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Strategic Plan

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, Davidson-Davie 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.

Download the Strategic Plan
Strategic Planning Committee Roster

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

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.

Strategic Objectives

  1. Intentionally design accessible learning experiences in multiple delivery formats (face-to-face, 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

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

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 discipline-specific 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 cross-disciplinary and cross-functional training

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.

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

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

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.

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

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

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.

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 a positive working environment on campus emphasizing employee wellness, collaborative decision making and feedback loops, and clear communication channels

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 a comprehensive plan to support retention and completion that emphasizes a campus-wide commitment to student success

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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