1. How does Career Clusters help the CTE system move toward seamless education for students?
It provides the framework for making the connections for what happens before and after students enroll in our CTE programs. It also provides pathways to work and postsecondary education that are built upon nationally validated core academic and technical knowledge and skills. These pathways provide avenues for students to not only move upward in a traditional career ladder but also horizontally to customize the acquisition of skills to provide maximum flexibility of opportunities.

2. The funding formula for tech schools seems to be one of the largest stumbling blocks. How do we address this?
Under the current budget request, we are asking for $3.5 million for comprehensive schools to help begin to equalize program funding. We also have a committee working on equalizing funding for technology centers.

3. Should retraining the workforce be a priority for everyone?
Retraining the workforce has to be a priority. We also have to provide guidance on availability of jobs, how to locate jobs, and to provide skills for incumbent workers.

4. How can we extend the school year to take advantage of the expertise we have in our teaching staff?
We have to follow the school year set by the comprehensive schools. However, there are opportunities to offer courses year-round. We need to take advantage of those opportunities and to work with technology centers on alternative deliveries.

4A. What is being done in the way of advertising to promote the ODCTE to the general public?
As a state agency we cannot purchase advertising. However, our Communications and Marketing Division has developed a comprehensive plan to promote CareerTech through a variety of ways, including news media releases, newsletters, and special promotional pieces such as Champions. In addition, 26 technology centers are part of a statewide initiative to promote services to high school students and business and industry. This campaign includes newspaper ads, radio spots, billboards, and direct mail.

The Communications and Marketing Council, comprised of professionals from technology centers and agency staff, also is working on an anniversary event, updating success stories and ways to communicate the benefit of technology centers to entire communities. Our Communications and Marketing Division has several useful tools, including a complete speaker’s kit for anyone to use.

Communications and marketing is about developing relationships with those we serve. Therefore, everyone who believes in the value of CareerTech must become a “champion” of what we do.

Diversity

5. At one time CareerTech implemented a staff program to bring diversity to management positions. Will this be a priority in your leadership?
Diversity in the workforce is important. We need to find ways to incorporate diversity not only in management positions, but also throughout the system.

De-Annexation

6. Will Perry and Eufaula start a statewide trend?
We hope not. We are putting together information to educate people in those communities about the quality of technology center services. Our message needs to be that technology centers provide services to secondary students, business and industry, and adults. The services provided impact more that just high school students. However, we are looking at how we can provide better services to secondary students. We also must be improving our relationships between secondary schools and technology centers. It is not just the job of the counselor or superintendent. We all must work to improve services and develop new programs.

E-learning

7. There is a lack of understanding of about producing E-learning among some CareerTech employees and customers. How do we insure quality?
E-learning is more complicated than it seems. We are working on developing curriculum that is compatible with E-learning. It must be of value to our system and to those who teach.

EDGE

8. What do you think about Governor Henry’s EDGE Proposal? How will it effect CareerTech funding?
The Governor’s EDGE proposal is far-reaching and ambitious. The report contains recommendations for services we already provide. We have communicated that to the governor and to those in charge of this initiative. We must continue to let Oklahomans know how important CareerTech is to the economic development of this state.

9. What is the role of ODCTE? Is it a regulatory agency or a service agency? Is it clearly defined?
It is both and much more. Our job, at times, requires us to be a regulatory agency because we are dealing with accountability and oversight. We do, however, provide services to many stakeholders. We will be both. Systems and Data Collection

10. We need consistent data elements though the system, travel codes, travel costs, etc.
We do need consistent data elements. That is one of the reasons the state identified People Soft for purchasing and personnel information.

11. How can we keep on the ‘cutting edge of technology’ when our agency is behind high schools and tech centers technology?
That is difficult. Choices will have to be made during the next several years on acquiring new equipment in line with all other requests. We will be developing a strategic plan, which will help us identify our priorities and be a guide in this area.

12. How do we maintain accurate data collection when there may be several databases holding the same record?
We have to eliminate the number of databases holding the same record. We need to combine those so that we have one database from which to pull.

13. How can we keep or attract qualified people?
We are talking to Deloitte and Touche to update a compensations study conducted in 2000. It simply is not about grades. It is about the quality of work, the work priority, and how compensations relate to other jobs.

14. We do not have enough people to implement Oracle projects. The consultant says we need 20 people working on this, and we have 3 part time. What do we do?
We had no choice but to implement Oracle. We will be using our strategic plan to identify the most critical needs and filling those positions in all areas of work.

Summer Conference

15. In light of what has happened to ACTE, is it possible that Oklahoma will look at further streamlining?
It is possible. We have already cut out many things and will continue to do things differently. We are beginning summer conference planning in February. We will not print our agenda book. It will be available online.

Technology Centers

16. Should an area school be allowed to appoint a new director without opening up the position? This is obviously going to lead to further ridicule and embarrassment.
Local boards at technology centers make decisions regarding hiring superintendents. The boards are responsible to the people who elect them. Our agency does not have authority over those decisions.

17. How do we educate the public about our authority or non-authority over Tech Centers?
We have limited authority over technology centers. We have asked for more control in some areas, such as the ability to call for investigative audits. This requires legislation. I believe there is support for this type of legislation.

18. How can we establish a work year that reflects how the business world operates?
Because we serve a diverse population, we must select the best working relationship for all our customers.

19. Can cooperative agreements be standardized?
We hope in the future to develop a standard agreement with higher education. This is difficult because each college is different. We will continue to work on this.

ACTE

20. Will ACTE’s financial problems impact Oklahoma?
(Answer provided by Janet B. Bray,CAE, executive director, Association for Career and Technical Education)

The ACTE headquarters building is owned by the association. We have no full time maintenance staff to take care of the building, although there was such a person many years back. As membership and other sources of revenue declined, this position was eliminated. ACTE has a full time mail room manager and print shop manager who share the responsibility for the building upkeep. In addition, facilities management is part of the job description for the Senior Director of Finance and

Administration
The monthly costs to maintain the building are actually very low for the Washington, DC area. It costs us about $22,000 per month. This includes the office cleaning service, trash pick up, water and sewage costs from the city, electricity, security system, maintenance contracts for the elevator, heating and air conditioning systems, and telephone systems. In addition we have costs for snow removal, fire inspections (required) and city taxes.

The ACTE building is four floors. The first floor is simply a lobby area with the receptionist and some storage space. ACTE occupies the 2nd and 3rd floors of the building. We lease out office space on the fourth floor. This floor also includes the conference room and kitchen. We also rent out our parking lot in the evening to a restaurant that is next door.

ACTE is fully leased out and realizes $88,870 in lease payments. At one time, ACTE occupied almost the entire building. We have reduced the space utilized as our staff has been reduced.

There are two very "simple" reasons for the financial situation ACTE is currently facing. First, the association is heavily dependent on the annual convention income (45% of budget). The Board has been taking steps the past two years to reduce this reliance, but not all activities have been finalized or put into place. Orlando in December 2003 was 70% of budget resulting in a loss of over $800,000. This low registration number also resulted in our not meeting hotel room blocks and this put into effect penalties of close to $500,000. This leads to the second reason. ACTE has always put all its revenue back into programs and services for the members. The association has not saved for the "rainy day." Again, the Board had begun to address this issue, but the catastrophe hit before a reserve could be built. There are no investments to cover the shortfall.

I appreciate the questions and thank you for your support. Please know that the Board and staff of ACTE are working hard to correct the symptoms that led to the fiscal crisis and we resolve to never let this happen again. The confidence and faith of the members has been very gratifying.

Please let me know if I can provide further information.