We will be the best-in-class educational choice for individuals, families and partners
by providing exceptional learning experiences and outstanding service delivered with
pride and a spirit for innovation.
OUR VALUES
We pursue excellence in student success, community partnerships and economic development; we have the courage to build a community of authenticity and trust with one another.
We cultivate a community of care and compassion.
We move beyond the known and comfortable to better understand and meet the needs of
our community and to elevate our relationships with our colleagues.
We champion diversity as allies and foster a culture of inclusion.
We relentlessly pursue our vision by leading with and honoring our strengths and those
of our colleagues.
PRINCIPLE QUESTIONS
Before implementing new College initiatives or making signifcant College decisions,
we should be able to answer ‘yes’ to all of the following questions:
Is it right for our students?
Is it right for our College community?
Is it sustainable?
Is it equitable?
STRATEGIC THEMES
2023-2024 College Goals
The following is a set of College goals, determined by College leadership, for the
2023-2024 academic year in cross-divisional collaboration. Each goal should fall
clearly within one of the College’s seven strategic themes. Bold goals are indicated
below each strategic theme, along with the next-level SMART goals. These will then
lend themselves to college workgroups where needed, division-level goals, department
excellence plans and further individual planning for the coming year.
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.
Implement a fixed asset software and inventory system by June 2024.
Responsible Division: Business Services
Complete bookstore RFP and selection by March 2024.
Responsible Division: Business Services
Front Porch: Define single entry point for customers to YTC credit and non-credit
programs and services, including the supporting sustaining services such as reporting
requirements (back porch) by May 2024.
Responsible Division: Information Services, Academic Affairs, Office of Institutional Excellence
Customer Service Improvement: Explore and if feasible pilot intelligent chat bot that
will enable customers to retrieve information and / or aid in completing processes
at the college by June 2024.
Responsible Division: Information Services, Student Services
Begin to organize for upcoming reaffirmation of accreditation with SACSCOC. The Leadership
team will attend orientation at SACSCOC Annual Meeting in December 2023. Identify
leaders for Quality Enhancement Plan (QEP) and Accreditation Standards teams in January
2024. QEP Team will conduct research and solicit feedback for possible QEP topics
throughout spring 2024. QEP topic should be identified by summer 2024. Accreditation
Standard Teams will begin to gather documentation and where possible, begin drafting
responses in spring/summer 2024. This goal will continue into the 2024-25 academic
year with the submission of the Off-Site Committee Report in March 2025.
Responsible Division: Office for Institutional Excellence, Cross-college Leadership
Finalize institutional strategic enrollment plan by May 2024. Begin enacting three
identified strategies by summer 2024.
Responsible Division: Academic Affairs
Develop three cross-college workgroups on the following mission critical areas: Service
Excellence, Experiential Learning and the College at the Center of the Communities
we Serve. Lead the College’s Cross-College Workgroup to determine the plan and goals
for Service Excellence at York Technical College (plan developed by March 2024)
Responsible Division: President’s Office, Academic and Student Affairs, Communications and External Relations
Strategically support the College’s Cross-College Workgroups (led by Communications
and External Relations and Academic and Student Affairs) focused on how the College
becomes the Center of the Communities we serve and Experiential Learning (plans and
goals for each workgroup developed by March 2024).
Responsible Division: Communications and External Relations, Academic and Student Affairs, President’s
Office
Implement processes for collaboration and intersection with other academic divisions
that lead to community and external partnerships that fulfill the missions and vision
of the College. Through the creation of advisory board protocols and twice a year
onboarding/orientation processes for new advisory board members in the academic areas
of the college, as well as deliberate meetings of various academic divisions to listen,
learn and establish presence and support. Work with academic division staff members
to engage with WED events, meetings, and activities. During the 23-24 academic year,
one advisory board meeting orientation and onboarding event will take place. Additionally
in 23-24 there will be a minimum of two external partnerships developed in collaboration
with other academic areas within the College. In subsequent years two advisory orientation
meetings will take place with one in the fall and one in the spring. This goal will
be ongoing.
Responsible Division: Workforce and Economic Development
Cultivate constituents for donor funnel and cycle through the development and implementation
of a comprehensive, robust, and diversified fundraising strategy to prioritize and
identify stakeholders for future partnerships. Will accomplish this by leveraging
current Foundation Board members, academic leadership, and other stakeholders to generate
100 leads by June 30, 2024 and identify potential donors/partnerships, exploring fundraising
event(s) and donor campaigns to identifying their purpose and return on investment,
hosting events to meet with prospective donors and current donors and collaborating
with college stakeholders to identify areas of need for donor solicitations and future
campaigns.
Responsible Division: Advancement, Alumni and Foundation
Adopt and institutionalize the use of a customer management system (CRM) to ensure
coordinated, strategic interactions with community, alumni, and industry stakeholders
by June 30, 2024.
Responsible Division: Communications and External Relations
We foster an inclusive and enriching learning environment that advances the success
of our diverse student body.
Reevaluate and refocus the mission of Institute for Teaching Excellence (ITE) to ensure
alignment with needs of academic programs and other internal constituents. Engage
with stakeholders including, but not limited to, Academic Affairs, Human Resources,
and Information Technology, to maximize alignment of resources, encourage innovation,
and enhance service excellence. Specific areas to review include curriculum reviews,
professional development offerings, and software usage.
Responsible Division: Office for Institutional Excellence, Cross-college Leadership
Execute external review of dual enrollment operations by December 2023 and implement
two recommended actions by spring 2024.
Responsible Division: Academic Affairs
Identify equity gaps in course and program outcomes across all divisions and develop
plans to reduce gaps by summer 2024.
Responsible Division: Academic Affairs
We create and sustain flexible, forward-looking academic programs and student support
services that prepare students for a global and ever-changing environment.
Finalize the Chester Center Strategic Plan by December 2023 and begin implementation
of three recommendations by spring 2024.
Responsible Division: Academic Affairs
Increase enrollments from Lancaster and Chester counties by 5% by fall 2024.
Responsible Division: Academic Affairs
(Ongoing from 22-23) Identify one-to-two student ambassadors and build a framework
for leadership, customer service training and engagement from the President’s Office.
Framework developed in fall 2023 with students in place January 2024.
Engage the College’s legislative delegation and request state funding for the following
capital requests: Electric Vehicle Maintenance and Repair program; Commercial truck-driving
training site; and a new Building and Construction Trades facility. Meeting with
legislators by October 15, 2023; Request made by October 31, 2023.
Responsible Division: President’s Office, Academic and Student Affairs, and Business Services
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.
Improve dialogue with college constituents regarding the need for, and availability
of data for program improvements, student success initiatives, and related research
projects. In response to feedback received this past year, both in-person and virtual/on-line
training modules will be developed to increase awareness and usefulness of data/research-related
work products across the college.
Responsible Division: Office for Institutional Excellence
Build faculty recruitment and hiring framework and infrastructure by May 2024 to include
faculty hiring workflow and clear faculty credentialing processes.
Responsible Division: Academic Affairs, Human Resources
Develop framework for college-wide strength-based training, beginning with top-level
leadership and expanding outward. Initial plan developed by September 30, 2023, with
first steps rolled out by November 30, 2023. Initial phase evaluated by February 15
and determination made of next steps and needed plan modification.
Responsible Division: President’s Office, Human Resources
Offer comprehensive, campus-wide training aimed at equipping supervisors, front-line
staff, and other faculty and personnel with the necessary tools to champion inclusivity
and nurture an environment of belongingness and welcome. Formulate a specialized onboarding
training blueprint tailored for new faculty and staff members.
Responsible Division: DEI Council, Human Resources
Elevate the professional development of DEI Council members through their participation
in the Diversity, Equity, and Inclusion eCornell Certificate Program.
Responsible Division: DEI Council
Expand YTC Wellness Program by providing employees simple/ongoing opportunities to
improve individual and campus health and wellness, incorporating 1+ new initiatives
each month of 2023-24 academic year ie: wellness events, classes, competitions, programs,
or resources which promote campus wellness. Options will address all aspects of wellness
(physical, mental, emotional, social, spiritual.)
Responsible Division: President’s Office, Human Resources
Complete a follow up Survey for 2022-23 year by August 11, 2023. Results of campus
wellness survey will be used to further develop plan to continue growth.
Responsible Division: President’s Office, Human Resources
Extend the YTC Wellness Program by providing simple/ongoing opportunities to benefit
both students and the surrounding community. Partnering with student clubs and events,
providing open-use facilities that are available to students on their schedule, and
community outreach efforts surrounding the “Tech Trails” Loop, AllTrails App, etc.
Create 2+ student and 2+ community focused wellness efforts each semester to establish
4+ regular programs by EOM May 2024.
Responsible Division: President’s Office, Academic Affairs, Communications and External Relations
Create and disseminate a comprehensive and balanced compensation plan that aligns
with the College’s future plans, attracts top talent, retains high-performing employees,
and ensures internal equity and market competitiveness. Plan will include the review
and update all college position descriptions for proper classification by June 2024,
implementation of a college-wide individual performance bonus program by February
2024, creation of a well-defined base salary structure by June 30, 2024, and roll-out
of official telecommuting program to the college by October 31, 2023, with recommendations
for further workplace flexibilities by January 31, 2024.
Responsible Division: Human Resources
Redefine the college’s onboarding processes for FTE and temporary positions by April
30, 2024.
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 renovation of our New Dental Clinic renovation by December 31, 2023,
and open by Spring 2024 classes.
Responsible Division: Facilities
Continue Campus Master Plan initiatives, including:
Complete Master Plan Update by June 30, 2024, to include 20-year plan for our future. Establish campus wide
meeting on 8/9/2023 to kickoff event.
Complete Phase I design services of H Renovation process by 12/31/2023 and submit for Phase II approval by January 31, 2024.
Complete submission and state approval to Renovate Bldg. K by September 2023. Advertise for A&E services by November 2023 with selection of
firm by January 2024.
Complete feasibility study for N (Hood Center) Renovation by September 2023. Consider advertising for A&E Services by January 2024 if the
budget is in alignment with the study results.
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 2023 and gain additional input from faculty and staff to develop
draft guidelines by June 30, 2024.
Responsible Division: Facilities
Develop, implement, or complete Safety Initiatives resulting from our 2022 & 2023
employee feedback surveys by June 2024 to include:
Provide Training in the areas of Active Shooter, Fire Evacuation, Bomb Threat, and
Weather emergencies throughout the fiscal year.
Develop plan to install access control on all building exterior entrance doors. Assess
buildings, acquire quotes, and begin implementation/install by June 2024.
Hire Safety Manager by December 2023.
Responsible Division: Facilities
Identify IT technology / services template that will be implemented in future renovation
of buildings / spaces at the college by June 2024.
Responsible Division: Information Services, Facilities
Improve IT security posture to GLBA Safeguards Rule requirements by March 2024.
Responsible Division: Information Services, Office of Institutional Excellence, Student Services
Refine employee, classroom, and data center five-year asset replacement strategy as
well as five-year plan for IT applications, by June 2024.
Responsible Division: Information Services
Create proactive and sustainable model for program equipment refresh by spring 2024
to inform planning for FY25.
Develop the framework/ plan and then implement initial stages of a student/ faculty
and staff college art project to enhance the internal environments of campus buildings
(plan developed by December 2023, with initial implementation during Spring, 2024).
Responsible Division: President’s Office, Communications and External Relations
Enhance the employee portal to facilitate seamless access for faculty and staff to
a wealth of resources pertaining to diversity, equity, inclusion, and belonging. This
platform will also encapsulate the vision, mission, and goal of the DEI Council, alongside
the College's definitions of diversity, equity, and inclusion.
Responsible Division: DEI Council, Information Services
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 a mid-year financial update for the College during the month of January.
Responsible Division: Business Services
Review, amend, and communicate the College’s Crisis Communication Plan by March 2024.
Responsible Division: Facilities
Increase enrollment in career and technical programs by 5% by May 2024. - Perform
assessment within Academic and Student Affairs to identify areas of concern related
to readiness for SACSCOC reaffirmation by May 2024 and put systems in place to ensure
three years of data and artifacts for reaffirmation narrative by fall 2024.
Responsible Division: Academic Affairs, Office for Institutional Excellence
Update the College’s website with landing pages for information from the President’s
Office and the York Technical College Commission. Updates will be completed by June
30, 2024.
Responsible Division: President’s Office, Communications and External Relations
Expand training efforts and engagement opportunities for the College’s Board of Commissioners.
Plan developed by December 2023.
Responsible Division: President’s Office
HoldListen and Learnsessions across the College to determine the status of the strategic direction implementation,
gain faculty and staff feedback on the achievement of their goals and the success/
challenges of the new strategic direction implementation and understand the current
state of/ pulse of the College’s faculty and staff. Sessions to occur throughout
the year culminating in a feedback report to the College by May 2024.
Responsible Division: President’s Office, Institutional Excellence, Communications and External Relations
Define, review, and refine internal standard operating procedures to streamline effective
workflows and communication within the Workforce and Economic Development division
by June 30, 2024.
Responsible Division: Workforce and Economic Development
Build connections between current students and their respective department/division
to prepare students to become engaged alumni by expanding our existing student philanthropy
program that seeks small dollar donations from current students, creating a student
leadership group to train students on ways to be engaged alumni and philanthropists
and involving current students in alumni communications and events by June 30, 2024.
Responsible Division: Advancement, Alumni and Foundation
Establish new internal processes and guidelines and introduce them to the Communications
and External Relations division and the College in order to streamline strategic communications. We
will do this by identifying previous and existing processes and guidelines to assess
their efficacy, creating a list of requests that can be made to and executed by the
Department and timelines for each, establishing clear processes and guidelines for
how and where to make various types of requests, and clearly and effectively communicating
guidelines to staff and faculty, and how to use them by January 30, 2024.
Responsible Division: Communications and External Relations
Establish a common office and college calendar along with protocols to communicate
events more effectively, meetings, special days, etc. to all departments and divisions
within the College by December 1, 2023.
Responsible Division: Communications and External Relations
Create and disseminate key performance indicators to assess the efficiency of Human
Resources processes and provide greater levels of transparency to stakeholders. First
report to Executive leadership by November 2023.
Responsible Division: Human Resources
Create and disseminate easy to follow guidelines, expectations, and service level
agreements for all staff recruiting processes by December 31, 2023.
Responsible Division: Human Resources
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.
Collect and disseminate broad, group data regarding student, faculty, and staff demographic,
cultural and other unique information such as race, gender, languages spoken, educational
background, geographic background, etc. This initiative aims to foster a deeper comprehension
of the composition of both our faculty/staff and student population, fostering relationship
cultivation, embracing diversity, and establishing a foundational benchmark of who
we are.Responsible Division: DEI Council, Office for Institutional Excellence
