In September 2018, in accordance with Virginia Community College System (VCCS) Policy 2.15, the State Board for Community Colleges directed the Chancellor of the VCCS to conduct a detailed assessment to determine the viability and sustainability of Eastern Shore Community College (ESCC). The Chancellor appointed a team of VCCS staff to conduct the assessment in coordination with the president of ESCC. As a result of the assessment, the Chancellor, with the support of the assessment team, recommended that ESCC undergo a three-year “reboot” period designed to establish ESCC as a strong, sustainable college. The reboot will require the college, in consultation with the VCCS, to rethink and significantly alter practices in order to improve how the college responds to the unmet educational and training needs of the Shore. The college will implement measures to enhance efficiency and efficacy of administrative services, pursue opportunities for new and joint programming, and strengthen delivery of services.

The Chancellor and the assessment team endorse the following goals and objectives that will be necessary for ESCC to more efficiently and effectively meet the needs of the Shore. These goals and objectives form the foundation of the college’s work over the next three years, though they are not exhaustive. ESCC leadership, faculty, and staff will need to identify additional actions to support the reboot efforts. The president of ESCC will provide written bi-annual updates to the Chancellor on progress toward executing these goals and objectives as well as other actions identified by the college.

At the conclusion of the reboot period in July 2022, the college will be reassessed using the established thresholds in VCCS Policy 2.15. The results will either signal the viability of the college, or the State Board will seek an additional detailed assessment to determine whether the college should be consolidated with another Virginia community college.

Goals and Objectives of ESCC Reboot Period

ESCC, in consultation with the VCCS system office, shall implement measures to refocus and reinvest in mission-centric functions while minimizing administrative and personnel costs.

• Hire new president (Year 1)
• Identify and execute cost-saving measures associated with consolidation of administrative functions with another VCCS institution, resulting in reduced annual administrative personnel costs without sacrificing the quality of teaching and learning (Year 1)
• Identify and implement opportunities to consolidate select student services while maintaining support structures necessary for student success and documenting adherence of all SACSCOC requirements (Year 1)
• Adjust faculty, staff, and administration schedules to ensure campus operating hours seven days a week and evenings (Year 1)
  • Modify staffing assignments, including faculty, to ensure appropriate coverage of administrative and student services (Year 1)
• Develop a plan (Year 1) and adequately fund (Year 3) faculty and staff professional development, including succession planning

ESCC shall actively engage public and private organizations to identify and implement partnerships that offer mutual benefits and bring enhanced opportunities to the Shore. 

• Explore expansion of existing relationship with Virginia Tech and VIMS to include academic pathways, service to industry on the Shore, and faculty collaboration and professional development (Year 2)
• Collaborate with public secondary schools and Broadwater Academy to identify shared challenges and possible efficiencies through partnership (e.g., shared facilities and faculty)
  • Determine feasibility of on-campus dual enrollment college academies (Year 2)
• Develop (Year 1) and execute (Years 2 and 3) strategy to rejuvenate the college’s role as the “hub” for community engagement
• Pursue grants in collaboration with other government/nonprofit organizations, including other VCCS colleges, to support academic and workforce training programs and to promote postsecondary access and success (Years 1-3)
• Establish ongoing internship and apprenticeship programs with key regional industries and employers, including but not limited to: healthcare, hospitality, poultry production (Tysons and Perdue), aquaculture, agriculture, and aerospace (NASA Wallops Flight Facility) (At least 1 in Year 1 and additional 2 in Year 2)

ESCC shall directly align academic and workforce programs to the community’s needs, including how programs are delivered. 

• Expand access by implementing synchronous online training for general education courses with other VCCS colleges (Year 1) and offer synchronous training across ESCC remote sites (see recommendation 4), once established (Year 2)
  • Identify and outfit synchronous online education stations within the new building (Year
    • and at remote sites, where possible (Year 2)
  • Conduct internal program viability assessment and identify programs of greatest need; add and discontinue programs accordingly (Years 1 and 2)
  • Identify and pursue opportunities for joint programming with other VCCS colleges (Year 1)
    • Identify program areas for which there is a modest community demand, but not great enough to sustain an independent program; create program agreements with other VCCS college(s) to deliver responsive curricula to meet the ebb and flow of demand (Year 2)
  • Engage with other VCCS colleges to identify opportunities for equipment sharing (e.g., CDL and mobile labs) in order to minimize cost of program development, while still providing access to trades programs (Years 1 and 2)
  • Engage regional employers to identify workforce solutions and demands, particularly in the four areas identified in the Regional Economic Development Plan (Year 1)

ESCC shall implement strategic and cost effective methods of addressing barriers to student access and success. 

• Identify potential sites (Year 1), secure facilities and begin use (Year 2) of remote classroom locations in the Eastern Shore population centers – Cape Charles and Chincoteague – to offer synchronous courses with the main campus
• Consider block scheduling to minimize transportation barriers (Year 1)
  • Adjust course schedules to align to Star Transit (public bus) schedule, as appropriate (Year 1)
  • Course schedules should be predictable from term to term and conducive to working students with limited access to internet and transportation (Year 1)
• Partner with the ESCC Foundation to provide up-front (and reimbursed) expenses with the Chesapeake Bay Bridge Tunnel Educational Toll Fund (Year 1)
• Engage community partners and members to develop mentorship program (Year 2)