Strategic Plan 2021-2025

Strategic Priority:  Student Success

We will meet our students where they are and provide the academic support and resources they need to achieve their educational goals.

Overall goal:  Increase the number of students earning postsecondary credentials.

  • Identify barriers to success.
  • Implement a comprehensive wraparound services plan to reduce those barriers.  
  • Engage the community in improving student success.

  • Implement a first-year experience program.
  • Create additional engaging on-campus experiences (ex. fine and performing arts, intramural/ club sports, intercampus transportation for activities).
  • Create co-curricular student development and academic activities.

  • Develop a proactive communication plan for enrolled students.
  • Fully employ Dropout Detective.
  • Implement a guided pathways structure (e.g. career exploration within a pathway during first semester).

Strategic Priority:  Enrollment

We will provide equitable access to life-changing educational opportunities for all learners.

Overall goal: Increase enrollment in education and training programs that anticipate and respond to community needs.

  • Enhance academic support and student services for online students.
  • Expand niche programs outside of our region (military, other states, etc.) and possibly nationally with selected programs.
  • Conduct comprehensive assessment of delivery of online programming.

  • Enhance academic support and student services for CTE and career academy students.
  • Build and begin operations at CTE facilities approved in the March 2020 bond referendum.
  • Expand career academies, with both existing and new programs.
  • Integrate credit and CE programming to address workforce needs.
  • Enhance and integrate guided pathways from CE to CTE programming.

  • Develop recruiting messages and materials focused on value/return on investment.
  • Fully integrate guided pathways, beginning in high school.
  • Develop more work-based learning opportunities, with career exploration on the front end.
  • Create stronger connection between EICC FT faculty and high school concurrent instructors and students.
  • Develop and implement a plan to convert more students from Adult Education programs to short-term credential and credit programs.

  • Identify factors preventing individuals from enrolling and develop measures to remove or help students overcome them.  
  • Develop a stronger Credit for Prior Learning process to attract more non-traditional students.
  • Review course scheduling and delivery to ensure students can get the courses they want and need.
  • Improve course placement processes and revise as necessary to ensure proper placement.

Strategic Priority:  Equity

We will foster an inclusive culture that respects diversity and in which equity is a fundamental consideration for policy and decision making.

Overall goal: Achieve equity in student access leading to student success.

  • Provide employee training and professional development around equity and inclusion.
  • Develop and implement a process to review policies, procedures and decision making from an equity perspective.
  • Implement recruiting, hiring and promotion practices that ensure opportunities for diverse staff.

  • Disaggregate and analyze data to identify gaps and develop actions to address them.

  • Implement enrollment plans with benchmarks for specific underrepresented groups.
  • Involve all employees, and students as appropriate, in intentional, targeted community outreach and engagement.

Strategic Priority:  Innovation

We will foster a culture of innovation and high performance in college operations in an environment that supports risk taking.

Overall goal:  Maximize effectiveness through future-focused initiatives and efficient use of resources.

  • Seek out educational, business and industry, civic and governmental partnerships to enhance our ability to serve students and the community.

  • Review key processes for opportunities to automate or streamline via technology.
  • Expand online resources and student-facing processes.

  • Secure grants that support mission-driven initiatives.
  • Identify and develop new target markets, including CTE, adults with some college, non-profit organizations, etc.

  • Implement a comprehensive, strategic approach to new program development, including more fully engaging Continuing Education as a research and development function.
  • Engage more EICC employees and community partners in discussions about data and trends to identify program growth areas.

Adopted by EICC Board of Trustees November 15, 2021