Beyond the Horizon The HLC Strategic Planning Process March, 2015 The Process •  •  •  •  •  •  •  Board Task Force on Strategic Planning Survey to membership Review of external trends by staff Listening sessions at the conference Follow-up conversations and feedback Draft to Board, October 2015 Final plan to Board, February 2016 The Sample Trends •  •  •  •  •  Innovation Governance Resources Demographics Technology Sample Trend: Innovation •  Today’s “disruptive change” is not incremental or incidental, it is revolutionary and is seemingly moving at a faster pace than in the past. It challenges the very role and value of higher education now and in the future. Society for College and University Planning, 2014 Sample Trend: Governance •  New reports show that Boards must hold themselves accountable for their own performance by modeling the same behaviors and performance they expect from others in their institutions. Association of Governing Boards, 2014 •  The role of tenure in higher education is being challenged at our institutions. HLC Strategic Plan Survey of Membership, 2015 Sample Trend: Governance •  There is a growing public desire to make accreditation reports about institutions available to the public. •  There is continued discussion regarding reconstituting NACIQI as a committee with terminal decision-making authority and a staff. National Advisory Committee on Institutional Quality and Integrity (NACIQI), 2015 Sample Trend: Resources •  The financial health of institutions is a greater challenge than ever before in higher education. •  Providing access and affordability is continually challenging institutions. •  The disinvestment by the states in higher education is both troubling and de-stabilizing to institutions. HLC Strategic Plan Survey of Membership, 2015 Sample Trend: Demographics •  Trends are showing that the new alternative providers of higher education have been enrolling significant numbers of students and may be on their way to serving as a major means of undertaking some postsecondary experience, either augmenting or substituting for a more traditional experience. Council for Higher Education Accreditation, 2014 Sample Trend: Technology •  Large and private doctoral institutions are paying more attention to more technologies than other institutional types. Institutional approaches to technology – whether early adopters, mainstream or lagging – also influence the technology selected in the rankings. EDUCAUSE, 2014 Implications for HLC •  What are the implications of these trends for accreditation, specifically the Higher Learning Commission? •  How do we need to respond to these trends as a Commission? •  What current practices are in place that support responding to these trends? •  What needs to change? The HLC Strategic Plan •  The plan will guide the Commission and our hundreds of volunteers in the next 3+ years. •  It will help prioritize the many demands of accreditors: •  Serving our members •  Responding to other members of the Triad – the federal government and the states. •  Responding to the public’s growing concern about the cost and value of higher education. Next Steps •  We need to hear from you in our listening sessions. •  You can continue to be proactive with your input and feedback. •  Together, we need to advocate for higher education and the value of accreditation. •  In all cases – our work is for the most important stakeholder – the students. For More Feedback •  Drop off any cards at the Registration or Information Desks •  Send any comments to: [email protected].