workforce & economic development

WORKFORCE & ECONOMICDEVELOPMENT

Projects & Initiatives 2018-2019

WORKFORCE & ECONOMIC DEVELOPMENTPROJECTS & INITIATIVES2018-2019

WED PACKET INDEX

1 Cover

2 Index

3 Overview of WED Projects & Initiatives

4 WED Organizational Chart

6 SWP Local Projects Map

8 SWP Regional Projects Map

11 SWP Description

12 SWP Task Force Recommendations & Metrics

13 SWP Project Descriptions

28 WED Annual Board Report

34 LAOCRC

Strong Workforce Program Timeline

Governance Structure Chart

Governance Structure

41 Regional Marketing & Innovation Strategy

2

SWP REGIONAL PROJECTSSMC College-Lead

Cloud Computing $1,020,000

Center for a Competitive Workforce (CCW)$2,780,000

Regional CTE Strategy, Marketing & Innovation $5,672,875

SWP REGIONAL PROJECTSNon-Lead

Advanced Transportation$130,000

Career Pathways Specialist$360,000

Energy Construction & Utilities $142,676

Entrepreneurial Mindset$153,090

Global Trade & Logistics / Pro GTL$215,400

Internships/Job Placement$240,000

Non-credit College & Career Readiness$197,000

Radiologic Technology - Sonography$220,000

Respiratory Therapy-Adv. $92,829

Teacher Prep Pipeline$400,000

SWP LOCAL PROJECTS

(Round 1)

CTE Marketing $200,000

Professional Development/Conferences $63,758

New Program Development $200,000

Industry Forums $200,000

Business Engagement/Job Placement Ctr$172,414

(Round 2)

CTE Marketing $200,000

Professional Dev/Conferences $80,000

Program Dev and Maintenance $80,000

Industry Forums $100,000

Business Engagement $100,000

CTE Dept Marketing Materials $25,000

Work Based Learning/Experiential Learning $80,000

Strategy & Innovation $370,000

PERKINS

(FY 2017-18)

Business $30,829

Cosmetology $15,443

CSIS $15,053

DSPS $11,821

ECE$72,605

Digital Media Production $39,112

Applied Photography $111,772

Sustainable Technologies $15,043

Technical Theatre $109,531

New Program Dev–Across Programs $164,722

PERKINS

(FY 2018-19)

Accounting $29,538

Cosmetology $16,308

DSPS $1,213

ECE $72,418

Applied Photography $63,708

Registered Nursing $41,424

Digital Media Production $111,850

Sustainable Technologies $10,000

Technical Theatre $159,946

New Program Dev– Across Programs $199,982

K-14 CAREER PATHWAYS & DUAL ENROLLMENT

LA HITECH (July 1, 2017 – June 30, 2018)

$460,295

JP MORGAN (July 1, 2017 – January 31, 2019)

$90,974

ETP $950,000

CONTRACT EDUCATION $300,00

PROJECTS & INITIATIVES | July 2017 - June 2019 (Funding through 2020)

• CTE Program Awareness

• CTE Enrollments

• CTE Completions

• New Program/Curriculum Development

• Updated/Relevant CTE Curriculum

• CTE Program Improvement/Expansion

• K-14 CTE Pathways

• SWP Metrics

Total: $16,288,629

Funding Impacting:

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DEAN, WORKFORCE &

ECONOMIC DEVELOPMENT

Patricia Ramos

VICE PRESIDENT, ACADEMIC AFFAIRS

Jennifer Merlic

DIRECTOR, BUSINESS DEVELOPMENT

Sasha King

PROJECT MANAGER

Maria Leon-Vazquez

ADJUNCT COUNSELORK-14 CAREER PATHWAYS

Sherece Jefferson

PROJECT ASSISTANT

Mario Franco

PROJECT ASSISTANT

Jenny Landa

PROGRAM COORDINATOR, PERKINS/SWP

Ruth Casillas

ADMIN ASSISTANT II

Vacant

PROJECT MANAGER CAREER PATHWAYS/

SWP

COUNSELING FACULTY

Nancy Cárdenas

cte

workforce & economic DEVELOPMENT Organization

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Nancy Cárdenas■ Career Pathway Development, Archiving & Marketing■ Dual Enrollment■ Guided Pathway Initiative Integration■ SWP Projects Management & Support■ Counselor Pathway Professional Dev.

Ruth Casillas■ SWP Local Fiscal Tracking & Metrics■ SWP Regional Fiscal Tracking & Metrics■ SWP Project Coordination

• Local CTE Marketing

• Local SWP Programs■ Perkins Grant Coordination & Fiscal Tracking■ CTE Data Unlocked

• Fiscal Tracking and Data Coach Training

Mario Franco■ Contract Ed

• Promo Pathways

• New Directions

• Hong Kong Community College

• Otis College

• Dermalogica Fiscal Tracking■ Gig Economy Fiscal Tracking

Maria Leon-Vazquez■ SWP Career Pathway Specialist

• Coordination of activities with High School/Community Colleges

• Curriculum alignment

• Expansion of Work-Based Learning Opportunities

• Cash 4 College

• RIOT Games

• Digital Tech & Career Day

• Hack Day @ SMC■ LA HITECH Project Management

Administrative Assistant II (vacant)■ Dean calendar management/travel coordination■ Conference and meeting coordination■ Student and CSS Payroll | PBARS■ Foundation (Michelson) grant management■ CTE Committee minutes■ Conference authorization/mileage forms/

corp. card recon.■ Office Requisitions

Sherece Jefferson■ CTE K-14 Career Pathways■ Dual Enrollment Counseling Support■ LA HITECH Dual Enrollment WBL Integration

Sasha King■ SWP Management & Execution

• CTE Business Engagement

• SWP Local & Regional Project Integration (CCW)■ Biz/Employer Engagement Strategy

• SMC Biz Engagement Activities• Industry-informed CTE Curriculum & Prof. Dev.• Contract Education/Revenue Generation

■ SMC Entrepreneurship Programming and Culture■ Economic Development

• ETP/SCORE

Jenny Landa■ LA HITECH Fiscal Tracking■ JP Morgan Chase Fiscal Tracking■ ETP Fiscal Tracking & Program metrics

workforce & economic DEVELOPMENT Organization

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STRONG WORKFORCE PROGRAM | LOCAL SHARE

CTE MarketingCTE Marketing Round 1 Local Share: CTE faculty has embarked on an ambitious effort to design a comprehensive ongoing marketing campaign to highlight and promote all CTE disciplines at SMC. After much market research and cross campus col-laboration, it was determined that multi-year invest-ments are needed to communicate the importance of CTE and middle-skill career education. CTE program websites are currently being updated with a new look, feel, and provides a much better user experience. The websites include current student profile videos, career options, and salary ranges to say the least.

Dollar Amount :Round 1: $200,000Round 2 Y1: $200,000Round 2 Y2: TBD

SMC Faculty:Ashanti BlaizeSteven Sedky

WED POC (Objectives)Tricia Ramos

WED POC (Administration) Ruth Casillas

CTE ProgramsAll

Start Date/End DateRound 1: 7/1/16 – 12/31/18Round 2 Y1: 7/1/17 – 12/31/19Round 2 Y2: 7/1/18 – 12/31/20

Professional Development/ConferencesIn December 2017 - two day training on DesignThinking – to develop fluid and responsive designthinkers who are able to innovate, create, and act asempowered change agents prepared to meet thechallenges and opportunities of leading and learn-ing in the 21st century. Funds were used to installstate-of-the art teleconferencing units that allowsfor video conferencing across main and satel-lite campuses. CTE faculty volunteer to attend trainings, conferences and workshops to better prepare them to teach with the latest industry learning tools. New and seasoned Career Techni-cal Education (CTE) faculty require professional development and externships in order to address the needs of business and industry in identified priority and emerging sectors. Faculty Professional Development will be provided to ensure that our students are mastering the competencies required for current jobs in the regional economy, curricu-lum and course outlines, student learning outcomes, performance standards and assessment, and the use of technology and equipment.


SMC Faculty:



CTE ProgramsAll


New Program Development (R1)

Program Development and Maintenance (R2)In order to launch new programs, funds are needed to provide stipends to faculty developing the curriculum. Funds will also be used for any equipment, software, subscription needs for the new programs to thrive.

Funds to support development of:

Round 1• Administration of Justice• SAP Accounting• Tax Preparation: Volunteer Income

Tax Assistance (VITA)• STP Green Building

Round 2• Gerontology

Also includes funding for procurement of neces-sary line items required to keep CTE programs running efficiently and current.


SMC Faculty:Adm of Justice: Dana NasserSAP Accounting: Erin Moore, Aileen HuangTax Prep (VITA): Cesar RubioSTP Green Building: Stuart Cooley



CTE ProgramsAll

Start Date/End DateRound 1: 7/1/16 – 12/31/18

Industry ForumsFunds are to promote our CTE programs via Industry Forums. The forums will bring in Business and Industry, provide CTE faculty with professional development, and students with career exploration.


SMC Faculty:Round 1: Perviz Sawoski, Leigh AllenRound 2 Y1: Frank Dawson, Brant Looney

WED POC (Objectives)Sasha King


CTE ProgramsAll


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CTE Department Marketing Materials Funds are used to give CTE departments promo-tional materials such as table cloths, pop up ban-ners, and flyer creation and printing for showcasing programs at job/career fairs.

Dollar Amount :Round 2 Y1: $25,000Round 2 Y2: TBD

SMC Faculty:



CTE ProgramsAll

Start Date/End DateRound 2 Y1: 7/1/17 – 12/31/19Round 2 Y2: 7/1/18 – 12/31/20

Work Based Learning/Experiential LearningThis allows for CTE programs to bring in industry speakers to interact with students along with work-shops for hands-on and experiential learning.


SMC Faculty:



CTE ProgramsAll


Strategy & InnovationWith the enrollment trends being uncertain, CTE program will use funds to explore best strategies and innovations to increase education awareness to potential students, increase current student reten-tion, and completions. Research will be conducted to analyze what students are looking for and are in need of from educational institutions.


SMC Faculty:Erin Moore



CTE ProgramsAll


Business Engagement and Job Placement (R1)

Business Engagement (R2)Funding assists SMC to work with employers who want to engage with colleges to build career pathways, determine specializations, inform faculty of changing job requirements. Through industry relationships, skill competencies are validated, work-based learning opportunities are created forstudents, and conduct outreach to students andhire talent that will help their businesses thrive.


SMC Faculty:Round 1: Nathan Khalil, Mariana Dela Garza, Nancy CardenasRound 2 Y1: Nathan Khalil



CTE ProgramsAll


STRONG WORKFORCE PROGRAM | LOCAL SHARE

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STRONG WORKFORCE PROGRAM | REGIONAL SHARE PROJECT MAP

Center for a Competitive Workforce (CCW)The Center’s mission is to align supply and demand data with labor market information, support industry-driven career education and workforce develop-ment programs, and strengthen industry engagement across our region’s talent development systems with the goal of training, educating and upskilling a more competitive workforce in L.A. County for the knowledge-intensive industries that will shape our economic future. This work will also address the talent gaps that local and regional employers face, and help balance the supply of skilled graduates with their projected demand, for the benefit of job-seekers and businesses alike.

Dollar Amount to SMC:Round 2 Year 1: $1,390,000Round 2 Year 2: $1,390,000

WED POC (Objectives)Patricia Ramos


College Partners:All 19 LA County Community Colleges

Start Date/End Date7/1/17 - 12/31/20

Cloud ComputingLed by SMC, the California Cloud Workforce consortium is made up of 19 community colleges in LA. SMC’s curriculum was shared with the other colleges, and most are currently developing and implementing Cloud Computing programs modeled after the SMC program. To further develop the career pathway, each college will partner with at least one high school to fully a develop a K-14 Cloud Computing Pathway. In Spring 2018 SMC partnered with Roosevelt High School and offered a Cloud Computing Saturday Academy. Access to early college opportunities like these allow students to begin the career exploration process and obtain hands-on technical skills. SMC is currently explor-ing opportunities to expand these part-nerships with other local high schools.

Dollar Amount to SMC:Round 1: $120,000Round 2 Year 1: $450,000 Round 2 Year 2: $450,000

SMC Faculty:Howard Stahl, Vicki Seno

WED POC (Objectives)Nancy Cardenas




Graphic Design/UX 2 + 2Leading the consortium in aligning Graphic Design programs with industry standards, this project centers on devel-oping, updating and aligning curriculum in E-commerce, social media, game design, and/or digital marketing. This project will also facilitate outreach to local community college graphic design students to transfer into the SMC IxD baccalaureate degree program. The project can include full program development, career pathway develop-ment and alignment, K-16 curriculum alignment and sequencing, work-based learning, employer engagement, outreach and recruitment, equipment and professional development.

Dollar Amount to SMC:$320,000

SMC Faculty:Nichole Chan, Chris Fria,Ayanna Williams


WED POC (Administration)Ruth Casillas

College Partners:Pasadena, Glendale, West LA, LA Harbor, Rio Hondo, LA Mission


Regional CTE MarketingWith fundamental change comes the need to create a regional strategy for marketing the new CTE to various to students, parents, community, business and industry, workforce, the media, and others. While not designed to fully fund the marketing plans for each individ-ual college, this projects will develop a regional strategy. Strategies include developing online content for websites and social media, media ads/kits, show-case events (demonstrations, competi-tions and regional fairs and other events) and branding regional CTE. Funds for this project will also be used to provide resources for exploring industry-driven innovations to address needs that might emerge, especially those identified by the LAEDC, the LA Area Chamber of Commerce, workforce or business/industry partners.

Dollar Amount to SMC:Round 1: $555,000Round 2 Year 1: $2,050,000Round 2 Year 2: $2,050,000

SMC Faculty:Erin Moore, Sal Veas


WED POC (Administration) Jenny Landa



SWP LA Regional Marketing Strategy & Innovation Initiative Supplement FundingSMC is the lead for all 19 colleges in the LAOCRC for Marketing and Innovation. Marketing in the consumer products and services world is called brand management. The brand management approach is an effective way to combat competition and to protect and grow a brand. In recent years, for-profit schools and market-driven non-profits have adopted this model to grow their market share in education. Brand management has three essential pillars: strategy, in-novation (product), and marketing. The methodology outlined in the marketing plan mirrors the methodology used by globally recognized companies.

Dollar Amount to SMC:$1,017,875






LEAD COLLEGE: SANTA MONICA COLLEGE

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Advanced TransportationCurriculum enhancement and alignment between colleges, and alignment to industry needs. Systems developed to provide a pipeline for timely and effi-cient referral of students and completers to technical and non-technical jobs in the regional transportation sector.

Lead College:LA Trade Tech

Dollar Amount to SMC:Round 2 Year 1: $65,000Round 2 Year 2: $65,000



SMC Faculty:Sal Veas

College Partners:East LA, LA Harbor, LA Pierce, LA Trade-Tech, LA Valley, Mt. San Antonio, Rio Hondo


Career Pathways SpecialistFocus on 8 priority industry sectors with highest labor market gaps. Expand career pathway alignment to implement alternative methods for gaining credit, implement dual enrollment; implement CATEMA to track credit attainment.

Lead College:Rio Hondo

Dollar Amount to SMC:Round 1: $120,000Round 2 Year 1: $120,000Round 2 Year 2: $120,000



SMC Faculty:Maria Leon-Vazquez



Energy, Construction & UtilitiesProject will develop solutions to address workforce shortfalls, such as outreach campaigns, and integrating industry and academia in a campaign to address the shortfalls. The EC&U Sustainability Pathways project con-tinues an initiative that responds to sector employers’ needs for a trained and employment ready workforce.





SMC Faculty:Stuart Cooley

College Partners Round 1:Citrus, El Camino, El Camino-Compton, Glendale, LA Trade-Tech, Pasadena, West LA

College Partners Round 2, 3:East LA, El Camino, El Camino-Compton, Glendale, LA Southwest, LA Trade-Tech, Long Beach, Mt. San Antonio, Pasadena, Rio Hondo


Entrepreneurial MindsetThe goal of this project is for stu-dents, faculty and community business owners to develop an Entrepreneurial Mindset Across Disciplines in CTE fields, as well as STEM, that have the potential to yield business ownership, partnerships and corporate entities. There is a gap in contextualized, small business/entrepreneurship certificates and degrees, and a lack of experiential learning by doing. Students who desire business as a career and starting their own businesses need more oppor-tunities for work-based learning.

Lead College:LA Southwest




SMC Faculty:Sal Veas, Tom Paccrioretti

College Partners Round 1:LA Southwest, Long Beach

College Partners Round 2, 3:East LA, El Camino, LA Mission, LA Southwest, LA Trade-Tech, LA Valley, Long Beach


Global Trade & Logistics/ProGTLParticipation in ProGTL Consortium that promotes career opportunities in Land, Air, Sea, Road, and Rail with a global trade, eCommerce, logistics, and entrepreneurship focus. The consor-tium’s primary goals support workplace readiness, curriculum development, faculty professional development within the sector, and student enrollment, leadership, and employment.





SMC Faculty:Sal Veas, Keith Everett, Katya Rodriguez

College Partners Round 1:Glendale, LA Harbor, LA Southwest, Long Beach, Santa Ana

College Partners Round 2, 3:East LA, Glendale, LA Harbor, LA Mission, LA Southwest, Long Beach, Mt. San Antonio, Santa Ana


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Internships/Job Placement This project aims to establish a consistent process for how employers work with the colleges throughout the LA region and how students access job/internship placement services. Outcomes include: 1. Funding Job Placement Function.2. Primary conduit for the disseminationof regional data and reports from theCenter for Competitive Workforce.3. Assist in enrollment management andpromotion of newly adopted work readiness curriculum to students. 4. Implement webbased technology fordata collection and posting of job/internship opportunities, and trackingand supporting students/alumni, tomonitor employment outcomes.5. Explore private/public partnershipswith job placement agencies to maximizejob placements for campuses. 6. Establish the Job Placement Specialists as centralpoint of contact for WIOA partnerships.

Lead College:LA Harbor




SMC Faculty:Various



Non-credit College and Career ReadinessA collabration with the LA regional colleges to integrate noncredit supports for completions and transitions to CTE credit pathways and/or employment that align with state and federal metrics. Noncredit curriculum and programs will be utilized as noncredit supports to increase regional SWP metrics, particularly completions and employment. The project seeks to support colleges in using these noncredit courses in their own Guided Pathways, Adult Education Program (AEP), Student Centered Funding Formula (SCFF) metrics, Vision for Success goals, and Workforce Innovation and Opportunity Act (WIOA) outcomes. Placing emphasis on the integration of the priority sectors into college pathways.

Lead College:Mt. SAC



SMC Faculty:Dione Carter



Radiologic Technology - SonographyThis project is designed to provide a regionally coordinated career pathway approach to curriculum and program de-velopment in the health sector, a sector identified by LAEDC and the LA Area Chamber of Commerce as a top priority sector for the region as it relates to demand. The specific programs selected are vetted by industry as high demand occupations with current and projected openings, serving both students and job seekers. Additional jobs or occupations will be added based on health sector in-dustry and employer input and engage-ment. The project addresses a range of workforce needs along the career path-way continuum, from career pathway ex-ploration and preparation for entry-level positions to post-degree training for RNs to meet workforce shortages.





SMC Faculty:Eve Adler

College Partners:Cerritos, Citrus, El Camino, Glendale, LA Trade-Tech, Rio Hondo


Respiratory Therapy - Adv. This project is designed to provide a regionally coordinated career pathway approach to curriculum and program development in the health sector, a sec-tor that has been identified by LAEDC and the LA Area Chamber of Com-merce as one of top priority sectors for the region as it relates to demand. The specific programs selected are vetted by industry as high demand occupations with current and projected openings and will serve both students and job seekers. Additional jobs or occupations will be added based on health sector industry and employer input and industry engage-ment. The project addresses a range of workforce needs along the career path-way continuum, from career pathway ex-ploration and preparation for entry-level positions to post-degree training for RNs to meet workforce shortages.





SMC Faculty:Eve Adler, Salvador Santana

College Partners:Cerritos, Citrus, El Camino, Glendale, LA Trade-Tech, Rio Hondo


Teacher Prep PipelineThis project provides a model of contextualized teacher prep that successfully recruits, trains and supports existing and future educa-tors through the state of CA, focus-ing on areas of STEM & CTE.





SMC Faculty:Laura Manson, Gary Huff

College Partners Round 1: Cerritos, Citrus, East LA, El Camino, El Camino-Compton Center, LA Mission, LA Pierce, LA Trade-Tech, Pasadena, Rio Hondo

College Partners Round 2, 3: Cerritos, Citrus, East LA, El Camino, El Camino-Compton Center, LA Mission, LA Pierce, LA Trade-Tech, Rio Hondo, West LA


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Strong Workforce Program: More and Better Career Technical Education to Increase Social Mobility and Fuel Regional Economies with Skilled Workers

To develop more workforce opportunity and lift low-wage workers into living-wage jobs,

California took a bold step in 2016 to create one million more middle-skill workers. At the

recommendation of the California Community College Board of Governors, the Gover-

nor and Legislature approved the Strong Workforce Program, adding a new annual recur-

ring investment of $248 million to spur career technical education (CTE) in the nation’s

largest workforce development system of 113 colleges.

Grouped into seven areas targeting student success, career pathways, workforce data and

outcomes, curriculum, CTE faculty, regional coordination and funding, this leading-edge

state economic development program is driven by “more and better” CTE. The “more” is

increasing the number of students enrolled in programs leading to high-demand, high-

wage jobs. The “better” is improving program quality, as evidenced by more students

completing or transferring programs, getting employed or improving their earnings.

The Strong Workforce Program focuses on data-driven outcomes rather than activities,

along with an emphasis on innovation and risk-taking. In this way, colleges can be more

responsive to labor market conditions and student outcomes. CTE Data Unlocked, a

component of the program, helps colleges use CTE data to strengthen regional work-

force plans by furthering local processes like program review, accreditation, and integrated

planning.

This new ongoing funding is structured as a 60 percent Local Share allocation for each

community college district and a 40 percent Regional Share determined by a regional con-

sortia of colleges to focus on the state’s seven macro-economic regions. Both the Local

and Regional Share require local stakeholders to collaborate, including industry and local

workforce development boards. As much as possible, this program builds upon existing

regional partnerships formed in conjunction with the federal Workforce Innovation and

Opportunity Act, state Adult Education Block Grant and public school CTE programs.

While 2016 was spent planning and preparing for the Strong Workforce Program, 2017

will focus on execution and evaluation.

STRONG WORKFORCE PROGRAM

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ROUND 1

2

2

July 1, 2016 - December 31, 2018

Start Date | End Date

Year 1: July 1, 2017 - December 31, 2019

Year 2: July 1, 2018 - December 31, 2020

STUDENT SUCCESS

CAREER PATHWAY

WORKFORCE DATA & OUTCOMES

CURRICULUM

CTE FACULTY

REGIONAL COORDINATION

FUNDING

PROGRESS IN ATTAINMENT OF CTE UNITS

CREDENTIAL ATTAINMENT (CTE)

TRANSFER

EMPLOYMENT RELATED TO FIELD OF STUDY

MEDIAN EARNINGS MEDIAN EARNINGS

INCREASED EARNINGS

ATTAINED LIVING WAGE

Task Force Recomendation Outcomes

SWP Metrics

12

Center for a Competitive Workforce (CCW)

Lead College:Santa Monica College

Dollar Amount to SMC:Round 2, Year 1: $1,390,000Round 2, Year 2: $1,390,000



SMC Faculty:Patricia Ramos


Project Collaborators & Partners:Los Angeles Economic Development

CenterWorkforce Investment Boards


The Center’s mission is to align supply and demand data with labor market information, support industry-driven career education and workforce development programs, and strengthen industry engagement across our region’s talent development systems with the goal of training, educating and upskilling a more competitive workforce in L.A. County for the knowledge-intensive industries that will shape our economic future. This work will also address the talent gaps that local and regional employers face, and help balance the supply of skilled graduates with their projected demand, for the benefit of job-seekers and businesses alike.

Highlights:

• 4,500 copies of Initial Findings Report - L.A. & Orange a county Community Colleges:Powering Economic Opportunity

• 5,000 copies of Entertainment and the Rise of Digital Media in the Los Angeles Basin:An Industry Disrupted

• 7,000 copies of Health Care Services in the Los Angeles Basin report

• 3,000 copies of Professional Services report

• Copies of the four CCW reports disseminated to faculty, counselors and trustees at 19community colleges in LA region and 9 in Orange County, K-12, adult education andworkforce boards, America’s Job Centers, local, state and congressional officials, govern-ment agencies and youth serving community based organizations and conferences.

• Presentations on CCW and findings of reports made at national, star and region-al conferences and meetings such as U.S. Conference of Mayors, National DropoutPrevention, California Workforce Association, California College Pathways Blueprintfor Foster Youth, California Community College Association Occupational Educators(CCCAOE), LACCD Board of Trustees Ad Hoc Committee on Jobs and the Economy,and meetings of LA County Office of Education (LACOE) Board of Education, LosAngeles City and the L.A. County Workforce Development Boards.

• 8 career videos produced that highlight high-demand occupations and two communitycollege student success stories. LA County Office of Education (LACOE)

• Coordination and launch of Industry Councils (Entertainment & Digital Media/HealthCare/Global Trade & Logistics/Bio-Science)

• Website (Data-Platform) Launched

• Integration with Regional Marketing & Innovation Plan

▲

ROUND 2, YEAR 1 | ROUND 2, YEAR 2

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Cloud Computing

Led by SMC, the California Cloud Workforce consortium is made up of 19 communi-ty colleges in LA. SMC’s curriculum was shared with the other colleges, and most are currently developing and implementing Cloud Computing programs modeled after the SMC program. To further develop the career pathway, each college will partner with at least one high school to fully a develop a K-14 Cloud Computing Pathway. In Spring 2018 SMC partnered with Roosevelt High School and offered a Cloud Computing Sat-urday Academy. Access to early college opportunities like these allow students to begin the career exploration process and obtain hands-on technical skills. SMC is currently exploring opportunities to expand these partnerships with other local high schools.

Highlights:

• Over the past two years, we have had 7x growth in enrollment in our Cloud Comput-ing program in partnership with Amazon Web Services/Amazon Educate and variouslocal employers including Onica and Relium. Fall 2017, our cohort was 45. This Fall2018, we have almost 325 students enrolled in this program. Students completing thisprogram are prepared to pass industry certification exams. Our first completing cohortin June already includes a number of students who have passed Amazon Cloud Practi-tioner certification exams.

• Since the project has launched, the consortium has four community colleges offering cloudcomputing courses with over 500 students enrolled in courses in the Los Angeles region.

• At the AWS IMAGINE: A Better World, Global Education Conference in August 2018,the CA Cloud Workforce Project was featured during the keynote address by TeresaCarlson, Vice President of AWS Worldwide Public Sector. AWS announced the launchof the consortium which is the largest educational partnership AWS has ever had.

• The Los Angeles Business Journal featured “Amazon’s Cloud Certificate Is Ray ofSunshine”, an op-ed piece written by Dr. Kathryn E. Jeffery and Dr. Francisco C.Rodriguez, in the August 31, 2018 journal.

• The consortium held a public launch event in October 2018 that brought together col-lege partners, high school, and industry partners and included a keynote address by KenEisner, Senior Manager of Worldwide Education Programs and Global lead at AmazonWeb Services Educate. The event included a panel discussion with regional business andeducation leaders to discuss cloud computing and its impact on high growth industriesand higher education. Over 130 attendees across colleges, high schools, businesses andorganizations were in attendance

• We are working in conjunction with the Administration of Justice program in the Busi-ness Department to launch a Cybersecurity program.

• To further expand curriculum that is aligned with industry need, we are working inconjunction with the Business and Computer Science Departments and Salesforce tolaunch technology classes that teach the Salesforce platform, which is the largest CRMtool in the industry today.

Lead College:Round 1: Rio HondoRound 2, Year 1,Round 2, Year 2: Santa Monica College

Dollar Amount to SMC:Round 1: $120,000Round 2, Year 1: $450,000 Round 2, Year 2: $450,000

WED POC (Objectives)Nancy Cardenas


SMC Faculty:Howard Stahl, Vicki Seno



▲

ROUND 1 | ROUND 2, YEAR 1 | ROUND 2, YEAR 2

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Graphic Design/UX 2 + 2

Leading the consortium in aligning Graphic Design programs with industry standards, this project centers on developing, updating and aligning curriculum in E-commerce, social me-dia, game design, and/or digital marketing. This project will also facilitate outreach to local community college graphic design students to transfer into the SMC IxD baccalaureate de-gree program. The project can include full program development, career pathway develop-ment and alignment, K-16 curriculum alignment and sequencing, work-based learning, em-ployer engagement, outreach and recruitment, equipment and professional development.

Highlights:

• 100% will be spent by December 2018. The balance will be dedicated to working withregional partners to provide faculty training and curriculum development related todigital and social media marketing (Facebook & Salesforce). In addition, SMC will workwith partners to develop marketing tools and outreach efforts to pipeline students fromregional partner programs into the UX/IxD Bachelors program at SMC.

• This project was augmented by $100,000 to lead the consortium in aligning this pathwaywith industry standards. The colleges will develop, update, and align curriculum inE-commerce, social media, digital marketing.

Lead College:Santa Monica College




SMC Faculty:Nichole Chan Chris FriaAyanna Williams

College Partners:PasadenaGlendaleWest LALA HarborRio HondoLA Mission


▲

ROUND 1

15

Regional CTE Marketing/Strategy & Innovation

SMC is the fiscal and project lead for all 19 colleges in the LAOCRC for Marketing and In-novation. Marketing in consumer-packaged goods companies is called brand management. The brand management approach to marketing is an effective way to combat competition and to protect and grow a brand. Brand management has three essential pillars: strategy, innovation (product), and marketing. The methodology outlined in the marketing plan, mirrors the methodology used in consumer-packaged goods by companies like Nestle, Smuckers, Kraft, Proctor & Gamble and others to grow and protect their brands. In recent years, for-profit schools and market driven non-profits have adopted this model to grow market share in education. To compete in the education landscape, community colleges need to include the other pillars of brand management: strategy and innovation. The mar-keting budget is broken down to allocate money across all 3 pillars.

Most of the marketing plan will be sourced to vendors capable of delivering the brand management model for all 19 L.A. community colleges in the LAOCRC. Phase 1 of the marketing plan is to gain a deeper understanding of the changing landscape and com-petitive threats through strategy work. The strategy component will allow the team to determine where innovation is necessary. Phase 1 also includes extensive market research with former and prospective students to gain an understanding of the attitudes and beliefs towards education and the community college brand. The next Phase will design and implement a comprehensive, data-driven digital marketing campaign to drive leads to a regional call center and CRM to funnel prospective students to the local campus level.

Highlights:

STRATEGY:October 2018: McKinsey/LAEDC agrees to do for extensive research on current market position of the CCCs, potential target segments for growth, competitive threat assessment, and technology disruption in education.

November 2018: Pre-planning and contract approval. SMC Board of Trustee approval of McKinsey/LAEDC. Kickoff meeting on 12/14/18; first McKinsey workshop on 12/17/18; 2nd workshop January 11th; 3rd workshop January 25thst.

MARKET RESEARCH:August - November 2018: Market research firm RFP bidding process and panel review/vote.

December 2018: SMC Board of Trustees contract approval. Contract award to Lieber-man Research Worldwide and Brand IQ.

December 2018 - June 2019: Market research throughout the LA region with prospective, current and former students. The overall goal is to better understand the needs of our students, habits and behaviors, and attitudes and beliefs about education.

CONTENT PRODUCTION:September - January 2019: Calls and conversations with Salesforce, Udacity, WozU, Kai-ser, Intuit, and IBM on potential partnership opportunities are ongoing.

MARKETING CAMPAIGN:January 2019: RFP was submitted to purchasing for digital marketing agency and CRM and call center vendors. Work expected to be awarded April 2018.

Lead College:Round 1: LACC Round 2, Year 1,Round 2, Year 2: Santa Monica College

Dollar Amount to SMC:Round 1: $1,572,875Round 2, Year 1: $2,050,000Round 2, Year 2: $2,050,000





Project Collaborators & Partners:


▲


16

Advanced Transportation

Curriculum enhancement and alignment between colleges, and alignment to industry needs. Systems developed to provide a pipeline for timely and efficient referral of students and completers to technical and non-technical jobs in the regional transportation sector.

Highlights:

• Align current SMC automotive technology curriculum with regional industry informed,vehicle maintenance competency model.

• Develop hybrid and electric vehicles courses consistent with regional industry informedcompetency model.

• Adopt and implement LA Metro Transportation Authority and LATTC TransportationWorkforce Institute’s Transportation Workforce Readiness program.

• Implement regional consortium’s Transportation Youth Academy curriculum in ourservice area.

• Participate in regional women in transportation strategy and activities.

• Participate in the development of material and stock handlers/clerks competency model.

Lead College:LA Trade Tech

Dollar Amount to SMC:Round 2, Year 1: $65,000Round 2, Year 2: $65,000



SMC Faculty:Sal Veas

College Partners:East LALA HarborLA PierceLA Trade-TechLA ValleyMt. San AntonioRio Hondo




17

Career Pathways Specialist

Focus on 8 priority industry sectors with highest labor market gaps. Expand career pathway alignment to implement alternative methods for gaining credit, implement dual enrollment; implement CATEMA to track credit attainment.

Highlights:

• In the past 2 years, we have grown the high school dual enrollment by 4x its initialinception of Spring 2014. We averaged between 175-250 students per semester infive high schools with a 90% grade passage. Counseling support was added in thesetwo years which contributed to the high grade passage rate. In addition, three Wintercounseling courses were introduced in 2017 to expanded to six in Winter 2018. ForFall 2018, there were 255 students who completed dual enrollment courses with a 90%grade passage in six high schools. The Career Pathways Specialist works closely withAcademic Affairs as it establishes the dual enrollment courses, registration process,pathway development and faculty professional development. There is a caveat in thatthe Santa Monica College District is limited in the offering of dual enrollment coursesto only high schools within our district.

• In the past two years, we worked with the Computer Science department and had theEntry Level Programmer certificate approved. Santa Monica High School students whotake the four-course sequence for Data Programming are awarded this certificate thatis the first work-related entry on their resume. This certificate enables students to getentry level employment upon high school graduation. The first cohort of 16 studentsreceived this certificate in June 2018.

• We have worked closely with the Computer Science, Business, Media/Communications,Graphic Design, Photography and Counseling departments in order to establish thecourse offerings for each semester. In addition, we have provided technical assistance tothe high school administrations in the establishment of career pathways and the coursesthat would be most appropriate to offer at their schools. As a result of our collabora-tion, Memorandum of Understandings under AB288 were entered with three schooldistricts which allows Santa Monica College courses to be offered in a closed setting-only for the high school students and during the class day on their campuses.

• A new opportunity has come our way to work with high schools in the K12 SWPprogram. We have been working diligently with five school districts in giving themtechnical assistance with career pathway development from their high schools to a SantaMonica College Career Pathway. This opportunity will allow the restriction of the SantaMonica College District to be waived and allow us to work with LAUSD high schoolsthat want to partner with Santa Monica College. This would allow the growth of ourdual enrollment to double by Fall 2019/Spring 2020.


Dollar Amount to SMC:Round 1: $120,000Round 2, Year 1: $120,000Round 2, Year 2: $120,000

WED POC (Objectives)Maria Leon-Vazquez


SMC Faculty:N/A




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Energy, Construction & Utilities

Project will develop solutions to address workforce shortfalls, such as outreach cam-paigns, and integrating industry and academia in a campaign to address the short-falls. The EC&U Sustainability Pathways project continues an initiative that responds to sector employers’ needs for a trained and employment ready workforce.

Highlights:

PLAN IS TO:• Develop course content to be added to existing courses in Design Technology, Interior

Architecture, and Energy Efficiency.

• Develop at least one potential added course in 1) Interior Architecture and 2) EnergyEfficiency

• Develop VR content for training of lighting design

• Purchase 1) equipment to assist in the demonstration of edge lit solid state lighting, 2)drivers and optical & structural elements in luminaire designs 3)devices for measure-ment of lighting intensity for photometric analysis 4) software for rendering 3D spacesusing proposed luminaire designs and/or 5) demonstration lighting trainers or compo-nents to assemble same

• Begun relationship with and negotiations for possible contract work with Interplay forVR training simulation in lighting design; This partnership has already begun with ECUthrough the HVAC Training. A solar training product also is in development.

• Establish relationship with CALCTP and have faculty develop a better understanding oflighting controls and their impact on lighting design, energy management, and the rolesfor technicians with the knowledge garnered from CALCTP training.

• Interplay – VR training development – simulation environments, no outcome or im-pacts to date

• USC-ICT – Not yet approached for potential role in technician position role in foresee-able development projects.

• Consider hire of consultant/vendor to implement CALCTP within the structure of aCANVAS online offering. Develop an online education course curriculum for lightingcontrols at SMC.





SMC Faculty:Stuart Cooley

College Partners Round 1:CitrusEl CaminoEl Camino-ComptonGlendaleLA Trade-TechPasadenaWest LA

College Partners Round 2, Year 1, Round 2, Year 2:East LAEl CaminoEl Camino-ComptonGlendaleLA SouthwestLA Trade-TechLong BeachMt. San AntonioPasadenaRio Hondo



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Entrepreneurial Mindset

The goal of this project is for students, faculty and community business owners to develop an Entrepreneurial Mindset Across Disciplines in CTE fields, as well as STEM, that have the potential to yield business ownership, partnerships and corporate entities. There is a gap in contextualized, small business/entrepreneurship certificates and degrees, and a lack of experiential learning by doing. Students who desire business as a career and starting their own businesses need more opportunities for work-based learning.

Highlights:

ENTREPRENEURSHIP ACTIVITIES COMPLETED• Engage in curriculum and program development to align with industry and career pathways.

o Revised and streamlined all Entrepreneurship related degrees and certificates insupport of SMC’s Pathways initiative.

Entrepreneurship Certificate of AchievementBusiness: Entrepreneurship Department CertificateBusiness: Salon Entrepreneurship (see Cosmetology)Sales and Promotion Associate DegreeSales and Promotion Certificate of AchievementBusiness: Merchandising Department Certificate

• Develop and revise courses related to Entrepreneurship.

• Develop courses and resources to infuse entrepreneurship throughout SMC’sacademic programs.

IN PROGRESS• Leverage New World of Work’s, 21st Century Skills product by infusing curriculum

throughout our entrepreneurship related efforts.

• Expand SMC’s joint venture with NACCE/Michelson Institute. Deliver intellectualproperty curriculum, content, and online assets to consortium partners.

• Adopt and integrate modern business planning tools such as Growth Wheel, LivePlan,or other similar products.

• Expand SMC’s Shark Tank Winner guest series in support of entrepreneurial mindset.

• Producing an Entrepreneurship and Gig Economy Fall weekend boot-camp. Open toall students and community members.

Examples of partnerships resulting in industry informed programs and courses:• Partnership with NACCE, National Association for Community College Entrepre-

neurship. Have presented with NACCE at two national conferences and three in-stateconferences.

• Partnership with Michelson 20MM Foundation. Lead college for Intellectual Property(IP) Education Initiative.

• Self-Employment Pathways in the Gig Economy pilot college.





SMC Faculty:Sal Veas, Tom Paccrioretti

College Partners Round 1:LA SouthwestLong Beach

College Partners Round 2, Year 1,Round 2, Year 2:East LAEl CaminoLA MissionLA SouthwestLA Trade-TechLA ValleyLong Beach



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Global Trade & Logistics/ProGTL

Participation in ProGTL Consortium that promotes career opportunities in Land, Air, Sea, Road, and Rail with a global trade, eCommerce, logistics, and entrepreneurship focus. The consortium’s primary goals support workplace readiness, curriculum development, faculty professional development within the sector, and student enrollment, leadership, and employment.

Highlights:

During the last two years the following Points of Pride have transformed the Business department and have provided opportunities for our students to prepare for transfer or career readiness. New Programs developed include:• Administration of Justice (AS-T)• Noncredito Customer Service Certificate of Completiono Business Essentials Certificate of Completiono Bike Maintenance Certificate of Completion

New Programs currently in curriculum development stage include:• Develop curriculum in SAP ERP modules for Accounting and Supply Chain Manage-

ment (GTL).• Develop Customer Relationship Management curriculum using Salesforce or similar

industry accepted tools that will prepare students for immediate employment. This is ajoint venture with the CSIS Department ( Salesforce does not have a separate heading inthe Participation Agreement but falls under Graphic Design/Ux)

Substantial program expansions include:• Business Law: Intellectual Property, Law for the Entrepreneur, Business Law & the

Legal Environment added to Law Pathway.• Global Trade and Logistics: Procurement, Project Management.• Entrepreneurship: Entrepreneurial Mindset, Gig Economy, Design Thinking.• Accounting: Advanced Bookkeeping, Payroll Accounting, CTEC Tax preparation, Vol-

unteer Income Tax Assistance (VITA) program.

Examples of partnerships resulting in industry informed programs and courses:• Founding member of the PRO-GTL, Pathways Regional Opportunities Global Trade &

Logistics• Partnership with Foreign Trade Association for events and workshops.• Partnership with DHL Global Forwarding mentorship program.• Partnership with Honda. Workshop on Freight Forwarders and Customs Brokers.• NASBITE International Business program, CGBP certification program (Certified

Global Business Professional).• Partnership with LAX/UNITED Airlines and LAX. Work with Los Angeles World

Airports and their Gateways Internship Program.• Participate in the LAX United Summer Associates program. Three SMC students were

hired for summer internships Summer 2018.





SMC Faculty:Sal VeasKeith EverettKatya Rodriguez

College Partners Round 1:GlendaleLA HarborLA SouthwestLong BeachSanta Ana

College Partners Round 2, Year 1, Round 2, Year 2:East LAGlendaleLA HarborLA MissionLA SouthwestLong BeachMt. San AntonioSanta Ana




21

Internships/Job Placement

This project aims to establish a consistent process for how employers work with the colleges throughout the LA region and how students access job/internship placement services. Outcomes include: 1. Funding Job Placement Function.2. Primary conduit for the dissemination of regional data and reports from the Center forCompetitive Workforce.3. Assist in enrollment management and promotion of newly adopted work readinesscurriculum to students.4. Implement webbased technology fordata collection and posting of job/internship opportunities, and tracking and supportingstudents/alumni, to monitor employment outcomes.5. Explore private/public partnerships with job placement agencies to maximize jobplacements for campuses. 6. Establish the Job Placement Specialists as central point ofcontact for WIOA partnerships.

Highlights:

Workgroups were created by lead college L.A. Harbor, to develop and test approaches to meet the projects’ outcomes. SMC takes an active role I the “Private/Public Partnerships” and “Web-based Technology” workgroups.

The CTE Committee has expressed the need for support, tools, and process, so that the faculty can better respond to and manage their industry relationships. In that effort the Workforce Office:

• Is partnered with a CTE Faculty member, supported with supplemental project funds,to respond to faculty who need support with business engagement. This “industryambassador” works with WED to identify what the company’s interests are, how bestto respond, and leverage the relationship for the benefit of the program and students.This model has led to numerous events and sponsorship opportunities for students.

• Is working closely with CTE faculty to vet customer relationship management softwarethat would help faculty manage their industry relationships. WED is also working close-ly with the regional consortia and the Center for a Competitive Workforce to cross-ref-erence findings, to ensure that systems will be able to interface with business and LAworkforce stakeholders (Chambers/Workforce Boards/LAEDC) seamlessly. Threesystems have been vetted so far.

Lead College:LA Harbor




SMC Faculty:Various




22

Non-credit College & Career Readiness

A collaboration with the LA regional colleges to integrate noncredit supports for com-pletions and transitions to CTE credit pathways and/or employment that align with state and federal metrics. Noncredit curriculum and programs created in previous rounds will be utilized as noncredit supports for the purpose of increasing regional SWP metrics, particularly completions and employment. The project seeks to support colleges in using these noncredit courses and in their own Guided Pathways, Adult Education Program (AEP), Student Centered Funding Formula (SCFF) metrics, Vision for Success goals, and Workforce Innovation and Opportunity Act (WIOA) outcomes. Placing emphasis on the integration of priority sectors, such as Advanced Transportation and Logistics; Business Entrepreneurship; Energy, Construction, and Utilities; Global Trade; Health; and Information and Community Technologies/Digital Media, into college pathways.

Highlights:

• Funding will support a faculty member or SWP non-credit expert/consultant to lead theexploration and development of noncredit CDCP vocational pathways leading to creditpathways and/or the workforce.

• Exploration of new and innovative noncredit apprenticeship opportunities at SMC

• SMC will work with regional consortium and has access to shared curriculum andcertificates, including CTE contextualized basic skills, career readiness, pre-CTE, andpre-apprenticeship courses.

• New and exciting noncredit opportunities will be reported to CTE Committee

• Work with ESL faculty to develop noncredit ESU (English for Special Uses) and submitfor local and state CDCP approval. CTE course pairings will also be explored.

• Exploration of non-credit math and counseling courses for college and career readiness.

• Access to regional professional development workshops and events, including IBESTtraining and ASCCC CTE curriculum trainings.

Lead College:Mt. SAC


WED POC (Objectives)Dione Carter


SMC Faculty:Dione Carter




23

Radiologic Technology - Sonography

This project is designed to provide a regionally coordinated career pathway approach to curriculum and program development in the health sector, a sector identified by LAEDC and the LA Area Chamber of Commerce as a top priority sector for the region as it relates to demand. The specific programs selected are vetted by industry as high de-mand occupations with current and projected openings, serving both students and job seekers. Additional jobs or occupations will be added based on health sector industry and employer input and engagement. The project addresses a range of workforce needs along the career pathway continuum, from career pathway exploration and preparation for entry-level positions to post-degree training for RNs to meet workforce shortages.

Highlights:

• Santa Monica, Rio Hondo, El Camino, Glendale, and Cerritos are the communitycolleges involved in this regional project designed to develop curriculum that introducesand trains health care professionals to remediate in and find jobs in high demand fields.

• Israel Fonseca, MPA, RT(R) , CR (R) is part time faculty at Santa Monica College who isdeveloping the curriculum for the Personal Care Aide Certificate.

• Members of the Personal Care Aide Advisory Committee include health care profes-sionals and administrators

• Laerdal Medical will partner with SMC’s Health Sciences Department to create andimplement a plan that will maximize the use and efficiency of the Health Sciences SkillsLab, provide faculty with professional development in simulation, and facilitate curricu-lum integration.





SMC Faculty:Eve Adler

College Partners:CerritosCitrusEl CaminoGlendaleLA Trade-TechRio Hondo


ROUND 1

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Respiratory Therapy-Adv.

This project is designed to provide a regionally coordinated career pathway approach to curriculum and program development in the health sector, a sector identified by LAEDC and the LA Area Chamber of Commerce as a top priority sector for the region as it relates to demand. The specific programs selected are vetted by industry as high de-mand occupations with current and projected openings, serving both students and job seekers. Additional jobs or occupations will be added based on health sector industry and employer input and engagement. The project addresses a range of workforce needs along the career pathway continuum, from career pathway exploration and preparation for entry-level positions to post-degree training for RNs to meet workforce shortages.

Highlights:

• Met with SM-UCLA Medical Center, RR-UCLA Medical Center, CHLA Hospital andLAC+USC Medical Center, NICU managers to discuss the best approach of the neona-tal-pediatric specialist certificate.

• Advisory board meeting to be scheduled fall 2018.

• Reviewed possible curriculum outlines- will assess the NBRC (National Board for Re-spiratory Care) NPS matrix to aligned curriculum accordingly.

• Reviewed UCLA health systems neonatal intensive care unit orientation training. Willask other medical centers in the area for a copy of their orientation packet used to trainNICU personnel.





SMC Faculty:Eve AdlerSalvador Santana

College Partners:CerritosCitrusEl CaminoGlendaleLA Trade-TechRio Hondo


ROUND 1

25

Teacher Prep Pipeline





SMC Faculty:Laura MansonGary Huff

College Partners Round 1: CerritosCitrusEast LAEl CaminoEl Camino-Compton CenterLA MissionLA PierceLA Trade-TechPasadenaRio Hondo

College Partners Round 2, 3: CerritosCitrusEast LAEl CaminoEl Camino-Compton CenterLA MissionLA PierceLA Trade-TechRio HondoWest LA


This project provides a model of contextualized teacher prep that successfully recruits, trains and supports existing and future educators through the state of CA, focusing on areas of STEM & CTE

Highlights:

• Provide professional development opportunities and /or membership for CTE facultyto maintain industry and program relevance, (such as AAUW, CSTA).

• Strengthen partnerships with our local school districts to develop shared initiatives forincreasing dual- enrollment opportunities for high school students interested in careerswith children, increasing teacher pipeline activities, and jointly promoting teaching as acareer.

• Develop and implement university partnerships (such as UCLA, CSUDH. etc.) tostreamline career pathways that lead to Bilingual / STEM teaching

• Build capacity and infrastructure to prepare students for teaching careers

a. Offered 4 Dual Enrollment Classes at two different High Schools

b. Met with SMMUSD Transitional Kindergarten ( TK) ELL team

c. Applied to the SMMUSD District to be on their Early Childhood Education DistrictAdvisory Committee.

d. Develop and submitted the Transitional Kindergarten Certificate for approval

e. We have held two 4 year College Open Houses related to Teacher Pathways

f. Have submitted the Elementary Teaching AS-T Degree to SMC Curriculum committee

g. Offered dedicated counseling activities

h. Develop Pathway and marketing materials


26

Center for a Competitive Workforce (CCW) Center for a Competitive Workforce (CCW)

Cloud Computing Cloud Computing Cloud Computing

Regional CTE Marketing Regional CTE Marketing Regional CTE Marketing

SWP LA Regional Marketing Strategy & Innovation Initiative Supplement Funding

Advanced Transportation Advanced Transportation

Career Pathways Specialist Career Pathways Specialist Career Pathways Specialist

Energy Construction & Utilities Energy, Construction & Utilities Energy, Construction & Utilities

Entrepreneurship Entrepreneurial Mindset Entrepreneurial Mindset

Pro GTL Global Trade & Logistics/ Pro GTL Global Trade & Logistics/ Pro GTL

Graphic Design/UX 2 + 2 (Digital Workforce)

Internships/Job Placement Internships/Job Placement

Non-credit College & Career Readiness Non-credit College & Career Readiness

Radiologic Technology - Sonography

Respiratory Therapy-Adv. Neonatal-Pediatric Resp. Care Cert.

Teacher Prep Pipeline Teacher Preparation - STEM/CTE Teacher Preparation - STEM/CTE

Strong Workforce Program | REGIONAL PROJECT MAP

ROUND 1July 1, 2016 - December 31, 2018

ROUND 2, Year 1July 1, 2017 - December 31, 2019

ROUND 2, Year 2July 1, 2018 - December 31, 2020

SMC Lead College

SWP Regional Project

27

BOARD OF TRUSTEES

Santa Monica Community College District

INFORMATION

January 15, 2019

APPENDIX A

INFORMATION ITEM 1

SUBJECT: REPORT: WORKFORCE AND ECONOMIC DEVELOPMENT

2017-18 Year in Review:

The majority of the activities in the Office of Workforce & Economic Development (W&ED) focused on the Strong Workforce Program (SWP). Currently the Office of Workforce is administering three overlapping performance years of SWP, through 2020. Inclusive of other grants and contracts, SMC’s W&ED office is administering nearly 20 million in grant funding and contracts.

Part 1: Strong Workforce Program (SWP)

To develop more workforce opportunities and lift low-wage workers into living-wage jobs, California took a bold step in 2016 to create one million more middle-skill workers. At the recommendation of the California Community College Board of Governors, the Governor and Legislature approved the Strong Workforce Program, adding a new annual recurring investment of $248 million to spur career technical education (CTE) in the nation’s largest workforce development system.

Grouped into seven areas targeting student success, career pathways, workforce data and outcomes, curriculum, CTE faculty, regional coordination and funding, this leading-edge state workforce & economic development program is driven by “more and better” CTE. The “more” is increasing the number of students enrolled in programs leading to high-demand, high-wage jobs. The “better” is improving program quality, as evidenced by more students completing or transferring programs, getting employed or improving their earnings.

This new ongoing funding is structured as a 60 percent Local Share allocation for each community college district and a 40 percent Regional Share determined by a regional consortia of colleges to focus on the state’s seven macro-economic regions. SMC belongs to the Los Angeles/Orange County Consortia of Community Colleges, which is governed by the LAOCRC. Both the Local and Regional Share require local stakeholders to collaborate with each other, industry and local workforce development boards. While 2016-17 was spent planning and preparing for the Strong Workforce Program, 2017-18 and 2018-19 focus on execution and evaluation.

SMC was selected as project lead and administrator over the Regional CTE Marketing and Innovation

Initiative, the Center for Competitive Workforce (CCW), and the CA Cloud Computing Program in partnership with Amazon Web Services (AWS), which are detailed below.

A. SMC Local SWP Initiatives1. Round 1 Local Share (FY 16-17 to be expended by Dec. 2018)- $836,172: The CTE

Committee unanimously agreed to continued investments to serve all CTE programs.These include, but are not limited to CTE marketing, professional development, new

program development, industry forums (including production equipment), facultyprofessional development, and an industry engagement/job placement center andcareer pathways.

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a. Program Highlight: CTE Marketing Round 1 Local Share: CTE faculty hasembarked on an ambitious effort to design a comprehensive ongoingmarketing campaign to highlight and promote all CTE disciplines at SMC.After much market research and cross campus collaboration, it wasdetermined that multi-year investments are needed to communicate theimportance of CTE and middle-skill career education. A comprehensivedigital marketing campaign is currently being developed with Local Share ofSWP funds that compliment similar efforts currently being executed by SMCat the regional level. Sustained investments are intended to impact andimprove CTE enrollment, completion, transfer success and job placementrates. Communicating the value of CTE-workforce programs and howstudents can obtain their short- and long-term career objectives is critical.

2. Round 2 Local Share (FY 17-18 to be expended by Dec. 2019) - $1,229,749: CTE

Committee agreed to continued investments in marketing, business engagement,professional development, work-based learning/experiential learning, new programdevelopment and maintenance, industry forum (equipment at CMD), strategy andinnovation.

3. Round 3 Local Share (FY18-19 to be expended by Dec. 2020) - $1,322,641: Will be

allocated based on CTE Committee votes at the January, 2019 CTE meeting.

B. SMC-Led SWP Regional Initiatives

1. California Cloud Workforce Project (Amazon Web Services & SMC): Through apartnership with AWS, which began under the LA HI-TECH grant, SMC CS faculty

(Professor Howard Stahl) developed new curriculum designed collaboratively withAWS Educate, with the support of subject matter experts from AWS and other LosAngeles based tech companies. The programming aims to equip students with cloud

skills needed for careers in the tech and other industries. The practical application ofskills and industry certifications necessary for entry level jobs makes a cloudcomputing program appropriate for community colleges to enhance their existing IT,

computer science, business or web design programs integrating cloud managedservices.

SMC is leading the California Cloud Workforce consortium of 19 community colleges

in L.A. funded with SWP Regional round 2 & 3 funds. SMC curriculum was shared with 18 other community colleges in the Los Angeles area and most are currently developing and implementing their Cloud Computing programs. To further develop the career pathway, each college will partner with at least one high school to fully a

develop a K-14 Cloud Computing Pathway. In Spring 2018 SMC partnered with Roosevelt High School and offered a Cloud Computing Saturday Academy for high school students. Access to these type of early college opportunities allow students to begin the career exploration process and allows students to begin obtaining hands on technical skills. SMC is currently exploring opportunities to expand these partnerships

with other local high schools.

Since April, 2018 SMC has organized several regional events to build a community of practice for the California Cloud Workforce project with technical assistance provider, Career Ladders Project (CLP).

29

2. CTE Regional Marketing & Innovation: SMC is the fiscal and project lead for all 19

colleges in the LAOCRC for Marketing and Innovation. Marketing in consumer-packaged goods companies is called brand management. The brand managementapproach to marketing is an effective way to combat competition and to protect andgrow a brand. Brand management has three essential pillars: strategy, innovation(product), and marketing. The methodology outlined in the marketing plan, mirrorsthe methodology used in consumer-packaged goods by companies like Nestle,Smuckers, Kraft, Proctor & Gamble and others to grow and protect their brands. In

recent years, for-profit schools and market driven non-profits have adopted thismodel to grow market share in education. To compete in the education landscape,community colleges need to include the other pillars of brand management: strategyand innovation. The marketing budget is broken down to allocate money across all 3pillars.

The marketing plan includes all areas of the Strong Workforce recommendations. The

following is a summary of the plan as it relates to the 7 main areas of the task force recommendations:

a. Recommendation 1: Student Success: The team will rely on coordinated

efforts with guided pathways as this topic mainly falls under their scope ofwork.

b. Recommendations 2 & 3: Career Pathways and Workforce Data and

Outcomes. These areas fall under guided pathways and/or efforts currentlyunderway at the CCW (Center for Competitive Workforce). The team willwork closely with guided pathways and the CCW on those topics.

c. Recommendations 4, 5, & 6: Curriculum, CTE Faculty, and RegionalCoordination. The focus of the plan is on recommendations 4,5 & 6. Theplan focuses on regional innovation (curriculum development and

classroom experience) with industry partners and consumer insights

included in the design process. Curriculum innovation will incorporateinsights from the strategy and market research work to ensure that newcurriculum is aligned with industry needs and consumer demand.

d. Recommendation 7: Funding. Efforts are underway to address sustainablefunding.

Most of the marketing plan will be sourced to vendors capable of delivering the brand

management model for all 19 L.A. community colleges in the LAOCRC. Phase 1 of the marketing plan is to gain a deeper understanding of the changing landscape and competitive threats through strategy work. The strategy component will allow the team to determine where innovation is necessary. Phase 1 also includes extensive market research with former and prospective students to gain an understanding of

the attitudes and beliefs towards education and the community college brand. During the fall semester, the board has been presented with consent agenda items

related to the vendor contracts to support both, the strategy work and market research, including:

a. Approval to release an RFP to source a marketing research firm.b. Strategic consulting in the area of comprehensive digital marketing

campaigns.c. Comprehensive research on the increasingly competitive education and

training space, and strategic consulting on how the Community College’straditional model and “product” offering must adapt to ensure thesustainability and relevance of open access institutions.

30

These foundational pieces are necessary prior to innovation work or marketing campaign development. Phase 2 will be informed by Phase 1 and it includes innovation work and ad campaign development (marketing). The marketing work will include a heavy emphasis on digital advertising. The recommendation for a digital approach is based on the state’s advertising results.

3. Center for a Competitive Workforce (CCW): Housed at the Los Angeles County Economic

Development Corporation (LAEDC), CCW is a partnership of the 19 L.A. regional

community colleges in the L.A. | O.C. Regional Consortium, LAEDC, Los Angeles Area

Chamber of Commerce, and the Center of Excellence for Labor Market Research at Mt.

San Antonio College. The Center’s mission is to better align supply and demand data

with labor market information, support industry-driven career education and workforce

development programs, and strengthen industry engagement across our region’s talent

development systems with the goal to train, educate and upskill a more competitive

workforce in L.A. County for the knowledge-intensive industries that will come to

dominate our economic future. This work will also address the talent gaps some

employers face, and help balance the supply of skilled graduates with the projected

demand of local employers, a balance which helps both job-seekers and local firms.

Contributing to the deployment of a powerful research program, CCW convenes

regional industry advisory councils and builds strong business intermediary systems that

will: 1) support data-based, industry validated CTE programs, aligned to the regional

economic needs; 2) knowledgeably and proficiently educate and connect students to

the skilled labor force; 3) connect colleges to regional businesses to facilitate increased

work-based learning, faculty professional development, and student employment.

C. SMC-Participating SWP Regional Initiatives

1. SWP Regional Round 1 (FY 16-17 to be expended by Dec. 2018): Funding for theregional share was competitive among the 19 L.A. regional community colleges in theL.A. | O.C. Regional Consortium (LAOCRC). All were required to submit proposals that

included other colleges that filled unmet labor needs in the LA region. SMC was ableto secure regional funding to support SMC’s Entrepreneurship, ECE/TeacherPreparation Pipeline, Energy, Construction and Utilities, Global Trade and Logistics,

Respiratory Therapy – Advanced Practice Neonatal Pediatric Respiratory Care,Radiation Technology, Cloud Computing, Graphic Design – User Experience (UX)

2+2+2, Digital Marketing, and Career Pathways programs. CTE faculty areparticipating in consortia day-to-day activities.

2. SWP Regional Round 2 & 3 (FY17-18/18-19 to be expended by Dec. 2020): Round 2 &3 of the SWP regional share were also competitive among the 19 community collegesin Los Angeles. Two program cycles were funded simultaneously. SMC securedregional funding to support SMC’s Entrepreneurship, ECE/Teacher Preparation

Pipeline, Energy, Construction and Utilities, Global Trade and Logistics, CloudComputing, Career Pathways, Business Engagement, and Advanced Transportationprograms. CTE faculty are participating in consortia day-to-day activities in the L.A.region.

*A full SWP report with program highlights for Round 1 -3 projects in these areas areforthcoming.

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Part 2: W&ED Grants, Perkins, Contracts, and Projects

A. Business Engagement and Job PlacementSMC is a major partner on one of the Regional Strong Workforce Programs focused on BusinessEngagement and Job Placement, and their impact on SWP metrics relating to wage gains, jobplacements, and placements in field of study. This project is meant to test models and sharebest practices of our partners across the consortia. SMC co-leads two work groups:

1) Private-public partnerships and

2) Technology platforms. In addition, with the use of Local SWP funds, W&ED is working withthe CTE Committee chair and faculty who have expressed great interest in developing processesand tools that support their challenges and interests in the area of business engagement. Withthese objectives at the campus and regional level, WED continues to be at the center of theconversation, developing and testing innovative ways to institutionalize the benefits of thesecritical relationships. Employers want to engage with colleges investing in the development ofcareer pathways, inform and up-skill faculty on shifting skill requirements, validate skillcompetencies, create work-based learning for students, promote joint investment in newprogram development and credentialing, and ultimately gain direct access to an industry-informed, pipeline of talent that will meet their hiring needs. W&EDs Business EngagementInitiative assists in this effort by aiming for a comprehensive relationship management processwith which to engage employers.

B. Employment Training Panel (ETP) and Industry-based Contract EducationSMC is executing its 5th ETP contract with the State of California’s Employment Training Panel,in the amount of $949,688, through March of 2020. Using these funds, SMC administerscustomized training programs that off-set the high cost of employee-based training employerswould otherwise be forced to finance and develop to maintain a high-performance workforce.SMC has trained more than 3000 employees at over 46 area companies, and employer clientsurveys have shown increases in employee productivity, process efficiencies, and overallrevenue. The ETP employer training program has also provided the opportunity for SMC facultyto provide their expertise within the context of the corporate training platform, simultaneouslybuilding the SMC brand as a premier provider of industry-based educational programming. The“up-skilling” of incumbent workers is expected to grow substantially as companies are facedwith the challenges of new digital platforms and shifts to automation.

C. Pathways - High School, Community and Industry Engagement: LA HI-TECH and beyondSMC continues to work closely with local area high schools to develop stronger K-14/16 careerpathways that lead to SMC programs and ultimately provide clearer paths to careers. This typeof collaboration and engagement provides high school students an opportunity to begin thecareer exploration process and develop a career relevant skill set, while earning early collegecredit through dual enrollment. SMC completed its fourth year in this CA Career Pathways Trust(CCPT) grant, LA HITECH, and has offered 80 dual enrollment sections in ICTE (Information,Communications, Technology, Entrepreneurship) Pathways including over 1,900 courseenrollments since the grant began. Dual enrollment courses have been offered at six area highschools, which include Santa Monica, Malibu, Beverly Hills, Crenshaw, Palisades Charter, andVenice.

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Best practices, processes, and strong high school partnerships have been formed with the support of this grant and SMC continues to find ways to continue to grow dual/concurrent enrollment early college programs. W&ED works closely with other Academic Affairs administrators to ensure high school partnership are strong and effective student support services are provided to students enrolled in dual enrollment programs. Two part-time counselors are funded work closely with high school counselors and administrators to ensure dual enrollment students are supported with counseling services including enrollment assistance, orientation, early alert, retention, and student transition planning. Dual enrollment counseling is provided on site at local high schools, including Santa Monica and Malibu High Schools.

W&ED worked in collaboration with Community Relations to develop and support the launch and pilot of the SMC Media & Tech Summer Experience geared at high school students interested in taking college courses in areas like Film, Media, Photography, Computer Science, and Cloud Computing. This concurrent enrollment opportunity attracted over 150 high school students and included opportunities for students to meet with and talk to professionals in local media and design career fields while also exploring their own career goals. These interactive Career Connection Friday events included a career counseling workshop, tour of local digital media company Awesomeness TV, a tour and IXD/UX career panel at Hulu, and a Hack Day which included workshops on data science and more.

D. Perkins IVSMC received $743,056 for the 18-19 program year. The District has maintained a strong recordof meeting negotiated targets for performance with this funding. Every program beingconsidered for funding annually must review their Core Indicators (CI) and address how the CI’swill be improved upon with Perkins funds. Data indicates that employment outcomes couldimprove across all CTE programs. Therefore, SMC leverages Perkins funds with StrongWorkforce funds to develop stronger business engagement practices. New and seasoned CTEfaculty need professional development and externships to align curriculum offerings andaddress the needs of business and industry. Centralized employer engagement is needed tofacilitate industry/college relationships, validating skill competencies, creating work-basedlearning opportunities for students, and conducting outreach to local businesses that will hireSMC talent to help their businesses thrive. Faculty professional development has beenexpanded four-fold in order to ensure faculty are ready to teach state-of-the-art skills thatstudents need to compete in the current market place. Faculty are mastering the competenciesrequired for current jobs in the regional economy, such as cloud computing, marketing,business, cyber security, allied health, ECE, sustainable tech, digital media, GTL, gaming,cosmetology, photography, among other CTE fields. Curriculum, course outlines, and studentlearning outcomes, are all revaluated and enhanced on an iterative basis, as required by thisfederal funding source.

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Council(15 Members)

CEO Executive Committee(5 Members)

Dean Resource Associates(5 Members)

College Presidents

(18 Members)

Assistant Vice Chancellor of Economic & Workforce

Development*

College Resource

Leadership Council

L.A. CountyDirector**

Orange County Director**

L.A. CountySub-regional

Council

Orange County Sub-regional

Council

OC CollaborativeColleges, WIBs, K-12, Adult Ed.,TAPs, Chambers,corporations,Business, DSNs,Industry, Economicdevelopment, etc.

L.A. CollaborativeColleges, WIBs, K-12, Adult Ed.,TAPs, Chambers,corporations,Business, DSNs,Industry, Economicdevelopment, etc.

*The LAOCRC Assistant Vice Chancellor of Economic & Workforce Development will be selected and appointed by the CEO Execu ve Commi ee.

**The L.A. and OC County Directors will be selected by their respec ve Sub-Regional Council and appointed by the CEO Execu ve Commi ee.

Governance Structure

Los Angeles/Orange County Regional Consortium

Governance StructureSeptember 15, 2016

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Final decision, Strong Workforce Plan Endorsement, Funding Allocations, and Dispute

,

oo

ooo

36

30 5

Chancellor’

y

37

strong

2 1.

LA C

.

38

–

.

.

39

STRONG WORKFORCE PROGRAM TIMELINE

2016 2017 2018 2019 2020 2021 2022July-Sept

Oct-Dec

Jan-Mar

Apr-Jun

July-Sept

Oct-Dec

Jan-Mar

Apr-Jun

July-Sept

Oct-Dec

Jan-Mar

Apr-Jun

July-Sept

Oct-Dec

Jan-Mar

Apr-Jun

July-Sept

Oct-Dec

Jan-Mar

Apr-Jun

July-Sept

Oct-Dec

Jan-Mar

Apr-Jun

July-Sept

Oct-Dec

ROUND 1 FUNDING: Fiscal Year 16/17

ROUND 2 FUNDING

YEAR 1: Fiscal Year 17/18

Year 2: Fiscal Year 18/19



40

1

LA SIM UPDATE 1.18.19

PROJECT APPROVAL SEPTEMBER 2018

Strategy

InnovationMarketing

Base Business

41

STRATEGY UPDATE

RFP Process September 2018 – November 2018

RFP Board Approval December 2018

McKinsey Kickoff December 14, 2018

McKinsey Workshop 1 December 17, 2018

McKinsey Workshop 2 January 11, 2019

McKinsey Workshop 3 January 25, 2019

MAIN TARGET: 18‐24 (63‐75% FTES served)

Category is flat 0% or declining ‐1.3% per year

As A‐G eligibility continues to rise, students are choosing 4 year “brands” over 2year brands

The 3% growth in enrollment at UCs/CSUs is likely the driver of the 3% marketshare decline in the CCC brand

UCs/CSUs have hit capacity constraints, but out of state schools are targeting ourstudents to help solve the capacity issues Will students continue to choose 4year brands even if it means leaving the state?

More 18‐24 years are going straight to the workforce (~7K per year)

WORKSHOP SUMMARY

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MAIN TARGET: Adults 25+ (25‐37% FTES served)

Category is projected to grow slightly 1%

The CCC brand has experienced market share declines due to competition and atight labor market

Despite declines for the CCC brand, fully online competitors have grown 23%‐45% inthe last 10 years and could become larger than the CCC brand in the next 4‐5 years

Competitors are growing with competency based programs and fully onlineprograms

WORKSHOP SUMMARY

OPPORTUNITIES FOR GROWTH

Retention & Retarget Convert “lapsed consumers” and bring them back to the brand

Innovation

High school diploma holders with no post secondary education

Category Growth – increase education participation rate

Innovation & Marketing

Working adults at for‐profits

Sourcing students from competitors

Innovation

Diversify Growth in a different segment: Competency Based & Skill Builder Market

Innovation

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Strategy

InnovationMarketing

Base Business

MARKET RESEARCH

RFP Process September 2018 – November 2018

Board Approval December 2018

Onboarding of research firms December 2018

Mini Kickoff 1/8/19

Regional Kickoff Week of 1/22/19

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Project Step Responsibility Timing

LRW team refresh review of Strong Work Force, Doing What Matters, Strategies from

our Competitors, and Student Survey feedbackLRW January 3‐4

Immersive in‐person kickoff meeting, confirming objectives, finalizing work plan, and

clarifying roles/responsibilities LRW/SMC 1/7 or 1/8

Phase 1 Exploratory Qualitative

Recruitment screener development LRW 1/8‐1/10

Screener review SMC 1/11‐1/15

Screener revisions and approvals LRW 1/16‐1/17

Martin Luther King Jr. Holiday (LRW Closed) LRW 1/21

Respondent recruitment and rescreening LRW 1/18‐2/1

Discussion guide development LRW 1/21‐1/25

Discussion guide walk through with moderator LRW/SMC 1/28

Discussion guide revisions LRW 1/29‐2/1

Conduct focus groups & on campus Vox Pops LRW Weeks of 2/4 and 2/11

Analysis LRW Weeks of 2/18 and 2/25

Report available LRW Week of 3/4

Phase 2a Segmentation

Survey outline development LRW Weeks of 3/4 and 3/11

In‐person survey outline walk through LRW/SMC 3/18 or 3/19

Full survey development LRW 3/19‐3/27

Full survey review SMC 3/28‐3/29

Survey revisions and finalization LRW 4/1‐4/2

Survey programming/QA 4/3‐4/12

Data collection Weeks of 4/15 and 4/22

Data processing and segmentation solution developmentWeeks of 4/29, 5/6, and

5/13

Data room Week of 5/20

Typing tool development Week of 5/27

Full Segmentation Report available Week of 6/3

Phase 2b Profiling

Survey development Weeks of 5/27 and 6/3

Survey refinement/approval Week of 6/10

Survey programming/QA Weeks of 6/17 and 6/24

Data collectionWeeks of 7/1, 7/8, and

7/15

Data processing and analysis Weeks 26‐27

Full Report available Week 28

Phase 3 Qualitative Ideation/Co‐Creation*

Concept development Weeks 27

Community setup and recruiting Weeks 27‐28

Community live Weeks 29‐31

Analysis/reporting Weeks 31‐32

Full report available Weeks 33

• RFP SubmittedSeptember 2018

• Board ApprovalDecember 2018

• Mini KickoffDecember 2018

• Competitive brandaudit & TrendsAnalysis January ‐March 2019

• Immersion EmpathyWorkshopsFebruary or March2019

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Strategy

InnovationMarketing

Base Business

MARKETING

RFPS – Strategic enrollment marketing firm (Lead Generation + CRM + Call Center)

RFP – Social Media & Creative Agency

January 2019

Contract Execution Estimated April 2019

Infrastructure Build April 2019 –September 2019

Marketing Campaign 2019 September 2019 – June 30, 2019

$2.5 million per year

Marketing Campaign 2020 July 1, 2019 –June 30, 2020

$2.5 million per year

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Strategy

InnovationMarketing

Base Business

47

POTENTIAL PARTNERS

POTENTIAL PARTNERSHIP CONCEPTS:

1. Small Business Certification Stackable Certificate

2. Design Thinking/Entrepreneurial Mindset Course(s)

3. Quickbooks certified pathways

4. Financial Literacy

5. Accounting software simulations forentrepreneurship, business and accounting courses

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POTENTIAL FOR MARKETING:

• Quickbooks has 80% market share with smallbusiness owners

• Willing to co‐brand and market the coursestogether

• Willing to send an email announcing the newcourses to their email list in LA county potentiallyreaching 80% of small businesses in LA.

INNOVATION

KNOWLEDGE

Distribution

Mastery/Support

Application

Validation (Testing or

other method)

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KNOWLEDGE“I hate textbooks”

“I hate long boring powerpointlectures!!!”

“I hate lecture!”

KNOWLEDGE

50

POTENTIAL PARTNERS

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APPENDIX

WORKSHOP 1 HIGHLIGHTS

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workforce & economic development

Documents