Craven Community College faculty, administration, and the Board of Trustees embarked on a strategic planning process over a six-month period in 2022-2023. The Board of Trustees approved the College’s strategic plan, which is designed to guide the College from 2023-2028.

Teaching and Learning

Secure SACSCOC Reaffirmation in 2027

Conduct high quality, rigorous programs that are current and relevant to community needs

  • Achieve CoAEMSP accreditation (Paramedic)
  • Establish the Heavy Equipment Operations program at the Volt Center

Implement seamless pathways from high school through career attainment

  • Articulate vertical alignments from K-12 through degree to transfers/careers
  • Expand Credit for Prior Learning options for students•Improve alignment of Career & College Promise pathways with degree programs
  • Develop efficient Workforce Development-to-Curriculum pathways

Proactively adapt program offerings to changing student demographics

  • Align course content for remote learning as a leading delivery method
  • Equip classrooms for simultaneous multi-modal instruction
  • Increase access to lower-cost instructional materials for students (textbooks)
  • Provide innovative e-learning professional development options for faculty

Advance lifelong educational opportunities through external education partnerships

Connect academic teaching to life applications and experiences

  • Promote “durable skills” across the curriculum (writing, soft skills, etc.)

Develop a dedicated Health Programs infrastructure footprint

Develop and implement programs responsive to community, military, and business needs

  • Implement aviation and related programs to support the F-35 aboard MCAS Cherry Point
  • Increase Health Programs capacity
  • Expand FAA A&P programs to support DoD Skill Bridge
  • Add Community Enrichment Program offerings at the Volt Kitchen and Havelock Campus
  • Implement BioWork curricula leading to national certificationsDevelop the Public Safety Training Center
  • Commission a master planning study to develop 30-acre Industrial Park site
  • Secure capital funding for phased development

Student-Centered Experience

"Students First" Culture

Connect academic offerings to professional expectations

  • Track student post-graduate professional outcomes
  • Increase apprenticeships, internships, and job-shadowing opportunities

Improve student persistence and completion

  • Develop program maps for part-time students
  • Create 12-month programs of study for appropriate disciplines
  • Build laddered-credential sequences that include “on ramps” and “off ramps”•
  • Adapt program offerings to meet unique military family needs
  • Promote social, physical, and mental well-being of students

Provide intentional student support services

  • Conduct proactive academic interventions

Sustain “student first” culture

  • Enhance excellent customer service
  • Match course scheduling and delivery to dynamic student needs
  • Develop student leaders

College Environment

‘First Choice’ for Students; Exceptional Place to Work

Develop faculty and staff for professional leadership opportunities

  • Anticipate leadership succession
  • Conduct cross training to reduce single points of failure
  • Establish an internal College leadership development program

Sustain the College as an exceptional employer and a great place to teach and learn

  • Continue the Panther Education for Trustees (PET) program
  • Adapt the PET program for employee onboarding and continuing education
  • Promote advanced educational opportunities for faculty and staff
  • Maintain competitive salary and benefit packages
  • Provide innovative work/life balance options

Adapt the College’s infrastructure to evolving teaching, learning, and community needs

  • Construct the Corporate Training Center on the Main Campus
  • Complete the Volt Center campus

Maintain welcoming, accessible, safe, and secure campuses

  • Sustain a robust and forward-looking cybersecurity infrastructure
  • Enhance physical security on all campuses
  • Provide responsive ADA services

Sustain “first choice” campus facilities and grounds

  • Conduct an aggressive preventative maintenance program
  • Enhance exterior lighting on all campuses
  • Upgrade Barker Hall elevator

Community Service and Engagement

Engaged, Agile, and Responsive to Diverse Constituencies

Promote generous Foundation giving

  • Increase employee participation in campus campaigns
  • Increase availability and diversity of student scholarship opportunities
  • Engage potential corporate donors
  • Increase the Foundation endowment
  • Sustain the Volt Toolbelt Trust

Engage College retirees and alumni

  • Showcase alumni accomplishments in College’s marketing
  • Develop social and teaching opportunities for retired employees to reconnect with the College

Engage diverse community constituencies

  • Maintain physical presence in historically underserved communities
  • Proactively engage with emerging business needs
  • Connect College offerings to constituency needs
  • Be a preferred “community convener"

Market the College strategically

  • Promote a marketing culture among faculty, staff, and students
  • Advance the College’s reputation as an exceptional teaching and learning institution
  • Use assessment to improve marketing effectiveness

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