$200M Strong Workforce Program: CTE as a Strategy to Unlock Social Mobility Community College League of California, November 2016

Linda Wah, Trustee, Pasadena City College Board FACILITATOR: TODAY’S PANELISTS: Cindy L. Miles, Chancellor, Grossmont-Cuyamaca Community College District Meridith Randall, Associate Superintendent, Instruction and Institutional Effectiveness, Chaffey College, and Co-President, CCCCIO Board. Linda Wah, Trustee, Pasadena City College Board FACILITATOR: Van Ton-Quinlivan, Vice Chancellor of Workforce & Economic Development, CA Community Colleges Chancellor’s Office (CCCCO) doingwhatmatters.cccco.edu

doingwhatmatters.cccco.edu

Strong Workforce by the Numbers: 25 Recommendations Covering 7 Areas: Student Success Career Pathways Workforce Data & Outcomes Curriculum CTE faculty Regional coordination Funding 77 Sub-recommendations doingwhatmatters.cccco.edu

Progress by the Numbers: 3 of 25 recommendations complete (4, 17, 23) 19 of 25 recommendations: evidence of progress 21 of 77 sub-recommendations complete 22 of 77 sub-recommendations: evidence of progress For project plan, visit http://www.doingwhatmatters.cccco.edu/StrongWorkforce/ProjectPlan.aspx doingwhatmatters.cccco.edu

How can addressing the Strong Workforce recommendations help unlock social mobility? Ask Cindy doingwhatmatters.cccco.edu

Trustees’ Role in CTE Student Success Initiatives: Understand the Outcomes Jobs Fair livable wage Bright future outlook for competitive job advantage doingwhatmatters.cccco.edu

Trustees’ Role in CTE Student Success Initiatives : Support Resources to Achieve Regional partnerships and collaboration, not competition for student success Professional development for strong industry collaboration Building connections with strong industry partners to guide and advise doingwhatmatters.cccco.edu

Trustees’ Role in CTE Student Success Initiatives : Industry Engagement as Partners for Student Support Career counseling, supplemental instruction Business intermediaries to facilitate work-based learning Career guidance through informed decisions of salary and occupational career ladder doingwhatmatters.cccco.edu

Trustees’ Role in CTE Student Success Initiatives : Know and Report Key Indicators Know ALL key indicators for successful outcomes for your communities Check LaunchBoard regularly for progress Designate a trustee on your board to help keep the board informed doingwhatmatters.cccco.edu

Three-Year Projection: Key Indicators INCREASE QUANTITY CTE enrollment INCREASE QUALITY Skills gains Completion Transfer Employment rates Employment in field of study Earnings Median change in earnings Proportion of students who attained living wages doingwhatmatters.cccco.edu

PCC Certificate / Wage Outcome doingwhatmatters.cccco.edu

PCC Associate Degree / Wage Outcome doingwhatmatters.cccco.edu

CTE Briefings for Trustees COMING SOON! A New Series of CTE Briefing Videos doingwhatmatters.cccco.edu

doingwhatmatters.cccco.edu/strongworkforce

Flow of Funds 60% Local Shares Goes to districts to invest in CTE at colleges 40% Regional Shares Invests in CTE at colleges upon coordinated action 5% Statewide Activities doingwhatmatters.cccco.edu

Please give examples of more and better CTE being discussed with either Local Share or Regional Share dollars from the Strong Workforce Program. doingwhatmatters.cccco.edu

CIO Response to Strong Workforce Funds Many of us come from CTE backgrounds or have wanted to strengthen CTE programs for a while. We know that our CTE faculty are generally overburdened and can use additional support. None of us would disagree with the goal to increase CTE enrollment and outcomes in the form of high-wage employment. doingwhatmatters.cccco.edu

Plans for New Programs Ultrasound, Viticulture Construction Inspection Entrepreneurship Academy Industrial Maintenance Mechanic Tech doingwhatmatters.cccco.edu

Plans for New Programs Phlebotomy, Vet Tech Public Health Nurse Certificate Social Media doingwhatmatters.cccco.edu

Ancillary Services Increasing Career Center staff Classified staff to support programming More effective job placement center Research support doingwhatmatters.cccco.edu

“Outside the Box” Ideas Bridge to Adult Education/ESL students Creating cross-discipline skill clusters to prepare students for emerging occupations Professional development for counselors to work more effectively with CTE students Introductory courses for CTE areas doingwhatmatters.cccco.edu

How can soft/employability skills be combined with technical skills to help students better compete in the job market? doingwhatmatters.cccco.edu

Projects in Common: Soft/Employability Skills New World of Work www.newworldofwork.org/ “Top 10” 21st Century Skills Adaptability Analysis/Solution Mindset Collaboration Communication Digital Fluency Empathy Entrepreneurial Mindset Resilience Self-Awareness Social/Diversity Awareness doingwhatmatters.cccco.edu

Projects in Common: Soft/Employability Skills Hi-Touch Healthcare www.ca-hwi.org doingwhatmatters.cccco.edu

Projects in Common: Soft/Employability Skills Maker Space Promoting Engagement of the California Community Colleges with the Maker Movement California Council on Science and Technology April 2016 Report 4Cs of the Creative Economy Critical Thinking Creativity Collaboration Communication www.cccmaker.com doingwhatmatters.cccco.edu

How can early career exploration help students better understand their full range of post-secondary options? doingwhatmatters.cccco.edu

Rebranding Career Technical Education (CTE): What did we learn? Projects in Common Rebranding Career Technical Education (CTE): What did we learn? Overall awareness of CTE programs in general is fairly high. Familiarity and specific understanding is low. Most students/prospective students would consider a class or program but need more information. Students agree that a CTE class or program could help them financially and lead to a job that interests them. Knowledge surrounding CTE programs is the biggest barrier to enrollment. Students are most likely to seek out more information online. doingwhatmatters.cccco.edu

Projects in Common Rebranding CTE: Building Awareness Develop statewide “umbrella” brand that can be adapted to serve local, regional, and sector-specific needs. Leverage existing and emerging assets to do a better job telling the story of CTE. Do research first (spring 2016); build framework for outreach campaign (RFP out in early November) doingwhatmatters.cccco.edu

Projects in Common Rebranding CTE: Total Investments $3 million to be spent on statewide campaign activities that will include the development of templates for regional use. Regions (defined in Doing What MATTERS for Jobs & Economy framework) able to leverage this investment with an additional $3 million match for 1) outreach to employers and 2) prospective students and communities, with a focus on the ground game. doingwhatmatters.cccco.edu

What is the role of trustees and college leadership in facilitating streamlined curriculum approval, especially to ensure CTE curriculum stays up to date and current? doingwhatmatters.cccco.edu

Streamlining Curriculum Projects in Common Streamlining Curriculum PURPOSE BOG Recommendation 8: To evaluate, revise and resource the local, regional, and statewide curriculum approval process to ensure a RIGOROUS, timely, responsive, and streamlined curriculum. DELIVERABLE One streamlined approval process (local and regional) that enables community colleges to develop a course or program within one academic semester and to offer that course or program the subsequent academic semester. doingwhatmatters.cccco.edu

North Far North Project Team Projects in Common Streamlining Curriculum Pilot: North Far North Project Team doingwhatmatters.cccco.edu

Streamlining Curriculum Stakeholder Requirements Projects in Common Streamlining Curriculum Stakeholder Requirements CEO VOTING MEMBER DSN/ FACULTY CCCAOE CIO/ CSSO SECTOR NAVIGATOR REGIONAL CHAIR CURRICULUM CHAIR ACADEMIC SENATE doingwhatmatters.cccco.edu

Streamlining Curriculum Projects in Common Streamlining Curriculum doingwhatmatters.cccco.edu

Streamlining Curriculum Workshop Result Projects in Common Streamlining Curriculum Workshop Result Current Curriculum Process Average: 6.6 Months Collaborative Regional Possible Processes: 3.3 Months An Effective Curriculum Process Primer (Approved October 1, 2016 by the ASCCC Executive Committee) “If your college curriculum approval process takes more than 3 months from submission to the Curriculum Committee to action by the Governing Board, your academic senate might consider leading a review of the process to identify practices to make the curriculum approval process more efficient and effective.” doingwhatmatters.cccco.edu

Find it all at doingwhatmatters.cccco.edu

END

doingwhatmatters.cccco.edu/StrongWorkforce/LMILibrary