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SOAR to 2024

On August 26, 2019, East Central College’s five-year strategic plan, SOAR to 2024, was unanimously approved by the Board of Trustees.

SOAR to 2024 features a new mission and vision for the college, as well as a new set of values. Additionally, five major strategies will help shape the future of the college.

“I am grateful for the countless hours of work that have gone into the development of the plan,” said. Dr. Jon Bauer, president. “We now turn our attention to implementation. I am excited and incredibly optimistic about what’s in store for East Central over the next five years.”

In 2018, East Central College partnered with CampusWorks to help design a strategic plan. Since that time, the company has worked closely with East Central College administration, faculty, staff, Board of Trustee members and the strategic planning committee to ensure that all stakeholders had a voice in the process.

View the SOAR to 2024 Strategic Plan

Strategies and Progress
  • Pathways
  • Partnerships
  • Employees
  • Rolla
  • Financial Strength

Pathways

Develop clear academic and career pathways with personalized support to increase enrollment and promote student success.

  • Goal
    Create a Guided Pathways model to help students identify their goals and barriers, and to chart clear routes to timely completion by progressing through carefully sequenced courses with recognizable academic milestones and integrated support services by June 1, 2023
    Progress
    Develop multi-semester academic course schedule.
    In use at both campuses.
    Identify milestone courses in each pathway.
    Completed. Pathway maps are complete and will be used by students in Falcon Seminar this semester.
    Provide campus-wide professional development sessions on student planning software, intrusive advising and the pathways model.
    Upcoming.
    Add Grit Assessment to the Accuplacer Next Gen or Foundations of Student Success course.
    Team decided against this action.
    Align Foundations of Student Success course with academic pathways.
    Falcon Seminar redesign implemented Fall 2020.
  • Goal
    Develop effective and efficient credit and non-credit programs that support students’ attainment of academic and career goals by June 30, 2024
  • Goal
    Increase annual credit hour production to 60,000 by June 30, 2024 (baseline 52,000)
    Progress

    Credit Hour Production is calculated from credit hours at end of term for Summer, Fall, Winter, and Spring, includes dual credit. The goal of 60,000 credit hours was set in 2019-20 as part of the Strategic Plan development. The FY20 Actual number of 51,101 is preliminary and will be official in October when it is submitted to IPEDS.

  • Goal
    Award 720 degrees and certificates annually by June 30, 2024 (baseline 522)
    Progress

    This metric is calculated for each fiscal year which ends June 30th. The SOAR to 2024 Strategic Plan included an end goal of 720, with incremental goals established in 2019-20. This information is submitted to IPEDS each year. The most recent disaggregate data is found in the Fact Book.

  • Goal
    Build a culture of assessment around Institutional Student Learning Outcomes across the curriculum and in co-curricular programs and activities by June 30, 2024
    Progress

    During the pilot program this summer, 60 class sections (40 courses) were included. 45 faculty participated, and also the Rolla PTK chapter.

    In this sample of courses 60% of the performance indicators were addressed in instruction.

Partnerships

Strengthen partnerships with local high schools, higher education institutions, and employers to drive intellectual and economic development in the region.

  • Goal
    Increase early college headcount
    Progress
    Identify projected class sizes (high school).
    Send survey to Three for Free students and faculty at the close of summer session.
    Completed for 2019, in progress for 2020.
    Develop communication plans for high school partners and students.
    Evaluate course offerings to target Three for Free students per survey results of summer 2019 completers.
    Managed seat offerings with Deans, increased headcount by 22%.
    Develop school and program specific pathways that lead to postsecondary enrollment at ECC.
    Identify ways to assist eligible high school students in funding early college enrollment.
    Develop external marketing plan around Inspiring Excellence Together.
  • Goal
    Increase the number of students transferring to four-year institutions by 15% by June 30, 2024
    Progress
  • Goal
    Create ten new in-operation training partnerships for specific programs as part of a Work Here, Train Here initiative by June 30, 2024
    Progress

    New partnerships this year include:

    • Brewer Science
    • Canam Steel
    • Gateway Extrusions
    • Ziglin Signs
    • Union Ambulance

Employees

Create a culture of collaboration and learning to attract, retain, and develop diverse and talented employees.

  • Goals
    • Enhance the knowledge and skills of employees through relevant professional development as measured by the professional development section of the Chronicle Great Colleges to Work For survey (65% positive responses by the 2024 survey administration; baseline 61%)
    • Recognizing that the recruitment and retention of faculty and staff is critical to the institution’s success, the college will commit to providing competitive compensation (salary and benefits) on par with peer institutions
    • Strengthen collaboration among employees as measured by the collaboration section of the Chronicle Great Colleges to Work For survey (65% positive responses by the 2024 survey administration; baseline 48%)
    • Develop an active recruitment plan to attract diverse and talented employees for implementation no later than January 1, 2023
    Progress
    • Staff Professional Development: Outlook and Teams were identified as areas of need for training.
    • Compensation: Staff and faculty compensation strategies are being developed in separate work groups, with current research involving other community colleges as well as the compensation study. Survey results indicate this is the topic of greatest concern to employees.
    • Recruitment: Targeted recruitment strategies are employed for specific needs.
    • Retention: The employee onboarding process has been improved.
    • Collaboration: Cross-departmental problem-solving groups are used regularly to address significant issues.

Rolla

Expand our presence and offerings in Rolla to enhance the college’s impact throughout our region.

  • Goals
    • Define and communicate a comprehensive plan for Rolla by June 30, 2020
    • Create a comprehensive communication and marketing plan for Rolla to be initiated on October 1, 2020
    • Increase Rolla annual credit hour production to 9,000 by June 30, 2024 (baseline 5,877)
    Progress

    On September 18, 2020, over 60 employees gathered via Zoom to examine information related to our Rolla site. Participants worked in breakout rooms and their input is being examined by a cross-college group to develop a Comprehensive Plan for Rolla by Nov. 20, 2020.

Financial Strength

Secure financial strength to sustain institutional viability.

  • Create a comprehensive budget process that includes forecasting by June 30, 2020

    Revised budget process utilized for FY21

  • Auxiliary departments will operate at a financially self-sustaining level by June 30, 2023

    Continues to be a goal with CWD, Bookstore, Café Central

  • Increase alternative revenues by June 30, 2024

    Grant Opportunities

  • Improve Composite Financial Index (CFI less pension liability) to 2.0 by June 30, 2024

    FY19   2.35
    FY18   1.23
    FY17  0.50