Jakup Prokop, Director, Pinellas Technical College – Clearwater Campus

In an interview with Invest:, Jakub Prokop, director of Pinellas Technical College, talked about the importance of community support and their programs in addressing local workforce challenges. He also shared his thoughts on high-demand sectors, student preparation, and how AI and new technologies are expected to integrate into the institution, along with his priorities for the future.

What makes Tampa Bay an ideal location for Pinellas Technical College?

Pinellas Technical College (PTC) is centrally located in Pinellas County, allowing us to draw from a large community. We have a second campus in St. Petersburg with a new director, Dr. Jason Shedrick. Each location serves different demographics based on the geography of Pinellas County.

As a technical college, we cater to individuals seeking career changes and skill development in trades. We’ve seen an increase in high school enrollment, offering immediate post-high school opportunities, particularly for working-class families in surrounding neighborhoods. Last year we had 117 students immediately enroll with us after high school.

Pinellas County is the most densely populated in Florida, and our reputation attracts students from Hernando, Manatee, and Hillsborough counties. However, the influx of residents in the Tampa Bay area presents challenges, particularly with traffic congestion on the three major bridges connecting the region. Despite the impact of recent hurricanes and increased traffic, our enrollment continues to grow.

Currently, we have a record of 1,700 students, and our growth mirrors trends seen across other technical schools in the state. All of the schools in the state are growing consistently at high rates.

How are you adapting your curriculum and approach to better serve a changing demographic?

Our current stats indicate that approximately 49% of our students are 24 years old or younger, with a significant number coming directly from high school. Each generation has different perspectives on work and risk.

Today’s young people tend to be more risk-averse compared to previous generations. For example, in the past, if a friend invited me to go water skiing, I would try it without hesitation. Now, students conduct extensive online research, read reviews, and weigh the risks before deciding. This cautious approach extends to their career choices, often erring on the side of safety rather than taking risks. Smartphones and digital communication contribute to this mindset.

To address this, we’ve implemented the “Big Six” initiative — Pride, Professionalism, Success, Focus, Ownership, and Excellence. Students are encouraged to articulate how these principles apply to their future careers, helping them manage anxiety and build confidence. This initiative provides a structured framework without judgment, ensuring they develop essential workplace skills. The program is designed to target common concerns brought up by business partners, such as lack of commitment, unreliability, poor communication skills, lack of punctuality, etc. These behaviors usually end up in frustration and job termination early on. It’s working really well, and it’s one of the best initiatives that we have done within my nine-year tenure. This illustrates the challenges we are facing nowadays with our young people.

What sectors in the region are driving the most demand?

High-skill trades such as automotive, diesel, and electrical work remain in high demand. Physical, outdoor jobs are particularly sought after. While IT remains important, its demand has slightly declined with the rise of AI.

Healthcare continues to be a major growth sector, with nursing as the top in-demand profession. However, the field is facing high turnover, with many nurses leaving due to the demanding nature of the job.

Manufacturing remains a steady sector with ongoing growth. Hospitality and tourism are also rebounding after the disruptions of COVID-19, offering many opportunities, though compensation remains a challenge compared to other industries.

How can businesses in the region better support the college in offering hands-on training and opportunities for students?

We are fortunate to have substantial donor support, nearing half a million dollars in contributions this year alone. These funds support scholarships, equipment, and program enhancements.

Additionally, the state government has approved an education grant for our manufacturing program, helping us expand resources and keep up with industry demands.

Workforce attrition due to the retirement of baby boomers continues to be a concern. As older workers leave high-level positions, we must stay engaged with industry needs and legislative developments to adapt our programs accordingly. Fortunately, our strong relationships with state legislators ensure we remain aligned with workforce demands.

So how can the community engage with us? To get engaged, help us acknowledge what is happening with the workforce so that we can address the flaws and come up with a much better high-quality labor force in general. Additionally, community input is very valuable when legislative decisions impact our workforce negatively. The importance of our relationships with the community allows us to make adjustments in response to these challenges and continue to meet the workforce needs of the region  

Are there any new programs or certifications in the key industries where you see the most potential?

We are always planning for the future. As a large institution, preparing for accreditation is a significant effort, requiring extensive documentation and collaboration. Recently, we received commendations for our facilities, equipment, and campus culture — an accomplishment we are particularly proud of.

In terms of expansion, our focus is on strengthening existing programs to meet regional demands rather than adding entirely new ones. We are looking to introduce evening classes and explore new infrastructure programs, such as electrical and lineman training, to address the increasing need for disaster response professionals following recent storms.

Although physical space limitations prevent major expansion, we aim to optimize and enhance our current offerings.

Are you planning to incorporate AI or recent technological innovations into your programs?

One of our major strategic goals is incorporating AI into our programs. We are developing AI-assisted assessments to support our student performance objectives.

AI helps streamline the process by quickly generating guidelines for tasks such as engine removal or website creation, allowing instructors to provide clear expectations to students. This technology has significantly reduced the time needed for lesson planning and assessment development.

As an early adopter, we are eager to see how AI can further enhance student learning outcomes and improve educational efficiency in the coming years.

At this point in time, you still need to review AI content before using it because, unfortunately, there are still errors. However, I’m confident this is going to change, and it’s going to get bigger and better.

What is your outlook for the college over these next two to three years, and your top priorities?

First, our goal is to increase enrollment by 300 students to align with industry demand. Also, retaining high-quality staff amid growing competition from industry roles offering higher salaries.

Additionally, the widespread use of AI in hiring processes makes it easier for educators to explore alternative opportunities.

Creating a positive workplace culture is essential. The saying “you don’t quit your job, you quit your boss” resonates with us. We are committed to fostering an environment where faculty and students feel valued and heard.

We will continue focusing on the Big Six to prepare students for their careers and provide them with the tools to succeed, whether they choose to fit into traditional work environments or carve their own paths.