We provide best-in-class customer service to our community and our strategic partners; we provide excellent customer service to one another in an environment of respect, care and accountability.

• Continue post-SACSCOC 5th Year Report audit to evaluate institutional strengths and weakness, with a review of all standards in fall 2022 and meetings with college leadership completed by spring 2023. Responsible Division: Office of Institutional Excellence
  
  
• Conduct needs assessment survey, in fall 2022, of faculty and staff regarding the services and support offered through the Office of Institutional Excellence, to include the areas of Institutional Effectiveness, Research, and the Institute for Teaching Excellence. Responsible Division: Office of Institutional Excellence
  
  
• By November 2022, establish and implement timelines for ‘Degree Check’ events for graduating students to help students identify stackable credentials students qualify for. Responsible Division: Academic Affairs
  
  
• Academic Records will deploy a student satisfaction survey by March 2023 to identify areas where additional staff training is needed to improve the student customer experience. Responsible Division: Academic Affairs
  
  
• Implement and deploy a training program for the Curriculog with the intent of streamlining and documenting the current curriculum process by April 2023. Responsible Division: Academic Affairs
  
  
• Increase the number of University Transfer students by 3% by August 2023. Responsible Division: Academic Affairs
  
  
• Review and revise college-wide meta-majors by May 2023 to relaunch for fall 2023 by building strategic pathways and creating process of outreach and support for undecided/uncertain students. Responsible Division: Academic Affairs
  
  
• Develop plans for the expansion or development of five academic programs to begin in Fall 2023 or Fall 2024 by February 2023. Responsible Division: Academic Affairs
  
  
• Seek approval for at least 2 new or revised programs to begin Fall 2023 or Fall 2024 by March 2023. Responsible Division: Academic Affairs
  
  
• Complete a comprehensive labor market analysis of our communities to best serve our stakeholders by providing the College with data to increase student placement and employability alignment, determine needs for current and additional curriculum offerings, and ultimately grow enrollment and enhance the reputation of the College by June 30, 2023. Responsible Division: President’s Office; Communications and External Relations
  
  
• Develop a plan to enhance the College’s external relationships by June 30, 2023, that will include actionable steps for the development of at least one partnership in each of the areas of academic programming, operations, alumni engagement and grant funding. Responsible Division: Communications and External Relations
  
  
• Develop a shared vision and action plan among the departments of Marketing and Communications, Workforce and Economic Development, and College Advancement, that supports the newly created Communications & External Relations Division, by January 30, 2023. Responsible Division: Communications and External Relations
  
  
• Develop a Marketing and Communications Plan with a focus on student enrollment and retention, the President’s Office, crisis management, social media, York Technical College brand recognition and image enhancement, donor acquisition, fundraising and other priority areas by June 30, 2023. Responsible Division: Communications and External Relations
  
  
• Develop a collaborative plan between the College’s Workforce & Economic Development Division and the other academic divisions that leads to community and external partnerships that fulfill the College’s Mission and Vision, by March 30, 2023. Responsible Division: Communications and External Relations
  
  
• Complete FY22-24 budget for presentation to the Commission by March 2023. Responsible Division: Business Services
  
  
• Complete a series of presentations for the campus community, including students, to understand the budget, how it is developed and how costs and revenues flow into and out of the college by April 2023. Responsible Division: Business Services
  
  
• Complete inventory and surplus process for Wilson and Chester by February 2023. Responsible Division: Business Services
  
  
• Review procurement processes and establish processes in alignment with industry practices by March 2023. Responsible Division: Business Services
  
  
• Complete a study to understand satisfaction with the College’s responsiveness to internal and external customers, given the transition to more virtual services and the new flex-work program, by June 30, 2023. Responsible Division: Human Resources

We foster an inclusive and enriching learning environment that advances the success of our diverse student body.

• Begin process of course scheduling redesign to fully leverage our technology, faculty, and facilities resources to more effectively and equitably meet student scheduling needs, support student success, and facilitate strategic enrollment planning May 2023, with full rollout by fall 2024. Responsible Division: Academic Affairs
  
  
• Increase youth apprenticeship participation by 400 percent (five youth apprentices) by May 31, 2023. Responsible Division: Communications and External Relations
  
  
• Develop a framework, in collaboration across the college and with the SC Technical College System Council of Presidents to develop a shared model for delivery of surgical technology education programs to better meet the demands of healthcare providers across the State by June 30, 2023. Responsible Division: President’s Office
  
  
• Identify the top two barrier courses in at least five departments and analyze course success based on modality by May 2023. Adjust courses based on findings by August 2023. Responsible Division: Academic Affairs
  
  
• Identify the top two barrier courses in at least five departments and analyze accessibility using the Ally by May 2023. Adjust courses based on findings by August 2023. Responsible Division: Academic Affairs
• Implement a “Career Talk Bootcamp” by May 2023 to improve readiness of program candidates on wait lists for Health and Human Services Programs. Responsible Division: Academic Affairs
  
  
• Increase the number of courses and sections with embedded tutoring and academic coaching to provide direct support services and increase student success rates. Responsible Division: Academic Affairs
  
  
• Identify courses to embed library services in D2L by May 2023. Responsible Division: Academic Affairs
  
  
• Meet or exceed College-level Key Performance Indicators (KPIs): 6% increase in annual enrollment; 70% fall to fall success rate; 2% increase in college completers; 90% graduate placement rate. Responsible Division: Academic Affairs
  
  
  • Instructional units in all academic divisions will review KPIs (incl. course success data) at the division, department, and program to level to determine gaps in performance of students by race, gender, Pell status, and other characteristics as appropriate. Begin to develop plans and interventions to close equity gaps as indicated by relevant data.

We create and sustain flexible, forward-looking academic programs and student support services that prepare students for a global and ever-changing environment.

• Build Infrastructure in Academic Partnerships and identify timelines with all stakeholders to effectively leverage relationships with k-12 and four-year institutions and create clear progression pathways to move students through dual enrollment, matriculation, and transfer to a four-year institution by May 2023. Responsible Division: Academic Affairs
  
  
• Develop a three-year strategic plan for the York Technical College Chester Center to identify goals for expansion of programs, services, and facilities based on needs of the region and community by May 2023. Responsible Division: Academic Affairs
• Initiate a process of academic portfolio review and develop new programs for expansion or launch in fall 2023 and fall 2024 based on regional trends and needs May 2023. Responsible Division: Academic Affairs

 

• Identify action steps to increase enrollment, placement, and graduation rates for programs on probation or having Enrollment decline by February 2023. Responsible Division: Academic Affairs
  
  
• Execute first stages of the College’s new partnership with the Arras Foundation for a new healthcare programs site in Lancaster County to include review and signature by September 2022, exploration and planning meetings with architects by December 2022, and final decision by May 2023. Responsible Division: Communications and External Relations
  
  
• Commission a feasibility study for a rural healthcare network that includes shared space and academic program offerings along the rural areas of York, Chester, Union, and Cherokee counties in collaboration with Spartanburg Community College, by June 30, 2023. Responsible Division: President’s Office
  
  
• Execute innovative training programs through the new Division of Communications and External Relations, focused on short-term, industry credentials responsive to the needs of area businesses, specifically with a model for HVAC training developed by May 30, 2023. Responsible Division: Communications and External Relations

We recognize our greatest strength lies in our people; we work together to ensure an empowered, equitable, caring and accountable workplace for our faculty and staff.

• Complete a salary analysis for all existing positions and make recommendations for funding and schedule of position adjustments by March 31, 2023, with an initial timeline for internal communications and data outputs submitted for approval by October 31, 2022. Responsible Division: Human Resources
  
  
• Define and launch the second phase of the College’s Flex-work Program by Spring 2023. Responsible Division: Human Resources
  
  
• Launch the College’s Employee Wellness Program with simple/ongoing opportunities to improve individual and campus health and wellness by Fall 2022 with further development throughout the year, including the identification of fitness locations by March 2023. Responsible Division: President’s Office; Human Resources
  
  
• Further develop an action plan to address areas of personnel deficiencies within the departments of Custodial, Grounds, Maintenance, Campus Safety, and Construction Management to be completed by December 1, 2022. Responsible Division: Human Resources, Facilities
  
  
• Review at least three employee critical skills and competencies and provide training opportunities by March 31, 2023. Responsible Division: Human Resources
  
  
• Update and publicize the College’s new employee orientation and onboarding processes by June 30, 2023. Responsible Division: Human Resources
  
  
• Improve workflow of Human Resources forms and processes for more effective utilization of limited personnel resources by January 31, 2023. Responsible Division: Human Resources

We provide places where our students, employees, and partners feel comfort and safety to excel in their pursuit of success; sustainable structures, equipment and services enhance the success of our college communities.

• Complete the design of the Dental Clinic renovation by spring 2023 and begin construction in June 2023.  Responsible Division: Facilities
  
  
• Continue Campus Master Plan initiatives, including:
  1. Completion of the Baskins Road corridor renovation by February 2023
  2. Completion of the initial phases of the College’s H building renovation process through hiring an architectural and engineering (A&E) firm for Phase I services by October 2022 with completion of phase I design services by April 2023.
  3. Completion of initial phases of the College’s K building renovation process by advertising for A&E services by November 2022 with selection of firm by January 2023.
  4. Completion of initial phases of the College’s N (Hood Center) building renovation process by starting the feasibility study by June 2022 with completion in January 2023. Advertise for A&E services by May 2023.
  5. Update and align the current Master Plan with student enrollment projections, program changes, budget projections, and economic outlook for the next ten years through architect selection by March 2023. Responsible Division: Facilities
     
     
• Develop & Implement guidelines for sustainable energy management for the College by reviewing the draft energy guidelines developed by Facilities Management with Executive Leadership in fall 2022 and gain additional input from faculty and staff to develop draft guidelines by June 30, 2023. Responsible Division: Facilities
  
  
• Develop, implement or complete Safety Initiatives resulting from our 2022 Campus Climate surveys, customer surveys, and employee feedback by June 2023. Responsible Division: Facilities
  
  
• Complete Implementation of Graham Leach Bliley Act Safeguards Rule requirements by June 2023. Responsible Division: Information Technology
  
  
• Establish a four-to-five-year data center, classroom & employee PC asset replacement strategy by June 2023. Responsible Division: Information Technology
  
  
• Establish a five-year plan for IT applications by June 2023. Responsible Division: Information Technology
  
  
• Develop a strategic plan for PROMISE/STEM relocation temporarily and long term to ensure adequate space and function of services April 2023. Responsible Division: Facilities, Academic Affairs

We tell our story through innovative marketing and communication strategies; we each take personal responsibility for openly communicating with our colleagues to build a trusting and transparent community.

• Implement monthly, college-wide data updates, through the College’s YTC News outlet, to include the College’s Key Performance Indicators (KPIs), program enrollment, fall-to-fall success rates, gateway course success rates, etc. Responsible Division: Office of Institutional Excellence
  
  
• Implement the College’s 2022-2025 Strategic Direction, ensuring that all Institutional Excellence Plans and goals align with the College's strategic themes by December 2022, and evaluate progress of related college-wide initiatives on a quarterly basis beginning fall 2022. Responsible Division: Office of Institutional Excellence
  
  
• Review, amend, and communicate the College’s Crisis Communication Plan by June 2023. Responsible Division: Facilities
  
  
• Complete redesign of the College’s website by spring 2023. Responsible Division: Information Technology
  
  
• Establish a robust communication plan May 2023, targeting students historically needing financial assistance, to ensure financial literacy and secure enrollment.  A communications framework will be established and an 5% increase in FAFSA completions documented by June 2023. Responsible Division: Communications and External Relations
  
  
• Develop and launch an enhanced campus tour program, general virtual enrollment information sessions, and expand community partnerships, with efforts to recruit and enroll diverse and underrepresented student populations, leading to a 5% increase in student applications by fall 2023. Responsible Division: Academic Affairs, Communications and External Relations
  
  
• Develop and implement a sustainable strategy of internal and external promotion (social media, information sessions and news releases) to increase internal and external awareness of YTC dual enrollment, youth apprenticeships and university transfer opportunities by February 28, 2023. Responsible Division: Office of Institutional Excellence, Academic Affairs
  
  
• Develop and implement top level communications plan, including social media outreach and other communications, to promote clear and consistent messaging with students, employees, and external stakeholders, regarding the state of the College and future expectations beginning in fall 2022 and continuing throughout the 2022-2023 academic year. Responsible Division: President’s Office, Communications and External Relations
  
  
• Conduct planning meetings with the College’s Commission and Foundation boards in winter/spring 2023. Responsible Division: President’s Office
  
  
• Promote the College in the community through presentations, committee and board participation, and meetings with key community leaders throughout the 2022-2023 academic year. Responsible Division: President’s Office
  
  
• By September 2022, establish a broader Presidential leadership group to consider high-level college issues and priorities, execute the College’s 2022-2025 Strategic Direction, engage in collaborative problem solving, and allow a broader input into strategies to advance the College’s Mission and Vision to begin meeting in fall 2022 and periodically throughout the 2022-2023 academic year. Responsible Division: President’s Office
  
  
• Execute initial plans for new Hispanic Student outreach effort to expand enrollment of Hispanic students and more effectively engage Hispanic families with at least two town-hall meetings in fall 2022. Responsible Division: President’s Office, Communications and External Relations

We infuse diversity, equity and inclusion into all college operations and aspirations including, but not limited to:

                Our decision-making;

                Our employee hiring and retention practices;

                Our student success efforts;

                Our policies and procedures;

                Our strategic planning goals.

• Achieve the target new student enrollment goal set by College leadership by recruiting and enrolling students from diverse populations, targeting currently underrepresented populations. At least 65% of students who apply to the College will enroll for classes during fall 2022, spring 2023, and summer 2023. Responsible Division: Academic Affairs
  
  
• Retain economically disadvantaged students by meeting students’ self-identified and documented resource needs through grant funding allocations to assist with expenses not covered by traditional financial aid. At least 65% of students receiving an award will remain enrolled in at least one course during the semester in which the award is granted during fall 2022, spring 2023, and summer 2023. Responsible Division: Academic Affairs
  
  
• Establish already formed, Diversity, Equity, and Inclusion Committee as a formal committee of the President’s Office to develop and execute specific strategies and tactics that undergird the Diversity, Equity, and Inclusion vision of the College, focusing on the areas of Campus Culture, Student Success and Student Support, Employee Success and Support, and Institutional Excellence and Belonging, by October 2022. Responsible Division: President’s Office
  
  
• Build and launch an internal, DEI-focused SharePoint site in Fall 2022 for faculty and staff to access resources related to diversity, equity, and inclusion. Responsible Division: Human Resources, President’s Office
  
  
• Create a DEI Plan in Fall 2022 that includes the strategic priorities of the College as it relates to areas of diversity, equity, and inclusion in an effort to provide focus and structure to programs and initiatives. Responsible Division: Human Resources, President’s Office
  
  
• Identify a professional development certification/training in Fall 2022 for all members of the DEI Task Force/Committee to complete in Spring 2023. Responsible Division: Human Resources, President’s Office
  
  
• Continuously promote and share DEI related information to campus constituents through monthly postings in YTC News throughout the 2022-23 academic year. Responsible Division: Human Resources, President’s Office