DELIVERING A DEMAND LED SYSTEM IN THE U.S. THE ALAMO COMMUNITY COLLEGES APPROACH

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Nov 18, 2013 (3 years and 6 months ago)

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DELIVERING A DEMAND LED SYSTEM IN THE U.S.

THE ALAMO COMMUNITY COLLEGES APPROACH



LEARNING AND SKILLS DEVELOPMENT AGENCY

NORTHERN IRELAND


DR. BRUCE LESLIE, CHANCELLOR

THE ALAMO COMMUNITY COLLEGES

Opportunities for Improvement

Texas

San Antonio, Texas

The Alamo Community Colleges

San Antonio


The Alamo

REMEMBER THE ALAMO!


40 Irish/Scots/English of 185 died at the Alamo


Davy Crockett and William Barret Travis were
descendents of Ulster Irish


Sam Houston, President of The Republic ofTexas,
and First Governor of Texas, was of Irish heritage


Photo from
SACVB

Mission San Jose

The Riverwalk

WWW.VISITSANANTONIO.COM

THE CLUSTER MODEL:

THE 5 KEY ELEMENTS

1.
DESCRIBE THE CLUSTER MODEL


2.
ANALYZING THE DEMAND AND SUPPLY

3.
PARTNERING

4.
ASSESSMENTS AND CONTINUOUS
IMPROVEMENTS

5.
SUCCESSFUL EXAMPLES


THE ACADEMIES

ELEMENT # 1: THE CLUSTER
MODEL


“A cluster is a geographically
proximate group
of interconnected companies and associated
institutions in a particular field
, linked by
commonalities and complementarities.”


-

Michael Porter, Harvard University


Successful Cluster Initiatives

Build Comprehensive

Economic Foundation Approach

PHYSICAL

INFRASTRUCTURE

Invest in world
-
class
infrastructure that improves
competitiveness of existing
businesses and attracts
outside investments


BUSINESS CLIMATE

Create a regulatory climate
and tax structure that
promotes strategic investment
and encourages
entrepreneurialism

QUALITY OF LIFE

Preserve existing assets
and build new ones to
attract and retain talent,
ideas, and firms

TECHNOLOGY

Build R&D capacity to
accelerate transition into
higher value
-
added
manufacturing and
services

FINANCIAL CAPITAL

Create mechanisms to
increase capital access to
innovative startups and
firms in strategic or high
growth industries

HUMAN
RESOURCES

Provide a skilled and
adaptable workforce

In successful regions Clusters and Foundations
support one another in a “Vital Cycle”

Quality Economic
Foundations

Media

New firms

Attracted to

The region

New companies

and industries

formed in the region

New people and

Ideas drawn to
the region

Tourism

Competitive

Clusters

Life
Sciences

Food

Physical

Infra
-

Structure

Business

Climate

Quality Of
Life

Technology

Financial
Capital

Human
Resources

Capital drawn

into the region

Energy

Machinery

Financial
Services

Information
Technology

THE CLUSTERS MODEL


Community’s vision of the job’s it wants:


Qualitative approach to job creation


Defines and builds upon strengths of
community

San Antonio’s Clusters



Aerospace/Military*


IT & Telecom*


Automotive/Advanced Manufacturing*


Finance/Business/Professional Services*


Construction Materials & Equipment*


Health and Bio Science*


Apparel & Textiles


Oil & Gas


Tourism/Food Processing


Transportation



ELEMENT 2: ANALYZING THE
SUPPLY AND DEMAND:


WHY USE CLUSTERS TO MEET
DEMAND?

1.
Provides discrete analysis of needs and
opportunities

2.
Provides way to organize ACC’s approach to
meeting demand

3.
Provides understanding of relevant employers with
which to engage

4.
Provides focus and measurable strategies

Source
-

U.S. Department of Commerce
-

21st. Century Skills for 21st. Century Jobs


In 1950




20% Professional



60% Unskilled



20% Skilled


In 1991




20% Professional



35% Unskilled



45% Skilled


In 2000




20% Professional



15% Unskilled



65% Skilled


In 2006




20% Professional



5% Unskilled



75% Skilled

21st Century Jobs

An Industry Cluster
-
Based Approach to
What do we Teach?


Survey of Occupations;


Understanding Career Ladders;


Mapping of Skills;


Address Barriers and Gaps in System of Skill
Acquisition.


CONCEPTUALIZING WHERE AND
HOW MANY NEEDED?


Quantitative analysis of employment and payroll data;


Qualitative research into the web of relationships in
the cluster;


Validation with cluster employers;

ANALYZING THE SUPPLY

1.
THECB
-

Closing the Gaps by 2015

2.
Census data:


Education, literacy, participation

3.
Unemployment Insurance Data


Shows 5
-

10 year data

4.
School/College enrollment/graduation patterns (Skills Training)


Identifies lack of need/skill alignment


Shows student skill preparedness

5.
CBO’s (Adult Learners)

6.
Employers

ELEMENT #3:

PARTNERING



Requires “AGGRESSIVELY BEING AT THE TABLE”


DOL (Alamo WorkSource)


Chambers of Commerce


Industry Associations (SAMA)


Local & State Economic Development (County/City)


Cluster Organizations (SABio)


Advisory Committees


P16 Councils


Individuals and Individual Companies

“HIP
-
TO
-
HIP” WITH THE EDUCATION
PARTNERS



Dual Credit


Tech Prep


Early College High School


College Connections


Early Remediation


College Readiness/Curriculum Alignment


The Pathways Project


Employability Skills/Completion Rates


Automatic University Transfer

ELEMENT 4:

ASSESSMENTS AND CONTINUOUS
IMPROVEMENTS:

DETERMINING COMPETENCIES TO

MEET DEMAND

1.
Key: Build
Employers

into Academic Structure


DACUM’s


Cluster/Association Reviews


Advisory Committee Reviews


Program Reviews

2.
Build FUNDRAISING into Budget Development
at each college

3.
Build in Peer Reviews


Coordinating Board Review every 3 years


Program Accreditations


SACS College Accreditation


DETERMINING THE STANDARDS


Company Information


World Class Norms within Company


Toyota

utilizes TPS Global Standards


Boeing & Lockheed Martin
utilize international FAA
standards and procedures


Rack Space
utilizes CISCO, Red Hat, Oracle, and
Microsoft certification standards


Multi
-
skill trend


National Industrial Standards Manufacturing


AMTEC (Automotive Manufacturing Training and
Education Consortia)

ELEMENT 5:

SUCCESS EXAMPLES:

THE ALAMO ACADEMIES AND SHARED
GOVERNANCE

THREE ACADEMIES


AEROSPACE


MANUFACTURING


INFORMATION TECHNOLOGY/SECURITY


ACADEMIES: Plus



Space Camp



P16 Plus of Greater Bexar County


San Antonio City Employee Training

ACADEMY PARTNERS



The City of San Antonio


The Greater San Antonio Chamber of Commerce


Industry Associations (SAMA)


Public Schools (Tech Prep & Dual Credit)


Area Universities


Trinity University


UTSA

ACADEMY BENEFITS


STRUCTURE (CLUSTERS)


CURRICULUM


2 +2 + 2


INTIMATE BUSINESS AND SCHOOL SUPPORT


FUNDING


PROGRAM EQUIPMENT


STUDENTS: INTERNSHIPS, SCHOLARSHIPS, JOBS


AND


30 COLLEGE HOURS/CERTIFICATE


AND
-

TRANSFER TO UNIVERSITY




ETHNIC BACKGROUND

Academies

Hispanic

Caucasian

African
-
American

Asian

Aerospace

103

91

5

0

Info Technology and
Security

87

41

6

7

Manufacturing
Technology

25

3

0

0

Total

215

135

11

7

Percentage

58%

37%

3%

2%

ACADEMY ENROLLMENT YTD

Academy

Max Applications*

Juniors

Seniors**

Max Enrollment

AAAA

107

64

48

112

ITSA

234

140

105

245

MTA

80

48

36

84

Total

421

252

189

441

* 40% attrition due to Accuplacer testing ** Assumes 25% attrition Junior to Senior year

ACADEMY OUTCOMES

Academies

Grads

Cluster
Jobs

Other
Jobs

Military

College

Moved

Not

Known

AAAA 2002
-
2007

199

118

11

4

63

1

2

ITSA 2004
-
2007

141

0

7

8

121

2

3

MTA 2005
-
2007

28

0

16

0

12

0

0

Total

368

118

34

12

196

3

5

Percentage

32%

9%

4%

53%

1%

1%

ACADEMY GRADUATE
STATISTICS


368 graduates (98% continued higher education or obtained
jobs with the Aerospace, Manufacturing or IT Industries, or
joined the Military


Last 2 graduating classes (125) awarded over $345,000 in
Scholarships


Average starting hourly wage all graduates: $10.25 per hour


Average starting pay $27,730: Salary: $21,320 ($10.25 x 2080
hrs) plus ~ $6,400 in benefits


DOL INVESTMENT IN ACC


Texas Workforce Commission:


$17 million to ACC in Skill Development Industry
Cluster Training in 18 months.


LOCKHEED MARTIN ACADEMY HIRING


Since 2000, Lockheed Martin has employed
44 Academy graduates, over 13 percent of
their direct labor force.




By 2012, Aerospace Academy graduates
will

represent 25 percent of the Lockheed
Martin labor force.”


SUMMARY


THE CLUSTER MODEL PROVIDES VISION &
STRUCTURE


BUSINESS MUST DRIVE THE PIPELINE


COLLABORATION ABSOLUTELY CRITICAL


DATA IS DIFFICULT TO OBTAIN


BEST PIPELINE IS WITH DIRECT PARTNERSHIP
WITH THE COMPANY, SCHOOLS AND CBO’S

PIPELINE CHALLENGES


THIS IS COLLEGE!


STUDENTS DON’T WANT TO MISS OUT


MANY STUDENTS HAVE TO WORK


THE OPPORTUITIES ARE NOT WELL
UNDERSTOOD


LOW LEVELS OF DEGREE COMPLETION

REFERENCES


WWW.ACCD.EDU

(Chancellor)


Alamo WorkSource,
The Alamo Regional Industry Cluster Analysis
,
July, 2005


Texas Higher Education Coordinating Board,
Closing the Gaps by
2015
. Austin: Texas Higher Education Coordinating Board, 2007


ACT, Ready for College and Ready for Work: Same or Different?,
2006

¡GRACIAS A TODOS!