustees and HLC leaders. Goals include the thought leadership role of HLC in higher education and all related processes: accreditation, student borrowing, student success, equity, state support etc., all of which are currently undergoing an unprecedented level of public scrutiny. The enhancement of leadership at education-related institutions and organizations must become an organizational priority to successfully restore public confidence in higher education.
Goal 1: Research Key Leadership Issues
Develop independently and in collaboration with appropriate partner organizations, strategic research addressing key leadership issues, including student success and institutional effectiveness, that leverage HLC's unique position within American higher education.
Timeline
2021–2022, and then ongoing
Activities
- HLC published a thought paper on "Transfer Admissions" in Leaflet examining the flexibilities institutions have at their disposal to provide more transfer opportunities.
- HLC has participated in a Midwest Higher Education Compact and the National Alliance of Concurrent Enrollment Partnerships project examining the dual credit pipeline issue.
- HLC’s Effective Administrators Workshop continues to broaden its reach in preparing the next wave of leaders at colleges and universities.
Related Resources
Goal 2: Improve HLC Staff Professional Development Practices
Review HLC's professional development practices to ensure the currency of knowledge and skills needed for staff responsiveness in adapting policies and procedures to effectively serve member institutions in a dynamic higher education environment.
Timeline
2021, and then ongoing
Activities
- HLC staff members have taken advantage of the virtual nature of professional development during this pandemic: 32 staff members used professional development funds for trainings, credentials, and memberships with professional associations. Eight of these staff members worked towards degrees or certificates at accredited institutions.
- HLC has been working to review how the Strategic Plan touches each staff member's role at the organization. This process will be addressed at the mid-year appraisals in January/February 2022.
Goal 3: Research Need for Leadership Development Program
Conduct a feasibility study on offering a mid- and/or executive-level leadership development program for institutional leaders focused on leading in a time of transformation.
Timeline
2021–2023
Action Steps
- Survey institutions regarding their interest in/need for leadership programming on contemporary issues such as crisis management, finance, equity/student success and restoring public confidence in higher education.
- Develop leadership programs based on assessments of internal and external constituents and stakeholders.
Related Resources
Goal 4: Highlight Professional Contributions by HLC Staff
Implement an annual process for highlighting professional contributions by HLC staff to underscore HLC's commitment to thought leadership and advocacy.
Timeline
2021, and then ongoing
Action Steps
- Utilize results from HLC member surveys, processes, and other feedback loops to track ongoing and emerging trends in higher education and encourage staff scholarship on selected topics.
- Support staff through the completion of appropriate articles, presentations, and other professional contributions to promote thought leadership and advocacy.
- Annually evaluate and report on HLC's contributions to professional practice, advocacy, and leadership.
Goal 5: Create Regularized Plan for Improving Accreditation Processes
In response to this period of transformative change, execute a regularized plan for improving selected HLC processes to ensure that HLC remains a leader in the field of accreditation and higher education in general.
Timeline
2021–2022, and then ongoing
Action Steps
- Convene conversations with member institutions, state agencies, and others, to identify opportunities for process improvements.
- Review feedback from institutions, particularly from Accreditation Liaison Officers (ALOs), on effectiveness of current processes and needed improvements.
- Establish "Process Improvements" as an area of focus in HLC's regular communications with member institutions, and periodically publish details of HLC process improvements.
Related Resources
Questions?
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