Chancellor Rogers’ Message, January 2025

Dear ECU Students, Faculty, and Staff,

As we begin 2025, it is an opportune time to set the scene for the months ahead. A new legislative session began this month and next month we anticipate the UNC Board of Governors will finalize the long session operating budget priorities, which will likely include a request for a recurring performance funding pool connected to the performance metrics.  There is a direct correlation between the metrics that determine a portion of our institutional funding and our student success agenda.  

We remain focused on:

• Improving four-year graduation rates and undergraduate degree efficiency.
• Increasing the average student credit hours earned per year to promote timely degree attainment.
• Reducing student debt at graduation for both first-time and transfer students.
• Managing education and related expenses per degree.
• Enhancing our sponsored research and licensing income to support innovation and discovery.

To thrive in this environment, ECU is committed to enhancing outcomes across several critical areas. Let me remind you how we are aligning our efforts to achieve these goals around student success, which is all of our collective responsibility. Many of our institutional priorities tie directly to student success metrics which include: 

Data-Informed Student Retention Goals

Each college and the University as a whole will pursue clear, data-driven goals to improve student retention. By identifying areas of need and leveraging data to inform decisions, we aim to provide targeted support that fosters student success.

Enhanced Professional Advising for Undergraduates
We are expanding and strengthening our professional advising resources to guide undergraduate students toward timely and meaningful degree completion. Advisors play a crucial role in helping students navigate their academic journeys and we are committed to ensuring they have the tools and training needed to excel.

Transfer Student Support and Policy Reform
Transfer students are a vital part of our campus community. This year, we continue our focus on reforming policies and practices to ensure a seamless transition and enhanced opportunities for success. From credit evaluations to integration initiatives, our aim is to make ECU a top choice for transfer students.

Fundraising Alignment and Scholarship Optimization
Fundraising goals are strategically aligned to prioritize scholarships, reducing financial barriers for students. By optimizing scholarship practices, we make the most of our resources to support access and affordability.

Campaigns for On-Time Degree Completion
Encouraging students to complete their degrees on time benefits both the individual and the institution. Through awareness campaigns and proactive support, we aim to increase the percentage of undergraduate students graduating within four years.

Together, these priorities form the foundation of our student success work in the year ahead. I am confident in our ability to rise to the challenge, supported by the passion, dedication and resilience that define ECU. 

Thank you for your hard work, your vision and your commitment to ECU’s mission.

Sincerely,

Philip G. Rogers
Chancellor