Strategic Plan | SKYCTC

Strategic Plan

Planning for our future

Southcentral Kentucky Community and Technical College (SKYCTC) is entering the second year of its 2022-26 strategic planning cycle, and I proudly present the 2023-24 Strategic Plan with Performance Indicators. Embodied within is our vision, values, mission statement, and goals focused on preparing tomorrow’s workforce to thrive within a global market.

This document represents the hard work of the SKYCTC Board of Directors, employee-based strategic planning groups, and input from community and industry leaders. Experience has taught us that thoughtful and purposive planning is essential for any institution to thrive in today’s challenging environment. More importantly, visionary strategic planning is critical for organizations that strive for future excellence.

As the “Ellis Island of higher education,” SKYCTC and this Strategic Plan were built on a structure that encourages collaboration and cooperation as we reach out to a diverse range of populations and industries to make higher education accessible, affordable, and achievable for all.

This Strategic Plan focuses on improving learners’ success, improving employment success, and increasing organizational success. I thank our SKYCTC community for their continued involvement and support in the planning process. We look forward to another successful year.

Dr. Phillip Neal
President and CEO

Our Vision

Inspired by our Culture of Caring, SKYCTC will transform lives through high-quality education and training.

Our Values

Student Focused

  • Access, Success, and Connections

Culture of Caring

  • Respect, Inclusion, and Equity

Commitment to Excellence

  • Continuous Improvement, Flexibility, and Innovation

Our Mission

SKYCTC will improve South Central Kentucky’s economic prosperity through higher education focused on career development, community partnerships, and economic growth.

Our Goals

  1. Improve Learner Success
  2. Improve Employment Success
  3. Increase Organizational Success

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 three goals and implemented across all functional areas in the College. These three goals are in support of the College’s mission. 

The Planning Process

The three 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. 


Goal Objectives

  • Grow enrollment at SKYCTC to meet the needs of the region by expanding the number and diversity of learners achieving their career and lifelong learning goals.
  • Leverage proven practices to increase learner success through the completion of credential pathways and (credit and non-credit) industry training, including
    • transfer to four-year institutions (bachelors or employment)
    • employment entry, re-entry, or upskilling

Academic Year Enrollment - 2023-24 Target: 6,124

Unduplicated total enrollment headcount (for credit) in most recently completed academic year (summer, fall, spring)

Two-Year Persistence - 2023-24 Target: 67.9% (Fall 2021 Cohort)

Unduplicated percentage of students entering in the fall semester who earn a credential at the initial institution by the end of the following academic year, transfer by the end of the following academic year, or are still enrolled at the initial institution at any time during the following academic year

Degree-Seeking FTE - Increase by 5% over prior academic year

FTE of credential seeking students by 5% over prior year

Fall to Spring Retention - Exceed prior year by 5%

Increase Fall-to-Spring retention of credential seeking student by 5% over prior year

2023 - 2024 Actions

  • Expand Access and Affordability
    • Begin development and implementation of on-site, family focused recruitment events
    • Develop training and other materials to help with recruitment and college-going questions
    • Monitor the newly implemented Merit Scholarship for effectiveness and/or improvements.
  • Improve Wraparound Support Services
    • Revise Blackboard shells and other student resources to link to an all-inclusive directory of student support services
    • Convene a research committee to evaluate top nonacademic barriers that impact students at SKYCTC to help inform future strategies
    • Implement a Quality Enhancement Plan (QEP) to increase student success in English 101 (Writing I) for at-risk students
    • Implement strategies to increase student success in Math 150 (College Algebra)
  • Optimize Credit Programming
    • Increase the number of students and industry participants in the SKYFAME and SKYFlex models
    • Implement the Business Administration Hospitality Track for Culinary Arts students
    • Achieve NAACLS accreditation for the Medical Laboratory Technology Program

Goal Objectives

  • Expand workforce training to ensure skilled talent to meet employer and economic development needs.
  • Strengthen industry and transfer partnerships to enhance programs and improve speed to work to ensure a skilled talent pipeline to grow Kentucky’s economy.

Targeted Industry Sector Credentials - 2023-24 Target: 2,236

Credentials awarded in academic programs aligned with the Kentucky Workforce Innovation Board’s Targeted Industry Sectors (Healthcare, Manufacturing, Transportation, Distribution, and Logistics; Information Technology, Business and Finance; and Construction)

Post KCTCS Outcomes - 2023-24 Target: 80.9%

Percentage of non-returning credential earners (degree, diploma, certificate) in one academic year that enroll at a four-year institution or are employed and earn a wage greater than or equal to the federal poverty level in the following academic year

2023 - 2024 Actions

  • Maximize Graduate/Industry Connections
    • Develop a coordinated strategy to increase the use of Handshake among students and industry partners
    • Expand comprehensive career services to include career exploration, career preparation, and job placement
  • Expand Community Education and Customized Industry Training
    • Implement a customized instructional delivery approach for the Envision AESC employees
    • Host camps and other community education offerings on SKYCTC campuses

Goal Objectives

  • Invest in human, physical, and operational infrastructure to promote long-term sustainability
  • Expand recognition and value of SKYCTC
  • Ensure an engaged Board of Directors

Employee Retention Rate - 2023-24 Target: 84.1%

The retention rate of regular KCTCS employees during the academic year

Alternative Revenue - Increase the amount and number of sources of external revenue

Annual dollar amount of financial contributions from grants, contracts, advancement, and other external sources and endowment income

2023 - 2024 Actions

  • Enhance Compensation, Benefits, and Organizational Culture
    • Expand options for continuing education for employees
    • Enhance employee recognition for employment milestones and job performance
    • Evaluate SKYCTC’s local pathway-to-market program compared to the results of the Huron Study
  • Improve Campus Infrastructure
    • Complete deferred maintenance/facilities improvement projects for the Main, Franklin-Simpson, and Glasgow Health Campuses
  • Market SKYCTC's Value and Grow Community Support
    • Analyze and maximize marketing efforts that produce the greatest return on investment
    • Develop and market an interactive tool to demonstrate the financial advantage of a SKYCTC education
  • Ensure an Engaged Board of Directors
    • Endorse Strategic Plan and Budget
    • Perform annual performance assessment of SKYCTC President
    • Complete individual and group Board of Directors’ performance assessment
    • Serve as a College advocate
    • Participate in Professional Development
    • Participate in Board of Directors Committees
    • Participate in SKYCTC Board of Directors meetings