Spotlight On: Stacey Moore, President, York Technical College

Key points:

• • York Tech is expanding workforce programs in manufacturing, healthcare, and life sciences.
• • Flexible learning and affordable tuition are helping more students earn career-ready credentials.
• • The college is preparing students for future industries through AI, cybersecurity, and employer partnerships.

July 2026 — In an interview with Invest:, Stacey Moore, president of York Technical College, highlighted steady enrollment with growth in industrial technologies and dual enrollment. “Most [students] are on technical pathways… working toward a work-ready credential,” she said.

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How would you describe the enrollment trends at York Tech this past year? 

Our enrollment this year is steady. We’ve seen consistent increases in recent years, and while final numbers are still coming in, we expect maybe a slight uptick overall. The real growth has been in two areas: industrial and engineering technologies, which is great given how critical the manufacturing sector is, and in dual enrollment.

Dual enrollment is becoming more significant in a positive way. At York Tech, our dual enrollment students — high school students — are always on clear pathways. It’s not just a random mix of courses; they’re working toward a work-ready credential by the time they graduate. Most are on technical pathways, though some may take that credential to a four-year institution.

We’ve also seen a shift in how students engage in dual enrollment. About 67% of those students are now coming to our campuses to take classes, rather than learning from credentialed high school instructors at their schools. Nearly 70% of these students are seeking the full college experience, which is exciting.

What shifts in workforce needs and program development are guiding your strategic direction today?

We’re holding steady in healthcare programs, but that’s due to limited seats. We’re expanding programs like nursing and launching new ones over the next two years, so we expect to see growth there. Demand continues to shift — there’s a need for more certified nurse assistants, lab techs, and cardiovascular techs, for example. As a result, we’ve expanded our apprenticeship offerings in healthcare, and hospitals have been eager to partner with us.

In life sciences, we’ve built a new curriculum aligned with state and regional economic development priorities. Rock Hill has done impressive work preparing a 140-acre site to attract manufacturers, especially in life sciences. We expect that site will soon land one or more major companies. In response, we’re preparing to launch a life sciences training center to meet those needs.

Another exciting area is grid modernization. We are the workforce development leads on a National Science Foundation Engines grant, which could bring more than $160 million to the region. It’s all about building an ecosystem around grid tech, and we’re creating curriculum spanning from job-ready certifications to two- and four-year programs in grid-related careers.

What makes the greater Charlotte metro an ideal location for York Tech’s growth and impact?

It starts with proximity and a willingness to collaborate. In this region, there’s a shared understanding of the value of strong economic development. Everyone — from education to industry — is aligned around the goal of building communities through good jobs and vibrant local economies.

There’s strong synergy between the community college systems, apprenticeship networks, and economic development agencies. Take the Palmetto Research Park — it’s just a few miles from us, and it’s fully equipped to support major manufacturers. If even one or two companies land there, we’re talking about 2,000-plus high-paying jobs. The entire region will be needed to supply that workforce.

We’re also facing demographic realities. Birth rates have been declining since the Great Recession, and while high school graduate numbers are still relatively strong, they’re projected to drop by the late 2020s. That means we need to draw more people into higher-paying, high-demand careers and help them transition out of lower-paying sectors like hospitality, where appropriate.

Fortunately, this region is rich in both a manufacturing base and a growing innovation and technology sector. We have strong four-year partners like UNC Charlotte, Clemson, and USC, along with a robust network of community colleges ready to train the workforce.

We’re working to create better integration between workforce training and innovation. For example, through the NSF grant, we’re ensuring that faculty teaching technical courses are connected with researchers to understand new technologies early. That allows us to adapt our curriculum proactively — a critical part of staying ahead.

What flexible learning options are helping expand York Tech’s workforce pipeline?

Flexibility is everything. All of our credentials are now stackable. Whether someone can only attend for four weeks or is pursuing a longer-term program, we want them to leave with a valuable credential and a clear pathway to continue later, without having to start over.

That includes non-credit training that can be stacked toward for-credit credentials. We’ve also added more flexible term lengths, like four- and eight-week courses. These options help when life happens; students don’t have to commit to 16 weeks every time, which reduces withdrawals and increases completion.

HyFlex classes are another major component. These allow students to attend in person, virtually, or asynchronously — depending on their schedules. Faculty provide lecture materials that students can access later, allowing them to stay engaged even when life throws a curveball.

We’re also expanding credit for prior learning. If someone has relevant experience, we assess their competencies and let them start further along in a course or program. This not only saves time and money but also supports career changes without fear or delay.

What has been the broader impact of your no-cost tuition initiative and affordability efforts?

It’s dramatic. Around 78% of our students graduate with zero debt. For the remaining 22%, their debt levels are still modest — usually just hundreds or a few thousand dollars.

That affordability allows students to move forward in life — to buy a car, rent or buy a home, and reinvest in their education if needed. When those financial barriers are removed, people can re-enter school for stackable credentials, reskill, or upskill without hesitation. That agility is essential for meeting workforce needs as industries evolve.

Students aren’t burdened by tens of thousands of dollars in debt, which is often what keeps people from pursuing further education. With both affordability and flexible learning options, people can continue advancing — and when that happens across an entire community, it creates a workforce ready to meet the demands of growing and emerging industries.

How is York Tech integrating technology — including AI and cybersecurity — into student learning and institutional operations?

The pace of change can feel like whiplash. It’s one thing for individuals to adjust to new tools like AI, but for an entire educational organization, it takes deliberate effort.

In technical programs, AI and advanced digital tools have been integrated for years. Faculty there come from industry and are generally more comfortable with emerging technologies. They’re used to constant evolution, from VR tools to AI-enhanced manufacturing processes.

It’s been more challenging in humanities and social sciences, though we’re helping those faculty adapt. We’re emphasizing how to use AI as a teaching tool, not something to fear. It’s similar to the shift we saw with calculators or cell phones — instead of banning them, we figure out how to adapt assessments and learning strategies.

We also focus on meaningful evaluations. If assessments only require regurgitation, they’re not helping students learn — and they’re easy to cheat on. Instead, we’re shifting toward assessments that truly measure competency and understanding.

For our staff, technology has been easier to integrate — it’s about doing things faster, better, and more collaboratively. We’re even reimagining physical spaces. Soon, we’ll move away from traditional offices and toward shared, collaborative work environments that better reflect the workforce of the future.

What are your top priorities for the next two to three years?

Our top priority is preparing for what’s next in economic development. That means paying attention to industry, demographic, and global trends so we can stay ahead.

We know this region will continue to grow in manufacturing, engineering, and healthcare. Within that, information technology and cybersecurity are no longer standalone — they’re integrated across all sectors. Even our mechatronics students need programming and cybersecurity skills now.

We’re also keeping a close eye on sectors like life sciences. If a pharmaceutical manufacturer moves into our region and needs 1,200 employees within 18 months, we need to be prepared. They don’t have time to wait on us, and we’ve already developed programs in chemical processing and biotech to be ready for that moment.

Ultimately, our goal is to anticipate change, build a responsive curriculum, and ensure that York Tech is always ready to support the region’s workforce needs — not just today, but for the future.

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