Our Mission

• By December 2025, develop a college-wide “Front Porch Experience” work group that designs and implements a training series for all employees, implemented in Spring 2026, with at least 80% participation across departments, to clarify expectations and behaviors that promote welcoming, seamless service. Responsible Parties: Human Resources / President's Office/ Student Affairs and Enrollment Management
  • Launch a quarterly recognition program that highlights employees who model the Front Porch Experience through strengths-based service.
    
    

• Pilot Personalized “Door-to-Door” Service Touchpoints: By Spring 2026, identify and implement 3 pilots of high-touch student support strategies to increase personalized connection. Ideas may include “Front Porch Greeters” in key buildings, student service flow cards, or a peer navigation model. Use mystery shopping or student surveys to assess impact.  Responsible Parties: President’s Office / Student Affairs
  
  
• By May 2026, design and implement a centralized access hub that introduces key student services (advising, financial aid, tutoring, tech help, etc.) in one consistent location or platform, to increase student awareness and usage of support services by Fall 2026. Responsible Parties: Business Services / Student Affairs and Enrollment Management / Communications and External Relations / Information Services
  
  
• By June 2026, begin/complete a cross-departmental process mapping initiative for at least 3 high-impact student services, and develop standardized visual workflows and documentation to improve clarity, efficiency, and handoffs. Responsible Parties: Business Services / Student Affairs and Enrollment Management / Information Services

• By June 30, 2026, York Technical College will increase the number of active community and industry partners offering apprenticeship and internship opportunities by 10%, and will create or expand at least five new work-based learning pathways across key academic programs, resulting in a 10% increase in student participation in apprenticeship sand internships compared to the 2024–2025 academic year. Responsible Party: Academic Affairs / Communications and External Relations
  
  
• By June 30, 2026, York Technical College will design and prepare to launch at least 4 new credit and 4 new non-credit programs or pathways no later than July 1, 2027, in high-demand and future-focused career areas, including health care, information technology, artificial intelligence, advanced energy, manufacturing, and emerging industries aligned with projected workforce trends. Each program will be developed in collaboration with industry partners to ensure relevance and employability, and will be designed to accommodate multiple learning formats (in-person, online, hybrid) to maximize accessibility and enrollment. Responsible Parties: Academic Affairs / Communications and External Relations
  
  
• By January 1, 2026, York Technical College will convene a competency-based education (CBE) workgroup to develop a framework that will be launched in at least three academic or workforce programs by Spring 2027, with clearly defined competencies, flexible pacing, and mastery-based assessment. The initial programs selected for CBE implementation will be aligned with high-demand fields and developed in collaboration with faculty, industry partners, and accrediting bodies to ensure academic quality and workforce relevance. Responsible Parties: Academic Affairs / Communications and External Relations
  
  
• By June 30, 2026, York Technical College, in partnership with FIRST South Carolina and the Rock Hill Economic Development Council, will launch a sustainable FIRST Robotics program at the Emmett Scott Center to serve as a STEM and workforce development anchor for the South Side of Rock Hill. The program will engage at least 25 middle and high school students in its first year, provide mentorship and technical support from York Tech faculty and students, and host at least two community robotics events to increase awareness and participation. Responsible Parties: Academic Affairs / President’s Office
  
  
• By June 30, 2026, York Technical College will design a more flexible, student-centered academic scheduling model by March 2026, to be implemented in fall 2026. Responsible Party: Academic Affairs
  
  
• By June 30, 2026, select and begin development of a new physical site in Lancaster County to serve as a dedicated location for the expansion of our Health Sciences programs. Complete site selection, secure necessary approvals and partnerships, and finalize a phased implementation and construction plan to offer instruction by Fall 2027. Responsible Parties: Academic Affairs / Facilities / Communications and External Relations / President’s Office
  
  
• Begin implementation of the College’s five-year Quality Enhancement Plan: Elevate Learning: Empowering Minds to Learn Through Experiences. By the end of the 2025-26 academic year, Experiential Learning assignments will be implemented and assessed in select sections of three courses: BIO 101, MAT 103, and MAT 155. Experiential Learning Design Teams will meet to develop Experiential Learning assignments for six additional courses. Numerous professional development opportunities will be available throughout the year to support the new focus on Experiential Learning opportunities throughout the general education curriculum. AI will be incorporated into assignments where appropriate. Baseline data will be collected for direct and indirect measures of student learning, as well as faculty engagement and satisfaction with the training and implementation. Responsible Parties: Office for Institutional Excellence / Academic Affairs
  
  
• Credit for Prior Learning (CPL): By October 2025, establish a cross-functional Credit for Prior Learning (CPL) workgroup to develop, map, and implement CPL opportunities in at least three academic programs, including clear student pathways and advising resources. Responsible Parties: Academic Affairs / Student Affairs and Enrollment Management
  
  

• Increase participation and performance in high-demand SkillsUSA competitions by creating a D2L resource page with competition guidelines and preparation materials, and by training at least five faculty advisors in Criminal Justice, Early Childhood Education, Cybersecurity, and IT, by March 1, 2026 – ahead of the 2026 SkillsUSA South Carolina State Competition. Responsible Party: President’s Office
  
  

• By March 31, 2026, achieve a minimum 95% career placement rate for medalists and top competitors from the March 2025 SkillsUSA South Carolina State Competition, through internships, apprenticeships, or full-time employment. Responsible Party: President’s Office

• By June 2026, launch and implement the College's reimagined employee "Front Porch Experience" as a unified onboarding and support framework that begins with HR-led orientation and continues through a manager-driven support model, incorporating Clifton Strengths principles to foster connection, guidance, and community for all new employees, both in-person and virtually. Responsible Parties: Human Resources / President’s Office
  • Launch New Employee Strengths Onboarding piece in Fall 2025.
    
    
  • Create a New Hire Onboarding Process and New Hire Portal that includes basic onboarding (e.g., badge creation, parking pass, college tour, orientation), Strengths piece, and Community Connections.
    
    
  • Create Employee Resources Link on the College's overarching Employee Portal. The link will include the New Hire Portal link, a Strengths Page link (that will include further information specific to Strengths (e.g., Gallup Access Portal, Onboarding Checklists, Strengths Champions Profiles), and organizational charts or a "who to contact when.”
    
    

• By June 2026, implement a college-wide professional development program led by Strengths Champions to foster cross-functional collaboration and a culture of belonging, featuring Gallup-designed coursework. Responsible Parties: Human Resources / President’s Office
  
  
  • Co-hort-based quarterly meetings will be held beginning in Spring 2026, each approximately 90 minutes long. The first half of each meeting will focus on CliftonStrengths development, followed by a second half dedicated to college operations and connection. The meeting schedule will be pre-determined, and participation is required. HR will create cohorts and hold up to 27 employees in each group. (Gallup will help design chunked coursework.)
    
    
  • Continuation of college-wide annual strengths professional development opportunities at the BoY meeting.
    
    

• By June 2026, design and launch a comprehensive York Tech leadership development course for managers, led by York Tech executive leadership, incorporating basic and advanced leadership principles, with clearly defined learning outcomes and opportunities for practical application aligned with the College's mission and strategic direction. Responsible Parties: Human Resources / President’s Office
  
  
  • The program will consist of quarterly meetings and use content developed in partnership with external partners, specifically designed for employees who supervise one or more direct reports. Each cohort will be limited to 15 participants. YTC executive leadership will pair up to facilitate one meeting each throughout the year. The program will begin with the current Expanded Leadership Team.
    
    
  • As part of the leadership development experience, emerging leaders may be identified to participate in a formal mentorship program that pairs them with experienced York Tech faculty and staff to foster growth, guidance, and institutional knowledge-sharing.
    
    

• Implement a menu of diverse, strengths-based development opportunities—featuring at least six wellness-focused experiences delivered through in-person, virtual, and asynchronous formats across Fall 2025 and Spring 2026—to engage at least 30% of employees (90 individuals) in activities that enhance self-awareness, connection, and belonging. Responsible Party: President’s Office
  
  
  • Opportunities will include multiple formats (e.g., drop-in sessions, self-paced tools, team activities) to increase access and appeal.
    
    
  • Examples:
    • Strengths Snack & Share (1) - 15-minute pop-up where employees write down their top-5 Strengths on a card and socialize with colleagues. (drop-in).
      
      
    • Strengths Snack & Share (2) - 15-minute pop-up where employees share a story about using a top strength recently (drop-in).
      
      
    • Strengths Reflection Journal – YTC News prompts: "How did I use my #1 strength today?" (self-paced).
      
      
    • Mindfulness Through Strengths - Guided meditations focused on individual strengths themes (On-demand audio or in-person).
      
      
    • Strengths Bingo - Game board in YTC News with activities like "Use Empathy to check on a teammate" or "Share a strength success story" (College-wide challenge).
      
      
    • "Strong & Well" – a 6-week YTC News series pairing each of the 5 well-being elements (per Gallup: Career, Social, Financial, Physical, Community) with strength exercises (self-paced).
      
      

• Continue and expand Wellness offerings for faculty and staff to promote a connected, engaged, and thriving workforce. Responsible Party: President’s Office

By May 2026:

• • Average three Wellness Events each day.
  • Engage 200 total participants in all monthly activities.
  • Increase participant self-assessed wellness rating to 70 percent (3.5/5).
  • Establish 3+ community wellness partnerships.
  • Incorporate health and wellness concepts into student communal spaces as well as faculty/staff offices.
    
    

• Support Campus Engagement Council in its 2025-2026 annual goals: linked in the Employee Portal. Responsible Party: President’s Office

• Continue Campus Master Plan and Capital Improvement initiatives supporting a future ready campus environment. Responsible Party: Facilities
  • Begin H Renovation ($7.5 million) sometime during Spring semester 2026. Relocate Bldg. H staff by December 2025.
    
    
  • Begin K Renovation ($9.7 million) starting August 13, 2025, prior to the start of fall classes.
    
    
  • Begin architect selection for New Health Science Building ($28 million) by August 2025 and begin programming meetings by November 2025.
    
    
  • Begin development of construction drawings for D Welding Expansion Phase I ($2.5 million) August 2025, advertise for construction services in March 2026, and begin construction by May 2026.
    
    
  • Submit Electric Vehicle/Autobody Bldg. G Renovation ($5.7 million) documents to the state budget office to establish the project by October 2025.
    
    
  • Start construction of Massage Therapy program ($450 K) in Bldg. N by July 2025 and complete project by December 2025.
    
    
  • Master Haircare & Barbering program construction ($500 K) to begin by January 2026 and complete by May 2026 at the Rock Hill Galleria Mall.
    
    
  • Establish and implement EV Temporary Program location by January 2026.
    
    
  • Develop paperwork for state submission to establish the construction of the new Building Construction Trades ($12 million) building by December 2025. Solicit for A& services in Spring 2026.
    
    
  • Establish project and begin design efforts by December 2025 for Phase I of the Chester Truck Driver Training Facility ($2.3 million) to include training pad, covered canopy, and parking.
    
    
  • Complete the Interior Way Finding signage replacement ($230 K) in 6 campus buildings (A, B, D, E, J, ST) by January 2026.
    
    
  • Develop a Utility Infrastructure Plan by June 2026 for the College that will support a future ready campus and our Master Plan efforts over the next 10-15 years.
    
    
• Complete Workplace Strategies Plan and begin implementation of future college-wide workplace strategy by September 30, 2025, beginning with the move of Information Services to newly re-designed space in A-building and H-building staff temporary transition to building N, Hood Center in fall 2025. Provide three dedicated communications sessions for faculty and staff in fall 2025, facilitated by Steelcase, to assist in the transition process. Responsible Parties: Facilities / President’s Office
  
  
• By May 2026, identify and pilot at least one shared collaborative space (e.g., faculty lounge or cross-department work area) designed to foster connection, informal collaboration, and community among employees as further evidence of the College’s new Workplace Strategy. Responsible Party: Facilities / President’s Office
  
  

• By June 2026, enhance at least two employee-centered spaces (e.g., breakrooms, faculty lounges, reflection areas) based on input from a wellness & workspace workgroup. These updates will promote staff well-being, collaboration, and sense of belonging. Responsible Party: Facilites / President’s Office
  
  
• Innovation through Student & Staff Partnerships: By April 2026, launch a campus innovation challenge to engage students, faculty, and staff in designing a future-ready classroom, wellness space, or community solution. Winning ideas will be prototyped in 2026–27 with facilities, IT, and academic partners. Responsible Parties: Student Affairs and Enrollment Management
  
  
• Continue to develop a plan to install Access Control ($950 K) on all building exterior entrance doors for main campus and offsite locations. Obtain two quotes for the work by November 2025, select vendor and begin implementation process to order materials by January 2026. Responsible Party: Facilities
  
  
• Develop and Implement Infrastructure Maintenance Projects that will support a future ready campus environment. Responsible Party: Facilities
  
  
  • Develop plans for C – Chiller Replacements ($2 million) to include replacing two (2) chillers and development of a chiller yard for future chillers to serve Bldgs. B & H. Hire engineer to design project in August 2025 with goal to bid out the project by June 2026.
    
    
  • A Chiller Yard addition ($430 K) – Add additional chiller to serve future Bldg. K renovation. By June 2026.
    
    
  • Electrical Transformer Improvements ($500 K) to include installation of a new transformer to serve Bldg. K and a new transformer to serve Bldg. H & B. Work with City of Rock Hill to develop implementation plan prior to the opening of renovated Bldgs. K & H.
    
    
  • A, 2^nd Floor Computer Labs HVAC replacement ($600 K) will begin design work in Fall 2025 and complete installation by June 2026.
    
    
  • Develop plans to Replace Bldg. A Roof ($1.2 million) by January 2026 and bid out construction work in Summer 2026.
    
    
• Research establishing an Amazon Hub for pickup and drop off of packages on the campus.  The hub can be utilized by employees and students and improve the efficiency of amazon package deliveries. Responsible Party: Facilities
  
  
• Establish a cross-functional campus workgroup to evaluate, recommend, and begin implementing a sustainable, cost-effective solution for providing accessible food options beyond traditional vending. The workgroup will complete a comprehensive needs assessment, explore viable vendor and service models (e.g., food trucks, micro-markets, pop-up cafés, community partnerships), and present an implementation plan—including timelines and cost—to Executive Leadership by March 2026. Responsible Party: Student Affairs and Enrollment Management / Business Services
  
  
• By June 2026, develop and launch virtual campus mapping using a web or app-based platform for all York Tech campuses, enabling students, visitors, and employees to access real-time wayfinding from their mobile devices. The virtual map will include key buildings, parking areas, and student service locations, with a beta version tested by at least 10 users by March 2026 to ensure functionality and usability. Responsible Party: Facilities / Communications and External Relations / Information Services
  
  
• By March 2026, conduct a comprehensive evaluation of existing exterior wayfinding signage across all York Tech campuses and offsite locations, identifying gaps at major decision points. Based on the findings, develop and present an improvement plan—including recommended additions, replacements, or redesigns—to college leadership by June 2026, with phased implementation beginning no later than Fall 2026. Responsible Party: Facilities