Revised March 9, 2016 INFORMATION: KCTCS STRATEGIC PLAN 2016-22 Agenda Item H-2 DEVELOPMENT REVISED GOALS March 11, 2016 At the March 10-11, 2016 meeting, President Box will present revised goals for the Board of Regents consideration as part of the KCTCS Strategic Plan 2016-22 development process. Background In spring 2015, President Box began the 2016-22 strategic planning process by collecting input from stakeholders throughout Kentucky. He conducted listening sessions at all 16 KCTCS colleges and the System Office, meeting with nearly 2,000 community members, students, KCTCS employees, and business leaders to help envision a future state for KCTCS. Additionally, a statewide survey was conducted that garnered over 3,200 responses and solicitied input from nearly 20 System-wide functional Peer Teams, representing virtually every organizational area of operations.this statewide input represents the outcome of a whole-system engagement process intended to share the design of KCTCS s future with those who will be most impacted in that future. On May 19, 2015, the President s Leadership Team (the 16 college presidents and the President s Cabinet) considered all input, research, and data collected thus far to recommend the proposed Vision, Values and Goals for 2016-22. The data collected through this comprehensive process was used to shape the recommended Vision, Values, and Goals presented to the KCTCS Board of Regents in June 2015. At the June 2015 meeting, the KCTCS Board of Regents adopted proposed Vision, Values, and Goals for the KCTCS Strategic Plan 2016-22 as the initial step in the strategic planning development process (see Attachment A). The Innovation Rountables In fall 2015, President Box collected additional data through the statewide Innovation Roudtables funded by the Bill and Melinda Gates Foundation. These roundtable sessions were conducted in each of Kentucky s nine economic regions as defined by economist and Professor Emeritus at the University of Louisville, Dr. Paul Coomes, to identify opportunities for change and innovation within the region around five overarching issues: - Educational attainment at all levels. - Economic development and job growth. - A world-class, 21 st century workforce. - Global competitiveness of business and industry. - Prosperity of Kentucky citizens. The over 160 Roundtable participants included workforce and economic development professionals, secondary and postsecondary educational partners, chamber executives, elected officials, representatives from regional, community, and statewide organizations, and employers. REVISED - 59
The input gathered from these roundtable sessions has been summarized in a KCTCS publication entitled EMBRACING THE DREAM Kentucky s Future: A Statewide Perspective (see link below). http://www.calameo.com/read/001281001a90101844ccb The summary data presented in the EMBRACING THE DREAM report has been used to refine the goals presented to the KCTCS Board of Regents in June 2015. (see Attachment A). These revised goals serve as the basis for new proposed strategic performance measures as part of the 2016-22 strategic plan. Peformance measures have been developed with the full engagement of the college Insitutional Research and Institutional Effectiveness staff, college strategic planning leads, and the KCTCS President s Leadership Team. The KCTCS Office of Research and Policy Analysis has developed, analyzed, and shared data critical to the development of useful, meaningful strategic performance metrics See Agenda Item H- 3 KCTCS Strategic Plan 2016-22 Development Performance Measures. The Council on Postsecondary Education s Strategic Agenda As required by statute, the KCTCS will continue to maintain alignment with the statewide postsecondary education strategic agenda set by the CPE responding to the mandates in the Kentucky Postsecondary Education Improvement Act of 1997 (as amended). During the new strategic planning cycle, KCTCS has been working closely with CPE and other state partners including the Kentucky Department of Education, the Kentucky Workforce Innovation Board, and the Kentucky Chamber of Commerce in an unprecedented effort to collaborate on a shared vision and set of strategic goals for the Commonwealth. College Alignment with System Strategic Goals The 16 KCTCS colleges have been conducting their local strategic planning processes in parallel to the System s process. College strategic planning goals must align with System s goals. All KCTCS colleges have submitted their strategic planning goals as approved by the college boards of directors, and in alignment with the revised goals presented to the KCTCS Board of Regents. Strategic Performance Measures The System goals and aligned college goals serve as the basis for new proposed strategic performance measures as part of the 2016-22 strategic plan. REVISED - 60
Peformance measures have been developed with the full engagement of the college Insitutional Research and Institutional Effectiveness staff, college strategic planning leads, and the KCTCS President s Leadership Team. The KCTCS Office of Research and Policy Analysis has developed, analyzed, and shared data critical to the development of useful, meaningful strategic performance metrics. (See Agenda Item H-3 KCTCS Strategic Plan 2016-22 Development Performance Measures). 2016-22 KCTCS Strategic Plan Influencing Factors Given the unique circumstances of the current strategic planning cycle, some fluidity is still expected in the planning process. A combination of factors and questions may further impact the proposed strategic plan goals and measures, possibly necessitating additional revisions. REVISED - 61
Attachment A KCTCS 2016-22 Strategic Plan: Vision, Values, and Revised Goals (STRIKE THROUGH VERSION) Vision A world-class system of colleges educating Kentucky s globally competitive workforce Values Flexibility and innovation Quality and excellence Openness and accountability Continuous improvement Data- and outcomes-driven decision-making Inclusion, equity, respect, and global diversity Balance, collaboration, and teamwork Goals ACCESS: Position KCTCS as the accessible, affordable, and relevant postsecondary education choice for Kentuckians. Raise the level of educational attainment in the Commonwealth by positioning KCTCS as the accessible, affordable, and relevant postsecondary education choice for Kentuckians. READINESS: Strengthen partnerships with educational providers at all levels to improve college and career readiness. Increase access and success for all KCTCS students, particularly among traditionally underserved populations. SUCCESS: Improve student engagement, support, experiences, and success with best-in-class academic and student services. Develop clear career pathways with experiential learning opportunities and associated services that lead to successful employment outcomes. Develop clear pathways through all levels of postsecondary education with an emphasis on experiential learning that lead to successful employment outcomes for KCTCS graduates. Improve student engagement, support, experiences, and success with best-in-class academic and student services. IMPACT Enhance communication and collaboration with all stakeholders to more closely align the KCTCS mission with workforce and economic development needs. Align programs and curricula with needs of employers that enhance the employability, job placement, and career development of KCTCS graduates. REVISED - 62
KCTCS 2016-22 Strategic Plan: Vision, Values, and Revised Goals (AS IT WILL APPEAR VERSION) Vision A world-class system of colleges educating Kentucky s globally competitive workforce Values Flexibility and innovation Quality and excellence Openness and accountability Continuous improvement Data- and outcomes-driven decision-making Inclusion, equity, respect, and global diversity Balance, collaboration, and teamwork Goals Raise the level of educational attainment in the Commonwealth by positioning KCTCS as the accessible, affordable, and relevant postsecondary education choice for Kentuckians. Increase access and success for all KCTCS students, particularly among traditionally underserved populations. Develop clear pathways through all levels of postsecondary education with an emphasis on experiential learning that lead to successful employment outcomes for KCTCS graduates. Improve student engagement, support, experiences, and success with best-inclass academic and student services. Align programs and curricula with needs of employers that enhance the employability, job placement, and career development of KCTCS graduates. REVISED - 63
Attachment B KCTCS College/System Strategic Goal Alignment KCTCS Goals 1. Raise the level of educational attainment in the Commonwealth by positioning KCTCS as the accessible, affordable, and relevant postsecondary education choice for Kentuckians. 2. Increase access and success for all KCTCS students, particularly among traditionally underserved populations. 3. Develop clear pathways through all levels of postsecondary education with an emphasis on experiential learning that lead to successful employment outcomes for KCTCS graduates. 4. Improve student engagement, support, experiences, and success with best-in-class academic and student services. 5. Align programs and curricula with needs of employers that enhance the employability, job placement, and career development of KCTCS graduates. Ashland 1. Position ACTC as the accessible, affordable, and relevant postsecondary education choice for our constituents, particularly among traditionally underserved populations. 2. Develop clear pathways and experiential learning opportunities leading to successful employment outcomes or transfer to baccalaureate programs for ACTC graduates. 3. Improve student engagement, support, experiences, and success among our student populations with best-in-class academic and student services. 4. Align programs and curricula with needs of employers that enhance the employability, job placement, and career development of ACTC graduates. 5. Enhance organizational capacity in accomplishing our mission. Big Sandy 1. Raise the level of educational attainment in the Commonwealth by positioning BSCTC as the first-choice for accessible, affordable and relevant higher education and community, workforce and economic development in our region. 2. Increase BSCTC student access and success with particular emphasis among the underserved populations of this region. 3. Develop clear and relevant career pathways through all levels of postsecondary education with experiential learning opportunities and associated services that lead to successful employment outcomes. 4. Improve student engagement, support, experiences, and success with academic and student services to make eastern Kentucky competitive in a Global Economy. 5. Build relationships with all stakeholders to enhance communication and collaboration that aligns the BSCTC mission, programs and curriculum with community, workforce and economic development needs. 6. Aggressively pursue external funding to expand the college s capacity and become the premier economic development engine in eastern Kentucky. REVISED - 64
7. Promote active involvement in cultural and environmental activities to improve, protect and sustain our community. Bluegrass 1. (KCTCS Goal 2): Increase student access and success. 2. (KCTCS Goal 4): Promote excellence in teaching and learning. 3. (KCTCS Goal 3): Cultivate an inclusive learning community. 4. (KCTCS Goal 5): Enhance strategies for economic, workforce, and community development 5. (KCTCS Goal 1): Build resources for an effective and sustainable college. Elizabethtown 1. Raise the level of educational attainment in the Commonwealth by positioning ECTC as the accessible, affordable, and relevant postsecondary education choice for Kentuckians residing in the college's service region. 2. Increase access and success for ECTC students, particularly among traditionally underserved populations. Goal 3: Develop clear pathways through all levels of postsecondary education with an emphasis on experiential learning that lead to successful employment outcomes for ECTC graduates 3. Improve student engagement, support, experiences, and success by utilizing best practices in academic and student services; 4. Align programs and curricula with needs of employers that enhance the employability, job placement, and career development of ECTC graduates. Gateway 1. Strategically position Gateway Community and Technical College within the comprehensive educational landscape of the Northern Kentucky/Greater Cincinnati Region. 2. Develop increased options for flexible, affordable and personalized learning. 3. Develop comprehensive, customizable and fluid educational pathways that are relevant and responsive to the dynamic needs of the region. 4. Cultivate an experiential, collaborative and supportive learning environment that pursues diversity, thrives on innovation, and contributes to a connected community. 5. Strengthen long-term institutional growth and stability. Hazard 1. HCTC will raise the level of educational attainment in the region by positioning HCTC as the accessible, affordable, and relevant postsecondary education choice. 2. HCTC will increase access and success for HCTC students, particularly among traditionally underserved populations. 3. HCTC will develop clear pathways through all levels of postsecondary education with an emphasis on experiential learning that lead to successful employment outcomes for HCTC graduates. 4. HCTC will improve student engagement, support, experiences, and success with best-in-class academic and student services. REVISED - 65
5. HCTC will align programs and curricula with needs of employers that enhance the employability, job placement, and career development of HCTC graduates. 6. HCTC will increase enrollment, retention and completion. Henderson 1. Raise the level of educational attainment in HCC s service area by positioning the College as the most accessible, affordable, and relevant postsecondary education choice. 2. Increase access and success for HCC s students, particularly among traditionally underrepresented populations. 3. Develop clear pathways through postsecondary education with an emphasis on experiential learning that leads to successful employment outcomes for HCC s graduates. 4. Improve student learning, engagement, support, experiences, and success with exceptional academic and student services. 5. Align programs and curricula with needs of employers that enhance the employability, job placement, and career development of HCC s graduates. 6. Promote the recognition and value of HCC. Hopkinsville 1. Promote successful transitions for all students (KCTCS Goal 2; KCTCS Goal 3, KCTCS Goal 4, KCTCS Goal 5) 2. Position Hopkinsville Community College as the desired first choice for higher education in our region (KCTCS Goal 1; KCTCS Goal 2; KCTCS Goal 4) 3. Support the economic development of the southern Pennyrile/Fort Campbell region (KCTCS Goal 3; KCTCS Goal 5) Jefferson (Corrected) 1. KCTCS Strategic Goal 1: Raise the level of educational attainment in the Commonwealth by positioning KCTCS as the accessible, affordable, and relevant postsecondary education choice for Kentuckians. o JCTC Strategic Initiative 1.1: Develop and implement a Strategic Enrollment Management Plan o JCTC Strategic Initiative 1.2: Explore, develop, maintain, and communicate strategies and partnerships to reduce time to completion thereby reducing cost to students. o JCTC Strategic Initiative 1.3: Develop and implement career and transfer pathways aligned with business and industry needs and educational institutions. 2. KCTCS Strategic Goal 2: Increase access and success for all KCTCS students, particularly among traditionally underserved populations. o JCTC Strategic Initiative 2.1: Develop, modify and implement strategies with secondary and postsecondary faculty to reduce the need for developmental education at the postsecondary level o JCTC Strategic Initiative 2.2: Implement strategies, programs and experiences that inform faculty, staff and students about social justice issues REVISED - 66
3. KCTCS Strategic Goal 3: Develop clear pathways through all levels of postsecondary education with an emphasis on experiential learning that lead to successful employment outcomes for KCTCS graduates. o JCTC Strategic Initiative 3.1: Develop clear career pathways with experiential learning opportunities and associated services that lead to successful employment outcomes similar to the FAME and TOYOTA T-TEN programs o JCTC Strategic Initiative 3.2: Align College technical programs with secondary school programs (High Schools and Area Technology Centers) including awarding of certificates and degrees o JCTC Strategic Initiative 3.3: Expand reverse transfer agreements beyond U of L to other four-year institutions o JCTC Strategic Initiative 3.4: Expand and develop transfer /career pathway plans with all four-year institutions 4. KCTCS Strategic Goal 4: Improve student engagement, support, experiences, and success with best in-class academic and student services. o JCTC Strategic Initiative 4.1: Improve, enhance, and simplify the admissions process with special emphasis on application, assessment, financial aid, and orientation processes. 5. KCTCS Strategic Goal 5: Align programs and curricula with needs of employers that enhance the employability, job placement, and career development of KCTCS graduates. o JCTC Strategic Initiative 5.1: Establish the College as a recognized high quality provider of education and training to industry sectors for the advancement of workforce and economic development o JCTC Strategic Initiative 5.2: Establish the College as the leading provider of education and training in the fields of advanced manufacturing and information technology. o JCTC Strategic Initiative 5.3: Engage Program Advisory Boards more clearly in the work of the College through development of committee guidelines, and participation in program activities and College events Madisonville (Corrected) 1. Manage enrollment strategically 2. Improve student success and achievement 3. Strengthen developmental education 4. Promote and strengthen faculty and staff development 5. Strengthen student engagement through use of research-based best practices in academic and student affairs 6. Strengthen online and hybrid-online learning offerings 7. Establish clearly defined postsecondary career pathways to address degree completion, transfer, and job placement 8. Align educational programming with workforce development needs of community and region 9. Strengthen customized workforce development training 10. Strengthen basic education and college and career readiness skills within service area 11. Ensure fiscal stability and manage internal controls, human resources, and facilities effectively REVISED - 67
12. Complete postsecondary education building project 13. Obtain grants and private gifts to enhance educational programming and student achievement 14. Strengthen institutional effectiveness processes, including student learning outcomes assessment 15. Promote cultural development and diversity 16. Engage Board of Directors effectively Maysville 1. (KCTCS Goal 1): Position MCTC as the accessible, affordable, and relevant postsecondary education choice for our constituents to raise the level of educational attainment in our communities. 2. (KCTCS Goal 2): Increase access and success for all MCTC students, particularly among traditionally underserved populations. 3. (KCTCS Goal 3): Develop clear pathways through all levels of postsecondary education with an emphasis on experiential learning that lead to successful employment outcomes for MCTC graduates. 4. (KCTCS Goal 4): Improve student engagement, support, experiences, and success. 5. (KCTCS Goal 4) Align programs and curricula with needs of employers that enhance the employability, job placement, and career development of MCTC graduates. 6. (KCTCS Goal 1): Secure and maintain physical, financial, and human resources to advance the mission of MCTC. 7. (KCTCS Goal 4): Provide a safe and secure college environment. Owensboro 1. Accessible and Affordable College for All (KCTCS Goal 1): The College inspires and enables individuals to become the people they aspire to be. Choosing to Go! 2. Career and College Knowledge Ready Academically, Ready for Work (KCTCS Goal 2): The College helps future students prepare for the academic rigors of college and select the field of study that meets their life goals. Ready to Go! 3. Inclusiveness: Diversity of Individuals, Diversity of Ideas (KCTCS Goal 2): Promoting global awareness and local inclusivity, the College engages students, faculty, staff, and community members in understanding the personal and universal value of all individuals. Getting There Together! 4. Future Focused Baccalaureate Connections (KCTCS Goal 3): The College creates seamless pathways for successful transitions to four-year colleges and universities. Go 2 Transfer! 5. Future Focused Career Connections (KCTCS Goal 3): The College creates seamless pathways, including experiential learning opportunities, for successful transitions to the workplace. Go 2 Work! 6. Support Succeed (KCTCS Goal 4): With excellence, integrity, and high expectations, the College s learner-focused faculty and staff help students reach their educational goals. Race 2 Success! REVISED - 68
7. Sharing our Spirit Advancing our Alumni and the Community (KCTCS Goal 5): The College engages employers, responds to business and industry needs, and expands partnerships for regional economic, social, cultural, and intellectual prosperity. Fueling the Future! Somerset 1. Raise the level of educational attainment in the Commonwealth by positioning SCC as the accessible, affordable, and relevant postsecondary education choice for area students. 2. Increase access and success for all SCC students, particularly among traditionally underserved populations. 3. Develop clear pathways through all levels of postsecondary education with an emphasis on experiential learning that lead to successful employment outcomes for SCC graduates. 4. Improve student engagement, support, experiences, and success with best-in-class academic and student services. 5. Align programs and curricula with needs of employers that enhance the employability, job placement, and career development of SCC graduates. Southcentral Kentucky 6. Position SKYCTC as the accessible, affordable, and relevant postsecondary education of choice for the citizens of South Central Kentucky 7. Strengthen partnerships with educational providers at all levels to improve pathways through postsecondary education to careers 8. Improve student engagement, support, experiences, and success with best-in-class academic and student services 9. Enhance communication and collaboration with all stakeholders to more closely align the SKYCTC mission with workforce and economic development needs 10. Ensure an active and engaged Board of Directors Southeast Kentucky 1. Raise the level of educational attainment in our service area by positioning SKCTC as the accessible, affordable, and relevant postsecondary education choice for Kentuckians in our region. 2. Increase access and success for all SKCTC students, particularly among traditionally underserved populations. 3. Develop clear pathways through all levels of postsecondary education with an emphasis on experimental learning that lead to successful employment outcomes for SKCTC graduates. 4. Improve student engagement, support, experiences, and success with best-in-class academics and student services. 5. Align programs and curricula with needs of employers that enhance the employability, job placement, and career development of SKCTC graduates. REVISED - 69
West Kentucky 1. Position West Kentucky Community and Technical College as the accessible, affordable, and relevant postsecondary education choice. 2. Strengthen partnerships with educational providers at all levels to improve college and career readiness. 3. Improve student engagement, support, experiences, and success with premier academic and student services. 4. Develop clear educational and career pathways with experiential learning opportunities and associated services that lead to successful transfer and/or employment outcomes. 5. Enhance communication and collaboration with all stakeholders to more closely align the WKCTC mission with workforce and economic development needs. REVISED - 70