ECC Excels ECCs Strategic Plan Access Success Completion Strategic - - PDF document

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ECC Excels

ECC’s Strategic Plan

Strategic Plan Focus Areas

Access Completion Engagement Operations Success

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Excels: Targets

• 1. Enrollment: Moderate increase of 1.75% annually

starting in 2017‐2018 (flat enrollment in 2016‐2017)

• 2. Faculty/Staff Diversity: Increase in faculty minority

rate from 10.1% to 18.4%

• 3. Retention: Increase from 53.5% to 62%
• 4. Graduation: Increase from 19.4% to 24.8% in the 3‐

year graduation rate

• 5. Degrees Awarded: Increase from 2,474 to 2,800 by

2020‐21

• 6. Time‐to‐Degree: Decrease from 4.01 years to 3.75

years

Access: Open Questions

 Accessibility: is there an aggressive plan to address disabled access? Is #1 clear?  Cost: Is a rational tuition plan feasible?  Curriculum: Will the college create a dedicated seed fund in the current fiscal climate?  Distance Learning: Is staffing adequate to support goals?  Employee Diversity: Are the diversity goals too aggressive?  Intake: Is there adequate IT support to automate communication?

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Completion: Open Questions

 Completion Workflows: How aggressive should the transition to self‐service be?  Data: How close are we to a 360‐degree view?  Distance Learning Success: Does the college have a strategic and comprehensive understanding of the future of online learning?  Student Placement: Should the college move to eliminate placement testing and stand‐alone developmental courses? Should there be more aggressive use of embedded remediation?  Support: Are faculty advisors being effectively utilized for support purposes?

Engagement: Open Questions

 Civic Engagement: What kinds of measurements are possible beyond a fiscal impact analysis?  Employee Development and Engagement: How difficult will it be to establish periodic and consistent training on the academic side?  Student Engagement: Is the single initiative aggressive enough?  Workforce Development: How can we operationalize the use of the Office as an academic program incubator?

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Operations: Open Questions

 Administrative Processes: Can faculty resistance to losing spaces and rooms be overcome when adopting a zero‐based schedule? Are all units currently equipped with adequate management expertise to perform workflow and process analysis?  Facilities: Are supervisors consistently in the loop on facilities changes? Does it make sense to pursue a School of Nursing in the current fiscal climate?  Finance: Is this sufficient given the Middle‐States mandate to clearly connect resource allocation to assessment and planning?  Quality: Do offices have the management expertise to think in terms of performance indicators? What kind of training would be required to accomplish these goals? Is this area aggressive enough in the area of academic assessment?  Technology: Is there an effective management structure to review facilities proposals?

Success: Open Questions

 Workforce Success and Job Linkage: Have we properly envisioned the future of college‐workforce connections? Is this an area which requires longer‐term visionary focus?  Successful Transfer: Is there a centralized transfer function at the college that will take ownership of transfer success?