Davidson-Davie Thrives Strategic Plan | 2021–2025
Letter from the President
When we tell our students “The Future Is Here” at Davidson-Davie Community College, we mean it. We have long believed — and consistently worked toward — developing a premier higher education opportunity that allows our students to discover their future paths. For us, that means providing education that aligns with 21st-century careers for students just beginning their journeys, and for those returning to develop new skills. It should come as no surprise, then, that we as a college are constantly planning for our future, while understandably proud of our 58-year past. Our legacy is built on the local, statewide, national, and international partnerships we have formed over almost six decades, and we are forever grateful to the people who have joined us on this journey. We celebrated the arrival of 2021 with a new name, one that reflects how we have operated for many years as a college that serves Davidson and Davie counties. And now, we have developed our first strategic plan as Davidson-Davie Community College, reflecting our continual progress and understanding that we must always be moving forward to become better. We are proud to share with you Davidson-Davie Thrives, our strategic plan for the next four years. In this plan we build on our current successes, with an even more dedicated focus on creating excellent and equitable learning experiences, building the relationships and partnerships that will serve our communities well, and investing in the future. Throughout it all, we commit ourselves to creating and sustaining an environment where students, faculty, and staff thrive. At DavidsonDavie Community College, The Future Is Here. Sincerely,
Darrin Hartness President, Davidson-Davie Community College
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Mission, Vision, and Values
MISSION
VALUES
Davidson-Davie Community College provides innovative and equitable learning experiences to empower individuals, transform lives, and prepare students for enhanced career and educational opportunities within a changing global community.
• Community — caring about our students, each other, and the communities we serve and responding to their needs
VISION Davidson-Davie Community College is a local and national leader that develops minds, inspires imaginations, and strengthens community.
EQUITY STATEMENT Davidson-Davie Community College aspires to be an equity-minded college by identifying and understanding the systemic obstacles members of our college community face. We champion equity-centered practices that focus on individualized support and opportunities necessary for the success of our students, faculty, and staff.
• Responsibility — teaching, modeling, and cultivating an attitude of self-direction for ourselves and our students • Change — embracing collaboration, adaptability, creativity, innovation, and risk-taking • Excellence — committing to excellence in the programs and services we offer • Trust — embodying honesty, integrity, and openness • Equity — valuing diversity and promoting inclusive academic excellence • Passion — pursuing our mission with purpose, joy, and fun
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Davidson-Davie Thrives Strategic Plan | 2021–2025
Developed through an internal review of our campus mission and vision, broad stakeholder engagement, and an understanding of the external environment, Davidson-Davie Thrives will guide the college in setting a new standard for community college education in North Carolina. It is more important than ever for us to come together to recommit to our values while reimagining what learning and working can look like. After a year of disruption due to the global pandemic, DavidsonDavie is ready to navigate a new higher education landscape. We are prepared to overcome challenges and capitalize on emerging opportunities over the next four years. Davidson-Davie Thrives provides a blueprint to prioritize student success, community partnerships, and equity throughout our campuses. In addition to fostering an engaging campus culture for students, we strive to be a premier employer in Davidson and Davie counties, creating an inclusive work environment for all faculty and staff. The college is also positioned to support economic growth and workforce development in Davidson and Davie counties. Our future success is dependent on our ability to continue building and sustaining relationships in each facet of our work. In order to thrive over the next four years, Davidson-Davie will: CHAMPION LEARNING to fulfill our mission and vision of providing accessible high-quality postsecondary education for our communities PRIORITIZE RELATIONSHIPS to ensure that every student builds authentic and meaningful connections that support growth and success in their educational journey BUILD PARTNERSHIPS to foster collaborations among local and global business, industry, and education sectors that promote innovation and economic growth INVEST IN OUR FUTURE to secure and sustain the financial and human resources required to lead North Carolina community colleges in student success The following themes, goals, and strategic objectives outline our plans to create a more equitable, vibrant, and robust educational environment in the next four years.
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THEME 1: CHAMPION LEARNING At Davidson-Davie, learning is central to our work every day. We are committed to expanding learning opportunities for our students, faculty, staff and community. Over the next four years, Davidson-Davie will intentionally design courses and programs that meet students’ needs, foster inclusivity, improve equity in the classroom, and build essential skills that support students in their future learning journeys and throughout their careers. In order to expand opportunities and support learning within our community, we must prioritize developing degree and credential programs designed for adult learners. These initiatives will be part of our goal to promote access and lifelong learning throughout Davidson and Davie counties. Finally, Davidson-Davie will dedicate time and resources to faculty and staff professional learning and growth. Transforming our learning organization must include investing in our greatest asset — our people. Championing learning at all levels of the college will be vital to our continued success. The following goals and objectives outline the ways Davidson-Davie intends to CHAMPION LEARNING over the next four years:
Foster engaging and equitable learning environments to improve student learning and growth
GOAL 1
Strategic Objectives 1. Intentionally design accessible learning experiences in multiple delivery formats (face-toface, hybrid, virtual, and online) to reach students with different learning preferences and varying work, home, and personal responsibilities 2. Enhance inclusive classroom environments through culturally responsive teaching practices and promoting diversity in the curriculum 3. Create meaningful opportunities for students to build essential skills, such as critical thinking, communication, collaboration, and information and financial literacy 4. Expand on our current success in international education by supporting global learning, increasing access to study abroad, and developing globalized programs of study 5. Research and infuse high quality and accessible evidence-based and high-impact practices in courses across the curriculum 5
Expand postsecondary degree and credential opportunities for adult learners in Davidson and Davie counties
GOAL 2
Strategic Objectives 1. Collaborate with workforce development boards to align course and program offerings with local and state needs 2. Establish accessible on-ramps and provide credit for prior learning and experiences to accelerate completion of credentials for adult learners 3. Expand opportunities for night, weekend, and online course and program offerings to meet the needs of working adults and families
Create and sustain strategic professional learning opportunities for all full-time and part-time faculty and staff
GOAL 3
Strategic Objectives 1. Increase capacity for the Center for Teaching and Learning to serve as the hub for faculty professional development focused on evidence-based teaching practices and disciplinespecific support 2. Develop intentional professional development plans within departments to support staff across career stages and roles 3. Create professional learning opportunities for all employees to engage in crossdisciplinary and cross-functional training
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THEME 2: PRIORITIZE RELATIONSHIPS At Davidson-Davie we understand that positive and authentic relationships are the foundation for meaningful learning experiences in higher education. With guided support, students will build relationships with faculty, staff, peers, and external partners developing a network for success during their college experience and beyond. Intentional relationships between student affairs, academic affairs, and business operations will support students along guided pathways from enrollment to completion. These improved and strategic connections among faculty and staff will not only support student success, but will also promote a positive and collaborative working environment for employees. It is more important than ever for faculty and staff to commit to conversations and actions that promote diversity, equity, and inclusion. In order to prioritize mentoring relationships, all members of the college community must be invested in our equity work and make the campus an inclusive and welcoming place for each person. The following goals and objectives outline the ways Davidson-Davie intends to PRIORITIZE RELATIONSHIPS over the next four years:
Guide students through clear program pathways supported by mentorship networks to improve retention, persistence, and completion
GOAL 1
Strategic Objectives 1. Expand implementation of Guided Pathways to create a roadmap for all full-time and part-time students to enter and complete programs 2. Establish consistent communication channels between academic affairs, student affairs, business operations, and students to ensure student success and completion in program pathways 3. Identify and implement equity-driven retention strategies that support student persistence towards degree completion 4. Create student mentorship networks that foster relationships between students, faculty, staff, and external partners 5. Utilize predictive and strategic data to support mentoring and determine relevant interventions needed for success
Advance an inclusive and equity-minded campus culture for students, faculty, and staff
GOAL 2
Strategic Objectives 1. Reimagine and revise current policies, practices, and structures to prioritize equity across all areas of campus 2. Invest in existing and new support networks for students from historically underrepresented and under-resourced populations 3. Expand opportunities for student engagement in campus organizations, global learning, and leadership training 4. Engage all faculty, staff, and students in ongoing learning opportunities centered on equity and cultural responsiveness
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THEME 3: BUILD PARTNERSHIPS Davidson-Davie’s success over the last six decades is a direct result of the strong connections within our communities. Forging and sustaining partnerships with business and industry leaders, our K-12 education partners, and community organizations is vital to our success and the success of those living and working in Davidson and Davie counties. Over the next four years, the college is committed to investing in existing community partnerships and looking for new partnerships throughout our service districts. In addition to local connections, the college must continue to strategically build relationships statewide, nationally, and internationally to provide new learning opportunities for our students. By intentionally creating program-specific articulation agreements and dedicating additional resources towards building sustainable global education partnerships, students will have opportunities to grow beyond our Davidson-Davie campuses. The following goals and objectives outline the ways Davidson-Davie intends to BUILD PARTNERSHIPS over the next four years:
Expand and invest in partnerships in Davidson and Davie counties focused on economic and workforce development
GOAL 1
Strategic Objectives 1. Identify and respond to community needs through campus-community collaborations emphasizing a reciprocal relationship between the college and our service districts 2. Establish program-specific partnerships with regional and statewide business and industry leaders to enhance professional training programs and develop local talent 3. Partner with local businesses to create robust work-based learning opportunities for students and foster collaborations between faculty and industry leaders
Build sustainable pathways between Davidson-Davie and other education opportunities
GOAL 2
Strategic Objectives 1. Expand high school partnerships with a focus on providing equitable access to college courses for students from underrepresented and under-resourced populations 2. Create a college promise program for Davidson County students and continue to grow IGNITE DAVIE program 3. Identify and strategically partner with 4-year institutions to expand transfer pipelines for students across program offerings 4. Strengthen and sustain international education and global partnerships to support Fulbright scholars, virtual exchanges, and study abroad programs
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THEME 4: INVEST IN OUR FUTURE Davidson-Davie will invest critical resources in our working and learning environments to expand our capacity to serve students. We must cultivate a workplace culture that prioritizes faculty and staff growth and wellness to ensure our employees feel supported and equipped to meet the needs of our student population. Recruitment, enrollment, and retention continue to be key areas of focus for the college to support long-term goals and maintain financial stability. In addition to our human resources and strategic enrollment goals, we must continue to invest in campus infrastructure to support growth and change at the college. New campus additions including the Link Campus, West Campus, and Davie Health Sciences, will provide much needed space to continue to expand and create innovative partnerships with the community. The following goals and objectives outline the ways Davidson-Davie intends to INVEST IN OUR FUTURE over the next four years:
Foster a healthy and engaging working environment for faculty and staff to improve employee retention and culture
GOAL 1
Strategic Objectives 1. Recruit and retain faculty and staff from diverse backgrounds creating an environment that is more representative of the students and communities we serve 2. Establish employee networking and professional learning groups to support relationship building and career growth 3. Strengthen positive working environment on campus emphasizing employee wellness, collaborative decision making and feedback loops, and clear communication channels
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Grow overall enrollment in curriculum and short-term training programs
GOAL 2
Strategic Objectives 1. Establish recruitment pipelines and targeted benchmarks for specific groups who are underrepresented in our college community 2. Strategically align marketing efforts with recruitment goals to reach new prospective student populations 3. Support student enrollment goals through financial aid, including improving FAFSA completion rates and partnering with the Davidson-Davie Foundation to expand opportunities for student scholarships 4. Develop comprehensive plan to support retention and completion that emphasizes a campus-wide commitment to student success
GOAL 3
Build and maintain infrastructure to support campus growth
Strategic Objectives 1. Expand facilities for student learning and community engagement through capital building projects including Link Campus, West Campus, and Davie Health Sciences 2. Explore additional opportunities to expand athletics to build community support and enhance the Davidson-Davie student experience 3. Create comprehensive and integrated Digital Campus for strategic online program growth 4. Advance technology across all campuses to support our continuously changing learning and working environments and maintain confidentiality, integrity and availability of Davidson-Davie’s security infrastructure
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Strategic Planning Committee Roster
Cailin Asip Director, Recruitment & Admissions
Keisha Jones Dean, Student Engagement & Completion
Donald Beck Director, Information Technology Services
Elle King Executive Assistant to the President & Board of Trustees
Bruce Bowman Faculty, Heating, Ventilation & Air Conditioning Jared Bowman Director, Multimedia Strategies Jonathan Brown Associate Vice President, Workforce & Community Engagement
Dorielle Lloyd Dean, Teaching, Learning & Global Engagement Christopher Magett College Admissions Specialist Bryan McCullough Dean, Enrollment Services
Susan Burleson Executive Vice President, Academic & Student Affairs
Holly Myers Dean, Health Sciences
Sterling Charles Faculty, Transitional Math & Instructional Staff
Sandra Porter Director, Student Services, Davie Campus
Jeff Ferguson Program Director, Truck Driver Training Program
Mark Puterbaugh Coordinator, Institutional Research Services
Brooke Forrest Coordinator, Student Records & Assistant Registrar
Cameron Shirley Title III Project Director
Christy Forrest Associate Vice President, Academic Programs & Services
Jennifer Starsick Dean, Financial & Administrative Service
Adrienne Friddle Director, Human Resource Services
Leigh Stewart Student Success Advisor, Upward Bound
John Hardee Faculty, Mathematics
Jenny Varner Vice President of External Affairs & Executive Director, Davidson-Davie Foundation
Carmen Hedrick Director, Learning Commons
Anissa Wall Director, High School Partnerships & Initiative
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