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Strategic Plan

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

BCTC 2026-2030 Strategic plan

BCTC's 2026-2030 Strategic Plan was revised and approved by the Board of Directors on March 11, 2026

Objective Key Performance Indicator (KPI) Action Plan Strategies

1.1: Reduce financial barriers and improve the enrollment experience for prospective
and returning students.
  • Application-to-Enrollment Yield Rate
Strategy Description
2.1.1 Strengthen proactive academic advising and early support practices, including timely faculty feedback and peer support models, to help students understand course expectations, stay on track academically, and make timely adjustments when challenges arise.
1.1.2 Expand and enhance communications for affordability supports, including scholarships, grants, dual credit savings, and zero- or low-cost learning materials, using student centered messaging aligned to common enrollment scenarios (e.g., first-time student, readmit, transition from dual credit).

1.2: Increase accessibility through flexible
scheduling, delivery modalities, and locations that meet the needs of students, employers, and the community.
  • Access-Focused Enrollment (Online, Hybrid, Evening, Weekend, Prison Education, Competency-Based Education, etc.)
Strategy Description
1.2.1 Expand evening, weekend, and hybrid/online course and program offerings, particularly in high-demand pathways, and clearly communicate options to students entering from multiple starting points.
1.2.2 Ensure consistent access to advising, financial aid, and student support services across campuses and modalities, including availability that meets the needs of working and nontraditional students.
1.2.3 Expand prison education programming to support credential attainment and workforce readiness.

1.3: Strengthen outreach, awareness, and early engagement to increase enrollment across the Bluegrass region.
  • Academic Year
    Enrollment (Total and Selected Breakouts)
  • Dual Credit Matriculation Rate
Strategy Description
1.3.1 Enhance coordinated outreach to high schools, adult learners, and community partners to provide clearer information about programs, next steps, and enrollment expectations.
1.3.2 Clarify, strengthen, and promote educational pathways and outcomes, including dual credit, 2+2 agreements, workforce pathways, and evolving transfer models, using clear examples and success stories to show students how programs connect to credentials and careers.
1.3.3 Implement targeted recruitment and yield efforts, using personalized communication and follow-up to support students from initial interest through enrollment.
Objective Key Performance Indicator (KPI) Action Plan Strategies

2.1: Improve course-level success and momentum toward credential completion.
  • Course Success Rates
Strategy Description
2.1.1 Strengthen proactive academic advising and early support practices, including timely faculty feedback and peer support models, to help students understand course expectations, stay on track academically, and make timely adjustments when challenges arise.
2.1.2 Expand access and awareness of academic support services, including tutoring, library services, and learning resources.
2.1.3 Use course-level and program-level data to identify patterns in student performance and target instructional and academic support improvements.

2.2: Increase credential attainment, transfer success, and employment outcomes.
  • Graduation Rate
  • Transfer Rate
  • Job Placement Rate
  • Targeted Industry Sector Credentials Awarded
Strategy Description
2.2.1 Ensure programs include clear degree maps and structured pathways that support efficient progression, reduce excess credits, and align with transfer and employment requirements.
2.2.2 Strengthen career services and employer engagement, including work-based learning, internships, and career exploration, to help students connect credentials to employment and livable wages.
2.2.3 Improve clarity around transfer requirements and articulation agreements to support successful transfer and minimize credit loss.

2.3: Support student persistence by addressing academic and nonacademic barriers to success.
  • Retention Rate
Strategy Description
2.3.1 Expand coordinated student support services that address nonacademic needs such as food insecurity, childcare, transportation, access to technology, and mental health.
2.3.2 Increase student engagement and sense of belonging, including intentional engagement strategies for online learners, through co-curricular opportunities and meaningful connections with faculty, staff, and peers.
2.3.3 Improve awareness and utilization of student support services through clear communication, proactive outreach, effective referral processes, and timely guidance around academic and financial requirements.
2.3.4 Utilize student service participation data (Penji) to identify and scale services and supports associated with improved retention and completion outcomes.
Objective Key Performance Indicator (KPI) Action Plan Strategies

3.1: Invest in the workforce to ensure the college possesses the faculty, staff, and expertise needed to support student access and success.
  • Employee Retention Rate
Strategy Description
3.1.1 Align hiring, onboarding, and role expectations with institutional priorities by focusing recruitment and position design on high-impact instructional, advising, resource development, and student support functions.
3.1.2 Provide professional development and cross-functional collaboration opportunities that strengthen institutional effectiveness and support evolving student needs.
3.1.3 Align staffing models and workloads with enrollment patterns, program demand, and service expectations.

3.2: Increase accessibility through flexible
scheduling, delivery modalities, and locations that meet the needs of students, employers, and the community.
  • External Funding Dollars Secured Annually (Grants and Fundraising)
  • Total Bad Debt Expense
Strategy Description
3.2.1 Prioritize budget and resource allocation decisions that directly support access, student success, high-demand programs, and external funding capacity.
3.2.2 Expand external funding and partnership opportunities, including grants, employer partnerships, and philanthropy.
3.2.3 Strengthen alumni engagement to support fundraising, partnerships, and student opportunities, including internships, work-based learning, mentoring, and program engagement.

3.3: Maintain and enhance facilities, technology, and equipment to support learning and workforce readiness.
  • Faculty, Staff, and Student Survey Responses (by Campus)
  • Program Accreditation Reports
Strategy Description
3.3.1 Ensure facilities and learning spaces across all campuses are safe, modern, and aligned with instructional and workforce needs, including labs, classrooms, and student spaces.
3.3.2 Expand and maintain technology infrastructure to support online learning, instructional innovation, and operational efficiency across all locations.

The development of the Bluegrass Community and Technical College (BCTC) 2026-2030 Strategic Plan began in August 2025 with a visioning discussion among the college’s Leadership Executive Team (LET). During this discussion, LET identified four guiding principles for plan development:

  1. The strategic plan should be grounded in feedback from the campus community and external partners and stakeholders. 
  2. The strategic plan should be cohesive, with goals, objectives, and embedded action strategies that provide clear direction for advancing the college vision and mission.
  3. The strategic plan should be streamlined and flexible, focused on supporting students, faculty/staff, partners, and the Bluegrass community, while allowing the college to evolve with the needs of these stakeholders. 
  4. The strategic plan should align with the KCTCS strategic plan and the strategic agenda of the Kentucky Council on Postsecondary Education. 

With these principles in place, BCTC created a process and timeline for plan development. In September 2025, the process and timeline were presented to the BCTC Board of Directors and college Administrative Planning Team (APT), consisting of approximately 90 faculty and staff leaders representing all areas of the college. Both groups indicated support for the proposed approach. 

Gathering Feedback

Over the next several months, BCTC reviewed data trends related to student access, success, and resources; engaged in numerous structured planning activities; and gathered extensive stakeholder feedback to inform the drafting and refinement of the BCTC 2026–2030 Strategic Plan, summarized below.

Source Gathered Feedback
Faculty & Staff
  • Surveys (Multiple)
  • Engagement with Faculty and Staff Councils
  • Discussions at Faculty Division Meetings
  • Monthly Discussions/Activities with APT
  • Weekly Discussions at LET
  • Ad Hoc Committee Discussions
  • Presentations at Professional Development Events
Students
  • Eight 45-60 minute Focus Groups encompassing 35 students
  • Technical and Transfer
  • Traditional and Non-Traditional (Age 25+)
  • Lexington and Regional Campuses
  • In-Person and Online
  • Dual Credit and Credential-Seeking
  • U.S. Residents and International
External Stakeholders & Partners
  • Advisory Committee Presentations and Surveys
  • Presentations and Discussions with Workforce, Community, and Educational Partners at all BCTC Campuses
  • Presentations and Discussions with the BCTC Foundation Board
  • Quarterly Updates with the BCTC Board of Directors