2024- 2029

STRATEGIC PLAN

ECC Strategic Plan 2024-29 v.1.1, January 28, 2025

Global and National ALIGNMENT

ECC Strategic Plan 2024-29 v.1.1, January 28, 2025

SECTION I: Our Environment

• PESTLE Analysis
• SWOT Analysis

CONTENTS

SECTION II: Our Planning Context

• Mission & Vision
• Core Values
• Plan Outcome 2024-29
• Planning Overview

SECTION III: Our Strategy

• Key Segments & Value Propositions
• Strategic Themes
• Strategy Map
• Strategic Initiatives
• Critical Success Factors
• Performance Indicators

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SECTION IV: IMPLEMENTATION

• Budget
• Implementation Framework

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ECC Strategic Plan 2024-29 v.1.1, January 28, 2025

Plan 2024/29

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Section I

OUR ENVIRONMENT

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ECC Strategic Plan 2024-29 v.1.1, January 28, 2025

• The MOEY begins the rollout of its new standards for PHEIs in the 2024/25 academic year. The adoption of these new standards will require the Institution to make several operational adjustments which may affect manpower availability for some value-added activities now undertaken, but which are not accommodated by the new structure. Continuing to undertake such activities may therefore require additional persons to be contracted privately.
• Local political are suggesting a change of administration is likely with the next local general elections. This would likely see changes in the emphasis of the MOEY soon.

• The need to significantly increase revenues and generate a surplus continue to be economic imperatives for the Institution. This is especially so against the background of lower intake numbers within HEIs globally, regionally and locally with no expected improvement in Government support.
• As state support for HEIs falls globally, adopting more efficient methods of programme delivery will become increasingly crucial to the survival of these institutions.
• Recent increases to the fees charged to students on the Sixth Form Pathways Programme are expected to negatively impact student numbers; but conversely is expected to possibly trigger improvements in other areas key performance area such as persistence, delinquency and completion.

• Government initiatives centred around youth tertiary education continues to create an extremely diverse student body consisting of traditional and non-traditional (adult) learners. This will put further stress on institutions to meet the wide range of student needs .
• Research overseas suggests hybrid learning is emerging as the growing preference for tertiary students. It is likely that online and hybrid learning options will shortly become the popular choice for the majority of local tertiary students as well.

• Technologies such as chat GPT is forcing educational institutions to rethink their assessment models while they embrace such technologies as research.
• Investment in technology has now emerged as a mission-critical decision for HEIs for them to have the flexibility being demanded by their customers.
• The first teacher-less classroom which has been launched in Britain, marks a new phase in how teachers will be utilized, valued and ultimately compensated in the future.

• High-level Institutional decisions are becoming more commercial in nature with HEIs having to abide by various acts such as the new Data Protection Act (2020). This is increasing the need for managers to become aware of laws applicable to their activities and Institutions to focus on developing policies to address new legal risks.

• Feedback from stakeholders have pointed to the need for the institution to pay greater attention to the environment and aesthetics as these affect its brand. This is especially so in a period where the institution celebrates a milestone ( years), has acquired institutional accreditation and pursues university college status.

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Section I: Our Environmental - PESTLE Analysis

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ECC Strategic Plan 2024-29 v.1.1, January 28, 2025

• Committed, competent staff – 90% qualified to Masters level; growing number of faculty with Doctoral qualifications
• ISO 2001:2015 certified in some areas; Institutionally accredited
• Student-centred learning and engagement environment:
• Flexible learning modes/ expanded online offerings
• Several international partnerships which diversify and strengthen the College’s offerings
• Competitive fees
• Varied programme offering; new offering including Master’s Degree programmes
• Well-respected, high performing programmes (Nursing, SOBES and THEM programmes); several accredited programmes
• Strong relationships with community groups through the Community Empowerment Unit
• Strong internal quality assurance framework

Section I: Our Environmental - SWOT Analysis

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ECC Strategic Plan 2024-29 v.1.1, January 28, 2025

• Continued low revenue earning, inability to generate meaningful surpluses/reserves.
• Some challenges expected in making accommodations for new staff as the MOEY’s new structure is implemented.
• Academic loading under the MOEY’s new structure is expected o negatively impact manpower availability for certain administrative activities in the short term.
• Limited funds available to undertake much-needed infrastructural development
• Chronic low enrolment in some programmes;
• Low alumni support (note efforts integrated into the 50^Th anniversary activities to improve this)
• Relatively low completion/graduation rates for some programmes
• No Housing accommodations for rural and/or international students hampering regional or international recruitment for certain programmes.
• Inadequate institutional human resource capacity with respect to online teaching/support services

Section I: SWOT Analysis

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ECC Strategic Plan 2024-29 v.1.1, January 28, 2025

Section I: SWOT Analysis

• Achieving University College status/degree awarding authority which will improve the institution’s image and competitiveness.
• Increasing revenue via new programmes and short courses.
• Diversifying our student concentration/risk via graduate and specialized online programmes
• Deepening our footprint in the public sector via the Workforce Development Unit and the International Professional Certification Centre
• Expanding offerings, gaining new students via international partnerships and online programmes

• Continued funding inadequacy curtailing critical infrastructure, strategic initiatives and other institutional projects.
• Competition (local and international) negatively impacting recruitment
• Reduced productivity and staff morale if proper change management techniques are not applied to adequately manage the numerous changes the institution will need to navigate over the next 2-5 years.
• Inability to adequately deal with more diverse and complex customer needs causing low customer satisfaction ratings.

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ECC Strategic Plan 2024-29 v.1.1, January 28, 2025

Plan 2024/29

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Section II

OUR PLANNING CONTEXT

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ECC Strategic Plan 2024-29 v.1.1, January 28, 2025

MISSION 2029

VISION 2029

A world-renowned educational institution which fosters a Christian worldview, forges linkages and positively impacts our communities.

Transforming lives through quality education and training, applied research, and partnerships with local and international stakeholders.

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ECC Strategic Plan 2024-29 v.1.1, January 28, 2025

CORE VALUES (IINTAQ)

• INTEGRITY: We are consistently honest, truthful and ethical.
• INNOVATION : We continuously find ways to do things better.
• TRANSPARENCY: The basis for our decisions will always stand up to scrutiny.
• ACCOUNTABILITY: We accept responsibility for our actions.
• QUALITY: We conform to applicable standards in everything we do.

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ECC Strategic Plan 2024-29 v.1.1, January 28, 2025

PLAN OUTCOME: 2024 -29

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We operate efficiently, frown upon waste and take continuous improvement seriously. Our staff are committed to making us a better, stronger Institution.

We are cutting edge. Our people and systems are highly adaptive and easily adjust to new concepts and technologies .

Our focus remains delivering high-quality, relevant products and services which create a supply of passionate, knowledgeable and skilled individuals who add extraordinary value to their organizations, communities and country.

We acknowledge our responsibility to use the resources entrusted to us in a manner that ensures the institution’s financial health and wellbeing.

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ECC 3.0 An Optimal, Future-Ready Educational Enterprise

EFFICIENT

FLEXIBLE

SOLVENT

COMMITTED

ECC Strategic Plan 2024-29 v.1.1, January 28, 2025

Planning Overview

1. The proposed 2024-29 Strategic Plan is designed to build on the strategic and operational gains made by Excelsior Community College as it celebrates 50 years of operations in 2024. The plan’s theme “ECC 3.0: An Optimal, Future-Ready Educational Enterprise” is therefore aimed at outlining a path by which the Institution can successfully navigate the challenges of the environment and continue to grow via relevance, efficiency and effectiveness.
2. The main factors impacting the plan are:
1. Successfully adopting the new operating standards for Public Higher Educational Institutions (PHIEs) which are being rolled out by the Ministry of Education and Youth (MOEY);
2. Successfully taking over the HR functions usually handled by the MOEY.
3. Attaining University College status within the next two (2) years;
4. Improving our financial performance and strengthening our commercial viability, against the background that Government funding and student fees together have been insufficient to underwrite several strategic initiatives over the last 2 or so years,, in addition to our normal operations. This is expected to remain so for the near future.
5. Having our key market offerings restricted by franchise arrangements is a major institutional risk as this curtails our ability to respond to consumer needs and market developments.
6. There is a general downturn in enrolment at Higher Education Institutions globally, especially at the undergraduate level. This decline is projected to pick up pace from 2025 onward.

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ECC Strategic Plan 2024-29 v.1.1, January 28, 2025

Planning Overview (con’t)

2. Of note, the planning timeframe for Plan 2024/29 is extended to the traditional 5-years versus the 3-year cycle used for the preceding plan. This in recognition of the nature of the adjustments which the institution will have to make as it endeavors to meet its institutional goals.
3. Besides the change in planning horizon, Plan 2024/29 is built around the crucial imperative of sustainability based on the financial challenges the institution has faced over the last few years. The plan incorporates a major diversification in the institution’s revenue streams anchored by a deliberate expansion in non-traditional revenue sources. All other strategies are subsequently designed to support these sustainability goals.
4. Plan 2024/29 recognizes the tremendous change that the institution will be required to undergo over the next 5 years. To reduce the potential stress on the institution as it attempts to make the needed changes and increase the possibility that the plan is successfully implemented, the plan proposes an Institutional Change Management Plan be developed to guide our activities over the next 5 years. This Change Management Plan will include identification of key stakeholder, information requirements at various times and media utilization.

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ECC Strategic Plan 2024-29 v.1.1, January 28, 2025

Key Customer Segments

1. Recently graduated high school leavers seeking to gain relevant training and certification to enhance their job or entrepreneurial prospects.
2. Businesses owners and public sector managers whose staff require upskilling.
3. Business owners who require specialized training and skill development.
4. Employees seeking to acquire specific skills and/or certification for self actualization, job retention, career advancement or career switching purposes.

2024 – 2029 Strategic Plan

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ECC Strategic Plan 2024-29 v.1.1, January 28, 2025

Key Customer Segments

2024 – 2029 Strategic Plan

Plan 2024/29

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Section III

OUR STRATEGY

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ECC Strategic Plan 2024-29 v.1.1, January 28, 2025

Key Segments and Value Propositions

Recently graduated high school leavers seeking to gain relevant training and certification to enhance their job or entrepreneurial prospects.

1. Businesses owners and private sector managers whose staff require upskilling.

Business owners who require specialized training and skill development.

Employees seeking to acquire specific skills and/or certification for self actualization, job retention, career advancement or career switching purposes.

• Value Points: Accessibility, Variety, Cost

• Value Points: Relevance, cost, speed,

• Value Points: Relevance, speed, flexibility

• Value Points: Relevance, speed, flexibility, accreditation and/or certification.

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ECC Strategic Plan 2024-29 v.1.1, January 28, 2025

Strategic THEMES

Financial Stability

Student Success & Satisfaction

Brand Positioning

Staff Optimization

Cultivation of a long-term, sustainable institutional enterprise

Improvement of our operations to reduce costs and enhance customer satisfaction

Students achieve their goals in the least possible time and graduates are the best advertisement of our brand

We are recognized as a top option by those in our target markets

Our Institution is staffed by highly skilled & motivated professionals workers

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ECC Strategic Plan 2024-29 v.1.1, January 28, 2025

PERSPECTIVES

Strategy Map

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Processes

Finances

People

Products

Students

ECC Strategic Plan 2024-29 v.1.1, January 28, 2025

Strategic Initiatives

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ECC Strategic Plan 2024-29 v.1.1, January 28, 2025

Plan 2024/29

Critical Success Factors

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ECC Strategic Plan 2024-29 v.1.1, January 28, 2025

Critical Success Factors

FINANCE

• Funding adequacy for operations and strategic initiatives
• Zero-based budgeting
• Aggressive growth of both fee and non-fee income

ACADEMICS

• Improved lecturer accountability via pass rate & lecturer satisfaction performance targets
• Relevant, ECC-OWNED programs
• Greater focus on student profiling
• Strengthen of the curriculum development unit in preparation for the expanded role it will undertake due to institutional accreditation
• Student support initiatives
• Curriculum optimization

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PROCESS & METHODS

• Re-engineering of inter-department procedures where possible for efficiency and greater customer satisfaction.
• Improved risk management

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IT SUPPORT

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MISSION CRITICAL !!!!

• Data mining/ data analysis support
• Platform integration & streamlining

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PHYSICAL ENVIRONMENT

• Emphasis on safety (more students = > risks)
• Aesthetics
• Fit-for-purpose environment
• Digital interactive points
• Cost-effective plant maintenance

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ECC Strategic Plan 2024-29 v.1.1, January 28, 2025

RESEARCH & MARKETING

• Data-driven marketing
• Product development & diversification
• Modernization of website
• Optimized student feedback
• Engagement with professional industry (representation) groups
• Spearhead student engagement across all campuses
• Provision of needed data
• Brand management

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STAFF OPTIMIZATION

• Improved onboarding
• Lecturer training
• Customer care orientation
• Improved knowledge and application of emotional intelligence
• Mandatory conflict resolution/ mediation training
• Workshops led by industry professionals for faculty lecturing in selected courses.

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Critical Success Factors

Mission Critical!!

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ECC Strategic Plan 2024-29 v.1.1, January 28, 2025

Performance Indicators

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ECC Strategic Plan 2024-29 v.1.1, January 28, 2025

Performance Indicators

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ECC Strategic Plan 2024-29 v.1.1, January 28, 2025

Performance Indicators

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ECC Strategic Plan 2024-29 v.1.1, January 28, 2025

Plan 2024/29

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Section IV

IMPLEMENTATION

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ECC Strategic Plan 2024-29 v.1.1, January 28, 2025

BUDGET

2024 – 2029 Strategic Plan

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NOTES: SBP = Total Strategic Plan Budget

Efficiency & Effectiveness budget includes strategic ICT upgrades/replacements

Financial Stability budget includes Business Development expenses

ECC Strategic Plan 2024-29 v.1.1, January 28, 2025

Principal

IMPLEMENTATION FRAMEWORK

BOARD APPROVAL

2024 – 2029 Strategic Plan

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ECC Strategic Plan 2024-29 v.1.1, January 28, 2025