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Leverage Business & Education Partnerships: Innovation in Tough Economic Times DONNA DEEDS EXECUTIVE DIRECTOR BLUE VALLEY CENTER FOR ADVANCED PROFESSIONAL STUDIES

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Leverage Business & Education Partnerships: Innovation in Tough Economic TimesPresented to the Association of Metropolitan School Districts in Minnesota on 1/17/12.

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Leverage Business & Education Partnerships: Innovation in Tough Economic Times

DONNA DEEDSEXECUTIVE DIRECTORBLUE VALLEY CENTER FOR ADVANCED PROFESSIONAL STUDIES

Overview of TodayLeverage Business and Education Partnerships: Innovation in Tough Economic Times

Overview of program + principles

Rethinking Business Partnerships

Case studies

Your questions + insights

Donna DeedsExecutive Director, BVCAPSHybrid Careerist

Every decision we made had to answer the question...Does this look like a high school? Would you see this in a high school?

If so, we made a different decision. 

“”

My path

Blue Valley CAPS is an example of how industry and our educational system can work together to produce authentic, personalized learning experiences that prepare the next generation of professionals for 21st century opportunities.

7

2006 2007 2008 2009 2010 2011 2012

Charge from Superintendent + Research

“provide unique student learning opportunities that currently do not exist in the school district”

Feasibility Study

Presented the idea of a “Center Based Program”(CBP)

Search for Exec. Director starts

Facility programming workshops commence

Full program implementation in facility

Received:Edison awardNSBA Citation

Introduction ofBusiness Acceleratorprogram/space

Evolution and sharingof program

Immersion at partnerhost sites

Program refinement,strand development

Facility construction commences

2013

Blue Valley CAPS Timeline

1 { Focus on cross-pollination

2 { Liberate yourcurriculum

3 { Free yourinstructors

4 { Redefine + value skills

5 { Set the stagefor innovation

program model, mentors, clients

prototyping, real products, responsive

collaboration, facilitation, professional growth

experience, skills, attributes, “clients”

design, create spaces, flexibility

The fiveCAPSpillars

1 2 3 4 5

Focus on cross-pollination {

Break out of school

Re-allocate resources

Embrace possibility

Tap the untapped

The education innovation cycle

Schools are creating students to act in a

fictitious world.

Break out of school–look outside.

PeopleProcessesSpaces

Cross pollinatorsdraw associations and connections between seemingly unrelated ideas or concepts to break new ground.

1 2 3 4 5

Liberate your curriculum { Rapid prototype

Build on partnerships

Tools + clients + products

Look to the future“end users”

Form dynamic, heterogenous group

Create thoughtful curriculumfeedback loops

Rapid PrototypingOverview

CAPS Rapid Prototyping Curriculum Development©

STEP 2, 5 & 8:

Prototyping Team

a. Industry, university, HS experts

STEP 3 & 6:

CAPS

Curriculum

a. Roadmapb. Prototypec. Course syllabi

STEP 4:

Feedback

Loop One

a. External Field Experts

STEP 7:

Feedback

Loop Two

a. External and Internal Stakeholders

STEP 9:

Final

Curriculum

and Course

Design

a. Field Test

1st OUTPUT

2nd OUTPUT

3rd (Final) OUTPUT

OU

T FOR

1ST R

EVIEW

OU

T FOR

2N

D REVIEW

BA

CK

FOR

2N

D REVISIO

N

BA

CK

FOR

1ST R

EVISION

APPROVED

STEP 1:

Input

a. CAPS Advisory Board

b. Economic and Industry Trends

c. Student Interestd. Effectiveness Data

HUMAN SERVICES

ENGINEERING

BUSINESS, TECHNOLOGY & MEDIA

BIOSCIENCE

CAPS AREAS OF STUDY

www.bvcaps.org

Real tools, authentic projects, + working spaces.

1 2 3 4 5

Free yourinstructors { Shift your hiring paradigm

Diversify staff

Cultivate DRIVE

How do companies attract talent?We asked:

100%hold advanced degrees

85% 41+

15

have business

experience

professional certifications earned

average years of teaching experience

75%have spent time working in BV High Schools

22%straight from their field of expertise

ER Doctor Retired corporate executive

Sport medicine professional

Mechanical engineer

Diversify staff

Lawyer

Cultivate a driven team.AUTONOMY MASTERY PURPOSE

1 2 3 4 5

Redefine + value skills first { Identify skills

Redefine assessment

We asked:

“What is important for early career success?”

Identify and vet skills

✓ Black and Veatch✓ H & R Block✓ Sprint✓ Freedom Bank✓ KansasBio✓ Bayer CropScience✓ University of Kansas✓ DLR Group✓ Garmin✓ LeaderFuelNow✓ American Century

1 2 3 4 5

Set the stage for innovation { Break down walls

Shape + own space

Space to accelerate

You need designers who understand education.

Planning an Accelerator

Tom Stat from the Edison Awards led a collaborative visioning charrette for the new accelerator.

Early Accelerator Sketches Diversity of spaces and transparency to thecore of the building/Innovation Atrium.

Accelerator entrance

Accelerator entrance

Rethinking Business PartnershipsREDEFINITION EVOLUTION HOW TO START DASHBOARD

BIOSCIENCE BUSINESS HUMAN SERVICESENGINEERING

Business Partners

How does business get involved in schools?

volunteers

career day

internships

job shadowing

sponsorship

program creationstaff developmentcurriculum creationlegal servicesstudent evaluationin-kind/monetary investments

a mutually beneficial relationship between different people or groups

symbiotic

an ongoing investment of people, time, or resources that is able to be maintained and nourished over time

sustainable

bring the different elements of (a complex activity or organization) into a relationship that will ensure efficiency or harmony

coordinated

a diverse relationship having many sides or aspects

multi-faceted

Business/Institutional/ Community

Partnerships

Why do business get involved in schools?

Kids in the districtAltruism/VolunteerFree talented laborTrying out while recruiting future employeesWorkforce development / economic developmentMotivation/retention of their employeesPositive PR for company“I had a mentor, want to give back.”Image of innovation in educationBrand enhancement and visibility

Business Partnership Evolution

Feasibility Study &Community Research

Economic Research &Emerging Markets

Needs &Network Exercise

Future SkillsInterview

Rapid PrototypingCurriculum Development

Curricular &Co-curricularInvolvement

Program Investment/Other Partnerships

1 2 3 4 5 6 7 8

Facility &Program Advisory

$

Economic Research &Emerging Markets

Needs &Network Exercise

Where to start in yourcommunity?

Emerging Markets & Evolution of Industry

Networks,Relationships,

& Social Capital

Start here.

Where to start in yourcommunity?

Economic research

Economic Research &Emerging Markets

Needs &Network Exercise

1. Review your local and state chamber of commerce to understand the trends for current and future economic development.

2. Examine your local employers to see who is having a hard time filling positions due to a lack of workforce talent and/or the bandwidth of a talent pipeline.

Where to start in yourcommunity?

Network research

Get out your post-its

Economic Research &Emerging Markets

Needs &Network Exercise

1.       List the business connections that your superintendent and board members have.

2.       Examine and list the businesses that your most positive/advocates parents work for. 

Look to your local industry leaders and simply ask:

What should we be teaching our students?

CENTER FOR ADVANCED PROFESSIONAL STUDIES

BLUE VALLEY

It all starts with an open, authentic conversation.

If relationships are at the center of what you do,

re-allocate resources to it.

DonnaExecutive Director

Principal, Corporate Executive, Entrepreneur, District Office Administrator

JonBusiness Relations 31 years of executive sales with General Electric, Deep network of relationships

ChadDirector

  Assistant principal,

Virtual School administrator, 21st Century Programs

Magnet school administrator

Leadership Team

Rethinking Business PartnershipsREDEFINITION EVOLUTION HOW TO START DASHBOARD

CASE STUDIES

Overall CAPSBioscienceBusiness

EngineeringHuman Services

Speakers &Instruction

ClientProjects

Influencing curriculum

Employee mentoring

Facilities

MonetaryInvestment

Equipment/Supplies

ProfessionalDevelopment

1

2

3

45

ParentAlumni

Partner/DescriptionBusiness Partnership Dashboard

Discreet Ongoing

Individual Firm

Trust/Maturity

20##

Rethinking Business PartnershipsCASE STUDIES

Hometown Business

Global Headquarters

Local HS Involvement

Global Headquarters

Board MemberExisting local mentor

CEO Instructor & client projects

Mentor pipeline & second home

Curriculum creator & program starter

Hometown Business

Local HS Involvement

CEO Instructor & client projects

This program's unique approach has effectively transformed business education at the middle and secondary school levels by transcending the false walls that have typically existed between the worlds of commerce and academia....

We now view this as a legacy project, and we look forward to each new class as we welcome additional students to an experience they will never forget–their first real business venture!

“”

Speakers &Instruction

ClientProjects

Influencing curriculum

Employee mentoring

Facilities/Hosting

MonetaryInvestment

Equipment/Supplies

ProfessionalDevelopment

1

2

3

45

CASE STUDIES

CEO Instructor & Client Projects

Global Headquarters

Board Member/Parent

Mentor pipeline & second home

Failure is an option.

The CAPS engineering program teaches students what to look for and how to solveproblems. Students are challenged to see if their teacher’s presentations make sense and to think for themselves. CAPS recognizes that getting the right answer is only half the goal. There will plenty of time to refine their skills in college to get the right answers. To explore and fail is simply motivation to discover andsucceed.

“”

Global Headquarters

Board Member/Parent

Mentor pipeline & second home

Speakers &Instruction

ClientProjects

Influencing curriculum

Employee mentoring

Facilities/Hosting

MonetaryInvestment

Equipment/Supplies

ProfessionalDevelopment

1

2

3

45

CASE STUDIES

Mentor pipeline & Second home

Global Headquarters

Existing local mentor

Curriculum creator & program starter

Garmin has worked with Blue Valley CAPS to provide industry insight into current technologies, and to promote the teaching of skills that are important in today’s technological world.

“”

Speakers &Instruction

ClientProjects

Influencing curriculum

Employee mentoring

Facilities/Hosting

MonetaryInvestment

Equipment/Supplies

ProfessionalDevelopment

1

2

3

45

CASE STUDIES

Curriculum Creator & Program developer

Speakers &Instruction

ClientProjects

Influencing curriculum

Employee mentoring

Facilities/Hosting

MonetaryInvestment

Equipment/Supplies

ProfessionalDevelopment

1

2

3

45

CASE STUDIES

Speakers &Instruction

ClientProjects

Influencing curriculum

Employee mentoring

Facilities/Hosting

MonetaryInvestment

Equipment/Supplies

ProfessionalDevelopment

1

2

3

45

CASE STUDIES

A spectrum of business relationships.

a mutually beneficial relationship between different people or groups

symbiotic

an ongoing investment of people, time, or resources that is able to be maintained and nourished over time

sustainable

bring the different elements of (a complex activity or organization) into a relationship that will ensure efficiency or harmony

coordinated

a diverse relationship having many sides or aspects

multi-faceted

Business/Institutional/ Community

Partnerships

Theyʼre there. You just have to reach out...

...and simply ask:

What should we be teaching our students?

DISCOVERY & DESIGNmelanie kahl

[email protected]

Donna DeedsExecutive DirectorBlue Valley CAPS

[email protected]

www.bvcapsalumni.orgbvcapsdonna.tumblr.com

“...a perfect place to take on the opportunities and challenges of the rest of the century.”Kansas Governor Mark ParkinsonCAPS Building Dedication

CENTER FOR ADVANCED PROFESSIONAL STUDIES

BLUE VALLEY