STRATEGIC PLAN
2026-2031
Commitment 3: Community Impact
CAMPBELL COMMITS to becoming the region’s most vital private educational partner for
economic growth, workforce development, and improved health care.
Objectives
OBJECTIVE 13. We will enrich the local community by collaborating with key employment sectors to address workforce needs and connect students to high-demand career opportunities.
Metrics of Success
We will measure annual increases in the number of internships, co-ops, service-learning, and
applied research opportunities in local enterprises (companies, government agencies, non-profits) that allow students to gain real-world experience while providing employers access to a pipeline of talent.
We will hold a new centralized career services center responsible for tracking job placements
of Campbell graduates and evaluate institutional impact on workforce development in North Carolina’s 78 officially designated rural counties.
We will measure the number of new workforce development advisory committees established
to assist academic units with curriculum development, internship design, and career preparation.
OBJECTIVE 14. We will be a catalyst for innovation in our local community and across the region and create opportunities for continued economic and quality of life impact.
Metrics of Success
We will track the number of new business incubators Campbell University is able to facilitate through a combination of its locational and intellectual capital.
We will track increases in the number of events and the number of participants coming to
Campbell’s campuses for events dedicated to innovation, entrepreneurship, economic development, and community care.
OBJECTIVE 15. We will expand and deepen partnerships with community colleges by developing new transfer pathways, joint academic programs, and collaborative enrollment initiatives.
Metrics of Success
We will track the number of new articulation agreements established, with a goal of no fewer than two in each year of the planning period.
We will track the number of students who transfer from community college to Campbell each year,
and we will measure increases in community college students who eventually earn a bachelor’s degree at Campbell.
OBJECTIVE 16. We will pursue mission-aligned public/private partnerships—including opportunities such as hotel development, property leasing and sales, community-based program development, new academic programs—to generate new revenue, enhance the student experience, and benefit the broader community.
Metrics of Success
We will quantify partnership outcomes—e.g., new facilities built, new programs established, and
levels of public/private funding obtained to underwrite joint initiatives.
OBJECTIVE 17. We will more effectively leverage our existing locational advantages (e.g., Raleigh, Fayetteville) and actively cultivate opportunities to expand Campbell’s geographic footprint in other areas of the state.
Metrics of Success
We will annually track increases in instructional activity (credit hours generated) and experiential
activities (including clinical placements) beyond the main Buies Creek campus.