General Information

The Campus

Robeson Community College is located at the intersection of US 301 and Interstate 95 (Exit 22) in Lumberton making it one of the most visible institutions in the North Carolina Community College System.

Millions of tourists each year travel I-95, catching more than a glimpse of the attractive landscape that makes up the 127 acre campus. The College also has a 20-acre Emergency Services Training Center located southeast of Lumberton on Highway 72, at the Progress Energy Weatherspoon Power Plant. Campus facilities occupy more than 227,665 square feet in classrooms, offices, and laboratories.

Campus Visits

Visitors to Robeson Community College are welcome. Offices are open Monday through Thursday from 8:00 a.m. to 8:00 p.m. and on Friday from 8:00 a.m. to 3:00 p.m. To arrange a guided tour of our campus, please contact the Admissions Office at 910-272-3356.

History of the College

The community college movement expanded into Robeson County with the establishment of an extension unit of a nearby technical institute in 1965. The unit was established at the Barker Ten-Mile Elementary School seven miles north of Lumberton. Twenty full-time curriculum students enrolled the first year.

When the College became independent of Fayetteville Technical Institute three years later, it was named Robeson Technical Institute, and a local Board of Trustees comprised of eight members was appointed. Two more name changes have taken place since that time to its present name of Robeson Community College. However, the College remains committed to serving all sectors of the county with vocational, technical, college transfer, and continuing education programs.

Three building phases beginning in 1972 and finishing in 1988 made the RCC Campus a 188,662 square-foot facility, which now houses over $2 million in equipment and 23 curriculum programs, along with a variety of continuing education programs. In the summer of 1995, the construction of the Emergency Services Training Center began. This center is located southeast of Lumberton Highway 72 at the Carolina Power and Light Weatherspoon Power Plant. Dedication for the facility was held on April 13, 1997. It supports the disciplines of law enforcement, rescue, and firefighting. It is a state-of-the-art facility which allows the College to expand its training opportunities and provide the highest level of quality in each of the courses taught in these occupations.

Robeson Community College’s 30th year was a monumental one. During 1995-96, the College celebrated its Diamond Anniversary and the many partnerships throughout the county and state which have contributed to its success. The College Transfer program replaced the General Education program in curriculum in 1997, opening up many more educational opportunities for RCC students who choose to further their education through one of the state’s universities.

In 2004, the College completed its Continuing Education facility at COMtech. This 18,000 square foot facility houses various continuing education programs including Adult High School, Adult Basic Education, Compensatory Education, occupational extension, and business and industry training courses.

In 2005, renovations were completed to Building 9 on the College’s main campus. State-of-the-art labs were completed to support the College’s Electrical/Electronics Program as well as upgrades to various parts of the building. A new bookstore was completed and is located in the renovated facility.

In the spring of 2006, a new state-of-the-art Health Science Building was completed. This 39,013 square foot facility houses the College’s Health Science programs and medical programs operated through the College’s Continuing Education division. With the addition of this facility, this brings the College’s total facility square footage at its main campus to 227,665.

Commitment of RCC to its students and the citizenry of Robeson County was seen with the excellent reports of various auditing agencies in the state. There are currently 190 carefully selected full-time RCC employees who now serve RCC, which represents a figure 30 times as many as when the College first opened its doors in 1965 with six full-time employees. Another 370 part-time personnel teach and provide services to the student body on an annual basis.

The Community College System

Robeson Community College is one of 58 colleges in the North Carolina Community College System. Most of the development of the present day system occurred as a result of the formation of Industrial Education Centers in the 1950’s, established to help give North Carolina the skills needed to move from working on the farm to working in industry.

The passage of the Community College Act in 1963 created today’s system. The system, the third largest in the United States, is made up of community colleges, technical colleges, and technical institutions. Although the names differ, the goals are principally the same; job training.

Accreditation

Robeson Community College is a tax-assisted, two-year public institution. Robeson Community College is accredited by the Southern Association of Colleges and Schools Commission on Colleges to award the associate degree. Contact the Commission on Colleges at 1866 Southern Lane, Decatur, Georgia 30033-4097 or call 404-679-4500 for questions about the accreditation of Robeson Community College.

The Commission on Colleges of the Southern Association of Colleges and Schools is a regional accrediting agency whose mission is to: “assure the educational quality and improve the effectiveness of its member institutions”. To learn more about the College’s accreditation status with SACSCOC or to find out more about the accreditation process, please visit the SACSCOC website (http://www.sacscoc.org [opens in a new tab]). Any questions concerning the accreditation of Robeson Community College may be made directly to the College or to SACSCOC. The College’s Vice-President of Instruction and Support Services coordinates all College related SACSCOC activities.

For procedures for filing a complaint against the College, a student is advised to follow SACSCOC complaint policies. You may access the policy and procedures, as well as the steps to file a complaint at http://www.sacscoc.org/pdf/081705/complaintpolicy.pdf [opens in a new tab].

Prior to filing a complaint, please thoroughly read the policies and procedures established by the Commission. The complaint policy does not address issues related to “individual matters of admission, grades, granting or transferability of credits, application of academic policies, fees or other financial matters, disciplinary matters or other contractual rights and obligations”, but has been established to address only significant non-compliance with the SACSCOC accreditation standards, policies or procedures.

In order to file a complaint, students must adhere to SACSCOC published complaint policies. As stated in the “Complaint Procedures Against the Commission or its Accredited Institutions”.

The Commission expects individuals to attempt to resolve the issue through all means available to the complainant, including following the institutions own published grievance procedures, before submitting a complaint to the Commission. Therefore, the Commissions usual practice is not to consider a complaint that is currently in administrative proceedings, including institutional proceedings, or in litigation. However, if there is substantial, credible evidence that indicates systemic problems with an accredited institution, the Commission may, at its discretion, choose to proceed with the review.

To file a complaint, the student must complete the Commission’s Complaint Form and send two print copies to the President, Southern Association of Colleges and Schools Commission on Colleges, 1866 Southern Lane, Decatur, GA 30033-4097.

RCC is also accredited by:

• The North Carolina Board of Nursing
• Commission on Accreditation of Health Science Education Programs
• The Commission on Accreditation for Respiratory Care
• Accreditation Review Committee on Education in Surgical Technology
• The North Carolina Board of Cosmetic Arts
• National Association for the Education of Young Children (NAEYC)
• The Joint Review Committee on Education in Radiologic Technology (JRCERT)

Most programs offered by the College have been approved for the enrollment of eligible veterans.

Mission Statement

Robeson Community College is an open door, comprehensive, public community college committed to promoting lifelong learning opportunities to the diverse population of Robeson County and the surrounding region by offering associate degrees, diplomas, and certificates. As a member of the North Carolina Community College System, Robeson Community College values excellence in teaching and learning. Offering affordable, accessible, and quality academic and student support programs, Robeson Community College accomplishes its mission through:

• Transfer programs that prepare students for admission to four-year institutions in pursuit of a baccalaureate degree.
• Workforce programs that prepare students for employment in a career and assist in the development of a skilled regional workforce.
• Pre-College courses that develop academic skills for students in preparation for their selected course of study.
• College and career readiness programs that advance literacy and life management skills.
• Adult and continuing education programs and services that foster personal, professional, and economic development.
• Academic and student support services designed to assist students in achieving their education goals and career objectives.
• Community outreach activities that contribute to the region’s social, economic, and public service opportunities.

Strategic Plan 2014-2019

Policy:

It is the policy of Robeson Community College that an approved Strategic Plan be established by the Board of Trustees to guide the President and all employees in carrying out the mission of the College.

Comments/Clarifications:

1. Robeson Community College will Focus on Student Success
   1. Provide quality educational programs.
      1. Develop new programs, update existing programs, terminate programs no longer needed.
      2. Interact with business and community leaders to learn about current and future needs in program outcomes.
      3. Facilitate professional development for current faculty and hiring of new faculty with qualifications best meeting the needs of the educational programs.
   2. Provide quality services to students and clients. 
      1. Develop new services, update existing services, terminate services no longer needed.
      2. Interact with students and clients to learn what services are needed.
      3. Facilitate professional development for current employees and hiring of new staff with qualifications best meeting the needs of the service areas.
      4. Focus on student engagement through a variety of activities.
      5. Expand funding resources and information on such resources for student scholarships in curriculum and continuing education programs.
   3. Seek new and expanded resources for materials, spaces, and personnel for provision of quality education and service programs. 
      1. Administration will work closely with the Board and Trustees and the Robeson Community College Foundation on resource development.
      2. Network with government and private sources who can help with resource development.
      3. Choose grant projects which best support the plans and programs of the college.
      4. Continue growth of Alumni Association and other community partnerships to connect people with the college in positive ways.
2. The College will Improve the Learning and Working Environment
   1. Plan for and implement technologies and equipment necessary for programs and services to remain current.
      1. Plan infrastructures to support the newest technologies and equipment.
      2. Provide professional development for faculty and staff to use new technologies and equipment effectively.
   2. Provide a safe, secure, and healthy campus.
      1. Continually update safety and security policies and procedures for employees, students, clients, and visitors.
      2. Focus on wellness of employees and students.
      3. Provide professional development on issues helpful to a safe, secure, and healthy working and learning environment.
      4. Review, revise and renew agreements with external agencies for safety support in the community (such as during disaster events).
   3. Administration will work with trustees to update and implement Facilities Master Plan.
   4. Communicate frequently and clearly with employees, students, clients and visitors via a variety of communication tools.
   5. Update policies, procedures, organizational structure, and position descriptions as needed to allow for effective and efficient work and service to the campus and community.
3. The College will Grow and Improve Services and Outreach Throughout the County
   1. Develop an integrated and effective Marketing Plan.
      1. Improve and expand uses of Website and Social Media as well as traditional marketing outlets.
      2. Create an effective structure for collaborative marketing activities across the college.
      3. Update the “brand” of the college.
      4. Leverage special events, such as the college’s fiftieth anniversary, to create marketing and fundraising opportunities.
   2. Provide excellent Customer Service to both internal and external customers.
      1. Improve handling of initial and response communications with students/clients and potential students/clients.
      2. Provide professional development on customer service skills.
   3. Provide support for development and promotion of off-campus, on-line, evening, and weekend courses.
   4. Improve planning and support of special events for campus and community.
      1. Nurture partnerships which can bring people to campus while being of mutual benefit to the college and the partner organizations.
      2. Update lighting and other equipment in the auditorium.
      3. Provide good equipment along with personnel support for special events in any building in order to make a good impression on campus and community participants.
4. The College will Assess Outcomes of Programs and Services
   1. Increase the scope of the Institutional Effectiveness Office.
      1. IE and Enrollment Management Director will partner closely to facilitate data collection, analysis, and dissemination to help with assessment and improvement of programs and services.
      2. Continue IE Office leadership in documentation of outcomes, especially learning outcomes, in the database set up for this purpose. Make these documents accessible to the campus community.
   2. Administration will assess progress on this strategic plan and other college initiatives and keep the trustees and campus community informed.
      1. Some items in the plan will be assigned to existing committees as appropriate. Special Task Teams will be formed for others.
      2. The Executive Team will communicate with committees and Task Teams to monitor progress on the Strategic Plan.
      3. The President will report semi-annually to the Board of Trustees on Strategic Plan progress.

Performance Measures for Student Success

2015 Report

The Performance Measures for Student Success Report is the North Carolina Community College System’s major accountability document. This annual performance report is based on data compiled from the previous year and serves to inform colleges and the public on the performance of our 58 community colleges.

In 1993, the State Board of Community Colleges began monitoring performance data on specific measures to ensure public accountability for programs and services. In 1998, the General Assembly directed the State Board to review past performance measures and define standards to ensure programs and services offered by community colleges in North Carolina were of sufficient quality.

In 2010, President Scott Ralls established a Performance Measures Committee to develop new performance‐based student success measures to go into effect in 2013. The Committee was led by two community college presidents, Dr. Dennis Massey of Pitt Community College and Dr. Molly Parkhill of Blue Ridge Community College. The Committee was comprised of college presidents, vice-presidents, faculty, and directors from a diverse group of colleges representing various areas of expertise.

After a year of researching, drafting, and soliciting feedback from college faculty and staff on potential measures, the Committee formally presented the following eight measures to the State Board:

• Basic Skills Student Progress
• Developmental Student Success Rate in College‐Level English Courses
• First Year Progression
• Licensure and Certification Passing Rate
• GED Diploma Passing Rate
• Developmental Student Success Rate in College‐Level Math Courses
• Curriculum Student Completion
• College Transfer Performance

In November 2011, the State Board formally approved the Performance Measures. These measures were then submitted to the General Assembly in March 2012 and later adopted in June 2012 through Section 8.5 of S.L. 2012-142.

As the revised performance measures were being finalized, attention was turned to developing recommendations for incorporating performance into colleges’ regular formula budget allocations. In May 2012, President Ralls appointed a team of college presidents to a Performance Funding Committee to develop a performance funding model. This committee was led by State Board Chairman K. Ray Bailey and Garret Hinshaw, President of Catawba Valley Community College.

One of the outcomes of this committee was the establishment of system-wide baseline and excellence levels for each measure. The committee recommended using consistent, statistically-defined levels to promote transparency, simplicity, and objectivity. This utilization of the levels is a departure from the System’s historical use of “standards.”

Based on three years of historical data (if available) for each measure, the baseline levels were set two standard deviations below the system mean, and the excellence levels were set one standard deviation above the system mean. These levels remain static for three years and will be reset in the 2016 Report.

Performance Measures & Standards

2015 Performance Summary