Strategic Plan

Engaging students, changing lives

North Hennepin Community College creates opportunities for students to reach their academic goals, succeed in their chosen professions, and make a difference in the world.

Opportunity without limits, learning without end, and achievement beyond expectation.

We believe in the power of education to change lives. Toward that end, we:

• Inspire intellectual curiosity
• Embrace diversity of all kinds
• Foster trust and respect
• Expect quality and continuous improvement
• Encourage creativity and innovation
• Promote individual responsibility and integrity
• Invest in professional and personal development
• Build strong, collaborative partnerships
• Serve as responsible stewards of college resources

North Hennepin Community College is dedicated to upholding anti-racist and inclusive work practices and moving toward systems that benefit us all. We acknowledge that we are on Indigenous land, the traditional territories of the Dakota people. We recognize that human diversity is a fundamental strength of our community and that racism and oppression have caused the long-lasting and grievous harm of historical trauma. North Hennepin Community College, together with historically marginalized communities, is committed to advancing racial equity, closing the opportunity gap, and improving college access to communities that experience racial inequities. North Hennepin Community College will incorporate racial equity as a standard part of decision-making processes as we strive for a complete state of physical, mental, and social wellbeing across the student and employee experience.

North Hennepin Community College stands firm against homophobia, transphobia, and gender-based violence in all its forms. We are committed to cultivating a campus environment in which lesbian, gay, bisexual, transgender, nonbinary, two-spirit, asexual and queer students, staff, and faculty have safety, representation, inclusion, and equity. We actively foster the academic and personal success of LGBTQIA2+ students through programming, services, and support, while simultaneously deepening the campus community's understanding and appreciation of LGBTQIA2+ people and issues. Our dedication extends to upholding queer joy and implementing trans-inclusive practices in all aspects of our work. We pledge to persistently continue to work toward creating a strong culture of resistance against oppression in all its manifestations.

A two-day workshop in February facilitated by our task force members to a five-phase process: Getting Organized, Data Gathering, Sense Making, Vision Conference, and Goals Conference. Task force members were assigned projects to capture broad input from internal and external stakeholders. 

Task force members engaged in conversations, written and face-to-face, with more than 850 internal and external stakeholders to inform us of their awareness, knowledge, and perception of the college. 

The task force spent a full day reporting their findings. They agreed upon four strategic themes that would become the focus of the planning process. The themes were Completion, Excellence in Teaching, Inclusivity, and Transferability. Task force members wrote concept papers to elaborate on these themes and their importance to the college. 

At this meeting, task force members and representatives from business, industry, and the community discussed the concept papers to identify key elements that led to the creation of a Preferred Future statement. This is a shared aspirational vision for the college intended to guide the work of all employees.   

Leveraging the Preferred Future statement and themes, task force members and additional college stakeholders developed initial action plans for each theme. 

The campus community was provided regular updates throughout the process including duty day presentations in August and April. 

You can find the Preferred Future statement and the four strategic themes along with their corresponding strategies on the following pages.

Executive Sponsor: Julio Vargas-Essex, Vice President of Student Affairs & Enrollment Management

Completion measures are essential for evaluating learning success. Accreditors and federal agencies use IPEDS Graduation Rates to assess institutions. NHCC aims to improve its graduation and transfer outcomes for its students.

Strategies:

• Intentional course scheduling to accommodate student needs

• Transition from reactive to proactive degree awarding plan

Executive Sponsor: Dawn Belko, Vice President of Finance and Facilities

As a community college, many NHCC students are preparing to transfer to a university. Smooth transfer of credits either into NHCC or another institution is critical for supporting student’s educational journey as it promotes accessibility, equity, and efficiency in higher education.

Strategies:

• Streamline transfer process both into and out of NHCC

• Increase and strengthen transfer agreements

Executive Sponsor: Derrick Lindstrom, Vice President of Academic Affairs

NHCC aims to provide quality education comparable to universities, emphasizing undergraduate research, guided pathways, and workplace experiences. This is accomplished through meeting our students’ educational needs, providing affordable and high-quality education, collaborating amongst peers, integrating career & academic learning in our programs, and supporting continuous faculty development.

Strategies:

• Implement New Faculty Orientation

• Strengthen Faculty Development

Executive Sponsor: Melissa Danner, Vice President of Human Resources

Inclusivity at NHCC is a commitment to meeting the diverse needs of students and the community. By addressing non-academic barriers, fostering connections, and investing in inclusive infrastructure, NHCC can create an environment where every individual feels valued and empowered to succeed.

Strategies:

• Enhanced Orientation over the student’s 1st semester/FYE

• Enhanced Student Services (find more funding for understaffed needs)

Strategies were the initial Action Plans identified as part of the strategic planning process. These strategies may be augmented as we move through the implementation of the Strategic Plan. That determination and recommendation will be left up to the work groups.