X

Strategic Plan

Rectangular graphic with text: "DAVIDSON-DAVIE 2030 Designing Pathways for Success" on a blue background with contour lines.

Strategic Plan | 2026-2030

At Davidson-Davie, we guide every student along pathways to opportunity - to good jobs and bright futures that support our communities and strengthen our economy.

Davidson-Davie 2030: Designing Pathways for Success
Strategic Plan | 2026-2030

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 and community success. 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

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 Davidson-Davie Community College, The Future Is Here.

Darrin L. Hartness
Darrin L. Hartness President

Access & Momentum

Priority 1: Increase enrollment of adult learners, online students, and local high school graduates to expand impact in the community

Key Performance Indicator

  • By 2030, increase overall enrollment in curriculum and continuing education programs

Strategic Objectives

  1. Design plan to scale instructional and student services capacity in alignment with strategic enrollment targets
  2. Identify and execute enrollment management and marketing strategies to increase enrollment in targeted groups 
  3. Expand short-term training opportunities that align to local and regional business needs

Key Performance Indicator

  • By 2030, increase overall enrollment in curriculum and continuing education programs

Strategic Objectives

  1. Design plan to scale instructional and student services capacity in alignment with strategic enrollment targets
  2. Identify and execute enrollment management and marketing strategies to increase enrollment in targeted groups
  3. Expand short-term training opportunities that align to local and regional business needs

Key Performance Indicators

  • By 2030, increase the number of CCR students who transition into continuing education and curriculum programs
  • By 2030, increase credit momentum for students in transfer pathways
  • By 2030, increase number of credentials awarded in programs that lead to high-demand, well-paying jobs

Strategic Objectives

  1. Review and revise academic pathways to build intentional on-ramps between continuing education and curriculum, and, when relevant, stackable credentials
  2. Improve credit for prior learning policy, procedures, and utilization
  3. Align the student onboarding experience for program entry and career preparation
  4. Create new transfer partnerships and pathways aligned to student goals

Learning & Completion

Key Performance Indicator

  • By 2030, increase progression toward program completion for curriculum students

Strategic Objectives

  1. Launch innovative student retention strategies to engage and meet the needs of diverse students
  2. Maximize use of early alert system for strategic and coordinated intervention 
  3. Develop an institution-wide culture of care to prioritize a student sense of belonging
  4. Reduce barriers to learning and persistence through a comprehensive evaluation of institutional structures

Key Performance Indicators

  • By 2030, increase course success rates for students in target groups (to be identified)
  • By 2030, increase the passing rate in continuing education courses that lead to workforce credentials

Strategic Objectives

  1. Improve student learning and success through evidence-based instructional strategies 
  2. Build key connections between faculty, staff, and employers that support students’ career knowledge prior to entering the workforce

Employment & Transfer

Key Performance Indicator

  • By 2030, increase graduate employment rates within field of study

Strategic Objectives

  1. Create institution-wide process for collecting student employment data
  2. Increase student participation in apprenticeships, work-based learning, or career-integrated experiences across all academic programs
  3. Strengthen advisory boards and employer relationships across Davidson and Davie counties

Key Performance Indicators

  • By 2030, increase percentage of Davidson-Davie transfer students who transfer to a 4-year institution with a completed associate’s degree
  • By 2030, increase percentage of Davidson-Davie transfer students who complete bachelor’s degree within 4 years of transferring

Strategic Objectives

  1. Improve intentional transfer mapping early in a student’s journey that is tied both to bachelor’s degree attainment and career planning
  2. Expand collaboration with four-year institutions to streamline student transfer pathways
  3. Strengthen sense of community for students within transfer pathways

Improvement & Investment

Key Performance Indicator

  • By 2030, departments document and implement a cycle of continuous improvement aligned with institutional goals

Strategic Objectives

  1. Implement an evidence-based framework for student success across the college
  2. Improve program review and college-wide assessment processes 
  3. Expand data-informed practices for all faculty and staff
  4. Strengthen cross-departmental partnerships and communication to support students

Key Performance Indicators

  • By 2030, increase faculty and staff satisfaction within work environment
  • Maintain employee retention rate above national higher education average

Strategic Objectives

  1. Offer ongoing competitive compensation and flexible work opportunities 
  2. Launch comprehensive employee professional development and wellness initiatives
  3. Implement updated protocols and training for employee safety and security
  4. Evaluate organizational structures and build succession plan for long-term sustainability and success

Strategic Objectives

  1. Create process to align resources to strategic objectives and growth opportunities
  2. Implement governance and management processes for all technology platforms and systems
  3. Execute expansion projects, with funding partners, aligned to regional workforce needs