SOAR to 2024

ECC created its comprehensive strategic plan SOAR to 2024 in 2018–19. The development process included widespread involvement, including employees, students, and community members. The mission and vision remain front and center in campus decision-making, and the values and strategies are embedded in campus operations. Progress monitoring is ongoing, with updates provided regularly to campus and the board of trustees.

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


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
    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.
    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)

    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 FY21 Actual number of 50,263.5 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)

    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.

    • Assess the course schedule this year
    • Customer Relations Module vetted and deferred
    • Assess the implementation of RootEdAdvisor
    • Assess Athletics expansion
    • SEMR Committee actively engaged in planning and assessment of the recruiting, onboarding, retention, completion
  • 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
    • Successfully completed Year 3 of 4 of the HLC Assessment Academy
    • Ten-year cycle of Comprehensive Review implemented
    • Annual Assessment Report and Plan (AARP) implemented
    • Engaged faculty for Spring 2021 for collection of ISLO Critical Thinking Outcome with a Fall, 2021 Colloquy planned for review, analysis, and actions plans
    • Upgraded Student Outcomes Dashboard
    • Curriculum Mapping of ISLOs complete


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
    Identify projected class sizes (high school).
    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.
    Established Early College Academy with four area high schools (2021-22).
    • Early College Enrollment includes students who have not completed high school or homeschool. These students fall into two categories –dual credit and dual enrollment. Dual credit students take classes at service area high schools, and dual enrollment students take classes online or at an ECC location.
    • In order to account for shifts in participation (Early College Academy, Three for Free Scholarship Program, Free & Reduced Lunch Waivers, and target population changes), a revised metric and goal were established in Fall 2020 to reflect Early College Credit Hours.
    • Annual credit hours are calculated based on census data at Fall, Winter, Spring and Summer terms.
  • Goal
    Increase the number of students transferring to four-year institutions by 15% by June 30, 2024

    This metric was chosen to support our mission as a transfer institution. Data reflects students who transfer with or without graduating.

    Students must transfer within three years. This data is verified and reported to NCCBP the following fall.

  • Goal
    Create ten new in-operation training partnerships for specific programs as part of a Work Here, Train Here initiative by June 30, 2024

    Aerofil, Sullivan — Industrial Maintenance Technician

    • 15 apprentices completed at Aerofil Industries
    • Certificate completion
    • 2–3 year apprenticeship
    • 10% to 50% increase from starting to current wages

    Registered Apprenticeships

    • US DOL Registered Apprenticeships — 22 Area Manufacturers — Employer Partners
    • 34 Current Apprentices. Goal: 58–67 — Fall 2021/Spring 2022(Credit & Non-Credit)

    Pre-Apprenticeship Program

    • $75,000 grant from Office of Workforce Development — June 2021
      • Manufacturing and Health Care (Boot Camp) 30 participants
    • Pre-Apprenticeship — Path to Registered Apprenticeship

    New partnerships include:

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


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
    • 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.


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)

    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.

    The Rolla Strategy Group held biweekly meetings from September 30 to November 23, 2020 to develop a Rolla Comprehensive Plan.

    Comprehensive Plan Objectives

    Objective 1: Improve ECC Rolla Facilities


    • Remote technical support for employees
    • Current classroom and student support services spaces
    • Identify partnership options, space estimates, potential locations, and funding sources for comprehensive Rolla facility


    • Concept design of comprehensive Rolla facility
    • Foundation matching campaign to fund facility

    Objective 2: Increase Business and Industry Partnerships


    • Explore AEL-CNA/CMT program pathway or Patient Care program
    • Survey Rolla area business & industry leaders to assess needs
    • Access grant funding for a part-time pre-Apprenticeship Coordinator
    • Promote customized training options


    • Establish High School-to-Hire Pre-Apprenticeship Program
    • Create Rolla consortium with area manufacturing partners
    • Explore consultant partnership for technical training

    Objective 3: Increase Rolla Annual Credit Hours to 9,000


    • Successfully onboard and enroll students for 21FA
    • Multi-year staffing plan commitment to support enrollment growth
    • Assess Rolla student retention data
    • Offer IET/Industrial Maintenance Certificate


    • Expand articulation agreements
    • Early College Academy with area high schools
    • Grow campus connections program with Missouri S&T
    • Design 2-year course schedule to allow for credit hour capacity increases

    Objective 4: Increase Community Outreach and Further Develop Brand


    • Commit to Summer Learning Academy in Rolla
    • Biweekly PR liaison visits
    • Develop PR & Marketing campaign
    • Establish external Rolla advisory group to assess operations and identify needs


    • Develop annual spring service event
    • Biannually assess educational options in Rolla area
    • Dedicated part-time PR Rolla staff member

    Objective 5: Improve the Rolla Student Experience


    • Improve onboarding experience
    • Redesign ECC Rolla website
    • Expand tutoring services onsite
    • Establish stipend for Rolla SGA officers


    • Increase number of active Rolla student organizations
    • Expand onsite academic department sponsored events
    • Increase opportunities for prospective students

    Download Full Rolla Comprehensive Plan

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

    • A debrief of the FY21 process was held on August 12th, 2021
    • Quarterly budget reviews planned
  • Auxiliary departments will operate at a financially self-sustaining level by June 30, 2023

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

    • Student vaccine keytag incentive
    • Contactless ordering and delivery
    • Online apparel store
  • Increase alternative revenues by June 30, 2024

    Grant Opportunities

    GEER Excels Funding
    • $868,643 Total Funding
      • Renovate the former HVAC lab in Hansen Hall
      • Relocate AEL and CNA programs from ECTC
      • Two new positions
        • Career Navigator
        • Wellness Navigator
  • Improve Composite Financial Index (CFI less pension liability) to 2.0 by June 30, 2024

    FY20   3.22
    FY19   2.35
    FY18   1.23
    FY17  0.50