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Comprehensive Strategic Plan 2020-2035 YEAR 2024-251 TABLE OF CONTENTS INTRODUCTION2 EXECUTIVESUMMARY5 BACKGROUND8 ENVIRONMENTALSCAN12 SWOTANALYSIS16 2019MASTERPLAN18 THESTRATEGICPLANNINGPROCESS20 OPPORTUNITIESBEINGPURSUED22 2024-25STRATEGICPLANDETAILS(G OALS ,A CTION P LANS ,O BJECTIVES WITH KPI S )25 DICTIONARYOFTERMS29 REFERENCES31 ATTACHMENT1:K-12PUPILCOUNT&COMMUNITYCOLLEGEENROLLMENTS32 ATTACHMENT2:EMMETCOUNTYPOPULATIONESTIMATES&STATISTICS33 ATTACHMENT3:NCMCMASTERPLAN2019COSTESTIMATES34 ATTACHMENT4:YEAR-TO-YEARSTRATEGICPLANPERFORMANCE35 Thanks to the efforts of hundreds of participants in this strategic plan, including employees, community members, donors, students and alumni, North Central will reach even higher in service to our students and Northern Michigan, through efforts at enhancing our relevance and preparedness to meet the needs of a changing student population and a region that relies on the strength of its community college. 2 Thrive2035 North Central Michigan CollegeStrategic Plan 2020-2035 INTRODUCTION Thrive2035: PEOPLE, PROGRAMS, PLACES Since 1958, the College has lived up to its mission by providing quality educational access for area students, setting families, businesses and our community on a path to shared growth and opportunity. Thrive 2035 enhances its mission by transforming North Central Michigan College (NCMC) into a more sustainable, resilient, inclusive and equitable institution, driven by student success and equity. This plan positions the College to be a thriving, comprehensive institution of higher education by focusing efforts on strengthening its transfer, workforce development and lifelong learning programming in support of our vision to meet the profound demands of the global, digital, knowledge economy thathas accelerated since the COVID-19 pandemic. The 2020-2035 Strategic Plan augmentsthe College’s commitment to its people, programs and places, with Student Success and Equity at the center of all we do. • #1 PEOPLE : North Central is driven bystudent successand equityand institutionalizesa collective sense of belonging for its studentsand employees to feel cared about, accepted, respected and valued. The College is dedicated to helping each student succeed by increasing student engagement, improving completion rates and closing the Opportunity Gap by striving for equitable access and outcomes for underserved and low-income students. The College focuses beyond the classroom, enriching connections with the community, supporting the paths of students after their time with us, and bolstering the regional economy and workforce. • #2 PROGRAMS: North Central is committed to transforming the lives of our students through quality instructionrooted in collective efficacy.The College willdevelopand maintaininnovative, relevant programmingaligned with student and labor market demands for our graduates to obtainwell-paying jobs. • #3 PLACES: The college must have buildings/classrooms, technology, human resources and expanded services to support student success and the expectations of tomorrow’s higher education studentsand lifelong learners. At the same time,we will not losesight ofthe naturalenvironment andsustainabilityof the College. Thrive2035builds from the momentumsurrounding North Central’s aim to reach even higher in service to our students and Northern Michigan, throughefforts at enhancing ourrelevance and preparednesstomeet the demands of the future higher education economy.3 TIMELINE 2019-2020 Theinitial strategic planning process, which laid the groundwork for this plan,spanned 24months (2019-2021)and includedinput from a wide variety of stakeholder groups. The process was led by the Strategic Planning Action Team (SPAT)andthe first product of this process was the creation of NCMC's new Mission, Vision, and Valuesin 2020. * In 2022, slight modifications were made to the mission (for clarity) and the vision (for increased specificity and to elevate our commitment to student success and equity). The updated mission and vision are listed above. Value Statements Excellence–We hold ourselves to the highest professional standards, exceeding expectations by providing transformative learning experiences and exceptional service. Integrity-We model ethical and honest behavior, building trust and inspiring confidence. Accountable for our words and actions, we are genuine, transparent and respectful. Results-On and off campus, we continually deliver on our commitment to improve the lives of our students, our institution and its relevance to those we serve through innovation, agility and thoughtful risk-taking. Stewardship-We commit to the responsible care and growth of the human, environmental, economic and cultural resources entrusted to us. Compassion-With kindness, caring and dignity, we seek to understand and address the complex and unique needs of others. Inclusion-We strive to create a welcoming environment that embraces and respects the uniqueness of each individual and celebrates the power of a diverse community. OUR MISSION* To provide exceptional, accessible,relevant higher education to the benefit of all. OUR VISION* To become the premier student-centeredcollege, as partnerson the learning journey. As such,North Central will be recognized for its strength in transfer education, workforcedevelopment and lifelong learning, energizing thesocial and economic vitality of the communities it serves. OUR VALUES Excellence Integrity Results Stewardship Compassion Inclusion4 2021 through 2026–Timeline for Subsequent Years AUGUST • Cabinet reviewscurrent fiscal YTD performance • Cabinet creates draft Action Plans and Objectives for next fiscal year • At WBW, current fiscal year performanceis presented SEPTEMBER • Send out draft Action Plans and Objectives for next fiscal year to employees. o VPs Garner employee feedback • SPAT meeting to review current year’s Action Plans and Objectives • Finalize next year’s Action Plans and Objectives • Begin Implementation of new Action Plans and Objectives • At BOT Meeting, report to the board: o Past fiscal year Performance o New fiscal year Action Plans and Objectives DECEMBER • 3-month status update and progress evaluation MARCH • 6-month status update and progress evaluation • Assess Impact on Strategic Goals and initiate corrective action, if needed APRIL • SPAT meeting to assess impact on Strategic Foals • Cabinet to initiate corrective action if necessary JUNE • 9-month status update and progress evaluation5 EXECUTIVE SUMMARY Since 1958, the College has lived up to its mission by providing quality educational access for area students, setting families, businesses and our community on a path to shared growth and opportunity. Thrive2035 enhances its mission by transforming North Central Michigan College (NCMC) into a more sustainable, resilient, inclusive and equitable institution, driven by student success and equity. This plan positions the College to be a thriving, comprehensive institution of higher education by focusing efforts on strengthening its transfer, workforce development and lifelong learning programming in support of our vision to meet the profound demands of the global, digital, knowledge economy thathas accelerated since the COVID-19 pandemic. The 2020-2035 Strategic Plan augments the College’s commitment to its people, programs and places. • #1 PEOPLE: North Central is driven by student success and equity and institutionalizes a collective sense of belonging for its students and employees to feel cared about, accepted, respected and valued. The College is dedicated to helping each student succeed by increasing student engagement, improving completion rates and closing the Opportunity Gap by striving for equitable access and outcomes for underserved and low- income students. The College focuses beyond the classroom, enriching connections with thecommunity, supporting the paths of students after their time with us, and bolstering the regional economy and workforce. • #2 PROGRAMS: North Central is committed to transforming the lives of our students through quality instruction rooted in collective efficacy. The College will develop and maintain innovative, relevant programming aligned with labor market demands for our graduates to obtain well-paying jobs. • #3 PLACES: The college must have buildings/classrooms, technology, human resources and expanded services to support student success and the expectations of tomorrow’s higher education students. At the same time, we will not lose sight of the natural environment and sustainability of the College. Thrive 2035 is driven bystudent success and equity and addressesa series ofmajor issuesthat North Central, along with many other peer institutions, face. Examplesinclude: • Significant drops in traditional enrollment, an aging population and intense competition, • A pressing need to enhance theresidential and student life experienceat the college, • The critical need to expand its academic programming through new delivery options, with new partners in new kinds of learning spaces, • The absolute requirement to address shortcomings in ourfacilitiesin key areas, • The necessity to greatly expand, fully online program delivery, • An essential need to institutionalize a collective sense of belonging for its students and employees to feel cared about, accepted, respected and valued, • The need to ensure equitable access and outcomes for underserved and low-income students through increasedfocus on diversity, equity and inclusion, • A critical requirement to transform NCMC into a thriving, comprehensive institution of higher education to meet the profound demands of the global, digital, knowledge economy that has accelerated since the COVID-19 pandemic, • An imperative to build stronger connections and mutual support with ouralumni, and • The need to provide the college a more adequatefinancial base required to achieve our aspirations. Goals 1,2, 3, 4 This plan acknowledges that North Central must be willing to reconsider the status quo to navigate the future most effectively. 6 The Thrive 2035 Planis a fluid documentthat is updated each fiscal year soto remain viable and effective. The StrategicPlanaddressesthese environmental challenges through implementation of: • 4 Strategic Directions( SAIL ) • 4Strategic Goals, each with Action Plans and Objectivestied to KPIs for assessment VISION To become the premier student-centered college, as partners on the learning journey. Simplified Graphic Depiction. For detailed plan information seepage 25 Opportunities Being Pursued Although enrollment is projected to decline leading to minimal growth in transfer programs, the staffing needs are expected to stay the same, as NCMC is pursuing strategies to increase enrollment and revenue that will bear fruit beginning in 2022 and beyond. 7 Tactics include adding athletics and growing CTE because there are liberal arts requirements associated with those degrees. Focus is also on growing our CCE students because about 5-10 percent of North Central’s non-credit students matriculate to the credit side,eventually pursuing certificates and/or degrees that require liberal arts classes. Strategiesare also aimed atdeveloping our own talent in support of community needs vs. importing professionals. This focusesus on offering theprogramming and career connections to create a closed loop of talent production and year- round workforce demand. SHORT TERM FOCUS–current • Embedding Diversity, Equity and Inclusion (DEI) principles into all college-wide operations, practices and procedures (on-going) • Improving Campus Culture to institutionalize a collective sense of belonging for our students and employees to feel cared about, accepted, respected and valued (on-going) • ContinuingAthletics to attract more young, traditional full-time students • Increasing Online Programming • Expanding Occupational Programming to include micro-credentials and condensed program offerings MID TERMFOCUS –next 2-4 years • New/Enhanced Program Development o Engineering Technology o Information Technology (IT) o Criminal Justice (CJ) o Allied Health • ExpandingNorth Central’s taxing district • CATEE Complex and associated programs LONG TERMFOCUS–5+ years • Hospitality/tourism • Constructing a new Student Housing Complex In sum, we are confident thattheThrive 2035 Plan, driven by student success and equity, representsa 15-year visionto enableNorth Central Michigan Collegetothrive in the current higher education transformationthrough focusingon its People, Programsand Places. 8 BACKGROUND North Central Michigan College is a public, two-year community college established in 1958 and accredited by the Higher Learning Commission since 1972. The college is one of 28 public community colleges in Michigan and is primarily a liberal arts transfer institution with a single standout occupational education program, which is nursing. The last several years have seen a growth in public safety programming; however, these elements alone are not sufficient to transform NCMC into a thriving, comprehensive institution during these challenging times for higher education. NCMC is funded through local property taxes from Emmet County, State appropriations, and tuition and fees. The NCMC Foundation provides additional support. Over the four-year period 2017-18 thru 2020-21, tuition and fee revenue declined from $7.9 million to $6.4 million (audited financial statements). During the same period, property tax revenue increased from $5.8 million to $6.4 million. State appropriations vacillated between $3.4 million and $3.7 million with no consistent trend.It is expected that property tax revenue will continue to increase for 2021-22; and, that tuition revenue will continue to decline. In addition, since 2007, the K-12 school population has been steadily declining, creating additional challenges for the College’s traditional enrollment going forward. This enrollment decline is widespread, affecting colleges and universities in the Midwest and northeast in particular. This is especially true for rural institutions like NCMC, where demographic changes of any kind are often felt first. Financial Goals, Sustainability, and Future Growth. Financial growth has been challenging forNCMC. Of the three main sources of Revenue for the College, only local property tax revenue has shown a sustained growth since 2019-20. Unfortunately, the College appears limited in its ability to increase millage rates beyond current levels (due to anti-tax measures and sentiment); and, development- based tax revenue “capturing” (DDAs and TIFFs) continue to be a popular tool to raise funds for local initiatives. State appropriations have had modest increases. Unfortunately, the State has no comprehensive plan for ongoing higher education funding. Allocations are decided annually as part of the State Legislature’s budget making process. Tuition revenue, the third major source of general funds for the College, continues to trend downward. While the College has been able to raise tuition rates annually, enrollment-based contact hour (higher education’s version of billable hours) totals continue to decline year over year. Continued emphasis on improving the process of student recruitment remains a goal along with a shift from print to electronic/digital marketing. These actions represent a commitment of resources to help reverse the downward trend in tuition revenue. However, it can be argued that these actions merely off-set the shrinking pool of prospective students – especially in the local (four county) area. We are doing a better job but not seeing growth. The introduction of intercollegiate athletics is an example of new program development aimed at attracting students from outside the area. Anticipated growth in Online course offerings will tap new markets for students. The underlying Financial Plan is focused and driven by results. The intention is to budget conservatively each year and reinvest any excess revenue over expenditures in new programs and other growth-oriented initiatives. Conference Services . The College remains a niche player among the local meeting, conference, and event venues. Constraints include limitations on event space (and, growing smaller with the introduction of athletics to the SCRC and other student- centric uses for space on campus); labor shortages; and no pricing power. The Plan for Conference Services includes the following: (1) focus locally in support of the community; (2) limit event scheduling to “off-peak” times with priority for College and College-supported events; (3) utilize strategic discounting to attract smaller, under-funded groups that may not have other options; and (4) limit the size of the groups and events based on available staffing. Financially, the “small event” model works because Conference Services is part of the overall Auxiliary Activities of the College. These “activities” include housing (academic year and summer); food services; and the Bookstore in addition to Conference Services. The same workers who handle conference services also support food services. Student-generated Revenue. Next >