Strengthening CTE in New York Through Employer Engagement

1. www.nyctecenter.org Surviving and Thriving through Turbulent Times: How Employer Engagement Can Strengthen Career and Technical Education in New York Presenter’s Name Presenter’s Title Successful Practices Network

2. www.nyctecenter.org Today’s Agenda • The pressures on K-12 education • Thinking about employer engagement • How You Can Work with Business • Taking action Successful Practices Network

3. www.nyctecenter.org Surviving and Thriving through Turbulent Times: How Employer Engagement Can Strengthen Career and Technical Education in New York Presenter’s Name Presenter’s Title Successful Practices Network

4. www.nyctecenter.org Today’s Agenda • The pressures on K-12 education • Thinking about employer engagement • How You Can Work with Business • Taking action Successful Practices Network

5. www.nyctecenter.org The Pressures on K-12 Education Successful Practices Network

6. www.nyctecenter.org Pressures on K-12 Education Successful Practices Network

7. www.nyctecenter.org Pressures on K-12 Education K-12 REVENUES K-12 SPENDING Food: 4% Fed: 10% Support Services: 35% State: 45% Instruction: 61% Local: 45% Successful Practices Network

8. www.nyctecenter.org Pressures on K-12 Education 30 years to grow by 14 million seniors… Another 17 million in the next 10 years 15 million more in just 10 years Successful Practices Network

9. www.nyctecenter.org Pressures on K-12 Education Successful Practices Network

10. www.nyctecenter.org Pressures on K-12 Education K-12 REVENUES K-12 SPENDING Food: 4% Fed: 10% Pressure: Social Security, Medicare, etc. Support Services: 35% State: 45% Pressure: Healthcare/ pension costs Instruction: 61% Pressure: Property Taxes Local: 45% Successful Practices Network

11. www.nyctecenter.org Pressures on K-12 Education 58 MM 51 MM 55 MM Successful Practices Network

12. www.nyctecenter.org Pressures on K-12 Education • Less revenue, higher expenses – and doing a tougher job than ever • Temporary – or the New Normal? • Options: • Reduce expenses • Reduce services • Change delivery systems/technology • Find new sources of support Successful Practices Network

13. www.nyctecenter.org Thinking about Employer Engagement Successful Practices Network

14. www.nyctecenter.org Thinking about Employer Engagement • The global pressure for good jobs: • A “good job” is one with steady work, a paycheck and 30+ hours a week • A good job is the number one aspiration of people across the world. • According to the Gallup World poll, 3 billion people say they want a good job. • Currently, there are only 1.2 billion jobs in the world. • There is a short-fall of 1.8 billion jobs… • Thus, the Coming Jobs War…Every leader needs to focus on job creation. Successful Practices Network

15. Adequate Revenues to Sustain Education for Next Generation Innovation in business models and/or products Economic growth, consumer demand, housing market improves Jobs created – individuals hired Customers buy product or service Increase income taxes and property taxes www.nyctecenter.org Thinking about Employer Engagement Successful Practices Network

16. www.nyctecenter.org Thinking about Employer Engagement • Employer engagement is NOT: • Training workers to fill low-skilled jobs that offer no future. • Pushing students to take jobs they don’t want and aren’t suited for. • Allowing business leaders to call the shots for education. • Preparation only for jobs that require high-school level training. Successful Practices Network

17. www.nyctecenter.org Thinking about Employer Engagement New and replacement demand (46.8 million by 2018) 36% 33% 30% Source: “Help Wanted” Projections of Jobs and Education Requirements Through 2018 Successful Practices Network

18. www.nyctecenter.org Thinking about Employer Engagement • In 2018 the economy will need: • 22 million more Associate’s, Bachelor’s and Graduate Degrees • 4.7 million postsecondary certificates • Continued undersupply will lead to a 3 million degree shortfall. Successful Practices Network

19. www.nyctecenter.org Thinking about Employer Engagement • 52% of employers indicate difficulty filling positions in 2011, vs. 14% in 2010 • Jobs most difficult to fill: 1. Skilled Trades 2. Sales Representatives 3. Nurses 4. Technicians 5. Drivers 6. Restaurant & Hotel Staff 7. Management/Executives 8. Engineers 9. Doctors & Other Medical (Non- Nursing) Professionals 10. Customer Service Reps & Customer Support Staff Successful Practices Network

20. www.nyctecenter.org Thinking about Employer Engagement • What employers really want: Top skills for workers with 2-year degrees Top skills for workers with 2-year degrees Top skills for workers with four year degrees • Professionalism/Work Ethic (80.3%) • Teamwork/ Collaboration (74.7%) • Oral Communications (70.3%) • Ethics/Social Responsibility (63.4%) • Reading Comprehension (62.5%) • Professionalism/ Work Ethic (83.4%) • Teamwork/ Collaboration (82.7%) • Oral Communications (82.0%) • Critical Thinking/ Problem Solving (72.7%) • Reading Comprehension (71.6%) • Oral Communications (95.4%) • Teamwork/ Collaboration (94.4%) • Professionalism/ Work Ethic (93.8%) • Written Communications (93.1%) • Critical Thinking/ Problem Solving (92.1%) Successful Practices Network

21. www.nyctecenter.org How You Can Work with Business Successful Practices Network

22. www.nyctecenter.org How You Can Work with Business • Working with business can involve more than just volunteers and money; there are an array of models to consider • Advisory boards • Expertise • Mentors • Real-world challenges • Student work-based learning • Teacher learning experiences • Advocacy • Resource support Successful Practices Network

23. www.nyctecenter.org How You Can Work with Business • Advisory Boards • Connect the organization to the outside world – voice of the community to the school, voice of the school to the community • District-wide Strategic Advisory • Regional Industry-Cluster Advisory • School-based Program Advisory • Joint Secondary-Postsecondary Program Advisory Successful Practices Network

24. www.nyctecenter.org How You Can Work with Business • Expertise • Providing input about appropriateness of skills, knowledge and activities in a program • Judging student work and competitions • Guest instruction • Other “Skills-based volunteering” Successful Practices Network

25. www.nyctecenter.org How You Can Work with Business • Mentors • Different than volunteers: longer-term direct relationship with students • Can be academic, social, career/college • Inside and/or outside the school • Significant body of evidence showing value • Also “executive level mentoring” for adults Successful Practices Network

26. www.nyctecenter.org How You Can Work with Business • Real-World Challenges • Co-creating projects/challenges based on real-world scenarios • Engaging students to solve current business challenges Successful Practices Network

27. www.nyctecenter.org How You Can Work with Business • Student Work-Based Learning • Workplace tours for students • Job-Shadowing, part-day or full-day • Short-term Internships • Long-term, summer internships Successful Practices Network

28. www.nyctecenter.org How You Can Work with Business • Teacher Learning Experiences • Teacher tours/visits to work-site • Teacher summer externships Successful Practices Network

29. www.nyctecenter.org How You Can Work with Business • Advocacy • Public support for schools/district: bonds, enrollment, etc. • Support for parents/caregivers • Lobbying Successful Practices Network

30. www.nyctecenter.org How You Can Work with Business • Resource Support • Special gifts of equipment and supplies • Scholarships for student participation in trips and competitions • Support for clubs and activities • Targeted support, such as teacher grants • Generally not core operating expenses Successful Practices Network

31. www.nyctecenter.org Taking Action Successful Practices Network

32. www.nyctecenter.org Taking Action • The Traditional Model: ID Need > Build Program > Find Partners How does this model limit your success? Successful Practices Network

33. www.nyctecenter.org Taking Action • Problem 1: Not a Partnership • If you set the goals and program structure, it’s not a partnership – it’s another sponsorship • Problem 2: Tunnel Vision • If you focus on a limited set of priorities, those who could help in other areas are shut out Successful Practices Network

34. www.nyctecenter.org Taking Action • The Traditional Model: Find Partners > ID Need > Build Program Note: Needs are joint needs, not just those of the school or district Successful Practices Network

35. www.nyctecenter.org Taking Action • Partnership Selection Criteria • Willingness to collaborate: 84.7% • Interest in measurable outcomes: 67.6% • Commitment to the project: 64.0% • Needs of the student body: 48.6% • Existing relationship with coalition: 33.3% • Accessibility to location: 21.6% Successful Practices Network

36. www.nyctecenter.org Taking Action • Why you? • Businesses receive several requests for support – why should they work with you? Successful Practices Network

37. www.nyctecenter.org Taking Action • Return on Investment (ROI) • Business is a game of limited resources – investments must generate an optimal return • Not just for business decisions any more; “strategic philanthropy” Successful Practices Network

38. www.nyctecenter.org Taking Action • Types of Return on Investment • Customers • Human Resources • Operations • Market environment Successful Practices Network

39. www.nyctecenter.org Taking Action • What types of partnership outcomes are of particular interest? Successful Practices Network

40. www.nyctecenter.org Taking Action • You understand general motivations – time to learn about specifics • A time to ask, not to sell Successful Practices Network

41. www.nyctecenter.org Taking Action • Remember that partnerships require all parties to have a say in what happens • For a partnership to be strong and sustainable, all parties must benefit Successful Practices Network

42. www.nyctecenter.org Taking Action • What do engaging educators do? • Take time to understand the needs and concerns of employers. • Solicit input on program expectations and structure. • Welcome input – both positive and negative. • Respond to input, either taking action on the recommendation or explaining why it is not being followed. • Avoid extraneous issues during meetings – things your partners cannot influence. • Focus on win-win-win, 360 ROI. Successful Practices Network

43. www.nyctecenter.org Taking Action • What do engaged employers do? • Employers help validate relevant program standards • Employers provide local guidance/input • Employers offer work-based experiences to students/staff • Employers advocate for CTE • Employers find ways to make equipment/resources available • Employers help link secondary CTE, postsecondary CTE, and economic development Successful Practices Network

44. www.nyctecenter.org For More Information: Visit our website: www.nyctecenter.org Call us: xxx-xxx-xxxx Email us: xxx@xxxxx.org Presenter’s Name Presenter’s Title Successful Practices Network