1. $200M Strong Workforce Program: CTE as a Strategy to Unlock Social Mobility
Community College League of California, November 2016

2. 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)
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3. doingwhatmatters.cccco.edu

4. 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
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5. 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
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6. How can addressing the Strong Workforce recommendations help unlock social mobility?
Ask Cindy
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7. Trustees’ Role in CTE Student Success Initiatives:
Understand the Outcomes
Jobs
Fair livable wage
Bright future outlook for competitive job advantage
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8. 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
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9. 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
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10. 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
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11. 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
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12. PCC Certificate / Wage Outcome
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13. PCC Associate Degree / Wage Outcome
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14. CTE Briefings for Trustees
COMING SOON!
A New Series of CTE Briefing Videos
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15. doingwhatmatters.cccco.edu/strongworkforce

16. 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
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17. Please give examples of more and better CTE being discussed with either Local Share or Regional Share dollars from the Strong Workforce Program.
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18. 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.
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19. Plans for New Programs Ultrasound, Viticulture Construction Inspection
Entrepreneurship Academy
Industrial Maintenance Mechanic Tech
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20. Plans for New Programs Phlebotomy, Vet Tech
Public Health Nurse Certificate
Social Media
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21. Ancillary Services Increasing Career Center staff
Classified staff to support programming
More effective job placement center
Research support
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22. “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
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23. How can soft/employability skills be combined with technical skills to help students better compete in the job market?
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24. Projects in Common: Soft/Employability Skills New World of Work
“Top 10” 21st Century Skills
Adaptability
Analysis/Solution Mindset
Collaboration
Communication
Digital Fluency
Empathy
Entrepreneurial Mindset
Resilience
Self-Awareness
Social/Diversity Awareness
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25. Projects in Common: Soft/Employability Skills Hi-Touch Healthcare
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26. 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
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27. How can early career exploration help students better understand their full range of post-secondary options?
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28. 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

29. 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)
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30. 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.
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31. 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?
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32. 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.
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33. North Far North Project Team
Projects in Common
Streamlining Curriculum
Pilot:
North Far North Project Team
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34. 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
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35. Streamlining Curriculum
Projects in Common
Streamlining Curriculum
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36. Streamlining Curriculum Workshop Result
Projects in Common
Streamlining Curriculum
Workshop Result
Current Curriculum Process Average: 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.”
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37. Find it all at doingwhatmatters.cccco.edu

38. END

39. doingwhatmatters.cccco.edu/StrongWorkforce/LMILibrary