Accountability and Integrity

Section 4.E – Accountability and Integrity Policy and Plan (2026-2029)

Accountability within North Carolina Community College Workforce Continuing Education encompasses a broad range of concepts, including governance, institutional values, programs, industry sectors, and community partnerships. NC Community Colleges are mandated through the State Board of Community College Code (1B SBCCC 400.98, 1D SBCCC 300.4) to ensure that occupational training is relevant to workforce needs, responsive to community demands, and responsible in the use of state funds.

In addition to SBCCC requirements, colleges must also comply with the standards of multiple external agencies to document program quality and continuous improvement. These include the Southern Association of Colleges and Schools Commission on Colleges (SACSCOC), state credentialing agencies, and grant entities, among others.

This document outlines the Accountability and Integrity Plan for Vance-Granville Community College’s Division of Continuing Education defines the goals and objectives established to ensure accountability, integrity, and quality. The plan aligns with a statewide accountability framework developed with input from all NC community colleges.

The plan will be monitored and reviewed at least twice per year by an internal CCR team and reviewed and approved every three years by the Vance-Granville Community College Board of Trustees. It replaces the College’s former Accountability and Credibility Plan and supports compliance with internal control processes, best business practices, and state budget reporting standards.

Accountability and Integrity Planning Framework

1. Governance Priorities – activities that ensure credibility, establish equitable provision of services, and assure appropriate actions by staff
2. Academic Integrity/Program Accountability – activities that ensure program quality, integrity, and relevance
3. Market Forces – activities that align industry and workforce interests with institutional actions

The plan reflects the college’s ongoing effort to:

1. Review programs for relevancy, rigor, and quality
2. Develop goals for growth and sustainability
3. Ensure state budget compliance
4. Respond to demands to align programs with a broad array of governing requirements and industry needs

For each area, goals and objectives are outlined that support the mission of NC Community College System as well as the mission and vision Vance-Granville Community College. Objectives for the Vance-Granville Accountability & Integrity Plan 2026-2029

This document lists objectives adopted for College and Career Readiness accountability and integrity planning for January 2026- December 2029; additional objectives will be added and assessed as we determine and develop accountability measures and processes.

Governance Priorities

Goal 1: Ensure Operational Accountability and Program Integrity

The College maintains transparency, efficiency, and accuracy in all Continuing Education and College and Career Readiness programs.

Objective 1: Utilize data management tools and reports to monitor program integrity, improve operational efficiency, and support decision-making.

Data management systems and analytical tools, including Colleague, Informer, Power BI, and Tableau, are used to support data-driven decision-making and monitor program operations. Informer Reports validate Colleague data and generate operational efficiency reports. Regularly run Datatel Colleague Reports provide critical insights into program health: COCO (Course Copy) ensures consistency and accurate reporting; XCLS (Status of CE Class Report) verifies grading, cancellations, and student registrations; XCES (CE Class Statistical Report) provides monthly FTE estimates. Power BI and Tableau dashboards allow leadership to analyze enrollment trends, monitor performance outcomes, and evaluate overall program effectiveness.

Objective 2: Conduct regular class visitations each semester to confirm accurate enrollment, instructor compliance with approved course outlines, and proper attendance documentation.

On-campus courses require a minimum of 25% visits each semester, and off-campus/online courses require a minimum of 50%. The CE Registrar compiles a Class Visitations Report each semester, summarizing findings and corrective actions, and submits it to the Vice President of Workforce and Community Engagement for inclusion in Board of Trustees updates.

Goal 2: Maintain Compliance with Regulatory and Credentialing Requirements

The College ensures programs meet external standards and maintain institutional credibility. Required program audits and assessments are fully completed with regulatory and credentialing agencies, including NCOSFM, NCOEMS, CAAHEP, NCDHSE, CoAEMSP, and Sheriff’s Training and Standards Division.

Objective 1: Meet or exceed all state and federal performance measures, including College and Career Readiness (CCR) benchmarks for the WIOA Title II grant, measurable skill gains (MSG), student pre-/post-testing outcomes, high school credits, graduation, and postsecondary enrollment.

Academic Interest

Goal 1: Ensure Students Meet Course Criteria and Licensure/Credential Standards

The College aligns student learning outcomes with required competencies to ensure students achieve licensure, certification, or credential attainment. Students demonstrate course-specific skills through approved curriculum and supervised clinical experiences, preparing them for state licensure or certification exams. Program outcomes and exam pass rates are reviewed each term to guide instructional improvements. Students are expected to meet or exceed NCCCS CCR Measurable Skill Gain (MSG) targets, with faculty administering and monitoring standardized assessments and reviewing data each term to ensure compliance and progress.

Goal 2: Ensure Instructional Programs Demonstrate Relevancy, Rigor, and Student Success

The College provides high-quality training aligned with workforce needs, employer expectations, and measurable student outcomes. Program outcomes are aligned with workforce success indicators through engagement with industry partners and advisory committees. Curriculum is reviewed annually to ensure alignment with current labor market skills and industry certifications. Program completion rates, job placement, and employer satisfaction data are tracked to ensure instructional effectiveness, program sustainability, and continuous improvement.

Goal 3: Ensure Faculty Qualifications Support Program Relevancy and Student Success

All faculty hold the credentials and experience required to deliver quality instruction that meets regulatory and industry standards. Faculty in licensure programs maintain all required state or national credentials, verified annually by Human Resources and program administrators. Faculty in credential-based programs maintain qualifications consistent with NCCCS guidelines and industry standards, with annual reviews conducted by program directors to ensure alignment with workforce and instructional best practices.

Goal 4: Support the Development of a Skilled North Carolina Workforce

The College develops career-focused programs that promote employability, stackable credentials, and sustainable career advancement. Continuing Education and College and Career Readiness divisions offer more than 40 CE-to-CU pathways, allowing students to transition from continuing education to credit-bearing curriculum credentials. Career progression maps guide students in planning their educational and professional journeys. The College collaborates with NCWorks Career Centers and uses STAR Jobs and regional labor market data to align programs with high-demand occupations, improve job placement, support reskilling initiatives, and strengthen the regional talent pipeline.

Market Forces

Goal 1: Strengthen Engagement with Workforce and Economic Development Partners

The College collaborates with workforce and economic development organizations to identify, anticipate, and address current and emerging workforce needs. Engagement with industry and community partners ensures programs remain relevant and aligned with regional economic priorities.

Objective 1: Maintain active collaboration with Workforce Development Boards, Economic Development groups, and industry representatives through regular participation on college advisory boards. Advisory boards provide input on workforce trends, program relevance, and training needs, and their recommendations guide curriculum updates, program design, and new training initiatives.

Goal 2: Respond Proactively to Industry Training Needs

The College develops and enhances workforce programs that are responsive to documented business and industry standards, ensuring graduates meet employer expectations.

Objective 1: Design and implement training programs aligned with specific industry or sector needs.

• CCR establishes and tracks approved Integrated Education and Training (IET) Pathways that combine academic instruction with hands-on workforce preparation.
• CE strengthens CE-to-CU pathways, ensuring smooth transitions from noncredit to credit programs while tracking student outcomes to improve program effectiveness.
• HRD courses are incorporated into workforce programming to address skill gaps, leadership development, and professional advancement needs. HRD curricula are regularly updated based on regional labor market data, employer feedback, and industry standards.

Goal 3: Support the Development of a Skilled North Carolina Workforce

The College creates career-focused programs that provide stackable credentials and pathways to employment, promoting employability and sustainable career advancement.

Objective 1: Expand training programs with career ladders and stackable credentials to prepare students for in-demand occupations. VGCC currently offers more than 40 CE-to-CU pathways, allowing students to progress from continuing education to curriculum credentials. Career progression maps assist students in planning their educational and professional journeys.

Objective 2: Collaborate with NCWorks Career Centers to leverage resources and improve student access to quality employment opportunities. CCR, CE, and HRD programs utilize NCWorks, STAR Jobs, and regional labor market data to align programs with high-demand occupations, support reskilling initiatives, and strengthen the regional talent pipeline.

Accountability & Integrity Planning for College & Career Readiness
Vance-Granville Community College
Accountability & Integrity Team
2026-2029

Program Members

• Dr. Laurica Yancey – Dean, Corporate Learning & Professional Development
• Brandon Bishop – Director, Basic Law Enforcement & Law Enforcement Training
• Adwanna Howard – Director, College and Career Readiness
• Dar-Neshia Williams – LEIS Specialist
• Paula Sumner – Administrative Assistant

Standing Members

• Angela P. Simmons – Dean of Workforce Readiness, Health & Public Safety
• Carla Washington – Registrar
• Jennifer Allen – CE Registrar

Team Members

The internal team membership for accountability and integrity planning will rotate program representatives every three years; The internal accountability specialist is a standing member. Other standing members will remain on team or may designate a representative to participate when unavailable. Team meets twice per year during fall and spring terms.

Team Purpose:

Program and administrative representation will contribute to the development of the division’s accountability and integrity planning and processes by:

1. Providing guidance based on constructive planning and assessment practices among programs.
2. Recognizing, identifying, and developing internal division or campus-wide measures that support goals and objectives of the NCCCS Accountability and Integrity Planning document.
3. Suggesting improvements to support best business practices for integrity with operations and practices.

Development and Implementation Timeline 2023-2026

1. Accountability and Integrity Program Members Meetings
   • Review program progress, share updates, and discuss emerging priorities.
   • Schedule: Spring and Fall 2025 (completed)
2. Review Selected Objectives
   • Gather input, updates, and recommended improvements from program members and stakeholders.
   • Schedule: Spring and Fall, 2026–2029
3. Revise or Strengthen Accountability and Integrity Plan
   • Update the plan as needed based on feedback, best practices, and shared lessons learned.
   • Schedule: Spring and Fall, 2026–2029
4. Provide Updated Plan to VGCC Administration
   • Submit for internal review and alignment with college priorities
   • Target Date: October 2025
5. Submit Plan to Board of Trustees for Review and Approval
   • Present finalized plan for formal review and approval.
   • Target Date: November 2025
6. Provide Approved Plan to NCCCS
   • Submit to the North Carolina Community College System for documentation and compliance.
   • Target Date: Spring 2026
7. Implement Official, Three-Year Plan
   • Launch and monitor the approved Accountability and Integrity Plan across all programs.
   • Schedule: Spring 2026 – Fall 2029

(approved November 17, 2025)