Skip to content


Strategic Plan Details 2023-24

Strategic Priority 1 - Student Success

Strategic Goal 1 - Increase Student Success

Sub Goal 1.1 - (PERC) Persistence, Enrollment, Retention, Completion (People)

  • Update the disaggregated PERC data from IR report by October 31, 2023.
  • Student Success Committee to Identify the greatest opportunities for improvement from the overall and disaggregated data by March 31, 2024.
  • Select improvement objectives for those areas of opportunity by March 31, 2024. Examples of objectives are below:

- Increased applications by ___%

- Increase FTE students by ___%

- Increase conversion rate of dual-enrolled students to FT   students after high school graduation by  ___%

- Increase fall to winter persistence by __%

- Increase fall year-to-year retention by ___%

- Increase completion rate by ___%

 - Increase transfer rate by ___%

 - Decrease withdrawal rate by ___%

  • Create a PERC data dashboard by June 30, 2024

  • IR Committee to review CCSSE information and present opportunities for improvement, if any, to cabinet by Dec. 31, 2024.

Sub Goal 1.2 - Student access, engagement, and support (Programs)


  • Institutionalize a Sense of Belonging for students to feel cared about, accepted, respected and valued through the Pedagogy of Real Talk practices at North Central through 2028.

    - Create a Continuity Plan to institutionalize Dr. Paul Hernandez's teachings at NCMC following the conclusion of his services.

     - Confirm funding is available from the college and philanthropy to continue Real Talk program to completion (7 years total). (Stephen, Tom and Chelsea)

     - Track student success data associated with faculty and student services participation in the program. Need to determine a measure of success for student services group.

     - Update HEED Assessment scorecard to measure progress by December 2023 (DEI Committee). Lynn to assist here


  • Research Jenzabar's capacity to implement a shopping cart approach for course registration (credit) and identify options for shopping cart approach for non-credit course registration


  • Execute a 2nd Career Fair
  • Create a baseline number of students served (offered career opportunities) upon which to measure future increases. 
  • Contract, design and implement Modern Campus Career Pathways and Connector products on our website by Feb. 2024


  • Increase funding to the Student Emergency Fund - raise $50k by June 30, 2024


  • Expand in-district access beyond Emmet County

    - Develop a case to expand in-district access beyond Emmet County

    - Test case with superintendent group and influencer focus groups

    - Test impact of case on Emmet County tax payers

    - Test financial impact of college's deliverables to Charlevoix County given projected revenue.

    -  Make final recommendation to board of trustees to proceed or not


  • Identify funding needed to offer "free tuition" or a "North Central promise" by December 31, 2023
  • Explore fundraising ideas by March 30, 2024
  • Identify philanthropic funding sources for Fast Track student aid - raise $300,000 by June 30, 2024


  • Create and implement a plan to Reinstitute Student Honors Event by Dec. 31, 2023
  • Establish an alumni engagement plan by Dec. 31, 2024

Sub Goal 1.3 - Facilities and technology (Places)


  • Develop a facilities digital blueprint by April 1, 2024.
  • Determine if new classroom technology is meeting the needs of faculty for program delivery.
  • Bolster technology infrastructure by June 1, 2024 - To rebuild the college's entire network to minimize dropped connections and provide consistent connectivity to all on campus.
    Increase the number of IP addresses at the college - When you turn on a device and it sends out a signal for a new IP address, we don't have enough IP addresses.


  • Complete Phase I of new campus entrance by August 2024
  • Prepare fundraising plan to assist with CATEE funding
  • Revisit potential funding sources by December 30, 2023

Strategic Priority 2 - Academics

Strategic Goal 2 - Update and expand academic programming.


  • Complete a strategic evaluation (program review) of NCMC’s current 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 starting by Winter 2024 which begins a 5-year review cycle.


  • Improve dual enrollment and Early College gateways by utilizing the plan to develop high school teachers to meet Higher Learning Commission (HLC) instructor qualifications by June 2025.


  • Explore potential for NCMC to offer GED instruction.

No Objective 



  • Increase non-credit revenue from all non-credit offerings, not just 2 new courses
  • Fundraise to support achievement of non-credit revenue increase.

Strategic Priority 3 - Investment in People

Strategic Goal 3 - Foster employee engagement and retention.


  • Improve communication and transparency, share PERC data via data dashboard with all faculty and staff by WBW Winter 2024
  • Explore a way to emphasize and coordinate our commitment to professional development for all employees by hiring a Director of Training in CCE to work with HR to train internal employees by 12/30/23.
  • Develop and administer an internal communication strategy by Nov. 2023.
  • Create an event/method to officially recognize employees with an award by April 30, 2024.


  • Create and announce a version of NMC's policy and associated procedure for a hybrid-work option process by December 2023.


  • Design an Innovation Funding Process that encourages and supports a solution-based employee culture based in part on rewarding employees that exhibit characteristics of best practitioners.

Strategic Priority 4 - Leadership

Strategic Goal 4 - Grow to be the region’s community leader in the areas of sustainability and community collaboration. 


  • Meet at least 2 times per year to share information to increase advocacy, engage in strategic planning:
                -   President's Commission
                -   Manufacutring Advisory Board
                -   Nursing Advisory Board
                -   Public Service Board
                -  CIS Advisory Committee
  • Develop a college advisory guide that helps facilitate the work of academic advisory committees by June 2024
  • Explore expanding advisory committees and/or boards for all terminal degrees including fast track.


  • Add all community events that are being held at the college annually to the college calendar.
  • Review revenue impact of community discounts offered by Conference Services by Nov. 2023.


  • Identify a sustainability champion by Jan 2024.
  • Create a comprehensive proposal (including project description, research, budget, facilities and administrative costs, timeline, etc.) for presentation to cabinet that identifies 2 new campus sustainability initiatives by Dec. 2024.


  • Create an abbreviated pro-forma for dental hygiene by Sept 30, 2023
  • Determine college's role in possible child care solutions (CCI Project Phase II)
  • Seek funding ($?) for any college-based CCI solutions by June 2024


  • Host inaugural athletics rally by September 30, 2023
  • Determine event or other way to recognize community members in service to the college (such as Founders Society, Emeritus status, etc.) by June 30, 2024


Picture of a page in a dictionaryDictionary of Terms

The purpose of this section is to define common terms used in North Central's Thrive 2035 Strategic Plan.

Best Practitioners (vs. Best Practices)

A practitioner is someone practicing a skilled profession for which special education or licensing is required. North Central should seek to invest in employees who are “best practitioners” vs. focusing only on following best practices.

Collective Efficacy

Collective efficacy refers to a shared belief that the college’s employees can have a positive impact on student achievement. “We’re all in this together.” “Together we will get you through.”


Students choose a program of study, make timely progress and earn a degree or credential.


Diversity is the bringing of people from various backgrounds and experiences together on North Central’s campus.


Making sure that each student receives what he or she needs to succeed. North Central strives for equitable access and outcomes for underserved and low-income students.


The ongoing process of improving our systems and processes to meet every student’s needs, especially those in marginalized groups.

IPEDs Data

The Integrated Postsecondary Education Data System (IPEDS) is a system of interrelated surveys conducted annually by the U.S. Department of Education's National Center for Education Statistics (NCES). IPEDS annually gathers information from about 6,400 colleges, universities, and technical and vocational institutions that participate in the federal student aid programs. North Central is a participating college.

KPIs – Key Performance Indicators

Key Performance Indicators (KPIs) are the critical (key) indicators of progress toward an intended result.

Opportunity Gap

“Opportunity gap” is the preferred terminology to replace “achievement gap” when referring to our students. North Central’s approach should be focused on filling “opportunity gaps” instead of referring to “achievement gaps.” The gaps in achievement result from gaps in opportunity.


The percentage of students who return to college at any institution for their second year.


The number of students who re-enroll in the same college.

Sense of Belonging

Students and employees feel that they matter and are cared about, accepted, respected and valued.

Student Access

The ways in which North Central’s actions and policies ensure—or at least strive to ensure—that students have equal and equitable opportunities to take full advantage of their education.

Student Engagement

Student engagement is a measure of a student's level of interaction with others, plus the quantity of involvement in and quality of effort directed toward activities that lead to persistence and completion.

Student Success

Student success is determined by the goals and personal situation of each individual student. The measure of student success is how well students are prepared to accomplish their current and future academic, personal, and professional goals through the development of knowledge, a sense of responsibility and self-reliance, and a connection to the college and wider community.

Student Transfer Rate

The number of students who transfer to a 4-year institution and go on to earn a bachelor’s degree.

Time-to-Completion Rate

The time it takes students who start a degree program at North Central to complete it.


North Central’s definition of workforce is that students that graduate from North Central must secure strong employment opportunities in well-paying jobs.