(As part of the 2025 - 30 Strategic Plan)
| Alignment | A state of agreement and cooperation among individuals, groups, processes, documents, etc., about what should be done, how, and why. |
| Academic Master Plan (AMP) | An overview that outlines an institution’s overall academic priorities and how those priorities will be met in alignment with the overall strategic plan. |
| Activities | The tasks that will be completed in order to implement a strategy. |
| Annual Goals | Shorter-term objectives that reflect planned activities and outputs for the year, like completing research studies or delivering training sessions. 2 |
| Annual planning cycle | The process by which the institution sets priorities and makes adjustments to the strategic plan. At NPC this includes evaluating, adjusting, and setting new strategic priorities. |
| Environmental scan | As part of ongoing assessment, a process for identifying facts and trends in the external environment that are likely to affect the organization in its future work. |
| Facilities Master Plan (FMP) | A document that describes an overall physical (facilities) development concept through maps and narrative. The Facilities Master Plan reflects a strategy to provide the facilities that support the college’s Strategic Plan. It also includes a detailed list of property preservation projects. 2 |
| Goal | A broad, long-term desired outcome that addresses a foundational challenge and supports the strategic direction. This is the “what” we’re aiming to achieve over the next 3–5 years. |
| Impacts (End Outcomes) | The long-term, broader effects of the program. Examples include reduced injuries, increased graduation rates, or improved community well-being. They are often tied to the program’s strategic mission. 1 2 3 |
| Initiative | A specific program, project, or effort launched to help achieve a strategic goal. This is the “how” you’re moving the needle - focused, resourced efforts. |
| Inputs | Resources that a program uses to operate, such as funding, staff, time, equipment, and data. Inputs are what the program invests in order to function. 1 2 3 |
| Institutional Plans | A comprehensive road map that outlines an organization’s long-term goals, priorities, and actions to achieve its mission and vision. Includes current and future plans such as: Academic Master Plan, Facilities Master Plan, Technology Master Plan, Student Services Plan, and Workforce Development Plan. |
| Measure | A quantifiable and qualitative value that is used to track progress toward strategic goals and objectives. 5 |
| Metric | The identified indicator that is measured to determine if a goal is met and by how much. 6 |
| Mission | An institution’s stated purpose or reason for existence.7 |
| Objective | A clear, measurable result that contributes to the success of an initiative. Usually short- to mid-term milestones, specific outcomes you can track and evaluate. |
| Outcome | Outcomes may be qualitative or quantitative. They explain how well a goal was achieved, not just whether or not something happened. |
| Outputs | The measurable services or products provided by an institution and can easily be counted by a number. Outputs are the direct products or services delivered by the program’s activities, such as the number of events held, materials produced, or participants served. They answer the question: What did we do or deliver? 1 2 3 For example, the number of annual graduates.7 |
| Strategic Direction | The overarching area(s) of focus, as informed by institutional mission, vision, and values, that dictate priority actions and initiatives for any given strategic planning cycle. These are high-level, long-term outcomes the organization aims to achieve that directly support its mission. They typically align with desired impacts in the logic model. 2 Think of it as the organization’s compass - it guides all major decisions and priorities. |
| Strategic Planning | The process of defining the organization’s direction, setting goals, and determining actions and resources needed to achieve those goals. It often involves assessing internal capabilities, understanding the external environment, and aligning operations with the overall mission and vision. 2 |
Strategic Priority/ Priority Action | Broad concepts or SMART projects that contribute to the completion of strategic goals. A key organizational undertaking to move the organization forward toward attaining its strategic direction. 8 |
| Strategy | A plan of action created to achieve a goal or a vision or to address a strategic issue.9 |
| Technology Master Plan | A guide for the use of resources for IT systems and services used throughout the higher education institution.9 |
| Values | The foundational beliefs that direct an organization’s conduct, decision-making, and cultural environment. |
| Vision | A description of what the institution (and key parts of the external environment) will look like if the institution achieves its full potential.9 |
