BACCC Consultation Council

July 21, 2016

COUNCIL PURVIEW

  • Provides regional oversight / leadership / direction, approves grant applications/budgets, as needed

  • Formulates recommendations on major policy and funding issues for consideration and decision making by the CTE Leadership Group composed of representatives (CEO, CIO, CTE Dean/Administrator, CTE Faculty Liaison) from each of our 28 colleges

2

Welcome / Introductions

Name/Title/Affiliation

Meeting Objectives

  • Provide a brief update on BACCC operations such that the Council is aware of the resources and staff we have to work with in FY16-17 and implications for the future

  • Provide a quick CTE Enhancement Fund update, shoring up our understanding of where the Council’s decision on unexpended funds ultimately landed and using the CTE EF experience to inform the Strong Workforce Program

4

Meeting Objectives

  • Provide a high-level overview of the Strong Workforce Program as we currently know it, such that Council Members have enough information to shape its rollout and make recommendations related to it, as needed

  • Review and refine *straw proposals* related to the Strong Workforce Program that will ultimately be further refined by the region
      • 60% local share
      • Regional Planning Process
      • 40% Regional Share

5

Meeting Objectives

  • Leave with clear next steps

6

BACCC Operations

7

8

BACCC Budget Overview

Staff

Role

FTE

Emp Status

Salary/ Contract

Benefits

Mgmt Fee

Total

Rock Pfotenhauer

Chair

1.0

Employee - Cabrillo

138,703

31,784

170,487

Kit O'Doherty

Director

1.0

Employee - FCCC

136,040

24,487

16,053

176,580

Kelly Green

Event & Comm Coordinator

1.0

Contractor - MRG

73,500

3,675

77,175

Karen Beltramo

Analyst

0.5

Contractor - MRG

42,000

2,100

44,100

Kate Raymundo

CTE EF Project Coordinator

0.6

Contractor - MRG

60,000

3,000

63,000

531,342

Supplies and Materials

2,000

Other Operating Expenses

Conferences

15,000

Mileage

12,000

Meeting Expenses

12,000

Telephone

2,000

Other stuff

5,069

Contractors

100,000

Fiscal Management

60,784

Indirect

29,805

Total

770,000

Funding

Regional Consortia Grant

370,000

CTE Enhancement Fund

200,000

CTE Data Unlocked

200,000

Total

770,000

CTE Enhancement Funds

9

Bay Region CTE Enhancement Funds

60% $6,450,491

  • Direct Allocation to Colleges
  • Based on FTES

40% $4,300,328

  • Focused on building capacity to respond to regional workforce development needs
    • $2,600,000 to Multi-College Grants
    • $1,000,000 distributed equally to colleges to build college capacity to meet regional workforce needs
    • $400,000 to fund every college to participate in the Employment Outcomes Survey

5% Administration $565,833

  • Direct costs grant administration, providing LMI, facilitating collaborative efforts, supporting 40% projects

Total $11,316,652

10

11

Distribution of 40% Multi-College Grants

*

* Participating colleges asked to cost share difference between request and award from their 40%, $46,429 allocation. ($80,500 difference, 25 colleges ~$3,250 each)

14 proposals totaling ~$4M

Reviewed by 3 CIOs, 5 Deans, 1 Faculty, 2 DSNs

6 projects funded

CTE EF Timeline

CTE EF Decisions

Late April - Quarterly Report

  • Expenditures to date
  • Projections of unspent funds

May

  • Payment: Lesser of 90% or expen to date

June 30

  • Expenditures end

Mid-August to October

  • Final reports due

Mid-September to November

  • Final payments (30 days after Final Report is submitted)

October 31

  • All expenditures end

End November

  • Final Reports on Reallocated Funds due

January

  • Final Report due to CO

Allow colleges to take longer to fully expend funds?

  • If so, how long?

How to reallocate unexpended funds?

Recommendation

First priority to sustaining Netlab

  • Seek to cover as much of 16-17 as possible
  • Prioritize for on-going funding from SWP$

Additional funds to:

Regional Marketing

  • impact Fall & Spring enrollments
  • recruit adjunct CTE faculty for Fall
  • market participation in next year’s EOS to students completing this spring

On-boarding for new CTE administrators/faculty

Process

  • Refine recommendation if necessary, determine carryover and send out for email vote of CC
  • Take to May BACCC meeting for vote of College Reps

12

12

CTE EF Closeout Dates

13

6/30/2016

7/31/2016

8/31/2016

College of Alameda

Berkeley City College

City College of San Francisco

De Anza College

Cabrillo College

Contra Costa CCD

Foothill College

Chabot College

Gavilan College

Hartnell College

College of San Mateo

Mission College

Las Positas College

Solano College

Santa Rosa Junior College

Los Medanos College

Skyline College

West Valley College

9/30/2016

10/31/2016

Cañada College

Napa Valley College

College of Marin

Ohlone College

Evergreen Valley College

Laney College

Merritt College

Monterey Peninsula College

San Jose City College

Projecting return and reallocation of ~$200,000 from colleges. ~$130,000 from CTE EOS

Strong Workforce Program

14

Strong Workforce Program Goals

15

  • MORE - Increase the amount of CTE instruction delivered (FTES, Headcount)
  • BETTER - Continuously improve CTE outcomes (Success, Completion, Job Placement, Job Retention, Wages, Employer Engagement) with a particular focus on completion of industry valued credentials, job placement, and wage advancement
  • ALIGNMENT
    • Sector strategies: Engage with industry to align CTE programs with leading and emergent sectors
    • Career pathways: Align services across multiple providers to enable progressive skills development within a career pathway that has multiple entry points, and multiple exit points that each deliver labor market gains
    • Regional partnerships: Build partnerships of industry, labor, education, workforce and economic development entities and civic leaders to develop workforce and education policies that support economic growth
    • Workforce Development Systems: align efforts (CC, WDB, AEBG, K-12) to provide comprehensive regional career pathways that align with industry sectors
  • EQUITY - close equity gaps in program access, completion, and earnings of underserved demographic groups

SWP Funding

16

FY 2016-17: 7/1/16 - 12/31/18

FY 2017-18: 7/1/17 - 12/31/19

FY 2018-19: 7/1/18 - 12/31/20

7/1/16

12/31/18

7/1/17

12/31/19

7/1/18

12/31/20

Chancellor’s Office → Colleges

Chancellor’s Office → Consortia → Colleges

Strong Workforce Program Metrics

17

FTES: College’s overall proportion of CTE FTES**

Skills gains: Course success rate for credit courses*

Completion: Unique individuals who completed a credit or noncredit local certificate, credit or noncredit Chancellor’s Office approved certificate, associate degree, applied bachelor’s degree, or third‐party credential

Transfer: Unique individuals who transferred to a four‐year institution

Employment rates: Employment rate for exiting students at two and four fiscal quarters after leaving the community college system, with disaggregated data provided on outcomes for completers and skills‐builders

Earnings: Earnings for exiting students at two fiscal quarters after leaving the community college system, with disaggregated data provided on outcomes for completers and skills‐builders

Employment in field of study: The proportion of students who reported that their current job is close or very close to their field of study, with disaggregated data provided on outcomes for completers and skills‐builders (based on responses in the CTE Outcomes Survey)

Median change in earnings: Percentage change in earnings for exiting students, one year before and one year after exiting the California community college system, with disaggregated data provided on outcomes for completers and skills‐builders

Proportion of students who attained living wages: Earnings among exiting completer and skills‐builder students, compared to the Living Insights Center data for a single individual in the college’s Doing What Matters region

BREAK

Annual Cycle

19

Local Planning

Regional Planning

Local Investments

Regional Consortium Investments

Stakeholder Investments

Planning

Investment & Execution

Evaluation/Reporting

Local Assessment

Regional Assessment

Chancellor’s Office

Governor

Legislature

Adjustments to funding levels based on opportunities (job openings), need (unemployment) and performance (common measure outcomes)

Adjustments to SWP framework based on what was learned in previous cycle

Reallocation

20

60%

Local Share

21

22

Objectives

  • Understand the model
  • Will this model deliver the desired results?
    • How would it play out on your campus?
    • Unintended outcomes?
    • How could it be improved upon?
    • How can BACCC, CoE, DSNs support colleges?

#StrongWorkforce

@CalCommColleges @WorkforceVan

$200M Strong Workforce Program:

Final Trailer Bill Language

www.DoingWhatMATTERS.cccco.edu

  • Local Share allocations by 7/31
  • Board of Governors approval 9/18
  • Ok to spend Local Share as of 9/19
  • Report on uses of funds via Local Share Template
  • Evidence of labor market demand
  • Increase quantity / improve quality
  • District certification
  • Final date to report 1/31
  • Summary reports posted by CCCCO to web after 1/31

Local Share - Timeline

Use of $200M Strong Workforce Program

  • Increase quantity of CTE
  • Improve quality of CTE

  • Directed student services

Courses, programs, pathways, credentials (licensure), certificates, degrees

Provide career exploration, job readiness, job placement, work-based learning – leveraging Student Success/Students Equity funds, Local Workforce Investment Board resources, etc.

Requirement: labor market demand!

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

Allocation Model for the Funds:

Variables and Weighting

  • Unemployment rate 1/3 1/3
  • Proportion of CTE FTEs 1/3 1/3
  • Projected job openings 1/3 1/6
  • Successful workforce outcomes* 0 1/6

* As of 3/16, LaunchBoard metrics already aligned with WIOA

2016-17

2017-18+

 

Local Share:

Evidence of Labor Market Demand

  • SUPPLY AND DEMAND TABLES
  • PROVEN SUCCESS
  • EMPLOYER SURVEY/EMPLOYER ADVISORY
  • REGIONAL PROGRAM APPROVAL
  • VETTED IN PRIOR REGIONAL PLANNING PROCESS
  • CURATED LIBRARY by CoE

Submit 3-Year Projections (pick at least 1)

INCREASE QUANTITY

  • CTE enrollment at census

IMPROVE QUALITY

  • Skills gains*
  • Completion*
  • Transfer
  • Employment rates*
  • Earnings*
  • Employment in field of study
  • Median change in earnings
  • Proportion of students who attained living wages

* WIOA-aligned metrics

Allowables

  • Use reasonable standard. Focus on outcomes

  • Wish list: incorporate Perkins into planning template

  • doingwhatmatters.cccco.edu/StrongWorkforce.aspx

CTE Portfolio

  • Supplement not supplant. No less than 2015-16 CTE as a percent of FTES

Consolidated Planning

FAQ & Instructions

31

CTE Enhancement Payout Methodology

32

Basic idea: Cover the difference between what a program generates in apportionment and what it would generate if on average all sections were enrolled at a level that the FTES generated would cover the cost of instruction. (Often around 30)

Draft Timeline

33

34

Strong Workforce Program Goals

35

  • MORE - Increase the amount of CTE instruction delivered (FTES, Headcount)
  • BETTER - Continuously improve CTE outcomes (Success, Completion, Job Placement, Job Retention, Wages, Employer Engagement) with a particular focus on completion of industry valued credentials, job placement, and wage advancement
  • ALIGNMENT
    • Sector strategies
    • Career pathways
    • Regional partnerships
    • Workforce Development Systems
  • EQUITY - close equity gaps in program access, completion, and earnings of underserved demographic groups

Will the 60% Local Share design deliver on the goals of the Strong Workforce Program?

LUNCH

Regional Planning

37

Regional Labor Market Priorities

Shared WFD Initiatives

Initiative A

Initiative B

Initiative C

HS CTE Planning

AEBG Planning

4. Governance

1. Enlistment

2. Data Collection & Analysis

3. Convening/Planning

6. Allocation

Comprehensive Regional Planning Process

Regional Collaborative Planning Process

Engages Secondary, Adult Ed, WDB, Community Colleges, UC/CSU, Industry/Regional Government Organizations

5. CC Planning

Community College Planning

WDB Planning

Regional Collaborative Planning Process produces Regional Labor Market Priorities and a set of Shared Workforce Development Initiatives which inform and are embedded in the individual system’s planning processes

A Straw Proposal

baccc.net/regionalplan

39

Regional Planning

40

How can this process best serve the Strong Workforce Goals?

What are the best opportunities?

What do we need to do to realize those opportunities?

41

40% Regional Share

42

43

Strong Workforce Program Goals

44

  • MORE - Increase the amount of CTE instruction delivered (FTES, Headcount)
  • BETTER - Continuously improve CTE outcomes (Success, Completion, Job Placement, Job Retention, Wages, Employer Engagement) with a particular focus on completion of industry valued credentials, job placement, and wage advancement
  • ALIGNMENT
    • Sector strategies
    • Career pathways
    • Regional partnerships
    • Workforce Development Systems
  • EQUITY - close equity gaps in program access, completion, and earnings of underserved demographic groups

Will the 40% Regional Share design deliver on the goals of the Strong Workforce Program?

Investment Standard
$ invested at regional level should return at least same
value in terms of advancing CTE mission as $ invested at a college

Potential Regional Investments

  • Economies of Scale
  • Engagement with Regional Scale Organizations
  • Communities of Practice
  • Increasing Depth/Breadth of Offerings to Students
  • Data
  • Resource Seeking/Monitoring/Advocacy
  • CTE Program Review
  • More Effective Use of Deputy Sector Navigators
  • More Effective Communication

How can we use these funds and the planning process to improve outcomes?

Are there ways we could collaborate to make better use of the CTE Data Unlocked $50k per college? ($1.4M total)

  • To increase our local and regional capacity to make effective use of data for strengthening programs, optimizing CTE portfolios
  • To make our successes more visible to stakeholders
  • To support regional grant applications
  • To better align our programs
  • To prepare for the SWP $200M

Decisions we will be required to be make

  • What should the local/regional split be? 60/40 or 70/30
  • Decision-making process for allocation of $
  • How do we select a fiscal agent? Should we consider forming a JPA?

Informing Design

  • How to direct funds to increase likelihood of improving
    • % of CTE apportionment
    • student success
    • closing workforce gaps
  • How much of a problem is it to not receive an indirect on the local share?
  • What planning will be required for use of local share?

Regional Planning Process

  • What are our interests in Regional Planning?
  • What should the clay version of the Planning Process look like?
  • What should we do to prepare for the Regional Planning and the infux of funds

46

Next Steps?

BACCC Consultation Council - ?

CTE Leadership Group Meeting - September 16, 2016

47

Closing Round

Comments on this Meeting (30 seconds each)

48

ADJOURN

49

ARCHIVE

50

How can we better utilize the DSNs?

Sector Profiles

  • What programs are part of Sector
    • Capacity, Performance
  • LMI
  • What are the workforce development opportunities, challenges?
  • What’s most important to focus on

Process

  • Share capacity/performance data and industry opportunities/challenges with colleges
    • What are college priorities?
    • What will best serve improving outcomes?
  • Establish regional priorities, workplan

51

Strong Workforce Program

Motivations

  • Economic competitiveness fueled by strength of regional economies and skilled workforce
  • Upward social and economic mobility strengthens economy
  • Middle skill credentials are gateway to careers
  • Stakeholders should work together to inform/build pathways

Program established for purpose of expanding CTE and WFD courses, programs, pathways, credentials, certs, degrees

To facilitate coordination, alignment with stakeholders, program shall comply with WIOA WFD Plan and expand upon Regional Consortia infrastructure

52

Strong Workforce Program

Alignment of effort between K-12 CTE, Adult Ed Block Grant, WIOA

Guiding Principles and Required Actions

  • Responsive to needs of employers, workers, civic leaders, students
  • Evidence based practices
  • Long-term partnerships with private sector
  • Provide LMI
  • Streamline process of curriculum approval including potential elimination of state approval of CTE courses, programs, certificates
  • Eliminate barriers to hiring qualified CTE instructors including evaluation of MQs

53

Funds - First Year

5% for statewide coordination, alignment, interagency collaboration

Balance of funds allocated to Regional Consortia

  • CO recommends allocation to DOF by 8/30/16
  • Allocation based on
      • local unemployment rates
      • proportion of CTE FTES
      • proportion of projected job openings
  • Funds may be used for regional prioritized projects and programs and locally prioritized projects and programs that meet regional needs for CTE/WFD
  • To receive funds a district must
      • participate in regional planning efforts
      • work with collaborative to submit plan by 1/31/17 to CO for inclusion in WIOA plan
      • provide LMI and performance data
      • increase CTE offerings or build new programs
      • address recommendation of Strong Workforce Task Force
      • supplement, not supplant
    • Allocation to colleges is determined exclusively by districts participating in the collaborative

54

Subsequent Years

Four year plan cycles, updated each year

Funds allocated to regions on basis of

  • local unemployment rates
  • proportion of CTE FTES
  • proportion of projected job openings
  • proportion of successful workforce outcomes (WIOA measures)

55

CTE Data UNLOCKED

CTE Data Unlocked Initiative

  • Provides tools, training, technical assistance, and funding to support better use of CTE outcomes data and labor market information
  • Supports the development of regional workforce plans
  • Prepares for $200 million in new CTE funding that will be available in 2017
  • Strengthens local processes like program review, accreditation, biannual CTE Review and integrated planning

Broad-Based Partnership

  • California Community Colleges Chancellor’s Office
  • Academic Senate for California Community Colleges
  • Centers of Excellence
  • CTE Outcomes Survey/Santa Rosa Junior College
  • Delta College/Educational Results Partnership/Butte CCD
  • Institutional Effectiveness Partnership Initiative
  • Regional Consortia Chairs
  • RP Group
  • Sector Navigators
  • WestEd/Butte CCD

Building Awareness (Spring 2016)

Provide an overview on CTE data at regional trainings:

  • learn about the expanded CTE metrics on the Student Success Scorecard
  • get hands-on experience with statewide tools like Salary Surfer, Data Mart, and the LaunchBoard
  • send a team including a senior administrator (CEO, CIO, or CSSO), plus one or more CTE deans, faculty, and institutional researchers

Expanding Regional Data Use (Fall 2016)

Support the development of regional workforce plans:

  • release regional reports that integrate labor market information and student outcomes data from Data Mart, the LaunchBoard, the CTE Employment Outcomes Survey, and other sources
  • host meetings with colleges, employers, and other educational partners to create regional workforce plans

Supporting College Data Usage (2016-2017)

Support colleges in integrating regional plans and CTE data into core activities:

  • offer $50,000 in funding and 10 hours of technical assistance to support CTE data usage (for colleges that attended spring training)
  • host in-depth “super-user” trainings to help practitioners develop a deeper understanding of CTE data tools and labor market information.
  • provide one free year of participation in the CTE Outcomes Survey (tracks employment and other post-college outcomes)
  • roll out three years of participation in the CATEMA system (tracks participation in articulated courses and eligibility for credit)

62

College

CxO

Team

College

CxO

Team

Berkeley City College

x

Hartnell College

Cabrillo College

x

x

Laney College

Cañada College

x

x

Las Positas College

x

x

Chabot College

x

x

Los Medanos College

x

City College of San Francisco

x

x

Merritt College

College of Alameda

x

x

Mission College

x

College of Marin

x

Monterey Peninsula College

x

College of San Mateo

x

x

Napa Valley College

Contra Costa College

x

Ohlone College

x

x

De Anza College

x

San Jose City College

Diablo Valley College

x

x

Santa Rosa Junior College

x

Evergreen Valley College

Skyline College

x

Foothill College

x

x

Solano College

x

x

Gavilan College

West Valley College

x

Eligible for $50k and 10 hours TA

Has Cabinet OR Team Participation, not both

Need Cabinet Level AND Team Participation

College Participation in CTE Data Unlocked to Date

Additional workshop to be held May 18, location tbd

What is the CTE Mission?

63

Provide students with an educational pathway to greater prosperity

  • pathways to jobs that pay family supporting wages for all students
  • skills and knowledge that enable career advancement for incumbent workers

Meet the workforce development needs of employers so that they may prosper in a global economy

  • well qualified candidates for middle skills jobs
  • improved productivity of existing workforce

How do we measure success?

64

Students

  • Job placement in field of study
  • Wage advancement
  • Completion/Transfer
  • Equity (Gender, Ethnicity, Economic Status)

Employers

  • Supply = demand in middle skill occupations
  • Improved productivity

DWM 2.0

65

Colleges serve students and by doing so, serve employers

DWM serves students and employers by serving colleges

Assisting colleges to serve students and employers is what matters

What assets do we have with which to assist colleges in moving the needle?

DWM 2.0

66

Industry Sectors Regions

Sector Navigators

Deputy Sector Navigators

Regional Consortia

Connecting to employers to address industry workforce dev needs

Working with SNs and RCs to facilitate regional responses to industry needs

Connecting colleges to address regional opportunities
CTE Program Review

Technical Assistance Providers

LMI, Data, Marketing, Curriculum, Pathways, Contract Ed

Funds

CTE EF, SB1070, Perkins, SB1402, AEBG, Student Success, Student Equity, Institutional Effectiveness, Proposed $200M

Where to apply this capacity?

DWM 2.0

67

Optimize CTE Portfolios

Right programs, right places, right size to meet industry needs, provide students career opportunities

Improve CTE Program Outcomes

Career pathways that are continuously improving at retention, completion, job placement, wage advancement for all students

Increase Resources and Efficiency

Reduce costs, increase revenues

Assist colleges and regions to:

68

  • Advanced Manufacturing
  • Advanced Transportation & Renewables
  • Agriculture, Water & Environmental Technologies
  • Energy (Efficiency) & Utility
  • Health
  • Life Science/Biotech
  • Information & Communication Technologies (ICT)/Digital Media
  • Trade Export & Logistics
  • Small Business
  • Retail/Hospitality/Tourism “Learn-and-Earn”

Prioritized Sectors

7 Regional

Consortia

10 Statewide

60 Regional Sector Navigators

Technical

Assistance Providers

Labor Market Information

Curriculum

Data

Marketing

Contract Ed

69

BACCC Governance Structure

Why the Need?

  • Take stewardship role very seriously - don’t want to assume what is best for colleges

  • Difficult to engage 28 colleges when deeper discussion needed

  • More and bigger decisions are facing us than ever before

70

STRAW PROPOSAL: BACCC GOVERNANCE

1 - Keep the CTE Leadership Group

  • Composition: the CEO, CIO, CTE Dean/Admin, a CTE Faculty from each college
  • Meet 2x year (Sept and Feb), 10AM-2PM - (9/23/16?)
  • Approves major initiatives, regional allocations of funds such as Enhancement Fund and the possible $200M

2 - Refresh and pare down the CTE Enhancement Fund Consultation Council

  • Re-name as BACCC Consultation Council
  • Reduce representatives from 20 to 15 (3 representatives from each sub-region instead of 5)
  • Quarterly meetings, 2 face-to-face
  • Available for consultation
  • Provides oversight / direction, approves grant applications / budgets
  • Makes recommendations for region to consider via the CTE Leadership Group (resource allocation / other)

71

STRAW PROPOSAL: BACCC GOVERNANCE

3 - Deeper Engagement of CIO’s

  • BACCC participation in CIO sub-regional meetings as requested or desired by CIOs

4 - Continue to rely on monthly BACCC calls to ensure we are serving the region

  • Handle Program Endorsements
  • Keep region appraised of what’s on the radar
  • Continuously refine how college’s can be best served by regional resources (BACCC/COE/DSNs/SB 1070 Consortia)
  • Initiative development / evaluation
  • Other - as the region see’s fit

5 - Form short-term ad hoc initiative teams as needed

6 - Evaluate structure in two years (sooner if needed)

72

Task Force Roll Out

14 Regional College & Faculty Conversations

      • Over 700 attendees, including 40% faculty

6 Strong Workforce Town Hall Meetings

      • Over 500 participants in regions across the state

6 expert background papers on common themes

      • Workforce Data & Outcomes
      • Curriculum Development & Instructors
      • Structured Pathways and Student Support (2 parts)
      • Regional Coordination
      • Funding

5 meetings of the 26-member Task Force

221 website & 10 letters during public comment period

#StrongWorkforce

2016 CTE Employment Outcomes Survey

  • 26 out of 28 colleges participating
  • Survey underway
    • students who completed or left in FY13-14
  • CTE Enhancement Fund covering costs
  • Data automatically uploaded to LaunchBoard
  • On track with implementation

74

Timeline for Expenditures

Performance Period

  • January 1, 2015 to Feb. 28, June 30, 2016

Unexpended Funds

  • Reallocated for projects that can be fully spent by 10/31/16
  • Reallocation process to be determined by the Regional Consortium

75

Will we have CTE EF $ to reallocate?

College Expenditures as of 12/31/15 with all but 4 reporting

Spent: $2.38M

Budgeted: $10.35M

For those reporting, 30% of funds available to them have been spent

Overall 23% of funds spent

3 of 23 reporting are uncertain if they will fully spend funds

Employment Outcomes Survey will not be as expensive as projected

Budgeted $400k, cost ~$275k. Would like to spend some mounting a campaign to increase participation in the survey but should be substantial amount left

76

$2,000,000,000

2,700 hours

Two numbers that I think about a lot

First is the portion of the total amount of state apportionment funding that goes to CTE

It’s a larger amount of money than I can really grasp, but

Stewardship

79

Enrollments, FTES and Awards for 28 Bay Region Colleges (2005-15)

Economic Sub-Region

Chancellor/CEO

CIO

CTE Dean

CTE Faculty

East Bay

Debbie Budd

Leta Stagnaro

Natalie Hannum

Jason Dearman

North Bay

David Wain Coon

Mary Kay Rudolph

Beth Pratt

Ron Palmer

Mid-Peninsula

Virginia Parras

Sandra Comerford

Christine Roumbanis

Wendy Miller

Silicon Valley

Brad Davis

Duncan Graham

Dawn Girardelli

Scott Miller

SC/Monterey

Walter Tribley

Kathie Welch

Zahi Atallah

Gerlinde Brady

Economic Sub-Region

C-Level Representation

(CEO/CIO/CSSO/?)

CTE Administrator/ Coordinator

CTE Faculty Liaison

East Bay

?

?

?

North Bay

?

?

?

Mid-Peninsula

?

?

?

Silicon Valley

?

?

?

SC/Monterey

?

?

?

CTE Enhancement Fund Consultation Council

PROPOSED BACCC Consultation Council

Timeline: Formation of BACCC Consultation Council

Next Week

BACCC preps job description, details, etc.

Mid-Feb / Early Mar

Call for nominations/volunteers in each subregion

Mid-Mar

BACCC issues e-ballot

Mid-Mar / Early Apr

BACCC College Reps consult internally before e-voting on behalf of their college

Mid-Apr

Council in place, 1st meeting Apr 15, 2016?

First charge

Recommend re-allocation of unspent CTE Enhancement Funds

Fall Back? If cannot successfully constitute the Council, BACCC College Reps become the decision making body, 1 vote per college

CTE Leadership Group

  • Approves major initiatives, regional allocations of funds such as Enhancement Fund
  • Composition: CEO, CIO, CTE Admin, CTE Faculty from each college
  • Meets 2x year (Sept and Feb)
  • 10AM-2PM

BACCC Consultation Council

  • Provides oversight, direction
  • Approves grant applications, budgets

Composition

  • 3 representatives from each of 5 subregions
    • Recommended: CIO or CEO, CTE Administrator, CTE Faculty Liaison
    • Selected by colleges in subregion, one college - one vote

Time Commitment

  • Quarterly meetings, 2 face-to-face
  • Meeting preparation, follow-up
  • Available for consultation

Evaluate Structure in Two Years

(sooner if necessary)

CIO Consultation

  • BACCC attendance at CIO regional meetings

Monthly BACCC Membership Meetings

  • Program Endorsements
  • Information Sharing / Discussion
  • Initiative Development, Evaluation

BACCC Governance

Ad hoc Initiative Teams

  • Formed as needed
  • Short term

CTE Consultation Council

Economic Sub-Region

Chancellor/CEO

CIO

CTE Dean

CTE Faculty

East Bay

Debbie Budd

Leta Stagnaro

Natalie Hannum

Jason Dearman

North Bay

David Wain Coon

Mary Kay Rudolph

Beth Pratt

Ron Palmer

Mid-Peninsula

Virginia Parras

Sandra Comerford

Christine Roumbanis

Wendy Miller

Silicon Valley

Brad Davis

Duncan Graham

Dawn Girardelli

Scott Miller

SC/Monterey

Walter Tribley

Kathie Welch

Zahi Atallah

Gerlinde Brady

Economic Sub-Region

Chancellor/CEO

CIO

CTE Dean

CTE Faculty

East Bay

Debbie Budd

Leta Stagnaro

Natalie Hannum

Jason Dearman

North Bay

David Wain Coon

Mary Kay Rudolph

Beth Pratt

Ron Palmer

Mid-Peninsula

Virginia Parras

Sandra Comerford

Christine Roumbanis

Wendy Miller

Silicon Valley

Brad Davis

Duncan Graham

Dawn Girardelli

Scott Miller

SC/Monterey

Walter Tribley

Kathie Welch

Zahi Atallah

Gerlinde Brady

Economic Sub-Region

C-Level Rep

CTE Administrator

CTE Faculty Liaison

East Bay - 10 colleges

North Bay - 4 colleges

Mid-Peninsula - 4 colleges

Silicon Valley - 7 colleges

SC/Monterey - 3 colleges

CTE Enhancement Fund Consultation Council Configuration as of 7/2/15

PROPOSED BACCC Consultation Council

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Bay Region

NetLab Project

Gerlinde Brady, Project Lead / CIS Program Chair & CIS Instructor, Cabrillo

Richard Grotegut, Project Lead, Retired CIS Chair/Instructor, Ohlone

86

Colleges Share 24x7
ICT Remote Lab Systems

BAY-AREA PROJECT:

GERLINDE BRADY AND RICHARD GROTEGUT

What is Netlab+?

NETLAB+ supplements or replaces your local hands-on lab facility

NETLAB+ is a system that:

  • Provides access to real lab equipment remotely over the Internet
  • Provides 24/7 access
  • Provides hands-on training for Information Communication Technology (ICT) students

NETLAB+ - Over 500 Labs

  • Cisco Networking Academy
    • >250 labs , certifications
  • VMware IT Academy
    • Virtualization, certifications
  • EMC Academic Alliance
    • Data storage, industry certifications
  • Linux Professional Institute
    • low-cost, high value open source OS, certifications
  • CompTIA
    • vendor neutral certifications
  • Cybersecurity labs
  • General IT labs
    • Microsoft MCSA and other Microsoft Academy content
  • Custom Topologies and Labs
  • Palo Alto Networks and Red Hat Labs

No other solution has this

Status Report – Fall 2015 (Pilot)

  • Number of student classes 62
  • Number of active users 576 unduplicated
  • Number of student hours 8460
  • FTES generated 16.2
  • Interesting Data
    • Ohlone College 2425 Hours
    • Cabrillo College 1974 Hours
    • Hartnell College 1166 Hours
    • Santa Rosa JC 763 Hours
    • Gavilan College 640 Hours

Cost and Cost Saving

Cost: CTE Enhancement Funding: $980,000 + In-Kind Contribution of $600,000 + DSN Contribution 2 x $25,000 = $1,630,000

Cost Savings: Cost of setting up an individual college system is ~ $150,000, The annual licensing and support cost would be ~$3,000, and a technical support person at ~ $100,000 (including benefits).

One instead of twenty = 20 x (150,000+3,000+100,000) = $5,060,000

Anticipated Budget – TCO*

Capital Equipment

$100,000

Operating Expenses

 

 

Data Center Administrator

108,080

 

Student Interns

16,000

 

Project Director

20,000

 

Fiscal Management

15,000

 

1/4 time Outreach Coordinator

35,000

 

Faculty Professional Development

20,000

 

New Lab Development

20,000

 

Internet Access

12,000

 

Space and Power

5,000

 

Miscellaneous

1,800

 

 

Total Expenses

352,880

*Total Cost of Ownership

Value of the Shared Lab Facility

  • data center administrator
  • community of users
  • shared curriculum
  • outreach to high schools
  • regional alignment

Small Group Discussion / Round Robin

At your tables:

Cajole a “reporter-outer” - to synthesize and share your group discussion on these 2 topics:

  • Reallocation of unspent funds
  • Pathway Work

1st topic now…

2nd topic after lunch...

How can we use these funds and the planning process to improve outcomes?

Are there ways we could collaborate to make better use of the CTE Data Unlocked $50k per college? ($1.4M total)

  • To increase our local and regional capacity to make effective use of data for strengthening programs, optimizing CTE portfolios
  • To make our successes more visible to stakeholders
  • To support regional grant applications
  • To better align our programs
  • To prepare for the SWP $200M

Decisions we will be required to be make

  • What should the local/regional split be? 60/40 or 70/30
  • Decision-making process for allocation of $
  • How do we select a fiscal agent? Should we consider forming a JPA?

Informing Design

  • How to direct funds to increase likelihood of improving
      • % of CTE apportionment
      • student success
      • closing workforce gaps
    • 50% to on-going expenses
    • Funding formula that incentivizes expanding CTE FTES
  • How much of a problem is it to not receive an indirect on the local share?
  • What planning will be required for use of local share?

Regional Planning Process

  • What are our interests in Regional Planning?
  • What should the clay version of the Planning Process look like?
  • What should we do to prepare for the Regional Planning and the infux of funds

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In Triads...

Discuss:

  • How are you currently using data at your college?

  • What could be done to improve/deepen the use of that data?

2nd BACCC Consultation Council Meeting PPT 7-21-16 with comments - Google Slides