Strategic Plan | BCTC

Strategic Plan

We invite you to share our plans for the future by exploring our Strategic Plan and related objectives and measures!

2022-2026 Strategic plan


This report serves as the full draft of the 2022-2026 BCTC Strategic Plan. Items have been organized, categorized, and aligned in accordance with ideas expressed across planning subcommittees and surveys. It must be emphasized that, while language used here has changed, the ideas are consistent across all prior strategic planning documents and resources. Continued development should target objectives and key performance initiatives (KPIs) as these are areas that require greater specificity and more explicit measurables. In order to assess whether BCTC is successful in our goals and initiatives, we must be able to identify baselines and feasible increments for progress.

Care has been taken in the process of synthesizing this information such that duplication is minimized. Still, work will be needed to continue streamlining the document. Although this draft reflects all items established up to the present day, items that did not receive high importance ratings through the three feedback surveys are shown with a single asterisk (*). Although all these items are important for our college to consider, they represent starting points if additional cutting and condensing measures are required.

This document introduces KPIs to serve as a baseline for continued refinement. These KPIs link directly to the objectives and allow us to be more specific about the areas we wish to improve, as well as the magnitude by which we seek improvement.

The plan is organized into four goals focusing on: Access, DEI, Success, and Resources.



Key Performance Indicators (KPIs)**

Goal 1: Access

1.1: Improve access through targeted initiatives

1.1.1: Enhance overall recruitment by developing a comprehensive plan involving general, campus, and program recruitment.

  • Enrollment of underrepresented and under resourced students should mirror city and region population.

  • Applicant yield by demographic factors.

  • YTD enrollment compared to previous terms.

  • Enrollment/FTE credit hours by course section modality (e.g. face-to-face, distance, hybrid).

  • Financial aid and scholarship measures.

  • Student satisfaction with student services (survey).

1.1.2: Strengthen efficient and effective academic scheduling practices to provide students opportunity to fulfill course needs.*

1.1.3: Improve accessible, interactive, and relational academic advising and timely completion of credentials.

1.2: Increase student enrollment by demonstrating BCTC’s accessibility through nonacademic wrap-around services.

1.2.1: Utilize staff and faculty to directly recruit students. *

  • YTD enrollment compared to previous terms.

  • Enrollment of URM, non-traditional, underprepared, and low-income students.

  • Percentage of dual credit students matriculating.

  • Number of specialized data reports directed toward institutional evaluation and improvement.

  • Institutional feedback opportunities for major initiatives and reports.

  • Number of students receiving grants and scholarships.

  • Effective targeted initiatives seeking to reduce technological and resource disparities.

  • Quantity of students utilizing available resources.

1.2.2: Promote dual credit enrollment and matriculation at BCTC.*

1.2.3: Develop and launch marketing campaigns emphasizing BCTC’s mission and role within the community.*

1.2.4: Reduce non-academic barriers that impede student access.

1.2.5: Enhance assessment practices to create more inclusive and comprehensive placement.

1.2.6: Pursue initiatives to reduce technological disparities across BCTC students. 

1.3: Increase the number of programs and initiatives focused on equitable access and customized workforce training through community and industry initiatives.

1.3.1: Develop new and equitable job training and experiential learning opportunities in collaboration with community, business, and industry partners to increase diverse and skilled talent within Kentucky’s workforce.

  • Increase amount of experiential learning opportunities available.

  • Number of students enrolled through Workforce.

  • Improve students participating in experiential learning.

  • Increase community panels and committee meetings held on BCTC campuses.

  • Growth in professional networking opportunities offered (job fairs, recruitment events, etc.).

  • Quantity of students attending community/campus events.

1.3.2: Recruit experts from the community onto campus to enrich student education and facilitate communication with specific program industries.

1.3.3: Increase outreach campaigns to expand programs with neighboring colleges, businesses, and industries.

Goal 2: Diversity, Equity, and Inclusion

2.1: Improve connection and sense of belonging for students, faculty, and staff.

2.1.1: Foster campus-wide inclusion events for students, faculty, and staff.

  • Participation in programs and curriculum designed around civility and cultural competency.

  • Participation in campus events emphasizing diversity, equity, and inclusion.

  • Survey results measuring perceived cultural competency and civility for individuals and the campus community.

  • QEP outcome metrics.

2.1.2: Expand and support opportunities for cultural competency training and involvement.

2.1.3: Bolster services and initiatives to improve completion and retention rates for underrepresented minority students.*

2.1.4: Enhance onboarding process to ensure all employees feel welcome and have information to succeed at the college.

2.2: Identify and address barriers in recruiting and onboarding underrepresented and underserved students.

2.2.1: Improve URM access and enrollment in selective admissions programs.

  • Retention rates.

  • Programs and initiatives to increase URM enrollment and retention.

  • Enrollment of URM populations across programs.

2.2.2: Establish equitable and feasible measures for success across BCTC programs, campuses, and offices for URM and underrepresented students.

2.3: Grow all employees’ cultural competency and empower employees to incorporate DEI principles into their work.

2.3.1: Advance cultural competency through curriculum and targeted programming.

  • Number of DEI-related trainings and events.

  • Participation rates in DEI-related training initiatives.

  • Surveys to evaluate learning outcomes.



2.3.2: Expand and support opportunities for cultural 

competency training and involvement.

2.3.3: Establish additional resources and approvals for professional development that focuses exclusively on DEI.

2.3.4: Enhance assessment of the college by thorough review of the work climate survey and cultural climate survey.

2.4: Increase the number of diverse and skilled faculty and staff employed at BCTC by 2026.*

2.4.1: Expand strategies to increase recruitment and college visibility emphasizing diversity, equity, and inclusion.*

  • Percentage of diverse faculty.

  • Percentage of diverse staff.

  • Faculty and staff population should be proportionate to city and region demographics.

Goal 3: Success

3.1: Improve student retention through targeted academic support and student services.

3.1.1: Strengthen initiatives to develop high quality teaching, inclusive learning environments, and community and global partnerships.

  • Total graduation, retention, and success rates.

  • Graduation, retention, and success rates for URM, non-traditional, under-prepared, and low-income students.

  • Average time taken to complete credentials.

  • Students persisting to spring or next fall overall and by access categories with national and KCTCS benchmarks as available.

3.1.2: Enhance institutional technologies to improve institutional processes, functions, and services for students.

3.1.3: Enhance targeted support services available to part-time students to improve engagement and retention.

3.1.4: Implement student recovery programs and surveys to gather data on students who do not complete their programs.*

3.2: Improve faculty and staff usage of available tools to advance student success.

3.2.1: Expand targeted training related to student success software and applications such as Starfish, Bookings, Presence, and Blackboard.

  • Attendance and participation in professional development related to student success.

  • Number of professional development opportunities as they relate to student success.

  • Total student success points as ratio of FTE with KCTCS benchmarks.

3.2.2: Strengthen and promote usage of professional development for student success.

3.3: Increase college and career readiness throughout the student population by 2026.

3.3.1: Cultivate professional qualities in students to prepare them for success.

  • Rates of employment/continued education.

  • Employer satisfaction rates (surveys).

  • Student satisfaction rates (surveys).

  • Time to graduation.

  • Practicum, co-ops, apprenticeships, and internships participation.


  • Post graduate measures:  job placement measures and salaries, university transfers, and licensure and certification pass rates for target programs.

3.3.2: Develop innovative programs to strengthen use of guided pathways.

3.3.3: Establish early interventions to cultivate college readiness.

Goal 4: Resources

4.1: Increase college resources through fundraising and development.*

4.1.1: Pursue grant and fundraising opportunities to support targeted student populations and initiatives.

  • Increase the number of grants for which BCTC applies.

  • Number of shared programs and joint initiatives.

  • Dollar value of funds generated.

  • Increase institutional fund balance annually.

  • Foundation change in annual net position, year-ending endowment and grants.

4.1.2: Develop and expand partnerships to support BCTC programs and minimize expenses.*

4.1.3: Expand fundraising to provide additional grant and scholarship opportunities for under-resourced students.*

4.2: Maximize college resources to promote efficient operations throughout the college.




4.2.1: Practice good stewardship to support improving and enhancing employee compensation, compression, and pay equity.

  • Number of improved employee facilities and resources.


  • Employee satisfaction ratings (surveys).


  • Employee retention.

4.2.2: Provide safe and welcoming physical facilities.

4.2.3: Work to meet space needs to fulfill area missions by guiding the evolution of Lexington Campuses with respect to growth of Newtown Campus and related transitions at Leestown and Cooper Campuses.

4.2.4: Provide equitable distribution of up-to-date technology and infrastructure resources.

4.3: Improve participation in professional development and bolster targeted training.



4.3.1: Develop and support a comprehensive Teaching and Learning Center with a focus on professional development opportunities that promote inclusive student engagement, meaningful academic interaction, and clarity of instruction.*

  • Proportion of budget dedicated to professional development.


  • Portal for employee requested professional development. 


  • Employee participation in development opportunities.
    Creation of standardized training curricula for campus-wide programs and software.

4.3.2: Expand and support instructor development, effective course design, and assessment that focuses on new technology and applications.

4.3.3: Create an efficient process for accessing technologies and receiving training to improve the quality of instruction in various learning modes.

4.4: Be a great place to work.

4.4.1: Enhance faculty and staff support through campus engagement.

  • Number of campus events.

  • Work Climate Survey results.

4.4.2: Encourage faculty and staff to take greater agency in strengthening morale.

*Items with asterisks indicate that they did not receive the highest section votes for their survey category. They are included here for additional consideration within the newly formatted strategic plan.

**KPIs specified here are only intended to serve as a baseline for future planning and discussion. Items will need to be much more refined moving forward.

2016-2022 strategic plan

Goals Objectives
Strategic Initiative 1. Increase student access and success while promoting excellence in teaching and learning.
1.1: Strategically manage college enrollment to optimize student access and success.
  • 1.1.1 Develop and implement enhanced strategies to remove barriers and increase enrollment.
  • 1.1.2 Improve processes and communication to support ease of access to financial aid and scholarships.
  • 1.1.3 Develop and implement strategic marketing and recruitment efforts to increase the matriculation rate of dual credit students to BCTC.
1.2: Strengthen academic and student services to support student engagement and completion.
  • 1.2.1 Integrate and intensify advising and career development services to guide each student’s academic program plan and to promote career pathways with emphasis on high-demand fields.
  • 1.2.2 Build upon the first-year-experience initiative as a primary retention strategy.
  • 1.2.3 Provide integrated academic resources for student support, both on-campus and online.
  • 1.2.4 Develop a completion strategy that moves students toward credit-bearing courses, transfer, or credential.
1.3: Increase the number of students who successfully transfer to Bachelor’s degree programs.
  • 1.3.1 Pursue early outreach to incoming students interested in transfer, particularly those from underserved populations.
  • 1.3.2 Engage with bachelor’s degree granting institutions to increase transfer and reverse transfer opportunities and support available to students.
1.4: Decrease gaps in academic achievement by supporting students who have barriers to success.
  • 1.4.1 Develop and implement academic strategies to actively facilitate persistence and completion for at-risk students.
  • 1.4.2 Strengthen partnerships to address barriers to retention such as transportation, child care, poverty, homelessness, and hunger.
1.5: Develop and support educational programs that prepare students for successful careers in a changing economy.
  • 1.5.1 Expand and integrate workforce, academic, and technical programs to prepare students for emerging and sustaining careers.
  • 1.5.2 Strengthen programs and job placement by using workforce data and meaningful employer involvement.
  • 1.5.3 Expand opportunities for experiential learning including learn-and-work programs, internships, and apprenticeships for students in career and technical programs.
  • 1.5.4 Strengthen students’ essential skills (e.g., professionalism) to enhance job placement and job performance of graduates.
1.6: Enhance college and career readiness of entering students.
  • 1.6.1 Use K-12 partnerships and other strategies to better prepare students for the demands of postsecondary education.
  • 1.6.2 Accelerate completion of developmental education requirements.
  • 1.6.3 Collaborate with adult education programs to support GED® completions, assist underprepared students, and improve transition of students to college.
1.7: Develop and support quality, engaging, pace-optimized learning environments.
  • 1.7.1 Infuse creative thinking and collaborative learning in courses, and explore new technology with IT to implement technology-rich activities, to enhance skills for tomorrow’s workplace.
  • 1.7.2 Improve strategies and assessments to support successful completion of gateway courses.
  • 1.7.3 Continue to explore and implement flexible options for class schedules and delivery of services.
Strategic Initiative 2. Cultivate an inclusive learning community.
2.1: Enhance college services and activities to recruit, retain, and graduate diverse students.
  • 2.1.1 Support and sustain outreach and retention efforts to increase access and success for underserved or underrepresented populations.
  • 2.1.2 Provide and maintain a culture of inclusion and support for international, migrant, and refugee students.
2.2: Advance cultural competency and inclusion to promote greater college diversity and equity.
  • 2.2.1 Recruit, hire, and retain a diverse faculty and staff to reflect the changing demographics of the student population.
  • 2.2.2 Provide and promote rich multicultural and inclusion experiences that enhance global awareness and cultural competencies of faculty, staff, and students.
2.3: Provide for college wide interaction, communication, and involvement of faculty, staff, and students.
  • 2.3.1 Engage faculty, staff, and students through a broad range of activities and learning to build community across campuses.
  • 2.3.2 Improve communication with students, faculty, and staff by connecting through multiple channels, including website, SharePoint, email, social media, and call center messaging.
Strategic Initiative 3. Enhance strategies for economic, workforce, and community development.
3.1: Provide educational opportunities to meet current needs and emerging trends in economic and workforce development.
  • 3.1.1 Improve educational support and outreach to business and industry by aligning academic offerings with workforce needs.
  • 3.1.2 Collaborate with workforce and governmental agencies, using internal and external data, to respond to economic development initiatives.
3.2: Actively engage in community outreach and development.
  • 3.2.1 Foster opportunities to increase community connections and partnerships.
  • 3.2.2 Develop and implement marketing and advocacy efforts to build public awareness of BCTC’s value and affordability.
  • 3.2.3 Expand arts and cultural opportunities for students and communities across all campuses.
Strategic Initiative 4. Build resources for an effective and sustainable college.
4.1: Maximize college budgetary, development, and human resources to promote efficient operations throughout the college.
  • 4.1.1 Conduct and communicate budget development, allocation, and management processes that focus on strategic needs, involve broad participation, and enhance efficiencies.
  • 4.1.2 Accelerate resource development efforts to enhance student support and scholarships, academic quality, and facilities expansion and renovation.
  • 4.1.3 Provide for training, services, and development resources to support a highly qualified and committed faculty and staff.
4.2: Plan and develop facilities and infrastructure for optimum learning environments.
  • 4.2.1 Plan and guide evolution of Lexington campuses with respect to growth on Newtown Campus and related transitions at Leestown and Cooper campuses.
  • 4.2.2 Plan and guide evolution of regional campuses with increased alignment of program offerings to local industry needs and attention to needed facilities and infrastructure.
  • 4.2.3 Support safe campuses through enhanced security, training, and facilities upgrades.
  • 4.2.4 Provide up-to-date technology and equipment resources for instructional and administrative support equitably across all campuses.
4.3: Utilize dynamic planning and assessment processes to monitor progress toward strategic goals.
  • 4.3.1 Enhance training using the assessment mechanism as a tool for continual improvement toward strategic goals.
  • 4.3.2 Seek continuous improvement through broad-based planning, use of data, and benchmark comparisons.
  • 4.3.3 Utilize data analytics to identify and impact performance-based funding metrics.

Planning resources

The following documents will assist BCTC Faculty and Staff with planning activities: