Strategic Plan | SKYCTC

Strategic Plan

Planning for our future

I am very proud of SKYCTC’s dedication of valuing student success, employee development and community service. I submit for your review, the preliminary 2019-20 Southcentral Kentucky Community and Technical College Strategic Plan Progress Report, providing an overview of our goals and accomplishments for the past ten months.

In 2019-20, our team continues to be laser-focused on expanding our engagement activities directed at various populations inside and outside the institution. Among the many accomplishments in meeting the needs of our region, we offered new academic and training options to students and industry, and expanded access avenues that encourage diversity and affordability. From early access opportunities for our high school partners, to new facilities providing better community service, to additional collegiate credentialing options and transfer pathways, you will be delighted to see the progress.

In a dynamic atmosphere where we are blessed with economic growth and its ironic impact on enrollment, I would like to express my gratitude to those who have tirelessly continued our march towards enhancing the South Central Kentucky workforce and improving the quality of life for citizens across our region. The SKYCTC Board of Directors has taken an active role in College events as well as approving the goals embodied in our Strategic Plan. The strategic planning process has been enhanced to include quality employee engagement, which is an integral part of our shared governance model.

As the journey moves forward, we will continue creating world-class education and training opportunities … our students and region deserve it. Thank you for your ongoing support and leadership.

Dr. Phillip Neal
President

Our Vision

A world-class college educating South Central Kentucky’s globally competitive workforce.

Our Values

  • Caring culture
  • Lifelong learning and balance
  • Flexibility and innovation
  • Quality, excellence and continuous improvement
  • Ethical, open and accountable
  • Data and outcome informed decision-making
  • Inclusion, equity, respect and global diversity
  • Community development, collaboration and teamwork

Our Mission

SKYCTC’s mission is to improve the quality of life through education focused on career development, community partnerships, and economic growth.

Our Goals

  1. Increase the educational attainment level in South Central Kentucky by positioning SKYCTC as the most accessible and affordable option in postsecondary education

  2. Close achievement gaps and improve overall student success by enhancing student engagement

  3. Align services and curriculum with the regional workforce and economic development needs
  4. Increase connections with educational providers and employers to provide students expanded transfer opportunities, career pathways, experiential learning, and job placement services

  5. Ensure an active and engaged Board of Directors

The strategic plan serves as a guide for planning and decision-making. Priorities are developed and budgeting is allocated in accordance with the strategic plan. The strategic plan is comprised of five goals and implemented across all functional areas in the College. These five goals are in support of the College’s mission.

The Planning Process

The five goals of the strategic plan utilize performance indicators to gauge and assess goal attainment. Also, all major offices, divisions and units focus their action strategies on the accomplishment of the strategic plan. Strategic goals are identified with the input of faculty, staff, students, the Board of Directors, and members of the community. Additionally the Board of Directors’ Efficiency, Effectiveness and Accountability Committee provides direction to the Strategic Planning Team.

 

We have six campus locations.

Increase the educational attainment level in South Central Kentucky by positioning SKYCTC as the most accessible and affordable option in postsecondary education

  • Fall Full-Time Equivalent (FTE) as delivering college
    Exceed prior Fall FTE
  • Dual Credit Headcount Exceed prior academic year unduplicated dual credit headcount.
  • Affordability
    Affordability index goal is to be 50% or less than that of a four-year institution.

2019-20 Actions

  • Expand Recruitment of Targeted Populations
  • Strengthen Resource Decvelopment Infrastructure
  • Increase Community Engagement

Close achievement gaps and improve overall student success by enhancing student engagement

  • Total Credentials Awarded
    Exceed prior academic year total credentials awarded in technical and transfer categories.
  • Graduation Rate - Total Cohort
    Increase graduation rate of full-time, first-time degree seeking undergraduate students who complete their program within 150% (3 years) of normal time as reported to International Post-Secondary Education Database System (IPEDS).
  • CCSSE (Community College Survey of Student Engagement)
    Score at or above CCSSE mean of 50.0 in the following categories:
    • Active Learning
    • Student Effort
    • Academic Challenge
    • Faculty Interaction
    • Support for Learners

2017-2018 Actions

  • Increase Applicant Conversion Rate
  • Increase Student Engagement
  • Foster a Thriving Compus Culture

Increase connections with educational providers and employers to provide students expanded transfer opportunities, career pathways, experiential learning, and job placement services

  • Associate Degree Graduates Who Transfer
    Increase percent of associate degree earners who enrolled at a four-year institution within one academic year of associate degree completion.
  • Experiential Learning - Diploma and AAS Graduates
    Increase percent of diploma and degree earners participating in experiential learning type: clinicals, co-ops, internships, and service learning with passing grade.
  • Dual Credit Success Rate
    Exceed prior year number of former dual credit students earning an associate degree at SKYCTC.

2017-2018 Actions

  • Increase Awareness of SKYCTC's Career Pathways
  • Expand Flexible Instructional Delivery Models
  • Expand Student Access to Industry Partners

Align services and curriculum with the regional workforce and economic development needs

  • Workforce Credit Hours Conversion
    Increase the number of credit hours delivered through workforce non-credit (clock hour conversion to credit hours).
  • Licensure & Certificate Pass Rate
    Increase the number of students in completer cohort who achieve a passing grade on their first attempt of licensure exam within one year divided by the number of students in completer cohort who sat for the first-time to take the exam within one year.
  • Workforce Points of Contact
    Exceed prior year number of businesses and individuals served.

2017-2018 Actions

  • Expand High-Demand Programs
  • Expand Reach of Workforce Solutions Offerings in the 10-county region

Ensure an active and engaged Board of Directors 

  • Planning & Endorsement of the Strategic Plan & Budget
  • Perform Annual Assessments
  • Serve as a Positive Advocate for the College
  • Participate in Professional Growth & Development Activities

2017-2018 Actions

  • Participated in the development and endorsement of the Strategic Plan
  • Participated in the development and endorsement of the Annual Budget
  • Participated in Board of Directors CommitteesParticipate in Budget Approval
  • Performed annual assessment of SKYCTC President’s performance
  • Completed individual and group Board of Director’s assessment
  • Participated in SKYCTC Board of Directors meetings
  • Participated in various SKYCTC activities and ceremonies
  • Served as a positive advocate for SKYCTC
  • Participated in board and all-college professional development opportunities
  • Presented at the Annual Association of Community College Trustees on the topic of redesigning technical education