Action Plan

The KCTCS 2022-2026 Strategic Plan establishes high-level goals, objectives, and performance measures that provide a roadmap for KCTCS to achieve its mission. The plan focuses on three core goals:

Goal 1: Increase Organization Success

Goal 2: Increase Employment Success

Goal 3: Increase Learner Success

Central to this plan is an Infused Priority which states that KCTCS will “Ensure diverse, equitable, and inclusive campus communities.” This infused priority includes the disaggregating of data to ensure accountability and continuous improvement. College Diversity Plan strategies are also represented in strategic plan objectives and action plan strategies and tactics. 

The KCTCS 2022-2026 Strategic Plan was approved by the Board of Regents at their March 2022 meeting, along with the revised KCTCS mission statement, vision, and list of core values

To support the achievement of strategic plan goals, the KCTCS President’s Leadership Team, with input and support from College and System Office faculty and staff, developed the KCTCS 2022-2024 Action Plan. The Plan contains specific and actionable strategies, tactics, and leading indicators of performance and aligns with Kentucky’s two-year state budget cycle. A second
action plan covering the final two years of the KCTCS 2022-2026 Strategic Plan will be developed during the 2023-2024 academic year. 

Infused Priority: Ensure diverse, equitable, and inclusive campus communities.


Objective 1.1: Invest in human, physical, and operational infrastructure to promote long-term sustainability.

Key Performance Indicator: Employee Retention Rate

Action Plan Strategies

1.1.1 Deploy strategies to recruit, retain, and develop KCTCS employees.

1.1.2 Review the sustainability of operational facilities and develop and implement an asset preservation plan that invests in the physical and operational infrastructure of all colleges.

Action Plan Tactics

1.1.1.a Develop and implement a plan to address compression and equity of salaries. 

1.1.1.b Develop and implement a plan to increase salaries for KCTCS employees.

1.1.1.c Increase funding and opportunities for professional development for faculty and staff.

1.1.1.d Increase the diversity of faculty and staff through high-fidelity implementation of KCTCS Diversity Plan strategies focused on employee recruitment, hiring, and retention.  

1.1.2.a Assess the sustainability and efficiency of operational facilities.

1.1.2.b Develop and implement an asset preservation plan. 

Leading Indicator(s)

  • KCTCS Salaries: % to Market
  • New Hire Diversity: % of New Hires Identifying as Underrepresented Minorities


Objective 1.2: Expand recognition of the value of the KCTCS System and its Colleges.

Key Performance Indicator: Alternative Revenue

Action Plan Strategies

1.2.1 Create and implement a continual and planned program for engaging influencers (legislators and business leaders) in supporting KCTCS through strategic and recurring investments.   

Action Plan Tactics

1.2.1.a Create a system wide employer engagement asset map to inform the development of a program for engaging influencers in supporting KCTCS. 

1.2.1.b Continue sponsorship engagement to monetize relationships.

Leading Indicator(s)

  • Alternative Revenue Quarterly Reports


Objective 2.1: Expand workforce training to ensure skilled talent to meet employer and economic development needs.

Key Performance Indicator: Targeted Industry Sector Credentials

Action Plan Strategies

2.1.1 Develop or enhance work-based learning (WBL) opportunities (short- and long-term) for each technical program of study to include apprenticeships, FAME-like models, internships, and clinicals.

2.1.2Expand business and community outreach to facilitate stronger business engagement and partnerships.

Action Plan Tactics

2.1.1.a Review each technical program of study to: 

  • Identify relevant experiential learning opportunities
  • Incorporate relevant experiential learning opportunities

2.1.1.b Expand employer relationships and leverage the Handshake platform to increase apprenticeships, internships, and other WBL opportunities.

2.1.2.a Identify and engage employers to:

  • Develop and customize pathways for incumbent workers and new hires
  • Enhance the diversity of talent pipelines

2.1.2.b Engage state Cabinet, Workforce Innovation Board, Chamber, and other stakeholders in collaborative services to:

  • Increase employer engagements with College Workforce Solutions
  • Increase TRAINS funding utilization

Leading Indicator(s)

  • Targeted Industry Sector Enrollment


Objective 2.2: Strengthen industry and transfer partnerships to enhance programs and improve speed to work to ensure a skilled talent pipeline to grow Kentucky’s economy.

Key Performance Indicator: Post-KCTCS Outcomes

Action Plan Strategies

2.2.1 Implement fair, equitable, and streamlined processes for awarding Credit for Prior Learning consistently across all Colleges through work with curriculum committees, employers, and other stakeholders. 

2.2.2 Review/revise all general education and technical program/course competencies to ensure relevancy and alignment with transfer and workforce requirements. 

Action Plan Tactics

2.2.1.a Ensure the equitable awarding of credit for prior learning and experience by updating KCTCS:

  • Policies
  • Rules
  • Systems

2.2.1.b Ensure the fairness and equitability of credit awarded for prior learning and experience consistently across all colleges through recognition of ACE military recommendations, industry-recognized certifications, and faculty-approved assessments.

2.2.2.a Engage employers in work with curriculum committees to:

  • Align course competencies more closely with employer needs
  • Align program competencies more closely with employer needs

2.2.2.b Engage university partners in work with curriculum committees to: 

  • Align course competencies more closely with transfer requirements
  • Align program competencies more closely with transfer requirements

Leading Indicator (s)

  • Credits Awarded for Prior Learning
  • Associate in Science/ Associate in Arts Enrollment


Objective 3.1: Grow enrollment at KCTCS institutions to meet the needs of the Commonwealth by expanding the number and diversity of learners achieving their career and lifelong learning goals.

Key Performance Indicator: Academic Year Enrollment

Action Plan Strategies

3.1.1  Enhance recruitment and simplify admissions and enrollment processes to make higher education more accessible, with a special focus on adult and underrepresented populations.

Action Plan Tactics

3.1.1.a Create an efficient and engaging experience for students by:

  • Redesigning the application
  • Redesigning the onboarding process
  • Reviewing and implementing appropriate technology 

3.1.1.b Develop and implement targeted recruitment strategies highlighting high-demand careers and flexible program pathways to:

  • Better attract adult learners
  • Increase dual credit access and matriculation for underrepresented students

Leading Indicator(s)

Credential-Seeking Applicants to Enrollment Yield Rate


Objective 3.2: Leverage proven practices to increase learner success through the completion of credential pathways and (credit and non-credit) industry training, including:

  • transfer to four-year institutions (bachelors to employment)
  • employment entry, re-entry, or upskilling

Key Performance Indicator: Two-Year Persistence Rate

Action Plan Strategies

3.2.1 Develop relevant and scalable high-quality, flexible program delivery models – online, hybrid, and face-to-face - to increase program recruitment, retention, and completion.

3.2.2 Leverage guided pathways proven practices (recruitment to completion) to provide wrap-around learner services focused on successful transfer and/or employment.

Action Plan Tactics

3.2.1.a Provide support and professional development to:

  • Enhance instructional innovation
  • Better equip faculty and staff to implement high-quality, flexible delivery models 

3.2.1.b Pilot faculty-driven competency-based education programs leading to a certificate, diploma, or degree.

3.2.2.a Allocate time and resources for faculty and staff development to:

  • Design guided pathways proven practices
  • Implement guided pathways proven practices

3.2.2.b Develop consistent, effective, technologically- supported practices in holistic career and academic advising and other wrap-around student services.

Leading Indicator(s)

  • Fall-to-Spring Retention
  • First-term Success: % of credit hours passed in first term (by modality)