J.B. Buxton. President, Durham Technical Community College

Invest: sat down with J.B. Buxton, president of Durham Technical Community College, to discuss enrollment growth, workforce alignment, and student success in a fast-moving regional economy. “We are in serious growth mode,” Buxton said.

What changes over the past year have most improved student outcomes and community engagement at Durham Tech?

We are in serious growth mode. We are seeing enrollment increases, new facilities coming online, and new programs taking shape. I am also happy to report we are seeing meaningful gains in completion, which is where the work shows.

A big driver is the opportunities that exist in this labor market. People are investing in themselves because they can see a real return, whether that means transfer pathways to UNC-Chapel Hill, North Carolina Central, or N.C. State, or economic mobility in areas like life sciences, healthcare, advanced manufacturing, semiconductor chips, and skilled trades. Even with some uncertainty tied to federal actions, the core industries here remain strong and keep people coming through Durham Tech to access those opportunities.

Internally, we have been focused on the student pathway. We are looking hard at where students get tripped up, where they need more advising and coaching, and how to reduce time to earn a degree without sacrificing quality. If a student’s goal is to enter the labor market or move on to a university, we want the path to be clear and supported. That includes strengthening wraparound supports and tightening handoffs between enrollment, advising, and instruction so students are not left to navigate the system alone.

How are partnerships with employers, school systems, and four-year universities shaping academic and workforce pathways?

On the university side, partnerships strengthen transfer options and create new on-ramps into high-demand industries. One example is our work with North Carolina Central to open additional pathways into life sciences and biotech, including guaranteed admission opportunities for Durham Tech students across a broad set of programs. We are also expanding internship exposure, including clinical trials and opportunities connected to UNC-Chapel Hill, so students can see the career ladder early and make informed decisions about next steps.

On the employer side, partnerships keep programs aligned with what the market needs. Novo Nordisk invested $6 million into Durham Tech to help launch new life sciences pathways. Duke Health and UNC Health are building apprenticeships in areas like surgical technology and medical assisting. In the skilled trades, the same dynamic holds. Employers help us stay current on competencies, equipment, and hiring demand, and they also help validate that what we teach maps to real jobs and real wage outcomes.

Community partners matter, too. Many residents do not immediately see how a community college can support a pivot or a step up. Youth-serving organizations and adult-focused community groups help us reach populations we may not be reaching and connect people to training that changes their prospects.

How are housing, transportation, and affordability affecting students’ ability to persist?

We are proud that we can provide affordable, high-quality routes into careers or transfer pathways. The larger pressures, though, show up in both staffing and student persistence.

For faculty and staff, housing and transportation can price people out of the immediate community. People may need to live farther away, and the transit picture becomes a real factor in recruitment and retention. In a market like the Triangle, talent competition is intense, not just across education, but across the same industries we serve. We need industry professionals teaching in life science, healthcare, skilled trades, and advanced manufacturing, and those professionals are also in high demand across the private sector.

It is also challenging when compensation is constrained. We are operating in a state without a state budget, and raises for faculty and staff generally come through that process. In a high-growth region, you want to keep investing in compensation, but housing costs and commute time can become the deciding factors for whether someone can realistically join or stay.

For students, we are also watching broader uncertainty tied to federal decisions that can shape opportunity in the region, including science and research investment and the downstream effects on jobs our students want to enter. Healthcare policy is another variable. Changes that affect Medicaid and household stability can influence how much someone has to work, and that can determine whether they can persist in classes. Our job is to stay close to these signals so we can advise students well and keep support strong as conditions evolve. One example where we have tried to respond to a key student and community need is affordable housing. We have started construction on a 124-unit affordable housing development that will house both students and the community at large. 

How does Durham Tech keep programs relevant as the economy and technology evolve?

The Triangle is dynamic, and that is a strength and a challenge. Automation, AI, and shifting specialties are impacting demand in the economy, and community colleges have to keep updating programs. It is continuous work. 

We do not guess. We work with partners and labor market signals to identify where demand is, where it is going over the next five to 10 years, and what we need to build to serve students. Sometimes we are ahead of the curve, and sometimes we are playing catch-up because the market moves fast.

Healthcare is a clear example as new roles emerge and training expectations change. Life science is similar, especially as the region grows and employers need more specialized talent. Automotive technology is another, with ongoing shifts tied to hybrid and electric vehicles. Regardless of the pace of policy shifts, the direction of technology is clear, and we want graduates prepared for the realities they will encounter on day one.

What are the biggest opportunities for the region’s community colleges to work together in the next few years?

One major change from 10 years ago is the growth of good-paying, high-demand jobs that do not require a four-year degree. Two-year applied degrees and short-term credentials have more value than they used to, and that expands the set of viable pathways for families.

The bachelor’s degree still carries weight in this region, and in some sectors, employers may default to more education when competition is tight. That means we have to be clear about positioning students and honest about what different credentials unlock. We cannot be only career and technical or only transfer. It has to be an all-of-the-above strategy, with smart guidance so students choose the pathway that best supports their goals and their families.

What is the importance of building a strong, stable talent base for the Triangle?

Community colleges have an exceptionally strong talent base, and it is sometimes less visible than at universities. Students learn from industry professionals who have done the work, including instructors who step out of places like health systems and companies to teach. That experience also shows up in advising, counseling, and support that keep students on track.

Second, in a moment of state-federal policy uncertainty, North Carolina and the Triangle provide stability that matters to businesses and investors. We have a strong workforce development system, stable policy signals, and the kind of talent ecosystem across universities and community colleges that helps buffer the region against uncertainty and keeps it attractive for investment and growth.