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