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2024 Strategic Plan

Mission Statement

Vance-Granville Community College educates, inspires, and supports a diverse community of learners to achieve professional and personal success.

Vision Statement

Vance-Granville Community College will be a catalyst in developing strong communities where everyone experiences a fulfilling quality of life.


Teaching and Learning

We value learning for all, providing quality instruction in a supportive environment aligned with community and workforce needs of today and tomorrow.

  • A “culture of student success” is embodied in the way we engage, teach, advise, and administer policy to students
  • Professional development in excellent teaching is provided and embraced. Innovation in teaching and learning is encouraged
  • Measuring and monitoring student success allows us to continuously refine and improve our craft and process to ensure equitable student outcomes


We value a climate where employees, students, and community members feel accepted and meaningfully involved in a common cause. We recognize that we are interdependent and will demonstrate respect for one another.

  • Conflict is viewed as an opportunity to find a constructive solution that helps all to succeed
  • Genuine interest and care are shown to our co-workers and students
  • Everyone is accountable at VGCC for success
  • We acknowledge, celebrate, and give credit where it is due


We value positive and supportive relationships among the faculty, staff, and students. We strive to be a proactive partner in our community.

  • We provide access to higher education for our communities. VGCC is a place where everyone is welcome
  • We proactively seek to understand each other, our students, and our community in the fulfillment of our mission
  • We consider the impact our decisions have on each other, our students, and our community
  • Diversity is celebrated and inclusion is practiced


We value decision making through broad-based, respectful team work and effective dialog

  • Our communication is genuine and transparent
  • We communicate by being totally honest and totally kind
  • Follow-through is an important part of communicating
  • Different audiences may need different levels and types of communication

Strategic Priorities 2024–2027

Prioritize economic mobility through existing and future programs for student/community success.

Be student-ready by centering our work both inside and outside the classroom with the students we have.

Amplify community connections and belonging beyond the campus boundaries through dynamic partnerships to increase enrollment through existing high-quality academic and short-term workforce programs to fulfill workforce needs and strengthen our communities.

Drive innovation by optimizing campus resources to ensure growth and success

2024 Short Term Goals

Prioritize Economic Mobility


  • Align academic pathways with livable-wage careers
  • Reimagine career services by moving career selection to the front-end of the enrollment process

Key Measures

  • Increase enrollment in livable wage programs by at least:
    • 5% for continuing education programs
    • 10% for credit programs
  • Increase livable wage program completion rates by at least:
    • 9% for continuing education programs
    • 10% for credit programs

Be Student-Ready


  • Implement an institutional scaffolding model from entry to completion
  • Implement student-centered course mapping and scheduling

Key Measures

  • Increased Retention
    • FA to SP to 82% or higher
    • SP to FA to 72% or higher
  • Increase the ratio of “credits completed” to “credits-attempted” to 82% or higher

Amplify Community Connections


  • Establish a holistic marketing and outreach plan that attracts students reflective of our community
  • Establish a holistic strategic enrollment and communication plan that attracts, retains, and graduates students reflective of our community

Key Measures

  • Increased enrollment across all programs:
    • Basic Skills by 25%
    • Continuing Education by 12%
    • Credit Programs by 10%

Drive Innovation


  • Implement the One-Front Door Model for all students**
  • Cultivate high impact teaching and learning opportunities in all programs**

**Two-year projects

Key Measures

  • Increase course success across all modalities to 85% or higher
  • Increase percentage of students achieving measurable skills gains to 45% or higher
  • Increase applicant admission conversion rates to 50% or higher

Adopted by the Board of Trustees in January 2024.

Equity Definition

VGCC Board of Trustees defines equity as the intentional process and practice to ensure that each student, faculty, and staff member receives the support necessary to achieve their full potential.

Equity Statement

The Vance-Granville Community College Board of Trustees acknowledges and renounces systems that selectively advantage and/or disadvantage members of our four-campus college family and our community at large.

We promise to advocate for equity that culminates in equality.

We commit to leading the transformation of systems internal to the college so they support equity for all students, faculty, and staff through assessment, reflection, and engagement.

We pledge to partner with those in our community who work to build equitable systems and/or transform inequitable systems into those characterized by equity.

We strive to ensure that every person of every social or cultural perspective has the best possible opportunity to succeed.

Everyone matters and belongs at VGCC.