Strategic Plan | JCTC

¼¯ÃÀÂ鶹

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Strategic Plan 2022-2026

Goal 1: Increase learner success

KCTCS Objective 1.1

Grow enrollment at KCTCS institutions to meet the needs of the Commonwealth by expanding the number of learners achieving their career and lifelong learning goals.

¼¯ÃÀÂ鶹 Strategic Priorities:

  1. ¼¯ÃÀÂ鶹 will promote a campus environment that cultivates a sense of community among prospective and current students, alumni, employees, and community partners.
  2. ¼¯ÃÀÂ鶹 will develop, endorse, and execute a comprehensive and data-driven Strategic Enrollment Management plan.

KCTCS Objective 1.2

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 to employment); employment entry, re-entry, or upskilling.

¼¯ÃÀÂ鶹 Strategic Priorities:

  1. ¼¯ÃÀÂ鶹 will strive for continuous improvement in course-based success outcomes, employing multiple measures to continually assess effectiveness.
  2. ¼¯ÃÀÂ鶹 will deliver high-quality academic support through tutoring and library resources and services and cross-college collaboration.
  3. ¼¯ÃÀÂ鶹 will implement a guided pathways model that inspires students to explore, choose, plan, and complete programs aligned with career and education goals.
  4. ¼¯ÃÀÂ鶹 will promote policies and practices that strive to minimize student barriers, maximize student opportunities.

Goal 2: Increase employment Success

KCTCS Objective 2.1

Expand workforce training to ensure skilled talent to meet employer and economic development needs.

¼¯ÃÀÂ鶹 Strategic Priorities:

  1. ¼¯ÃÀÂ鶹 will enhance collaboration between Workforce Solutions and Academic Affairs to expand the delivery of timely, accessible, and effective courses and programs that address the evolving needs of the local community.
  2. ¼¯ÃÀÂ鶹 will actively pursue the expansion of work-based learning opportunities for students, including internships, co-ops, apprenticeships, clinicals, and earn and learn programs.
  3. ¼¯ÃÀÂ鶹 will identify, target, and increase enrollment in workforce training programs that lead to high-wage, high-demand career opportunities.

KCTCS Objective 2.2

Strengthen industry and transfer partnerships to enhance programs and improve speed to work to ensure a skilled talent pipeline to grow ¼¯ÃÀÂ鶹™s economy.

¼¯ÃÀÂ鶹 Strategic Priorities:

  1. ¼¯ÃÀÂ鶹 will assure the relevance and quality of academic programs by analyzing local workforce data, employer feedback, and graduate employment outcomes.
  2. ¼¯ÃÀÂ鶹 will systematically enhance communication and engagement with program-specific advisory board members to facilitate open communication about technical and employability skills with local industry representatives.
  3. ¼¯ÃÀÂ鶹 will collaborate with current and emerging postsecondary partners to build”and effectively communicate”transfer pathways.
  4. ¼¯ÃÀÂ鶹 will enhance the delivery of student-centered transfer practices, including the expansion of credit for prior learning and completion of course competency audits.

Goal 3: Increase organizational success

KCTCS Objective 3.1

Invest in human, physical, and operational infrastructure to promote long-term sustainability.

¼¯ÃÀÂ鶹 Strategic Priorities:

  1. ¼¯ÃÀÂ鶹™s leadership will demonstrate a commitment to employees™ sense of value.
  2. ¼¯ÃÀÂ鶹 will continue physical transformation in support of transformational education and engagement by developing and implementing the actions outlined in the College™s Campus Master Plan.
  3. ¼¯ÃÀÂ鶹 will continue to ensure that institutional resources are allocated in alignment with the College™s mission, values, and strategic priorities.
  4. ¼¯ÃÀÂ鶹 will implement a succession planning program to develop talent and leadership which includes certification and professional development opportunities for service-oriented departments.

KCTCS Objective 3.2

 Expand recognition of the value of the KCTCS System and its Colleges.

¼¯ÃÀÂ鶹 Strategic Priorities:

  1. ¼¯ÃÀÂ鶹 will promote a cohesive, connecting brand for all program-specific marketing.
  2. ¼¯ÃÀÂ鶹 will strengthen institutional relationships with corporate and community partners to increase recognition of ¼¯ÃÀÂ鶹™s position as the community™s educational resource.
  3. ¼¯ÃÀÂ鶹 will increase awareness and recognition of the value ¼¯ÃÀÂ鶹 brings to its service area.