Highland Community College

Evidence Room


1.    “The systemic and purposeful use of data . . . .  What becomes important is developing the systems and processes for analysis.  Creating more sophisticated and holistic processes for data collection and analysis will help HCC improve its planning for future AQIP projects and increase the return on investment from the substantial data collection infrastructure it has purchased.”

2.    “… a need to develop internal and external benchmarks.  In addition, the College should develop a strategy that allows for the articulation of processes and data representations related to how the College tracks and uses data and benchmarked performance from these tools.”

3.    “HCC would benefit from the specific and purposeful discussion of the performance and support at the various sites and modalities (used for instruction) . . . .  Demonstrating alignment, support, and service for students both online, on-ground, and across various locations is important.”

4.    “The College cites changing leadership at several points in the portfolio as something that had affected or slowed progress.  The College would benefit from an analysis of job duties and responsibilities as a part of the process to ensure that those that may have been assumed or redistributed during the leadership transition are still appropriately assigned.”



1.C. The institution understands the relationship between its mission and the diversity of society.

2.A.  The institution operates with integrity in its financial, academic, personnel, and auxiliary functions; it establishes and follows policies and processes for fair and ethical behavior on the part of its governing board, administration, faculty, and staff.  

2.D. The institution is committed to freedom of expression and the pursuit of truth in teaching and learning.

2.E. The institution’s policies and procedures call for responsible acquisition, discovery, and application of knowledge by it faculty, students, and staff.

3.C. The institution has the faculty and staff needed for effective, high-quality programs and student services.

4.A. The institution demonstrates responsibility for the quality of its educational programs.

4.B. The institution demonstrates a commitment to educational achievement and improvement through ongoing assessment of student learning.

5.A. The institution’s resource base supports its current educational programs and its plans for maintaining and strengthening their quality in the future.

5.B. The institution’s governance and administrative structures promote effective leadership and support collaborative processes that enable the institution to fulfill its mission. 

5.C. The institution engages in systematic and integrated planning.

  • 2016-2019 HCC Strategic Plan (Posted here is a .pdf copy of our plan as of 1/22/2018. The actual plan is an evolving shared document updated regularly by our Strategic Planning Council.)



Overview statement: “HCC has seen a recent shift from offering face-to-face instruction at its main campus Regional Centers to on-line education, which is facilitated by a partnership with LearningHouse.  The College also recently merged with Atchison, a technical college, allowing HCC to further develop its own technical offerings.”

Strategic Challenge:  “HCC is in the early stages of integrating an online presence into its educational communities and operational structure.  In addition, HCC also operates in multiple locations with distinct personalities.  HCC would benefit from the specific and purposeful discussion of the performance and support at the various sites and modalities as an area of focus in the portfolio.  Demonstrating alignment, support, and service for students, both online, on-ground, and across various locations, is important.”