Thrive 2035

ACADEMICS:  Become the learning destination for traditional students, returning adult learners and mature learners.

Goal 1: Develop innovative and relevant academic programs and strengthen existing programs to better serve the region.

Goal 2: Utilize adaptive, engaging instructional methods and technology for program delivery.

Goal 3: Expand Corporate & Community Education offerings and community involvement.

Goal 4: Provide regional leadership in select educational areas, driven by academic program reviews and local advisory groups.

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COMMUNITY:  Grow to be the region’s primary choice for leadership, expertise, experience and service enhancing regional economies and assets.

Goal 5:  Solidify North Central Michigan College’s reputation as the “Regional Convener” by increasing internal and external community engagement opportunities. 

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INFRASTRUCTURE: Build a thriving comprehensive college, committed to diversity, equity and inclusion, augmenting cutting edge academics and instructional methods with strong support services, facilities, technology and extracurricular activities.

Goal 6:  Intensify commitment to broaden diversity, equity and inclusion (DEI) on campus through initiatives, programs and outreach; student recruitment, retention and completion; and hiring practices for faculty and staff

Goal 7:  Create stronger holistic, extra-academic support systems for student success, including expanded extracurricular offerings.

Goal 8:  Optimize current and future physical plant and information technology Infrastructure, while executing the projects that align with the 15-year scope of work outlined in the 2019 Campus Master Plan.

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SUSTAINABILITY:  Increase financial security and growth while implementing environmentally sustainable practices to conserve natural resources. 

Goal 9:  Identify and support initiatives to increase enrollment, retention and sustainability on campus. 

Goal 10:  Grow the college’s sources of financial capital, including philanthropic support

Goal 11:  Develop the college’s human capital 

Goal 12:  Lead the region in adopting viable, environmentally sustainable practices.

 

Goal 1: Develop new, cutting-edge academic programs and strengthen existing programs

College Initiatives:

• Establish a process to conduct formal review of existing programs as mandated by HLC by June 1, 2021

• Create 2 new vocational certificate and/or degree programs that align with one of the “Michigan’s Hot 50 Jobs through 2028” established through the Michigan Bureau of Labor Market Information and Strategic Initiatives by Feb. 1, 2022

• Create 1 new transfer program concentration aligned with future job trends by June 1, 2022

• Complete a strategic evaluation of NCMC’s course scheduling, course and program delivery, and program offerings against both student and market demand to better understand the needs of current and prospective students and to update/revise our program portfolio for relevancy in today’s economy by 08/1/22.

  • Revise course scheduling and delivery by 9/1/22.

  • Introduce 2 new or substantially updated programs by Fall 2023.

• Improve dual enrollment and Early College gateways by creating a plan to develop high school teachers to meet Higher Learning Commission (HLC) instructor qualifications by June 2023.

Goal 2: Utilize adaptive, engaging instructional methods and technology for program delivery.

College Initiatives:

• Gain HLC approval for fully online program delivery by June 1, 2021

• Modify curriculum in 3 instructional areas to utilize new technology for enhanced program delivery by June 1, 2021

Goal 3: Expand Corporate and Community Education (CCE) offerings and community involvement

College Initiatives:

• Continue to build an environment that fosters lifelong learning, and expand the target market to include young professionals and families by June 1, 2021

• Expand Lifelong Learning by adding three new program offerings by June, 2021.

• Provide at least one professional development or workforce training session per month

• Develop at least 3 educational partnerships between the college and key business or non-profit groups in the community with the purpose of expanding learning opportunities in the community or providing resources to address community issues by June 1, 2021.

• Increase noncredit revenue by __% by June 30, 2022.

• Create a plan for integrated delivery of services by collaborating with organizations and agencies with similar goals and purposes by June 1, 2022.

• Engage “no-college” students through CCE programs that help them connect with North Central by Fall 2022 (e.g. Investigate a new CCE offering to attract and recruit potential FTIAC students)

• Create an entrepreneurial think-tank to enhance college/community partnership and support by June 30, 2021.

Goal 4: Provide regional leadership in select educational areas, driven by academic program reviews and local advisory groups.

College Initiatives:

• Health Care

  • Continue to partner with McLaren on offering classes inside their facility, and to offer new or expanded programs according to their need (e.g. Medical Assisting) by Sept. 1, 2021

• Hospitality

  • Boyne Hospitality Apprenticeship program...expand to include Birchwood/BarrelBack by June 1, 2021

• Manufacturing

  • Partner with LTBB to hire Mechatronics instructor and develop new curriculum by June 1, 2021

• Skilled Trades

  • Explore partnerships with CharEm ISD to offer 1 or more programs by Oct. 1, 2021

• IT

  • CIS faculty working in close partnership with Google and with CCE to develop/expand IT Support certificate program by June 1, 2021

Goal 5:  Solidify North Central Michigan College’s reputation as the “Regional Convener” by increasing internal and external community engagement opportunities.

College Initiatives:

• Continue garnering input through engagement with BRAC and Programmatic Advisory Boards on a periodic basis.

• Provide a neutral meeting venue for 3 community collaborations by June 1, 2021. (i.e. quarterly affordable housing summits held at the college)

• Establish a career and resource center.

  • Hire a Career Development Specialist by 8/1/20

  • Create a dedicated Career Center in the AD/CL by 3/1/21

• Create a plan to expand the Career and Resource Center scope by working with local employers to understand talent needs and fill the gaps through providing internships and/or employees by June 30, 2021.

  • Schedule 2-3 meetings per week during the summer of 2021

  • Expand Career Development specialist role to include working with Boyne Workforce solutions to provide needed employees by June 30, 2022.

Goal 6:  Intensify commitment to broaden diversity, equity and inclusion (DEI) on campus through initiatives, programs and outreach; student recruitment, retention and completion; and hiring practices for faculty and staff

College Initiatives:

• Complete the comprehensive HEED Self-Assessment/Application annually for three years, beginning with the 2021 Application, to assess and guide expansion of college DEI efforts.

• Contract the services of Dr. Hernandez over three years, beginning in Fall 2021 semester. (need student success deliverables)

• The Diversity, Equity and Inclusion (DEI) Committee will create and activate a college diversity and accountability plan, including a scorecard to measure progress by June 2022.

Goal 7:  Create stronger holistic, extra-academic support systems for student success, including expanded extracurricular offerings

College Initiatives:

• Childcare

  • Begin discussions with ECE faculty regarding creation of "Talk and Teach" modules around campus, aimed at elementary-age students, with possible expansion into orientation materials for recruiting middle-high school students as practicable by June 1, 2022.

  • Investigate the feasibility of NCMC partnering with other local groups to offer childcare in the Petoskey area, and complete an analysis and recommendation by 6/1/2022.

• Transportation

  • Appoint a NCMC representative to the EMGO group to facilitate the college’s participation in this important community issue by 1/1/2021.

• Housing

  • Appoint a NCMC representative to the Little Traverse Bay Housing Partnership group to facilitate the college’s participation in this important community issue by 1/1/21.

• Mental Health

  • Hire Full-time counselor by April 2020.

  • Offer dedicated workshops for faculty/staff to learn more about NCMC student's mental health and how everyone can recognize students that are searching for help by 2022.

• Food Insecurity

  • Increase the number of students supported through the Campus Cupboard in 2020-21 by 5%.

• Expand current sports available to students

  • Add one additional club sport to the college’s offerings by June 1, 2021

  • Complete a comprehensive analysis on current and future athletic offerings at NCMC by Dec. 2021.

• Create a college mascot by Dec. 30, 2021.

  • Implement Phase I by 04/30/21 which includes gathering feedback, choosing a mascot and developing the creative to be used in marketing materials.

  • Implement phase II by the end of fall 2021 semester which includes the actual costume, introduction event and public roll-out.

Goal 8:  Optimize current and future physical plant and information technology Infrastructure, while executing the projects that align with the 15-year scope of work outlined in the 2019 Campus Master Plan.

College Initiatives:

• Operate, maintain, and renovate campus facilities to serve the needs of the college.

  • Develop a facilities digital blueprint by April 1, 2021.

• Enhance integrated communication through technology by 2023-24

• Expand support of online class delivery to reach new markets for geographically or job-constrained learners by 2022.

• Complete AD/CL renovation (Phases I and II) by Oct. 1, 2021

  • Completion of Phase I is scheduled for June 2021.

  • Phase II - Additional enhancements to the building will be completed in Summer 2021

• Complete Phase I of new campus entrance by August 2021

• Bolster technology infrastructure by June 1, 2023

Goal 9:  Identify and support initiatives to increase enrollment, retention and sustainability on campus.

College Initiatives:

• Create a Strategic Enrollment Plan by Oct. 15, 2021.

  • Complete an Enrollment Management Audit by 9/1/21

  • Create a program to identify, recruit and attract 2 new student groups by 9/1/20.

  • Implement 1 new targeted intervention for student support by 6/1/21.

  • Invest in enrollment software to identify prospective students by 6/1/21.

  • Increase fall year-to-year 2023 student retention rates by 2%.

  • Increase the number of annual Full Time Equivalent (FTE) Students by 5% over 3 years

    • Increase FTE 1% by fall 2021, additional 2% fall 2022 and additional 2% by Fall 2023.

  • Increase fall to spring persistence by 2%

  • Increase student satisfaction as measured by the Student Satisfaction Survey by 2% by 2022.

• Create a Strategic Marketing Plan to promote North Central to prospective students and the communities it serves by May 15, 2021.

  • Complete Economic Impact Study by 5/1/21.

  • Complete Website Redesign by 10/31/21.

  • Expand Digital Advertising by 9/15/20

Goal 10:  Grow the college’s sources of financial capital, including philanthropic support

College Initiatives:

• Complete Conference Services Business Plan by 6/1/22

• Increase student revenue by 5% over 3 years

  • Projected level revenue increase will follow the FTE percent increase as previously stated (Fall 2021 1%, Fall 2022, 2%, Fall 2023 2%).

• Increase the number of credit certificates granted by 5% by 2023

• Create a culture of philanthropy on and off campus

  • Build base of annual philanthropic support by 10% (340 > 375 FY donors) by 6/30/21

  • Grow alumni engagement in philanthropy

    • Increase % of alumni who gave by 5% by 6/30/21

    • Capture 5 new alumni success stories to use in campaign and/or college communications by 6/30/21

  • Engage NCMC faculty and staff more in the philanthropic process.

    • Increase % of employees giving to the college by 5% from last fiscal year by 6/30/21.

    • Increase # of employees engaged in donor identification, cultivation, solicitation, and/or stewardship activities by 5% from this fiscal year by 6/30/21.

  • Each quarter, identify three college stories and develop donor and/or community communications that promote the value of the college to students, local employers, and the community as a whole.

• Launch a series of successful campaigns to elevate the student experience and help the college implement its $60M vision.

  • Raise $6.5 million in support of Building Tomorrow Together Campaign by Aug. 2021

  • Raise money in support of CATEE Campaign (timing and $$ TBD)

  • Raise money in support of Innovation Center project (timing and $$ TBD)

  • Raise money in support of Bright Futures Campaign (timing and $$ TBD)

• Establish lifelong relationships with learners

  • Design and implement a comprehensive engagement program for all who access/utilize the college by Dec. 2022.

    • Alumni

    • For Credit

    • Non-credit

    • SCRC

    • Natural Area/Harris Gardens

 

Goal 11:  Develop the college’s human capital

College Initiatives:

• Enhance recruitment and candidate sourcing capability

  • Develop a Recruitment Strategy to support internal movement of staff and external hiring, including attracting top talent and providing a positive and consistent applicant experience by Dec. 2021.

    • Electronically source talent through enhanced systems and streamlined processes.

    • Develop and monitor key metrics such as time to fill, diversity and quality of hire to evaluate effectiveness.

    • Ensure NCMC values and a position of a great place to work is clearly conveyed to prospective candidates.

  • Design and implement a comprehensive Orientation and Onboarding program by June 2022.

    • Create a process designed to welcome and acclimate new employees into NCMC’s culture

    • Implement a 90-day onboarding program to avail managers of the tools and timeframe to support newly hired or newly promoted staff and allow new employees to acquire the essential knowledge to be successful in their respective roles

  • Develop and implement an Employee Engagement and Recognition Strategy by May 2022

    • Determine appropriate recognition strategy, reinforce culture/values, improve engagement and productivity.

    • Build a sense of community and involvement amongst employees through engagement activities.

    • Develop and reinforce employee trust in leadership by gathering feedback and ideas and transparently implementing them.

  • Design a Performance Management Process that encourages and supports a performance-based employee culture by Mar. 2023

    • Ensure effective feedback is provided to position employees for growth.

    • Create an automated performance review and management process.

    • Provide a platform to deliver ongoing performance management, align employee goals with organizational strategy, address competency gaps and use data to inform professional development, merit initiatives and leadership planning.

    • Develop a streamlined approach aimed at facilitating frequent and meaningful conversations about performance and development between employee and manager.

  • Implement redesigned HR business processes and workflows, with automation to eliminate manual procedures and paper forms by March 2023

  • Create a Succession Planning Process by June 2023

    • Establish a framework to prepare a leadership pipeline to fill gaps created by retirements and turnover.

      • The succession planning process will benchmark skills and competencies, identify skill gaps and implement professional development plans to bridge those gaps.

    • Develop and implement a Board Engagement and Recognition Strategy by June 2023

      • Cultivate a mindset that defines board members as assets to be enhanced.

      • Develop and reinforce engagement, participation and active support as elements of board participation.

 

Goal 12:  Lead the region in adopting viable, environmentally sustainable practices.

College Initiatives:

• Create a multi-year sustainability plan for the college by 6/1/2023 that engages the campus and community in creating a more sustainable future.

  • Engage students in initiatives that promote leadership and service in sustainability

  • Integrate sustainability into educational curriculum and experiences

  • Model sustainability through efficient, innovative facilities and operations that educate the campus community and improve the quality of life

  • Propel awareness and sustainability beyond campus

• Advance 2 initiatives to increase sustainability on college property by June 2021.

• Develop and implement 2 new campus sustainability initiatives by March 2023.

Phase 1

• Mission, Vision, Values - Created Feb. 2020.
  • Approved by Board of Trustees March 2021.

Phase 2

• Strategic Directions & Goals - Created Dec. 2020
  • Approved by Board of Trustees March 2021.

Phase 3

• College Initiatives - Created April 2021

Phase 4

• Divisional/Department Work Plans - Created June 2021
  • Deployed July 2021

Phase 5

• Implementation - SMART Goals created 
  • Implemented July 2021

Phase 6

• Track Progress - On-going
  • Annual Performance Reviews