Strategic Plan 2025-2029
Plans don’t succeed because they’re written.
They succeed because people bring them to life.
The strategic goals outlined in this plan are the result of a year-long, college-wide effort rooted in EICC’s mission to provide high-quality education and training that drives student success and strengthens our communities. Shaped by input from students, faculty, staff, and community partners, this plan reflects the values and priorities of those who know EICC best.
Grounded in collaboration and shared purpose, these goals offer a clear, actionable path forward. Their success will depend on our continued commitment to Envision, Ignite, Cultivate, and Convene in service to the people and communities we support.
Envision
Enrollment & Retention
We help students see what’s possible and support their decision to take important steps with us.
Concurrent Enrollment Conversion
Accelerate the conversion rate of concurrently enrolled high school students by 1% annually.
Continuing Education
Grow continuing education contact hours by 2% annually.
Online Retention
Implement targeted strategies that increase online student retention by 3 percentage points.
Non-Traditional Enrollment
Achieve a 5 percentage point increase in non-traditional student enrollment.
Non-Traditional Retention
Boost the retention of fall-to fall non-traditional students by 5 percentage points.
Ignite
Student Success
We fuel potential by challenging and supporting students to achieve their goals—inside and outside the classroom and beyond.
Graduation Rate
Increase Arts and Science IPEDs (150%) graduation rate to 40%.
Full-Time Student Enrollment
Grow post-secondary fulltime enrollment to 45%.
Transfer Rate
Raise the one-year post graduation, four-year institution transfer rate of Arts and Science students to 70%.
Support Services Awareness and Access
Develop and implement a districtwide campaign to expand student awareness and usage of support services, increasing each by 5%.
Cultivate
Campus Climate & Efficiencies
We grow and strengthen a culture where students and employees can do their best work and thrive together.
Employee Retention
Raise employee retention by 2 percentage points.
Center for Teaching, Learning, and Development
Create a center and provide at least four supplemental professional development opportunities to faculty and staff by 2027.
Deferred Maintenance, Technology, and Space Utilization
Construct a plan by 2027 to address maintenance, space use, program growth, and future enrollment, and include projects and cost estimates through 2035.
Convene
Community Outreach & Engagement
We bring together community collaborators, resources and ideas to expand opportunities and strengthen our region.
Advisory Board Model
Create a district-wide advisory board model
Based on best practice by August 2027. Pilot the model in at least three programs during the 2027–28 academic year, followed by full implementation across all programs.
Grants Office Team
Build a district-wide Grants Team
By July 2028 to increase grant submissions by 15% and grant awards by 5%.
District Community & Partner Directory
Establish a new internal directory
To build engagement with community, business, and industry partners. Have at least 6 interactions with each contact annually.
Business & Industry Survey
Survey at least 150 employers by March 2026
To assess business and industry training needs. Analyze results and publish recommendations by June 2026 to guide workforce and program planning.
Strategic goals will be accomplished by 2029 unless otherwise stated.