UPDATES
2023-2024 Tactical Activities
Highlights
Pathways and Programs
Successfully launched 4 new degree pathways; Dual Language Liberal Arts Transfer Degree,
Finance, Accounting & Marketing (under BAT). Also launched three new certificate programs;
High Tech Manufacturing Management, Health Care Management, and Gender and Women Studies.
Academic Advising
Hired a Director of Advising and Retention in December of 2023 and begun the process
of assigning all currently enrolled students an academic advisor. All new students
are paired with a pathway navigator for their on-boarding process. The goal is that
every student will have an assigned pathway navigator and academic advisor in Fall
2024.
Food Locker Distribution
Lockers are fully functional on both campus and are a beneficial resource to minimize
food insecurity for our students.
Frederick Douglass Collegiate Academy
Pre-plan Facilities and Financing/budget for years 3 and 4, including assessment of
lease of modular space: Budget discussions are scheduled to be completed late April/early
May fo 2024. The FDCA Design Team met with the architectural firm in April 2024 to
discuss the needs of modular space in the context of how space in both the modular
and McGee buildings can be used for all four years of the FDCA program.
Bertolon Center of Excellence expansion
Expansion completed and open for student use. The Henderson-Bertolon Simulation Center
will have a dedication in June to celebrate with the community and “showcase North
Shore Community College as the premiere leader and innovator of academics, career
training, and continuing education for health professionals that contribute to our
region's economic vitality and community wellness.”
Progress on tactical activities:
METRICS
Vision
An NSCC Education leads to consistently excellent and equitable life outcomes for students that in turn improve community outcomes.
4-year degree completion after transfer
Disaggregated by race, ethnicity, gender/age (lag)
Employment Earnings
Disaggregated by race, ethnicity, gender/age (lag)
Three Strategic Priorities
Align the college with regional needs to spur academic innovation and holistic student support.
Fall enrollment headcount (lead)
| FALL22 | FALL23 | FALL24 | FALL25 |
|---|---|---|---|
| 4806 | 5208 | TBD | TBD |
Program completion (lag) FTFT
| COHORT | 2 YEARS | 3 YEARS | 4 YEARS |
|---|---|---|---|
| FALL20 | 11% | 16% | TBD |
| FALL21 | 7% | TBD | TBD |
| FALL22 | TBD | TBD | TBD |
Promote Social Justice at NSCC and in the Community by delivering Equitable Student Outcomes.
First year full-time retention rate
Disaggregated by race/ethnicity (lead)
| COHORT | FTFT | YEAR 1 | YEAR 2 |
|---|---|---|---|
| FALL22 | 445 | 62% | TBD |
| FALL23 | 432 | TBD | TBD |
Course pass rate
Disaggregated by race/ethnicity (lead)
| FALL22 | SPR23 | FALL23 | SPR24 |
|---|---|---|---|
| 77% | 80% | 78% | TBD |
Early College students who enroll in NSCC (lead/lag)
Application yield rates (Lynn, Salem, Peabody, Saugus) (lead/lag)
| FALL22 | SPR23 | FALL23 | SPR24 | |
|---|---|---|---|---|
| Lynn HS | 84% | 88% | 87% | 91% |
| Peabody HS | 74% | 91% | 86% | 62% |
| Salem HS | 62% | 87% | 81% | 91% |
| Saugus HS | 74% | 89% | 81% | 86% |
Build a transformative, future-focused environment for and with the NSCC community.
Employee retention (lag)
Employee participation in professional development (lead/lag)
Return on net assets (lag)
| FY22 | FY23 | |
|---|---|---|
| Return on Assets | 8.6% | 6.3% |
Operating margin (lag)
| FY22 | FY23 | |
|---|---|---|
| Operating Margin | -4.1% | 4.5% |