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It explains uncertainty from pandemic impacts on economy, workforce, education delivery, politics, and public health, and summarizes institutional impact from the prior 2017-2022 plan, including key goals and progress evidence.",{"@graph":14,"@context":73},[15,34,56],{"@type":16,"itemListElement":17},"BreadcrumbList",[18,23,27,31],{"item":19,"name":20,"@type":21,"position":22},"https://docshare.wps.com","Home","ListItem",1,{"item":24,"name":25,"@type":21,"position":26},"https://docshare.wps.com/template/","Template",2,{"item":28,"name":29,"@type":21,"position":30},"https://docshare.wps.com/template/presentations/","Presentations",3,{"item":32,"name":10,"@type":21,"position":33},"https://docshare.wps.com/template/reimagine-2027-strategic-plan-strategic-plan/240517/",4,{"url":32,"name":10,"@type":35,"image":36,"author":41,"headline":10,"publisher":44,"fileFormat":47,"inLanguage":8,"description":12,"dateModified":48,"datePublished":49,"encodingFormat":47,"isAccessibleForFree":50,"interactionStatistic":51},"DigitalDocument",{"url":37,"@type":38,"width":39,"height":40},"https://docshare.wps.com/thumbnails/reimagine-2027-strategic-plan-strategic-plan/240517.png","ImageObject",442,249,{"name":42,"@type":43},"Mabel","Person",{"url":19,"name":45,"@type":46},"DocShare","Organization","application/pdf","2026-11-03","2026-09-11",true,{"@type":52,"interactionType":53,"userInteractionCount":55},"InteractionCounter",{"@type":54},"ViewAction",11,{"@type":57,"mainEntity":58},"FAQPage",[59,65,69],{"name":60,"@type":61,"acceptedAnswer":62},"Who developed the Reimagine 2027 strategic plan and when?","Question",{"text":63,"@type":64},"The Strategic Planning Council began work in late spring 2021 and completed its assignment in spring 2022. It developed goals and objectives after reviewing internal data and engaging stakeholders.","Answer",{"name":66,"@type":61,"acceptedAnswer":67},"How did COVID-19 influence the planning approach?",{"text":68,"@type":64},"COVID-19 increased uncertainty across the economy, workforce, education delivery, politics, and public health. The plan emphasizes flexibility and creativity to adapt and innovate for future needs.",{"name":70,"@type":61,"acceptedAnswer":71},"What is the relationship between the 2017-2022 plan and Reimagine 2027?",{"text":72,"@type":64},"The document reviews the prior plan’s impact, noting enrollment decline and financial constraints despite achieving many goals. It uses progress evidence to inform the next strategic direction.","https://schema.org",{"og:url":32,"og:type":75,"og:title":10,"og:site_name":45,"og:description":12},"article",{"robots":77,"canonical":32},"index,follow",{"doc_id":79,"site_id":7},240517,1791719505,{"code":4,"msg":82,"data":83},"success",[84,87,92,97,102,107,112,117,122],{"id":55,"doc_module":22,"doc_module_name":25,"category_name":29,"show_sort_weight":85,"slug":86},90,"presentations",{"id":88,"doc_module":22,"doc_module_name":25,"category_name":89,"show_sort_weight":90,"slug":91},12,"Resumes",80,"resumes",{"id":93,"doc_module":22,"doc_module_name":25,"category_name":94,"show_sort_weight":95,"slug":96},14,"Invoices",70,"invoices",{"id":98,"doc_module":22,"doc_module_name":25,"category_name":99,"show_sort_weight":100,"slug":101},15,"Posters",60,"posters",{"id":103,"doc_module":22,"doc_module_name":25,"category_name":104,"show_sort_weight":105,"slug":106},16,"Social 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Context……………………………………………………………………………………………………………………………………………3  \nInstitutional Impact of the 2017-2022 Strategic Plan ……………………………………………………………………………  \nEnvironmental Factors ………………………………………………………………………………………………………………………………………4  \nStrategic Planning Proces. …………………………………………………………………………………………………………………………………6  \nGoals and Objectives ……………………………………………………………………………………………………………………………………………8  \nAppendice…………………………………………………………………………………………………………………………………………………………10  \nA, Strategic Planning Council Member………………………………………………………………………………………………………10  \nB, Long Range Planning Guidance, Recommendations for Potential Strategies and Tactic. …………1  \nC, Recommendations for Potential Performance Metrics………………………………………………………………………14  \nD, Project Plan………………………………………………………………………………………………………………………………………………………15  \nE, Progress Report Template……………………………………………………………………………………………………………………………17  \nGreetings to the Highland Community,  \nAs we began the strategic planning process in 2021,the COVID-19 pandemic was continuing todominate the news and our daily lives.We took to Zoom to imagine together what the College and thecommunities we serve would need us to be in 2027.We recognized that the world would be differentwhen we emerged from the pandemic,and we knew we would need to be flexible and creative to meetthe future needs of our northwest IHlinois community.  \nMany of you shared your thoughts and input in focus groups on Zoom or conversations held across thedistrict,and that input was invaluable.You reminded us of the vital role the College plays in sustaining,growing,and recharging our economic,cultural,and educational lives.You also informed us about howwe needed to adjust and shift to continue being an educational and economic engine for the region'sfuture.  \nOur strategic plan took shape a little differently than the ones before It.We decided to focus on keyresults and then build the guideposts for how we will achieve them.Our Strategic Planning Councilcontemplated the strategles and tactics that willbe our roadmap.Next steps in our work are underwayas we determine what educated risks we must take to remain the College of choice and your numberone resource for personal growth and community development.  \nReimagine with us,  \n&alenh  \nChristina (Chris)KuberskiPresident  \n## Institutional Context for the Strategic Plan\n\nThe Strategic Planning Council(SPC)began its work in the late spring of 2021 and completed itsassignment in the spring of 2022.Before developing the goals and objectives outlined in this plan,theSPC reviewed internal data and information,interviewed key stakeholders and informants,held focusgroups across the district,and deepened their understanding of HCC's environment and changing regionthrough data analysis.  \nPlanning for the future was made more uncertain amid the COVID-19 Pandemic and its impact on thenational and state economy,workforce,educational delivery,political environment,and public health.The College recognizes that these uncertainties heighten the need for a focused strategic plan to help usadapt quickly,innovate sustainable programs and services,and deliver the highest quality services andeducation to our students and community.  \n## Institutional Impact of the 2017-2022 Strategic Plan\n\nThe previous strategic plan spanned years with a significant population decrease in the state of linoisand the Highland Community College district,contributing to an enrollment decline.Despite thepopulation changes,enrollment,and resulting financial constraints,the College achieved many of thegoals and objectives outlined in the plan.  \nTwelve goals were included in the Strategic Plan,including the following:  \n·Strengthen and expand high-quality educational pathways for diverse student populations  \n·Enhance affordable and convenient access to educational opportunities  \n·  Develop sustainable model","cbCaiohDWosXiYrd","https://ap.wps.com/l/cbCaiohDWosXiYrd","pdf",6487020,"English","# Greetings from President Kuberski\n# Institutional Context\n## Environmental Factors\n# Strategic Planning Process\n# Goals and Objectives\n# Appendices\n## Strategic Planning Council Member\n## Long Range Planning Guidance","[{\"question\":\"Who developed the Reimagine 2027 strategic plan and when?\",\"answer\":\"The Strategic Planning Council began work in late spring 2021 and completed its assignment in spring 2022. 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