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 600
Basic sheet metal 1,000
Advanced manufacturing, structures and sheet metal 1,000+
Composites 100
Avionics and electrical 150
Interiors, fabrication and paint 100
Information technology, CATIA and SAP 600
Project Managers 300
Inspection, examination research and development 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.

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 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 Workforce Alliance KTTI SCTE&TA Wichita State KITE Community
Education Commission University Colleges

Butler Community
Workforce Solutions Jabara Campus 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.

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 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.

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

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

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.

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 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.

2 — Wichita Area Technical College.

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.

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 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 “business-
driven” model of technical training.

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 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

4 — New leadership.
Resources from all entities will play an integral role in the day-to-day operations, the develop-
ment 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:

Board of Sedgwick Board of Regents

County Commissioners

The Board

Executive Director, CEO and President

Workforce Development WATC

Training at Jabara Campus Vice President,

WATC—managing partner WATC Operations
WSU, KITE partners and
other providers

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 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.

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 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.
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 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.

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 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 infor-
mation 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.

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 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 in place

2 — Wichita Area Technical College strategic review with new board and
leadership
(present to February 2007)

3 — One governance approval by existing boards and

Board of Sedgwick County Commissioners
(November 2006)

4 — New leadership structure in conjunction with change of

governance
(November 2006)

5 — Business-Approved Program Development as part of strategic planning and current

and Instruction program development initiatives, with
initial emphasis on aviation and
manufacturing
(December 2006 to June 2007)

6 — World-class facility Construction documents (Jan. to July 2007)

Bid for construction (Aug.to Sep. 2007)
Construction (Oct. 2007 to Jul. 2009)
Opening (Aug. 2009)

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.
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