Technical Education in Sedgwick County Charting a New Course

Sedgwick County Technical Education & Training Authority November 14, 2006

Aviation Provides Kansans Jobs
• • • • • 3,179 aviation and manufacturing businesses in the state 36,500 aviation jobs in Kansas An additional 2.9 jobs are created for every aviation job 142,350 jobs are supported by aviation directly and indirectly Critical need for aviation workers to meet business demands

The Need: Sedgwick County and Kansas have a rich aviation history, because of pioneers like Octave Chanute, Clyde Cessna, Walter and Olive Ann Beech and Bill Lear. Their vision has helped make us the general aviation manufacturing center of the world. Today, we are still very fortunate to have a strong aviation manufacturing presence, with Spirit AeroSystems, Inc., Boeing Integrated Defense Systems –Wichita, Cessna Aircraft Company, Raytheon Aircraft Company and Bombardier Aerospace Learjet, Inc. In addition, we have hundreds of businesses providing aviation supplies, materials and services in support of those large manufacturing firms. But, we have a workforce crisis in our community, region and state. • Declining workforce population • The aging of the “baby boomer” generation • An increasingly competitive global economy The result is fewer employees in the workforce and—for those who remain—a gap between the skills they have and the skills businesses need. The Numbers: The need for trained workers in the five major aviation companies over the next 12-15 months is staggering:
Machining and tooling Basic sheet metal Advanced manufacturing, structures and sheet metal Composites Avionics and electrical Interiors, fabrication and paint Information technology, CATIA and SAP Project Managers Inspection, examination research and development 600 1,000 1,000+ 100 150 100 600 300 300

And, the demand for these same high-skilled positions is also very high in the supplier companies. It is expected that we need at least 5,000 skilled workers now, and the demand will require an additional 1,000 trained workers each year for the next 10 years.

1

Business-Driven Training Needed
• Aerospace manufacturing and its wages have powered this region’s economy for decades, exporting products world-wide, generating new wealth and creating additional jobs. 80% of our manufacturers indicate a shortage of qualified workers. Other locations, like Michigan, New Mexico, Georgia and China are trying to lure our companies away.

• •

Recognizing a need for change. Unfortunately, we are behind the curve in matching technical education programs to the aviation industry’s changing needs due to enhancements in technology and process/ design changes and improvements. Skills must change to meet new job demands. And, a system needs to be in place to be flexible to respond to the changing skills needs. There have been efforts in our community to address this critical problem.
Kansas Technical Training Initiative (KTTI): KTTI is a non-profit public/private initiative, with a focus on aerospace technician training. KTTI was formed to identify opportunities to enhance technical training to meet the growing demand for highly skilled aviation and aviation-related jobs. Kansas Institute for Technical Excellence (KITE): KITE is a non-profit organization that contributes to the economic development of the state of Kansas by engaging stakeholders in education and training that produces a world-class workforce. Partners in KITE include: Butler Community College, Cowley Community College, Hutchinson Community College and WATC. Sedgwick County Technical Education & Training Authority (SCTE&TA): Created by the Board of Sedgwick County Commissioners to oversee all local technical education, including the Wichita Area Technical College. There are three priority areas to address: 1) World-class facility and delivery system; 2) One-stop solution for customized training; 3) Demand data gathering on industry trends and needs.

All of these efforts have helped to raise awareness of the critical need in our community and initiate first steps for an improved system. Most recently, a “pilot program” for a collaborative sheet metal training program was implemented, but it fell short of business expectations. Problems still exist regarding the quality of training and the actual business skills needed. Sweeping change is needed now. Providing poor quality training is not an option, as the direct impact is damaging to our companies and to our community’s long-term economic viability.

2

Business-Driven Training Needed
• • • In 2005, Wichita area companies delivered 55% of all general aviation aircraft built in the US and 44% of global aviation deliveries. Kansas aerospace manufacturing wages total $2.37 billion per year and are expected to reach $5.52 billion annually in 10 years. An anticipated demand of 12,000 aviation replacement workers is looming, with an estimated 40% of Wichita’s workers being retirement-eligible in the next 5 years.

The Current Situation

There are many entities involved in the delivery of technical education. Each has its own role and brings different perspectives about how we approach technical education in our community and region.

State Administration

Federal Government

State Legislature

Sedgwick County

Kansas Board of Regents

Kansas Technical Education Commission

Workforce Alliance

KTTI

SCTE&TA

Wichita State University

KITE

Community Colleges

Workforce Solutions

Jabara Campus

Butler Community College Cowley Community College Hutchinson Community College WATC

Technical Education & Training Programs

While there are clearly many players in the delivery of technical education, the system is filled with opportunities for improved efficiency and effectiveness, and the creation of a streamlined delivery model.

3

Aviation Industry Trends
• • • Today’s world fleet of commercial aircraft is expected to double by 2024. Delivery of about 9,900 new business aircraft from 2005-2015 is forecasted, including record-breaking deliveries of 800 aircraft in 2006. While the demand for aircraft world-wide is growing, the supply of skilled workers is decreasing.

Streamlined system.

The common goal from the work of all of these entities is to improve the delivery of technical education. However, the segmented approach is not moving the project forward in a timely manner. Reducing duplication of efforts and bringing together all the resources of these entities into one planned approach will help our community reach this goal. Streamlining the process and making it simple for both businesses and students is the key.

Changing the Training Model — immediate need.
1 — Accessing the system 2 — Wichita Area Technical College 3 — One governance 4 — New leadership structure 5 — Business-Approved Program Development and Instruction 6 — World-class facility

There are 6 essential components that must be addressed to begin the process for change:

1 — Accessing the system — (in place):
Making it work for business.
The one-stop shop of “Workforce Solutions” is that simple solution. When businesses need trained workers or need a training program to meet new demands, they make one call. The Workforce Solutions model, a collaboration of the Kansas Department of Commerce, Workforce Alliance of South Central Kansas, Wichita Metro Chamber of Commerce and Sedgwick County Workforce Development, is that one-call. Businesses don’t have to call around to find out who can meet their customized training needs or where they can get help. They use Workforce Solutions — the partners on this initiative then do the behind-the-scenes work to identify the training programs, potential funding resources and providers.

Making it work for students. The One-Stop Workforce Centers make it easier for students to access training and information about employment opportunities. Jobseekers want a simple process that will help them get the skills they need to be employable. And, fortunately, we have high-wage jobs that need to be filled. Again, it’s about getting people skills to get into jobs, and filling critical job needs that businesses have.
4

Aviation Industry Trends
• • • Today’s world fleet of commercial aircraft is expected to double by 2024. Delivery of about 9,900 new business aircraft from 2005-2015 is forecasted, including record-breaking deliveries of 800 aircraft in 2006. While the demand for aircraft world-wide is growing, the supply of skilled workers is decreasing.

The Wichita Area Technical College (WATC) has provided vocational technical education in Sedgwick County for over 40 years. In recent years, it became clear that WATC could no longer provide the needed training for the aircraft industry and keep up with the demand of the future. However, WATC has a strong foundation and is essential to the delivery of programs to meet these training needs in the future, along with other educational institutions. Clearly, changing the mission of WATC and conducting a strategic review of programs is critical to identify the best use of resources to meet current and future training demands. It is proposed that WATC establish a “workforce development focused mission to serve the short-term and long-term needs of businesses in the region.” The short-term needs have been identified as aircraft and manufacturing training needs. Other training programs outside this arena should be reviewed using a cost-benefit analysis, as well as industry projections for the future. We know that healthcare and information technology are also industry sectors that require specialized workforce skills, and the demand for qualified workers in these areas is growing as well. With WATC’s continuing focus on “business-driven” and “market-driven” needs and training opportunities, the College can be positioned to become a nimble, responsive, world-class technical education institution to serve our community and region, and become a model of service delivery for the state.

2 — Wichita Area Technical College.

5

Top Strategic Community Priority
• Visioneering Wichita, comprised of more than 16,000 regional citizens, identified the need for a skilled and available workforce to be a top strategic community priority: “Provide technical education to ensure a skilled workforce and competitive skills training for companies adding or relocating jobs.”

3 — One governance.

Presently, there are several entities focusing on how best to address technical education in our community, each coming at a solution from a different angle. In order to be more efficient and focused, it is proposed that combining the leadership team from all boards into one governing body will help to streamline the process, while maintaining the stakeholder involvement from all entities. This one, unified effort brings a strong business voice to the table, focused on continuous improvement from WATC and provides for a structure to be in place while the State of Kansas considers restructuring solutions for technical colleges across the state. Membership of WATC, KTTI and SCTE&TA would form one new governing body, charged with the governance of WATC and the vision and future implementation of business-driven technical education for Sedgwick County. Currently, many of the members of these existing boards spend significant amounts of time in meetings and on board-related issues, in addition to their respective business responsibilities. Streamlining the board would provide for a better, efficient use of their time and a more focused approach to the short-term and long-term technical education solutions. It is proposed that the Board consist of representatives from aviation, manufacturing, general business, healthcare, information technology and government. Representation from these areas will continue to emphasize the “businessdriven” model of technical training.

6

Aviation Provides Benefits to Kansans
• • • Aviation jobs are high-paying jobs. Average aviation manufacturing wage: $57,835 (Average service industry wage: $26,750) Aviation-related economic impact for Kansas: 2005: $5 billion 2006: $8.9 billion 2015: $13 billion

Resources from all entities will play an integral role in the day-to-day operations, the development of business-approved programs, and the creation of processes that allow for flexibility for future technical education needs. WATC leadership will be enhanced to allow sufficient capacity to focus on the urgent needs of the aviation industry, while at the same time, enhancing other training programs. The Workforce Development needs of 1) world-class facility/delivery system; 2) one-stop solution for training; and 3) demand data gathering will also be addressed in order to continue to improve the entire technical education system in our community and region. It is proposed that this leadership be set up as follows to streamline technical education:

4 — New leadership.

Board of Sedgwick County Commissioners

Board of Regents

The Board

Executive Director, Workforce Development

CEO and President WATC

Training at Jabara Campus WATC—managing partner WSU, KITE partners and other providers

Vice President, WATC Operations

7

Business-Driven Training Needed
• • • • Flexible training programs help businesses respond to industry changes Training gives employees skills for high-paying jobs When companies have access to skilled workers, it prevents them from leaving our community and state A skilled workforce gives our south central region and Kansas a vibrant economic future.

5 — Business-Approved Program Development and Instruction.

To meet present and future job needs in the aviation/manufacturing sector, training programs have been identified for curriculum development and implementation: Sheet Metal Airframe and Power Plant Manufacturing Certificate (CAD, CNC, aircraft painting, robotics, materials and processing, electrical, machining) Assessment & Testing Avionics Aircraft Completion Composites Manufacturing Interiors Installation Non-Destructive Testing Business input for curriculum development and instruction is critical to assure that the programs are providing needed skills to meet industry job needs. For each training program, a model “team” will be utilized, bringing together educational entities who can deliver the training and business representatives who know the current job needs. Loaned professionals from the aviation and general manufacturing industries will be designated as “subject matter experts” to ensure that the programs are business-approved and that students are employable upon completion. These programs will be incubated over the next two years, using the A&P program model, which was established through a partnership of KTTI and Cowley College. Other WATC programs will also go through a model of “curriculum review,” using business partners and industry need trend information to identify those programs that may be obsolete, may need revision or may need to be added to the WATC program offerings. In addition, we need to consider where duplication of programs may be reduced, in order to make better use of resources and to allow for specialization in critical demand areas. WATC accreditation will be supported throughout these processes, to assure that the organization meets and exceeds all educational requirements. In addition, WATC will be positioned to play a role in future structures that may be determined by the State of Kansas or for the region.

8

Investing in Jobs:
• • • “Availability of skilled labor” is ranked in the top 3 most important factors for businesses planning to expand or relocate. Today’s manufacturers are facing a shortage of skilled workers that will surpass any previous “labor crunch.” Investing in a world-class technical education facility and system will allow our region to compete and win in the global economy.

6 — World-class facility.

Sedgwick County has approved funding for a new, world-class technical education attendance center at Jabara Airport to support the aviation/manufacturing industry cluster. With its enhanced reputation for delivering business-driven training, WATC will become the managing partner of the facility . However, other educational institutions will also be used to provide specific training courses in their fields of expertise. The Jabara campus project will include facilities for Aviation Technology, Advanced Manufacturing and Career Development/Assessment. Again, based on the “business-driven” model, aviation employers said it is important that the Jabara solution: • Be “world class” rather than measured by local or regional standards • Attract students and qualified candidates to the community • Be one of the top places students want to go and stay to build a career • Provide interactive hands-on training with the latest equipment • Include dynamic curriculum that matches the industry’s latest needs • Provide employers and students with a “one-stop” place for all training needs Currently, intense programming sessions are being conducted to identify the requirements for space, unique facility needs, and specialized equipment for the various aviation/manufacturing related training programs. Stakeholder input from various aviation/manufacturing companies (both large and small) will be part of the final solution. It is envisioned that the Jabara campus will provide students with an environment that represents the work environment, to help them best be prepared to start work. Other objectives of the Jabara campus project include: • Renew interest in the aviation industry, to include A&P mechanics and avionics • Develop interest of high school students as an avenue for post-secondary education and career development • Create a seamless career track for students • Facility should feel like a “business center” (not an education institution) • Integrate computer technologies throughout • Provide short-term courses developed to specifically train for certain skills (ex, troubleshooting, electronic controls, test/certification prep) Funding from federal, state, and local governments and private entities will make the Jabara facility fully operational by 2009.

9

A Community Solution

The workforce challenge impacts all of us. Developing a solution has been the work of our community and region’s businesses, local governments and educators. Investments at the local, state and federal level, as well as private funding are critical to our success. We must continue to strategically change how we attract, retain, access and train our workforce capital. It’s about jobs. It’s about our future.

Mid-Term Goals.
The focus throughout this transition should stay on assuring training to meet business needs and the construction of the world-class Jabara campus. Some of the “critical need” items can and should occur immediately, such as the change of governance and leadership. Others, such as the program review and curriculum development, will be ongoing. And, there are other opportunities that can be explored as “mid-term goals.”

The State of Kansas has a “Kansas Technical College and Vocational School Commission” (KTCVSC) that will continue working through 2007 on recommendations for the future of technical education in Kansas. This group, as well as the 2007 legislative session, will allow us the opportunity to share our plans for meeting job needs through technical training. To meet the need of the Jabara campus project feeling like a “business center” rather than an educational institution, we should spend time researching those aspects (including name) that will attract and appeal to students. Development of a branding/marketing plan that emphasizes the value is critical so students are ready to fill seats in programs. Building capacity for program instruction. There is simply a great demand for a range of training programs, just in the aviation/manufacturing arena, that WATC cannot manage alone. We must work through establishing those partnerships to assure that training demands are met, rather than worrying about turf issues. After hearing the KTCVSC recommendations and nearer to the opening of the Jabara campus facility, a structure/program review will be conducted to align our community’s technical education system with the needs of business, changes proposed at the state or other needed enhancements.

10

What does this mean to Kansans?
• • • Gives citizens opportunity to be prepared for high-paying jobs Gives businesses what it needs to be successful Gives Kansas a vibrant economic future.

Aviation is important to Kansas.

Long-Term Vision.

Other industry clusters will have job demands and training needs as well. We know that information technology, health care and construction technology are just few areas that have a great need for trained workers. The long-term vision is to create a system of technical training that: • Provides relevant technical education with standardized curriculum • Assures students are prepared for the workplace with appropriate skills • Has business-led oversight and coordination • Regional, collaborative approach to the delivery of training • Minimizes duplication of programs/courses • Provides weighted funding for technical education to recognize the added costs associated with the delivery of the programs While there may be opportunities for merger of community colleges and technical colleges in the future, we stand prepared to work with the Kansas Technical Colleges and Vocational Schools Commission and legislators to create a system that best utilizes public dollars while assuring that business needs are being met. The changes made as part of “immediate need” will help us take care of our community’s most pressing and urgent needs, and draw upon the resources in our region, as the economic dependency on our aviation-related companies is recognized regionally. As well, we need to build on the success of our aviation cluster. Our community is fortunate to have a world-renowned aviation research center, National Institute for Aviation Research (NIAR) at Wichita State University. We must build a relationship and tell the story of how powerful it is to companies to have aviation research and a aviation training facility at their fingertips — again, an economic development opportunity and driver to grow and attract businesses to Sedgwick County and our region. We also know that changing technologies with advanced materials and composites will change manufacturing in the future, requiring us to change how we deliver training. We have the opportunity to provide a winning combination of research, training and manufacturing for the aviation and aviation-related industries right here in Sedgwick County and our region.

11

The Future of Aviation Training in Kansas. • • • • Flexible Business-Driven High-Tech World-class

Meeting critical business needs now and in the future.

Summary.

It is clear that there are many decisions about how best to proceed on a state-wide basis. It is also clear that if we do nothing now, we stand to lose business, which means we stand to lose jobs. “Immediate Need” strategies & timeline —
1 — Accessing the system 2 — Wichita Area Technical College in place strategic review with new board and leadership (present to February 2007) approval by existing boards and Board of Sedgwick County Commissioners (November 2006) in conjunction with change of governance (November 2006) as part of strategic planning and current program development initiatives, with initial emphasis on aviation and manufacturing (December 2006 to June 2007) Construction documents (Jan. to July 2007) Bid for construction (Aug.to Sep. 2007) Construction (Oct. 2007 to Jul. 2009) Opening (Aug. 2009)

3 — One governance

4 — New leadership structure

5 — Business-Approved Program Development and Instruction

6 — World-class facility

We have the opportunity to invest in our economic future. We must seize that opportunity or seriously risk our future economy. Our unified approach will help us retain our strong-hold as an industry leader in the aviation/manufacturing industry, and keep an eye toward the growing needs in other industries as well. The winning combination is a highly-skilled and highly-paid workforce that continues to contribute to the Kansas economy.

12

Sign up to vote on this title
UsefulNot useful