Message from the President
This is our way forward.
I am proud to present Eastern Connecticut State University’s Strategic Compass. This document has been shaped by the collective voices of our faculty, staff, and students, containing elements that are bold, thoughtful, and deeply mission-driven. It has also benefited immensely from the diverse perspectives of our alumni, Foundation Board, community partners, Regents, system actors, and state leaders.
Together, we have reflected on our dual identity: our unique designation as Connecticut’s public liberal arts university and our vital role as a regional public university. In doing so, we are recommitting to a culture of excellence and inclusion, establishing institutional goals that honor our heritage while boldly imagining our future.
Higher education is facing significant headwinds — forces that threaten to pull many institutions off course. This Compass sets our direction; it is an adaptable, authentic framework designed to protect and project our values through this period of challenge and upheaval. Rather than a static, traditional strategic plan, this is a living document. We will revisit it, reshape it, refine it, and enhance it as needed. This is what the times require. This is our shared commitment. This is our way forward.
It is an honor to serve the Eastern community, and I look forward to the work ahead as we continue this journey together.
Karim Ismaili
President, Eastern Connecticut State University
Planning Definitions
The language of the Compass
Mission
Eastern's enduring and unique sense of purpose
Values
Expressions of Eastern's attitude, standards, character, and commitments
Vision
Eastern's desired future state in which the impact of its mission is maximized
Goals
Organizing themes that, taken together, define Eastern's strategic trajectory
Areas of Focus
Sources of opportunity or deficiency at Eastern that demand careful attention
Actions
Intentional, achievable steps that propel Eastern forward in an intentional way
Metrics & Targets
Indicators that help Eastern to evaluate its progress in advancing goals
Planning Framework
How the pieces work together
1
The Eastern community embodies the institution's overarching values, creating the necessary energy for the University to advance its mission and reach for its vision.
2
A manageable number of enduring goals channel this energy through an organizing structure.
3
For each goal, the ongoing identification of areas of focus helps to prioritize critical course corrections within an ever-changing environment.
4
Informed by the areas of focus, actions propel individual goals forward and transform intentions into forward movement.
5
Metrics help to gauge institutional progress, while targets continually refine aspirations and expectations.
Mission
Eastern Connecticut State University engages students from diverse backgrounds in a transformative, liberal arts learning experience that provides knowledge and skills to lead enriching and purposeful lives.
Vision
Eastern Connecticut State University aspires to be widely regarded as a premier public liberal arts institution, with graduates who embody the University’s mission throughout their lives.
Values
What we stand for
Academic Excellence
Eastern embraces rigorous academic standards and intellectual inquiry as a benchmark for all of its students, faculty and staff. This expectation informs every mode of learning on campus, from individual courses and degree programs to University presentations and cultural events.
Engagement
Members of the University community develop intellectually, creatively and socially through active and reflective learning in and outside the classroom, interdisciplinary studies, and individual and collaborative research.
Inclusion
Eastern is committed to providing educational access while building a campus community that embraces diversity and differences, enriched by a global perspective.
Integrity
Members of the University community are expected to behave ethically and honorably. Learning encompasses both intellectual and character development.
Empowerment
Eastern fosters a safe, nurturing environment that promotes intellectual curiosity, student achievement and lifelong learning. Through rigorous inquiry and personal interaction, members of the community grow confident as independent, critical thinkers.
Social Responsibility
Social responsibility is promoted and encouraged at Eastern through serving those in need; being active in the community; protecting our natural resources; and engaging in the democratic political process and other socially responsible actions. Social responsibility includes an ethical commitment to oneself and the community at large.
Innovation
The Eastern community continually experiments with new ideas and novel approaches that transform the educational enterprise and create value for all those it serves.
Eastern’s Goals
Six enduring goals define our strategic trajectory
Select a goal to see its areas of focus and the actions we are considering — or already taking — to move forward.
Progress at a Glance
For Consideration
Underway
Completed
Tabled
Goals endure for the life of the plan; action steps are added, advanced, completed, or tabled over time. Here is where each goal’s action steps stand today. Select a row to explore that goal.
Goal 1 — We are striving to…
Sharpen our academic identity to make it increasingly clear and compelling.
Areas of Focus
We can succeed if we pay particular attention to…
1-1demystifying the liberal arts and better telling our story
1-2contributing to statewide, regional, and national conversations on the liberal arts
1-3breaking down academic silos and enlivening interdisciplinary pursuits
1-4introducing students to full-time faculty sooner (e.g., LAC 100/101)
1-5tracking alumni success more systematically
1-6providing opportunities for lifelong learning for all populations at all times of the year
1-7modeling an equitable, accessible, and just democracy in which Eastern serves as a responsive and transformative agent of change
1-8coordinating external relations efforts (proactive and responsive)
Together, these are the steps we are considering — or already taking — to move forward…
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Stronger alliances with AAC&U, AASCU, Campus Compact, COPLAC, and other key national organizationsUnderway · June 2026Beginning June 2026, President Ismaili serves as President elect of COPLAC (Council of Public Liberal Arts Colleges).
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Development of a clear and shared understanding of the liberal arts for internal and external audiences
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Website redesign to highlight the advantages of the liberal arts
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More consistent connections to liberal arts learning outcomes within course objectives
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New employee orientation module devoted to Eastern's designation
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Statewide campaign focused on the value of the public liberal arts in Connecticut
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Campus participation in COPLAC activities, including BLC and conferences
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Reestablishment of Eastern's Employability Initiative
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Employer needs survey to better gauge the criticality of the liberal arts
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Development of internship and applied learning program across all disciplines
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Establishment of new and relevant academic programs
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Topical interdisciplinary symposia and events to foster connection and dialogue
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Broadening of faculty engagement with ELAC from both academic schools
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Restructuring of academic meetings that occur prior to convocation during Warrior Welcome
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Continued development and implementation of mentoring program under auspices of Retention Think Tank
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Faculty meet-and-greets for first-year students
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Intentional data gathering and sharing of alumni information
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Deployment of an alumni-focused website
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Redesign of Bachelor of General Studies as a flexible pathway for non-traditional students
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Development of new and relevant certificates/credentials
“It's no exaggeration to say that my professors at Eastern have guided me to be the best version of myself as both a student and a lifelong learner.”
— Eastern alumna
Goal 2 — We are striving to…
Elevate student success and improve the overall student experience.
Areas of Focus
We can succeed if we pay particular attention to…
2-1deepening our culture of putting students first
2-2investing in and better connecting supports for student mental health and wellness
2-3strengthening collaboration among the Divisions of Academic Affairs, Student Affairs, and Student Success and Enrollment
2-4increasing the equitability of access to high-impact practices and other co-curricular opportunities
2-5building and/or modernizing student learning, living, and recreational spaces
2-6improving retention through better case management
2-7leveraging technology solutions to boost student success outcomes
Together, these are the steps we are considering — or already taking — to move forward…
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Emphasis on student-centered scheduling
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Opportunities for students to be an integral part of institutional planning and policymaking
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Retention Think Tank projects on student onboarding and progression
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Regular customer service training for student-facing offices
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Regular professional development opportunities focused on changing needs of today's students
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Revitalization of Wellness Warriors program
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Institutional awareness campaign on the range of supports available to students
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Interdivisional collaborations catalyzed by SIP grant and engagement with the Gardner Institute
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Structured program of ongoing opportunities to share professional ethos and commitment across divisions
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Revitalization of living/learning communities in student housing
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Institutional inventory of high-impact practices and identification of key barriers to access
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External assessment of high-impact practices
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Program advising and financial support for students earning competitive national awards and fellowships
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Exploration of public/private partnerships for new student housing
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Exploration of public/private partnerships for a new recreation center
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Institutional study examining best practices in student case management approaches
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Additional professional capacity for student case management through SIP grant
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Procurement of an integrated student success CRM with training for faculty and staff
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Comprehensive evaluation of CRM's impact on student success outcomes
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Development of an Eastern smartphone app
“What I really love about Eastern is I think it's impossible to fail here. I think it's impossible because of how much everyone around you cares.”
— Eastern student
Goal 3 — We are striving to…
Invigorate our relationships with the town and region to advance bolder and more imaginative initiatives together.
Areas of Focus
We can succeed if we pay particular attention to…
3-1developing more compelling opportunities for the local community to visit campus
3-2boosting educational, artistic, and athletics programming throughout the summer
3-3coordinating external relations efforts (proactive and responsive)
3-4increasing public awareness for Eastern's socioeconomic impact on the local community
3-5promoting Eastern Passport and other opportunities to support local businesses
3-6exploring possibilities for Willimantic and Eastern to create a bona fide “college town”
3-7making meaningful connections to tribal organizations and living up to the commitments of the Land Acknowledgement
Together, these are the steps we are considering — or already taking — to move forward…
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Windham scholars program for students from Windham High and Windham Tech
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Reinvigorated partnerships with CT State Quinebaug Valley and CT State Three Rivers
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Expanded conference services unit
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Comprehensive plan for summer programming
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Feasibility of a summer arts and culture festival
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Performing arts and public lecture series in the FAIC Concert Hall
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Establishment of a virtual center for corporate and public engagement
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Additional professional capacity for government relations and advocacy
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Further growth and maturation of the Small Business Resource Center
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Development and public release of a study detailing the institution's regional economic impact
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Social media campaign for Eastern Passport
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Annual event to thank and further collaborate with participating Eastern Passport vendors
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Formalized partnership with Willimantic Renaissance, Inc. (WRI)
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Increased employee participation in town governance and community organizations
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Deployment of new digital campus map highlighting off-campus venues
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Curricular and co-curricular development opportunities reflective of the Land Acknowledgement
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Programming that examines history, including through the lens of the Land Acknowledgement
“One of Eastern's strengths lies in its ability to connect students with the community in meaningful, lasting ways — fostering not just academic growth, but civic responsibility and a deeper sense of purpose and belonging.”
— Eastern staff member
Goal 4 — We are striving to…
Nurture a university culture that continually seeks new opportunities and strives to operate at the leading edge of innovation.
Areas of Focus
We can succeed if we pay particular attention to…
4-1improving and modernizing the operations and processes of all divisions to support the needs and aspirations of the campus community
4-2developing better systems and processes for tracking, recording, and communicating institutional decision making and progress
4-3making available shared spaces, resources, and data to encourage a spirit of innovation
4-4achieving new academic and professional associations that align with Eastern's mission and teacher-scholar model
4-5nurturing a culture of evidence-based decision making
4-6building capacity to secure and manage external grants and other revenue-generating opportunities
4-7supporting the ECSU Foundation in boosting private support for the University's strategic priorities
4-8incentivizing curricular innovation and new program development
4-9positioning Eastern as the nexus of the liberal arts and responsible AI
4-10enriching the intellectual livelihood of faculty as teacher-scholars and celebrating their pedagogical, research, and creative achievements
Together, these are the steps we are considering — or already taking — to move forward…
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Comprehensive and coordinated process efficiency audit
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Development of an enterprise risk management system
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Expansion of Warrior Consulting initiative to include internal consultation on process improvements
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Introduction of institutional project management function within Division of Technology Services
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Electronic dashboards to monitor goals, areas of focus, actions, and metrics of the Strategic Compass
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Launch of a dynamic, institutional policy page on Eastern's website
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Establishment/refinement of standard operating procedures for key areas
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Establishment of a Makerspace for students
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Innovation showcase and grants showcase (similar to CREATE)
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Development of technology resource guides to raise awareness of available tools
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Centralization of most often needed student information in data warehouse
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Ongoing series of data workshops for academic units
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Population of dynamic dashboards by Institutional Research
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Additional professional capacity for external grant applications across the University
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Improved policies, procedures, and training for all grant-related endeavors
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External advisory councils (institution, schools, select academic departments)
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Strong partnership with the ECSU Foundation to advance key elements of the Strategic Compass
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Institutional seed grant program to foster academic innovation and position the University for external funding support
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Refinement of processes for new program development
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Regularized industry and labor market input to guide program and credential development
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Establishment of an interdisciplinary AI Center
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Institutional assessment of AI across the curriculum
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AI-related programming for faculty through the Center for Teaching, Learning, and Assessment
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Showcase of faculty scholarship and creative endeavors
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Celebration of faculty excellence
“As we enter an age dominated by AI and technology, the value of face-to-face connection becomes more important than ever, and Eastern can provide that through its liberal arts mission.”
— Eastern faculty member
Goal 5 — We are striving to…
Bolster our capabilities for attracting students from traditional and emerging populations.
Areas of Focus
We can succeed if we pay particular attention to…
5-1clarifying the University's philosophy and nomenclature pertaining to non-traditional students and programs
5-2fostering a more welcoming and inclusive campus culture for non-residential students
5-3creating more opportunities for more seamless undergraduate-to-graduate pathways
5-4improving employee skill sets and adding talent to engage emerging student populations more effectively
5-5strengthening lines of communication with family members of prospective students
5-6harnessing the talent and connectivity of the greater Eastern community to support enrollment efforts
Together, these are the steps we are considering — or already taking — to move forward…
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Examination of internal definitions of students and program types
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Development of a clear strategy around dual enrollment students
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Broad-based awareness campaign to highlight Eastern's graduate students and programs
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Direct outreach program to commuter students to assess challenges and needs
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Additional gathering spaces specifically designed for commuter students
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Policy update to allow for double-counting of graduate and undergraduate credits
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Development of an admissions strategy focused on seamless undergraduate-to-graduate pathways
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“4+1” connections with other colleges and universities
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“3+3” connection with law school programs
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Assessment of opportunities to better meet the language needs of the local community and region
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Prioritization of hiring multilingual admissions counselors
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Virtual family check-ins with family members to share information
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Establishment of Family Hub
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Comprehensive email campaign with Admissions to educate family members on key topics
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Development of a comprehensive Strategic Enrollment Plan that aligns recruitment, retention, and student success initiatives
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Creation of a volunteer program with training to support enrollment efforts
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Program of alumni-hosted events for prospective students
“I am enthusiastically supportive of introducing students to full-time faculty sooner. My relationships with full-time faculty were paramount to my success as a student here.”
— Eastern alumnus
Goal 6 — We are striving to…
Strengthen Eastern's spirit of community and support its people.
Areas of Focus
We can succeed if we pay particular attention to…
6-1advancing University spirit
6-2expanding opportunities for the recognition of faculty, staff, and students
6-3creating individual and shared opportunities for faculty and staff professional development in support of Eastern's strategic goals
6-4energizing a culture of care through employee-centered initiatives
6-5focusing on ways to improve employee onboarding and retention
6-6creating the conditions for Eastern to be recognized as a top place to work
Together, these are the steps we are considering — or already taking — to move forward…
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Ongoing programming and outreach led by the Warrior Spirit Group
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Design and execution of a plan to connect the institution back to its history
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Establishment of a club for retired faculty and staff
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Comprehensive review and refinement of all recognition programs for faculty, staff, and students
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Deployment of an online and on-demand professional development program
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Annual Community Development Day aligned with the goals of the Strategic Compass
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Series of in-person health and wellness events held in conjunction with the Office of the State Comptroller
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Development of employee affinity groups
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Improved, regular onboarding of new part- and full-time faculty by CTLA and deans
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Improved, regular onboarding of new non-faculty employees by HR and other key offices
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Optional mentoring program for new employees
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Exploration of “Great Colleges to Work For” designation through the Chronicle of Higher Education
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Creation of institutional webpage showcasing faculty, staff, and administrators who go “above and beyond”
Metrics
How we gauge our progress
Just as Eastern’s strategic goals describe the institution’s aspirational trajectory, a diversity of metrics provide a common framework for evaluating progress. These indicators serve two interconnected purposes: to provide the campus community and stakeholders with an enduring, objective, and transparent understanding of the University’s advancement; and to inform dynamic decision making at every level.
Some of these metrics will require the institution to develop new data-collection instruments, processes, and capacity. Eastern’s desire to measure long-term liberal arts outcomes represents a significant leap forward — and perhaps a first-in-the-nation undertaking for a regional public university. Undaunted by the challenge, Eastern embraces it as an exciting opportunity for shared discovery and innovation.
Broad-Based Institutional Indicators
Irrespective of our strategic goals, we gauge overall institutional progress by considering…
Graduation and Retention Rates
Applications and Enrollments
Student-Faculty Ratio
Average Class Size
Faculty with Terminal Degrees
Average Unmet Financial Need
Credit Completion Ratio
Endowment and Non-Tuition Revenue
Goal-Specific Institutional Indicators
We gauge our progress in advancing each goal by considering…
- integrated marketing materials focused on the value of the liberal arts
- media mentions and placements describing Eastern's commitment to the liberal arts
- participation by faculty and staff in meetings of professional organizations centered on liberal education
- understanding of Eastern's liberal arts philosophy and its connectivity to career readiness — among students, family members, employers, decision-makers, and the public
- number of interdisciplinary programs (majors, minors, certificates)
- number of students participating in/completing interdisciplinary programs
- interdisciplinary faculty collaborations (grant proposals, academic papers, conference presentations, etc.)
- percentage of first-year students enrolled in a LAC 100/101 section taught by a full-time faculty member
- average percentage of first-year students' course load taught by full-time faculty
- NACE First Destination Survey — student completion rate and outcomes
- percentage of students undertaking future graduate study (per National Student Clearinghouse)
- employment outcomes as captured by LiveAlumni
- participation in open-to-the-public educational events
- student satisfaction at multiple points in the educational journey — learning, advising, support services, student life, safety
- CAPS counselor-to-student ratio
- number of wellness programming events
- student participation in wellness programming events
- student participation in HIP-centered co-curricular activities (disaggregated)
- utilization of scholarship funding for co-curricular experiences
- percentage of faculty actively using student success platform
- percentage of automated vs. manual alerts/campaigns and comparison of persistence/GPA outcomes
- number of local partnerships
- effectiveness and impact of local partnerships
- number of public-facing events
- participation in public-facing events
- number of facilities rentals
- revenue from facilities rentals
- number of students taking advantage of Eastern Passport
- number of businesses participating in Eastern Passport
- revenues derived from Eastern Passport
- number of regional Native American students (both matriculated and non-degree)
- number of students participating in internships/practica connected to local tribes
- assessment of Land Acknowledgement commitments by tribal leaders
- baseline process audit
- number of automated processes
- estimate of time savings/error reductions resulting from automated processes
- number of institutional datasets open to community use
- usage statistics on open institutional datasets
- number of accreditations
- percentage of students participating in programmatically accredited academic programs
- number and value of grant applications submitted
- number and value of grant applications awarded
- number of new degree and non-degree programs launched
- enrollment in new programs
- number of curriculum revisions submitted
- utilization of existing curriculum development incentives (AAUP curriculum development grants)
- percentage of student-facing offices with extended hours
- number of “4+1” and “3+3” programs
- percentage of students participating in “4+1” and “3+3” programs
- percentage of students completing both undergraduate and graduate segments of “4+1” and “3+3” programs
- time to completion for “4+1” and “3+3” programs
- percentage of employees pursuing professional development to work with emerging student populations
- recruitment yield for emerging student populations
- retention and progression outcomes for emerging student populations
- number of communications materials developed specifically for parents
- open/click-rates for parent-focused communications materials
- percentage of communications materials available in languages other than English
- breadth of communications materials available in languages other than English
- broad-based participation in weekly Warrior Spirit days
- number/range of recognition events and opportunities
- participation rates in professional development activities
- utilization of existing professional development resources
- employee wellbeing survey
- employee retention and turnover rates
- new employee surveys during onboarding
- structured exit interviews for departing employees
- recognition categories within CHE's Great Colleges to Work For
CSCU Indicators
We gauge our statewide commitments to accessibility, completion, and talent by…
- 1.Degree to which Eastern's traditional undergraduate student population reflects the demographic make-up of the state's graduating high school seniors (particularly in the eastern half of the state)
- 2.Number of students successfully earning Eastern credit through dual- or concurrent-enrollment courses
- 3.Average level of unmet financial need for first-time, transfer, and continuing students
- 4.Share of students making use of academic support services in the Academic Success Center
- 5.Median time to degree for first-time and transfer students
- 6.Number of students earning certificates or other kinds of credentials (generally less-than-minor-sized clusters of courses in a subject or interdisciplinary grouping)
- 7.Number/share of students participating in curricular or co-curricular community engagement events
- 8.Number/share of students engaging with programming from Office of Career Success
- 9.Monitoring assessment outcomes for ELAC learning outcomes as part of university assessment plan
How Is Eastern Changing Lives?
We gauge the long-term impact of our liberal arts mission by the extent to which our alumni lead…
Lives of Consequence
Leadership
Guiding and influencing organizations and communities
Altruism and Civic Engagement
Contributing to the common good; serving others; participating in democracy
Lives of Inquiry
Continued Learning
Sustained intellectual curiosity and growth throughout life
Cultural Involvement
Engagement with the arts, ideas, and the life of the mind beyond one's profession
Lives of Accomplishment
Fulfilling Life
Satisfaction with life and career and being reflective on the meaning of life
Personal Success
Through professional contributions and success
Detweiler, R.A. (2021). The Evidence Liberal Arts Needs: Lives of Consequence, Inquiry, and Accomplishment. MIT Press.
Glossary
Abbreviations used throughout the Compass
AAC&UAmerican Association of Colleges and Universities
AASCUAmerican Association of State Colleges and Universities
AAUPAmerican Association of University Professors
AIArtificial Intelligence
BLCBeard Leadership Circle
CAPSCounseling and Psychological Services
CHEChronicle of Higher Education
COPLACCouncil on Public Liberal Arts Colleges
CREATECelebrating Research Excellence and Artistic Talent at Eastern
CRMCustomer Relationship Management
CSCUConnecticut State Colleges and Universities
CTLACenter for Teaching, Learning, and Assessment
ECSUEastern Connecticut State University
ELACEastern Liberal Arts Core
FAICFine Arts Instructional Center
HIPHigh-Impact Practice
HRHuman Resources
LACLiberal Arts Core
NACENational Association of Colleges and Employers