http://edwardscampus.ku.edu

Initiatives, Inc.

11150 Overbrook Rd.

Suite 110

Leawood, KS 66211

(913) 709-8092

www.initiativesco.com

-Troy L. Carlson

President & CEO

Initiatives, Inc.

troy@initiativesco.com

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The purpose of this report is to build a clear understanding of regional employer needs that will serve as a roadmap for a more effective operational model. This will enable KU Edwards to design and deliver curriculum much more responsive to today’s workplace. Initiatives, Inc. interviewed 43 professionals representing 34 organizations located in the Kansas City region.

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Table of Contents

Project Overview………………………………………………………………...1-3 Executive Summary………………………………………………………...….4-12 Interviewees………………………………………………………..………….13-16 KANSAS CITY REGION EMPLOYER ENGAGEMENT PROJECT ORGANIZATIONAL NEEDS ................................................................................ 17-84

1) What does your organization need the most from KU Edwards to address your

needs? .................................................................................................................... 17-29

2) Last spring, KU assigned all of Continuing Education to the KU Edwards Campus. This gives KU Edwards the ability to deliver customized training in hybrid formats; online and onsite to meet employer needs. How significant is this for your organization?....................................................................................30-36

3) Are there technology-based delivery modes that work best for your organization?...........................................................................................................37-42

4) Is on-site delivery at your location important for your organization?...........43-46 5) What types of education programs are the most important to your

organization?..........................................................................................................47-54 6) How important are credit programs vs. non-credit programs for your

organization?..........................................................................................................55-59 7) How important is it to your organization to train technical experts and

scientists to be managers?....................................................................................60-65 8) How valuable are professional development programs to your

organization?..........................................................................................................66-70 9) Where are you currently sending your employees for training?.....................71-76 10) What influences your organization’s decision the most to select an educational

institution/training provider?...............................................................................77-83 STRENGTHS………………………………………………….……………..84-95

11) What are KU Edwards’ greatest strengths?.......................................................84-90 12) How would you rank KU Edwards compared to its competitors?...............91-95

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WEAKNESSES………………………………………………………………96-107

13) What are KU Edwards’ greatest weaknesses?.................................................96-101 14) What would you like to see KU Edwards improve or change?..................102-107

OPPORTUNITIES…………….…………………………………………..108-130

15) What are KU Edwards’ greatest opportunities?...........................................108-115 16) Are there educational institutions/associations/organizations with which KU

Edwards should develop partnerships? Who are they?..............................116-123 17) What is the most important role you see technology playing in the delivery of

higher education?...............................................................................................124-130 THREATS………………………..………………………………………...131-143

18) What are KU Edwards’ greatest threats?.......................................................131-137 19) Who are KU Edwards’ strongest competitors?............................................138-143

BRANDING & MARKETING……….…………………………………..144-160

20) How familiar are you with KU Edwards? Could you describe its brand before this interview?.....................................................................................................144-147

21) What is the most effective way KU Edwards can connect with and recruit Kansas City employers?....................................................................................148-153

22) How can KU Edwards best market and work with the Missouri side of the metro?..................................................................................................................154-160

OTHER…………..…………………………………………………………161-182

23) Is there any type of follow-up you would like to see from KU Edwards after this interview?.....................................................................................................161-166

24) Who else should we interview?........................................................................167-172 25) Is there anything else that should have been asked?....................................173-182

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http://edwardscampus.ku.edu

Kansas City Region Employer Engagement Project

Our education system nationally is experiencing a growing “disconnect” with industry and the business community. The market is rapidly changing the types of skills needed due to the high-tech/knowledge-based economy while employers are increasingly challenged with a lack of qualified talent. Companies are requiring technical and workplace skills that college graduates are often not prepared to deliver. Positions are often left unfulfilled or fulfilled by other means. New disruptive education delivery paradigms are emerging to address emerging skill sets and delivery modes driven by technology. The trend is clear; educational institutions that adapt to meet market demand will win and those that don’t will lose to those that do. The good news is most business and industry leaders are willing to work with higher education institutions to find a solution to this growing skills gap.1 The leadership at KU Edwards clearly understands this need and wants to take the opportunity to effectively connect with and engage employers in the Kansas City region. There is a growing sense of urgency to make KU Edwards more accessible and responsive to workforce needs in a timely and effective manner. Initiatives, Inc. was asked to interview Kansas City region employers to build a clear understanding of their needs that will serve as a roadmap for a more effective operational model. This will enable KU Edwards to design and deliver curriculum and services much more responsive to today’s workplace. The goal is to make the Edwards campus the “front porch” for The University of Kansas when employers in the Kansas City region are seeking to recruit and develop qualified talent.

1 Pg. 23: 2013 Lumina/Gallup Study, “What America Needs to Know about Higher Education Redesign.”

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KU Edwards Purpose Statement The mission of KU Edwards Campus is to bring the high-quality academic programs, research and public service of the University of Kansas to the greater Kansas City community to serve the workforce, economic and community development needs of the region.

KU Edwards at a Glance

Campus Overview Student Overview

Located at 12600 Quivira Avenue, OP, KS 66213

1800+ students on campus

12.5% increase in enrollment

Increase accounts for 63% of overall university headcount growth

Research faculty with a practical orientation

Full service campus

Average age: 31

Nearly 50% work full time

80% seek career advancement or career change

27% have children under age 18

KU Edwards Academic Programs Undergraduate

• Biotechnology

• Business Administration

• Exercise Science – NEW

• Information Technology

• Literature, Language & Writing

• Molecular Biosciences

• Public Administration

• Psychology

• Social Work

• Graduate Certificates – NEW

• Business (8 options)

• Global & International Studies Graduate & PhD

• Architecture Management

• Accounting – NEW

• Business Administration

• Communication Studies

• Curriculum and Instruction (MSE, EdD – NEW)

• Design Management

• Early Childhood Unified – NEW

• Educational Administration (MSE, EdD)

• Educational Technology – NEW

• Engineering Management

• Environmental Assessment – NEW

• Global & International Studies

• Information Technology

• Interaction Design

• Marketing Communications

• Project Management (2)

• Public Administration

• Special Education - adaptive

• Social Work

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KU Edwards Milestones

Johnson County Education Research Triangle

Continuing Education

Created November 2008

Generates more than $15 million a year to fund higher education and degree offerings through a unique partnership among Johnson County, the University of Kansas and Kansas State University

Includes the development of the Business, Engineering, Science and Technology (BEST) Building and new degree programs at KU's Edwards Campus

KU Edwards programs funded by the Triangle:

o Business o Engineering o Science o Technology

Expected $1.4 billion economic impact over the next two decades

KU Continuing Education was located to the KU Edwards campus spring 2014. This gives KU Edwards the ability to deliver customized training in hybrid formats; online and onsite to meet employer needs

Courses designed by KU faculty and industry experts include:

o Aerospace Short Courses o Engineering Courses o Conference Management o International Continuing

Education o Professional Management

Education o Conferences and Seminars o Biomedical Training o Continuing Legal Education o Fire Service Training o Law Enforcement Training o Osher Lifelong Learning o Non-Credit Courses

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Kansas City Region Employer Engagement Project

Executive Summary

Initiatives, Inc. was asked to provide a process designed to build a clear understanding of regional employer needs that will serve as a roadmap for a more effective operational model. This will enable KU Edwards to design and deliver curriculum much more responsive to today’s workplace. The goal is to make the Edwards campus the “front porch” for The University of Kansas when employers in the Kansas City region are seeking qualified talent.

Initiatives, Inc. interviewed 43 professionals representing 34 organizations located in the Kansas City region. All interviews were conducted in-person with the exception of one interviewee. The interview process was structured in four sections:

1. Organizational Needs 2. SWOT (Strengths, Weaknesses, Opportunities & Threats) 3. Branding & Marketing 4. Other (Miscellaneous)

We looked at the interview data from two perspectives: The first focused on consensus responses. The second focused on “key insights” which are responses from subject matter experts that can guide future strategy and action steps.

Listed below are highlights of the findings: ORGANIZATIONAL NEEDS

Consensus

What do organizations need the most from KU Edwards? 1. 21% said business management & interpersonal acumen skills 2. 17% said qualified IT talent 3. 13% said a paradigm shift to competency-based delivery 4. 11% said broader & deeper community/business partnerships

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37% think assigning Continuing Education to KU Edwards is very significant and 21% think it is significant to their organizations

42% prefer online and 33% prefer flipped courses as technology-based delivery modes for higher education

67% said onsite delivery is important to their organizations

25% said certificates, 14% said competency based training, 14% said all as the types of education program that are the most important to their organization

44% indicated either no preference, it depends or both on the importance of credit vs. non-credit programs. 31% said non-credit programs were more important and 25% said credit programs were more important

50% said it is very important and 39% said it was important to train technical experts and scientists to be managers

61% value professional development programs Key Insights

Companies have brilliant technical personnel who don’t know how to manage a project, people or market

Entrepreneurial companies are growing in KU Edward’s area. Johnson County has more equity funded companies and Inc. 5000 companies than anywhere in the metro

There are currently 1965 tech openings in the region with only 950 graduates. Companies are finding alternative ways to fill this gap

There is a growing cluster around IT that is not connected to the strengths of the university system. Most IT training currently comes from vendors, trade schools or MOOCs. They are producing more tech talent in KC than all the regional colleges and universities combined

The region does not have enough volume and depth in the area to meet demand; especially in software development and systems engineers

Other universities and community colleges in the region are effectively interacting and collaborating with business. KU Edwards is “late out of the gate” compared to them

Individual professors have historically driven research, internships, etc. KU Edwards should drive these relationships on more levels with KU Lawrence

The KC metro area does not have a major university presence but a partnership with other universities in the area could have a significant impact on the region’s future economy. KU Edwards should lead this effort

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There is significant entrepreneurial activity in the Crossroads District and downtown; especially in IT. KU Edwards has the opportunity to activate this in Johnson County as two-way resource into the metro

It would send a powerful signal to the market if KU Edwards offered a certificate program on the UMKC campus and vice versa based on their respective competencies.

Create a KU Edwards satellite opportunity in the Crossroads and into other meaningful areas. The millennials will be downtown; understand the demographics of your students

Preference is growing towards more certification and competency based curriculum and less towards a degree. Degree programs take too long and employers see decreasing value in them

IT professions place much more value and emphasis on targeted competency based skills than credit programs

Perform yearly surveys and one-on-one meetings with HR departments to determine if KU Edwards is meeting current and future industry needs

Larger companies are creating their own in-house training programs to address needs unmet by the university system

KU Edwards is small and has the potential to be the “skunkworks” to develop a model that sets the pace and change how services are delivered in higher education

Business accelerators are growing in popularity and demand one-on-one counseling, 90 day immersive programs for business development, proof of concept and getting to market. Leverage them

Professional development programs are more valued if taught by a working professional vs. an academic not in industry

Further integrate the private sector into your campus and your campus further into the private sector. Organizations want opportunities to observe and select individuals who are a good fit for their culture and values

You can perform the “cool factor” in Overland Park. Just recognize how it can be marketable

Host renowned speakers in the tech industry. Tech companies will attend

Explore how KU Edwards can complement the inevitable arrival of IT training companies coming to KC

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Companies now look at interns as a resource to tackle and solve key problems. Create internships and curriculum that require real work challenges, problem solving and creativity. Grunt work for interns is a bad recruiting tool

STRENGTHS

Consensus

What are KU Edwards’ greatest strengths? 1. 23% said brand and location 2. 20% said a pragmatic, collaborative culture and leadership 3. 19% said the brand and KU reputation

How would you rank KU Edwards compared to its competitors? 1. 34% said at or near the top 2. 29% did not know

Key Insights

KU Edwards has a pragmatic approach that makes them more relevant to the market

The leadership at KU Edwards is seen a collaborative, client centric and asking the right questions

There is a strong connection with the practitioner community inside the classroom and KU Edwards is seen as willing to partner with employers

KU Edwards is a leader in business professional courses due to KU Lawrence’s broad offering. Other universities are more industry specific in this area whereas KU is “agnostic” in terms of its business education. It can serve a broader audience

KU Edwards leads for secondary, post-engineering professionals and its location is significant for that

KU Edwards has “real world” teachers who are considered more valuable to the marketplace

KU Edwards benefits from the “KU brand” which has an excellent reputation. However, KU Edwards has the stigma of needing to educate the public what they specifically have to offer

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WEAKNESSES

Consensus

61% said KU Edwards’ greatest weakness is it is unknown to the market

When it comes to improvement or change at KU Edwards, 47% want more market visibility and brand awareness and 37% want more outreach and accommodation of their needs

Key Insights

KU Edwards needs to clearly define its value proposition

Some did not know KU Edwards offered four-year degrees

Even though many say they know the brand, few people can tell you what KU Edward’s mission is and what they have to offer

There is a lot of competition and KU overall is seen as “late to the party” when it comes to engaging and integrating into the community

The curriculum and training, especially for tech courses, is very outdated

KU Edwards is perceived as being slowed down by a large bureaucracy and an insular culture at KU Lawrence

OPPORTUNITIES

Consensus

What are KU Edwards’ greatest opportunities? 1. 34% said develop a niche and define a brand 2. 23% said address employer and market needs 3. 20% said innovate and increase value to the market

Are there educational institution, associations, organizations with which KU should develop partnerships?

1. 28% said business and professional organizations 2. 20% said community colleges 3. 13% said higher education institutions in the metro 4. 11% said K-12 institutions

58% see the most important role technology plays in higher education is the elimination of space and time barriers

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Key Insights

KU Lawrence has a high-quality brand and KU Edwards needs to determine how they fit into it. They need clarity and must focus on a few “pinnacle” areas

Leverage the flexibility of your location and tap further into the depth of the Lawrence faculty

Find and articulate niches no one else has yet filled. Align with unmet needs, make sure people know about it and “exploit the heck out of it”

Look systematically for new emerging clusters in KC

Partner with companies by providing content in general management training that is sorely needed

The greatest workforce need in KC is technical training ranging from engineering, software development/design, to project management

Corporations have said, “If any of our educational institutions can create a true pipeline of technology talent, there is no end to corporate giving to that institution”

Sit down with companies and design programs very, very quickly. Being bureaucratic and moving at a snail’s pace is a death knell

KU must be seen as a metro-wide resource

Collaborate with other educational institutions and find your respective niches to systematically deliver apprenticeships, mentoring and shadowing programs collectively

Explore opportunities working with the military and veterans entering the civilian workforce. KU Edwards has the prime opportunity to be the first major university to locate in proximity with the military’s major intermediate graduate school in the nation located in Fort Leavenworth. The Feds place a high emphasis on hiring veterans with graduate degrees

THREATS

Consensus

What are KU Edwards’ greatest threats? 1. 36% said the competition 2. 19% said inertia, bureaucracy and complacency 3. 11% said online education

Who are KU Edwards’ strongest competitors? 1. 23% said other four-year institutions in the area

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2. 19% said UMKC 3. 16% said it is an open field ranging from four-year institutions,

community colleges, coding schools to online courses

Key Insights

IT training programs such as Udemy, Centriq, Centrix and General Assembly are coming from the coasts and are rapidly and effectively creating talent and getting support from the tech industry. Can KU Edwards work with them?

In the last 12 months, KU Edwards is the 6th education institution that has talked to a major employer. None have presented their results except one and they asked for an exclusive contract with them (and did not get it)

The opportunity lying in front of KU Edwards is huge! If KU Edwards stalls, they will lose their talent to the competition

OJT is much more relevant to companies and some are setting up “living labs” internally. How does an institution several degrees removed fit into that model?

BRANDING & MARKETING

Consensus

How familiar are you with KU Edwards? Could you describe its brand before this interview?

1. 47% said no 2. 39% said yes 3. 14% said maybe

What is the most effective way KU Edwards can connect with and recruit Kansas City employers?

1. 44% said personal outreach 2. 18% said networking 3. 8% said engage them on campus

How can KU Edwards best market and work with the Missouri side of the metro?

1. 33% said lead with a regional vision 2. 10% said establish your value proposition

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Key Insights

KU Edwards is thought of as a night school more than a full service campus. “Again I think of it as a satellite next to Sarpino’s Pizza.” It lacks visibility

People know the KU brand but not the KU Edwards brand. They generally don’t know what distinguishes it from KU Lawrence

You have to start at the personal level and build a rolodex. Go to the major employers and find out how their needs are changing from a year ago

KU Edwards needs a targeted, one-on-one approach. Ask employers what their needs are; don’t just pitch services. You have to listen to match needs

Leadership from KU Edwards and KU Lawrence must also perform the one-on-one visits and networking functions. Organizations identify with a university’s “top guy (or gal).” Deploy your deans and chancellors

Employers must have the ability to interact with students regularly. It is the most important way for them to make qualified hires

Put professionals in the classroom or onsite on campus. The tech industry would love for senior engineers to teach tech courses and they are already teaching on corporate campuses. It is prestigious for them

KU Edwards needs to be seen as a physical asset that happens to be located in Kansas vs. a “Kansas institution” that wants to do business across the region

There is an opportunity for KU Edwards and UMKC’s Bloch School of Business to collaborate. Perform joint programs. Meld what UMKC does well with what KU Edwards does well. For example, bring together entrepreneurship and the arts

Develop targeted, cooperative relationships with other universities. Avoid large complex agreements. Start small and work your way up

Find the right project and team professors from other universities together to complete it. Have the chancellors involved as well. Find your respective niches and focus on them

Businesses don’t care about the state line

KU Edwards needs to approach its actions regionally

Be mission-driven vs. rules-driven

The largest industry in KC is the tech industry and if KU Edwards demonstrates that it is a focus going forward, they will have a lot of participation from that sector. Explore new, innovative ways to deliver for the industry

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OTHER

Consensus

Is there any type of follow-up you would like to see from KU Edwards after this interview?

1. 48% asked to see this report 2. 16% said visit us 3. 11% requested keeping KU Edwards’ leadership engaged

Key Insight

Follow-up is critical. Other higher education institutions visited these organizations and many never heard back from them. You are setting expectations by coming out and will make it worse by not following-up

CONCLUSION

KU Edwards is essentially a blank slate when it comes to how it is perceived in the greater Kansas City community but KU Lawrence is well-known in the region. This provides KU Edwards an opportunity to get through doors and create a strong brand centered around current regional market trends based directly on employer needs. The brand needs to be creative, innovative, responsive and regional.

KU Edwards should leverage Johnson County as major resource contributing to the Kansas City region’s future economy. Johnson County has the most equity funded companies by stage and location and the largest concentration of Inc. 5000 companies in the region.2 KU Edwards can become a primary vehicle for regional economic growth by establishing bold and unprecedented actions to promote employment and business. This can range from making its campus a “go to” place for entrepreneurs to establishing collaborative bi-state initiatives with other higher education institutions.

Significant market needs are challenging the region and KU Edwards is well-positioned to address them in the areas of business, entrepreneurship, engineering, and IT. What KU Edwards must avoid is the temptation to provide primarily a traditional campus-centric solution. The employer community is eager to collaborate with area universities to address their own needs. The key is to approach them, listen, develop market-based solutions and take action on their input in a timely manner. Unlike the Field of Dreams quote, “If you build it, he will come,” the new mantra is, “Go to them and they will help you build it.”

2 KCSourceLink:http://www.wecreatekc.com/wecreatekc-report-by-kcsourcelink.pdf

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Interviewees

Aerotek Scientific, LLC

1. Grant Gorr, Business Development Manager

2. Troy Sayler, Account Manager

AIA KC (The American Institute of Architects)

3. Dawn Taylor, Executive Director

Bank of Blue Valley

4. Robert “Bob” Regnier, President

Bank of Kansas City

5. Michael Viazzoli, Chief Executive Officer and President

Black & Veatch Corporation

6. Chris Gould, Director, Human Resources/Director Global Talent Acquisition &

Mobility/Director, Human Resources - GCC Region

Blue Valley School District

7. Tom Trigg, Superintendent

Burns & McDonnell

8. Sue Maden, Education & Training Manager

CBIZ

9. Jeff Carlstedt, Senior Managing Director, CPA

10. Carolyn Watley, President

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The Central Exchange

11. CiCi Rojas, CEO

Cerner

12. Laura Evans, Senior Director, Human Capital Strategy and Talent Development

Deloitte & Touche, LLP

13. Elizabeth “Liz” Griffith, Senior Manager/Recruiting Leader

DD Ranch Leawood

14. Terrence “Terry” Dunn, Director/KC Chamber Chair/Former CEO, JE Dunn

Construction

Garmin

15. Laurie Minard, VP of Human Resources

Hallmark Cards, Inc.

16. Paula Matthews, Talent Management Director

Hispanic Chamber of Commerce of Greater Kansas City

17. Carlos Gomez, President/CEO

JCCC (Johnson County Community College)

18. Joseph “Joe” Sopcich, President

19. Mike Souder, Dean, Continuing Education

Johnson County, Kansas

20. Mary Biere, Human Resources Manager

21. Hannes Zacharias, County Manager

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KCADC (Kansas City Area Development Council)

22. Bob Marcusse, President & CEO

KCALSI (Kansas City Area Life Sciences Institute, Inc.)

23. Wayne Carter, President & CEO

KC Chamber

24. Jim Heeter, President & CEO

KC Next

25. Ryan Weber, President

KCP&L (Kansas City Power & Light)

26. Brett Bonge, Director Employee Relations and Staffing

KCSourceLink

27. Maria Meyers, Network Builder

MARC (Mid-America Regional Council)

28. David Warm, Executive Director

MCC (Metropolitan Community College)

29. Mark James, Chancellor

MRI Global

30. Kelly Tyler Byrnes, Chief Talent Officer, Director of Learning, Director of OD

Marketing and Communications

Olsson Associates

31. Megan Lilley, Human Resources

32. Keri Lyn O’Bryant, Learning & Development

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Perceptive Software

33. Darren Knipp, COO

Pinsight Media+ (Sprint Subsidiary)

34. Kevin McGinnis, President

PGAV (Peckham Guyton Albers & Viets, Inc.)

35. Stephen “Steve” Troester, Principal

Polsinelli

36. Jodie Hughey, Chief HR Officer

27 Committee (Fort Leavenworth)

37. Rolly Dessert, Academy Leadership, Colonel, Retired

38. Dick Gibson, Executive Director, Colonel, Retired

39. Rich Keller, Lieutenant General, Retired/Vice President 27 Committee

40. Bob Ulin, Center for Transitional Leadership, Chairman & CEO, Colonel, Retired

UMB Bank

41. Kelly Eschweiler, Vice President of Talent Development | Organizational Effectiveness

42. Shannon Johnson, SVP & Senior Director, Talent Management & Development

U.S. Office of Personnel Management (Federal Government)

43. Jason Parman, HR Strategy Manager/HR Strategy & Evaluation Solutions

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Kansas City Region Employer Engagement Project

ORGANIZATIONAL NEEDS

1. What does your organization need the most from KU Edwards to address your needs?

Business Management & Interpersonal Acumen (13)

1. The predominance of our hiring is at the undergraduate level. Our workforce tends to be very flexible in that capacity. We do limited hiring of Edwards

Bus Mgmt& Interpersonal

Acumen 21%

Qualified IT Talent 17%

Paradigm Shift to

Competency-Based Delivery

13%

Broader & Deeper

Partnerships 11%

Engineers & Related

8%

Healthcare 3%

Grad Degrees 3%

Transition Vets 3%

STEM 3%

Bioscience Applications 3%

Project Managers 3%

Degreed Architects 3%

Metrics 2% Pub Admin

2%

Risk & Compliance 2% Lending Credit Training

2%

Baby Boomer Replacements

2%

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students because accounting is not in their repertoire. We tend to hire students that have proven academic excellence with high GPAs and campus involvement or working hours part time - using time wisely in school is an indicator of professional acumen and working in teams.

2. I wanted to have a turnkey management training class. Wanted our people to

come to them for high level mgmt. training or they would offer it and they would come here. Neither KU nor anyone offers it here (management fundamentals).

3. Curriculum around developing business acumen. We have brilliant engineers

by the thousands but don’t know how to management a project, people or markets. We have people who are smart that don’t have the academic experience or work experience in areas of financial acumen, people management, project management, leadership and development.

4. From the entrepreneurship people, when it comes to talent, we

have/entrepreneurs need basic training on how to manage a business. Many are past HS or College. There are a lot of orgs providing it; the Small Business Development Center at JCCC is already doing it. From a talent perspective, you need management talent

5. Continuing employee development and education is something we encourage.

We have a tuition reimbursement program and we publicize it and encourage their continued development. Want new ways of organizational thinking and new ideas.

6. I am not sure of what all they have to offer. Being a local company in the area

we provide employees the benefit of reimbursing for degree related programs and we have a lot of employees taking advantage of that. One area is executive education programs. Could not find that content at KU. UMKC has an executive education program for leadership. E.g. finance for the non-finance manager, accelerated development. They are multiple day or week long programs. Have business focused content and leadership development; combination of functional knowledge and soft skills.

7. What we need from KU Edwards is to help us maximize our high potential

candidate pool and we want to hire veterans. We need to make sure KU

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Edwards is developing veterans.

8. We are in the service industry and with the changing demographics and a younger demographic for us, we need people who can find the balance of excellent communication skills and interpersonal skills with technology. The younger generation is lightning-quick but multi task lighting quick - I need those who do both well due to technology. If you are missing those relationship skills it can hinder you.

9. Where I have challenge is having people understand a sense of urgency is key and that is why people with technology skills understand it. They get immediate response and associations are headed in that direction to get a quick response so they don’t go to the next one. You have to relate to someone in a personal way in addition to the technical skills - more emphasis should be placed on interpersonal skills.

10. The hardest part for me when I look at the knowledge sets; we need

social/interpersonal skills, executive presence, awareness, a lot of soft skills that don’t get captured in a class.

11. Qualified candidates, we need more of that going forward. Candidates that are

interested in a variety of different fields and those that are entrepreneurial in nature. Those going to school are not as entrepreneurial. I can find accountants and auditors; I need people who are more well-rounded.

12. One of my people is teaching class at KUE with Osher. Trying to make

connections and enhance our brand. One of the most valuable assets is the KU Brand. Having a KU degree or connection is very valuable. What we’ve got are we have a lot of younger people and we want to improve their management and personnel skills and also technical skills analyzing loans. Our people have lending relationships. We also need more marketing and new business development skills - sales and loans. I have people here who are not all degree candidates but classes that relate to new business development and cross selling.

13. If there is a more traditional program is an executive MBA or certificate with

strategic global management practices.

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Qualified IT Talent (11)

1. I don’t think we are any different than a lot of industries. We need IT is an area we struggle the most in. Finding qualified folks and higher education does not always teach the on the job stuff.

2. Anything in the IT sector,

3. What we need the most would be talent primarily in the broad area of

technology. Software development, systems management, IT in particular. KU can provide some of that but there is an opportunity for the non-degree people that I think often overlooked.

4. We need software developers, system engineers who are ready to work in a vast

changing and relatively ambiguous environment. We hire at the Bachelor levels. Beyond that we have data scientists on a smaller scale.

5. Still our #1 need is software engineering and IT. By far that is our biggest area

of demand. Software engineering refers to the hardware side of things

6. Our member employers' greatest workforce need is highly qualified technical and IT people.

7. I will speak on behalf of our members, the #1 is talent: 1) Attract; 2) Retain; 3)

Grow the pipeline. Many CTOs, at companies big and small, success is based on their ability to do those three things

8. It is nascent and we have a growing cluster around IT and it is not connected

to the academic strengths of the university system.

9. There is a need for programmers. Tech companies are looking for specific computer talent, with software engineering and computer programming. Firmware comes up too. Wearable technology takes both firmware and software. You are often working more than just a software application. Coding schools are needs. One group that I know working on that is KC Next. That is the talent side. Right now there are 1965 openings for tech jobs and 950 graduates in the region.

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10. Its workforce; its qualified and employment ready resources. I differentiate between those two: Do they have the right skills in KC with the evolving tech landscape and are they ready to hit the ground running?

11. STEM needs are immediate and with IT in particular, not so much the

computer science degrees but much more nimble, not even at the associates degree level. Resoundingly we need more programming people. At the height of the recession, people declared manufacturing is dead. We had owners showing up at our campus asking for people, there is a huge rebirth in manufacturing. Manufacturing, STEM with IT in particular with programmers.

Paradigm Shift to Competency-Based Delivery (8)

1. The old model was HS and 4 yrs. of college and get a job and that is out of date and KUE knows this with the degree in 3 program and that is a huge step in the right direction. The more KU Edwards can break the mold and the way it was done and the more they can be reflective of the businesses and students and address those needs without the 100s of yrs. of precedent, the better off they will all be. It used to be about time spent and now it is about stuff learned. A degree does not mean you have learned anything. Transitioning to the entrepreneurial, fast changing model, KU Edwards can address that. The fact KU Edwards is small, they can be the skunkworks and be the guys who don’t follow the rules and set the pace and change how services are delivered in the field of higher education and I sense Dave Cook will do that. If you are in higher education you think of KU Lawrence, KU Edwards, MU, JCCC and that is a perspective of the provider but the consumer perspective is "How do I get this done." If it takes a collaborative of two or three, that’s appropriate. KU Edwards can break down those barriers.

2. From the large organizations context, we would really like to have the

relationship with our students do 2 years here and 2 years at KU Edwards. That relationship would be wonderful. From a CE standpoint, referrals back and forth. Sharon and I have talked about this. We could certainly share information about trends in the workforce. We are meeting monthly.

3. We do have a lot of staff that live out that way. Convenience and flexible

classes. I wanted to have a turnkey management training class. Wanted our

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people to come to them for high level mgmt. training or they would offer it and they would come here. Neither KU nor anyone offers it here (management fundamentals).

4. We do have a lot of staff that live out that way. Convenience and flexible

classes.

5. We have a growing cluster around architecture and engineering. It is nascent and we have a growing cluster around IT and it is not connected to the academic strengths of the university system. If Edwards is simply looking to see what additional degrees it can offer to the KC market, it is limiting its vision. KU Edwards needs to figure out to put the IP on its campus that is scholar based. If KU Edwards simply offers more classes and degrees with more adjunct professors it is under reaching. There is so much more KU Edwards can do that is strategically connected with the Metro. That only occurs in KU is with the med center and the engineering community. Beyond that KU Edwards is not positioned as a university but as a campus or classroom building.

6. They will need flexibility and a willingness to work with them. Employers will

want to be in the driver's seat. CE differs a lot from regular faculty. CE will need to be flexible and much more receptive. Businesses don’t want to waste their time and will go on to the next resource. It used to be captive and technology has negated that.

7. In order to capture that transient student body, there is a need for online

courses. They will not do it otherwise. It used to be 60 to 70% had a Master’s and with 10 years of war it is now at 30%coming in and about 83% when they graduated (MS of Military Science).

8. Quality education, flexibility - our employees are working in the field traveling

and looking for a program with on ground and online is usually what that is. Quality, reputation, flexibility. Apart from those seeking degrees we also have one-off needs. For example, UMKC offers short courses for a day on a topic. We need that as well. We are not looking at KU at this time for that because we look at KU as a place to get a degree. KU has a professional development series of 12 weeks one offs, can take it ala carte. It is worth two professional development hours and taught by a KU instructor; we love it onsite. We need

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options to send people to PMP prep and/or PE prep when we don't have internal options to meet someone's need.

Broader & Deeper Community/Business Partnerships (7)

1. You are the first person from the KU Edwards side that had called on us to ask what we need to do to build a relationship.

2. Candidly they are probably behind. I think UMKC is more aggressive and so it

MCC with interaction and collaboration with business. They are late out of the gate. The best thing they have going is engineering is in demand and KU Lawrence has a good business school dean. The Johnson County campus has been an ivory wall and has not done outreach.

3. First and foremost I would assume they would need KU to understand their

individual business environments and what their needs are. They need someone reaching out to them so when they come to KU they have context.

4. You can land anywhere on that one. We interact with transportation, logistics,

environmental issues/ecology, land use, public safety and public administration and early childhood and aging issues along with architecture and planning. Those are the disciplines we interact with. Economic development/community/urban development, are others we work in. In terms of our institutional relationships, I feel like we have an opportunity with KU Edwards/KU Lawrence to partner in a more sophisticated way around research, internships, etc. Ours is driven more by professors than sophisticated relationships with the University of KS. That could easily occur through Edwards if the depth was there. Most historically has been in the Med School or Lawrence. I am eager to see the JCERT vision come to reality because it is so good for the region. It represents an opportunity to invest and partner in a more sophisticated way in civic objectives. We have done this with KU for many years but it has been done largely with individual professors in Lawrence. Institutional wide would be even better. I think one step further, and talk in terms of the civic capacity. The metro area does not have a major university but we have KU KSU and UMKC, we have an opportunity to develop a partnership based on their respective roles and how they fit into our economy.

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5. We don’t have any specific partnership with KU Edwards. We are in the process to figure out a workforce development plan.

6. The other things are connections and collisions. We see a lot of that going on

in the crossroads. KU Edwards is almost a destination for people to go to Crossroads if you are going to generate connections and collisions with like-minded people. KU Edwards could do a lot to activate this in their own neighborhood. We do find there are a number of people starting businesses in that area. The companies funded with equity funding are in their area. It is down the I-35 corridor. From an entrepreneurship perspective there are companies growing in that direction especially with smaller growth companies of 20+ employees. Once growth sets in these companies need help in managing change and growth and leadership. The bigger you get the harder it is to communicate.

7. We need facilities, learning space & faculty

Engineers & Related Fields (5)

1. We have a growing cluster around engineering.

2. The biggest theme on workforce development all throughout KC is engineers and IT engineers. There have been conversations with KU Lawrence about it. What you heard from the engineering firms, there is a need for all engineering students of all types. While the engineering firms compete, they are really competing in the academic institutions for seats in the classroom. I would say engineers of all types but especially high tech electrical engineers.

3. We also need engineers in public works, environmental side.

4. Most recently in engineering and construction. JE Dunn has added $600 mm

in new business and will be at $3 billion. Engineering technology is also a huge need (E-tech) with people who can do CAD and KU Edwards can build years 3 and 4 with 2+2 with a BA in engineering tech.

5. Our largest need in this region is on the technology side in engineering and

CAD drafting.

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Healthcare (2)

1. Health will be growing as well.

2. We have direct care providers for those with disability needs. We also employ nurses in the public health.

Graduate Degrees (2)

1. For all the Feds in KC, we work for every Federal agency in govt. I really think that two focuses are needed: 1) the graduate programs are of increasing importance to us. We have seen an arms race of degrees in the Fed govt. It is not uncommon for our people to have Master's degrees. 6-7 years ago we saw a significant uptick in applicant volume due to perceived security. It was 50 apps per vacancy and it is now averaging 375-400 per application. Given that fact and the changing demographics of our candidate pool, we have the highest ratio of veterans since WWII. We are seeing more candidates in the pool and more competition due to sequestration. It is a tight market in the Fed govt. The candidates we gravitate towards are people with professional experience and academic performance at a grad level - many with military service. You give me a candidate with demonstrated relevance in their degree with military experience; I can put them in the Fed government today. Undergrad programs will be important to an existing set of our workforce. Where we have a legacy workforce, new people coming in have grad degrees and the existing employees realize they need graduate degrees: Business Admin (MBA), IT (MSIT), Public Administration (MPA). We can hire current into jobs for which they qualify and much more easily that those who have graduated. We are going and finding students with good professional work experience going back to get their BA or MS/MA. Let them finish their degrees while working full time for us while getting their degrees. We do that routinely now for mid-grade (GS11 & 12) positions at $70 to $75K per year to start. We hire former AVPs from Sprint for example. That is a vehicle we are using more extensively across the govt.

2. I have seen other schools do this because I am in the clinical research space.

There is a Master's around clinical research. A customer calls and wants people

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to continue their credentials, and it would be icing on the cake and it would get them to the level employers want. It is a market KU Edwards would benefit from. Because we are in the middle of the country it would be a great place to do it (something around Clinical Research).

Transition Veterans into the Workforce (2)

1. It is harder now to hire a non-veteran candidate at any point in the last 25 years. It is a fact. Our veteran hiring has gone up in the last 5 years. The rule changes to Fed hiring in the last 10 years makes it harder for someone without military experience to get a job. Emphasis on folks in the mid careers with military experience while going to school or folks without military experience in mid-career going to school.

2. What kind of programs do we have that can help military officers transition

into the workplace. Most of these guys have graduate degrees but may need a grad certificate in finance or an MBA so when they go out and interview they understand the terms and conditions of business. Spouses often get overlooked and people here have a spouse with a degree and they need to know while their husband is in school for a year, what schooling can they get here and what type of credit for a particular degree. That is a dynamic and transitional thing. I bet there is probably a central core of things that are needed. Probably a core set of disciplines such as nursing, education and business. Leavenworth is a graduate school for 10 mos. and teaches all branches and all agencies of the govt. and 60 foreign military officers. You have about 1,300 students that come through here each year. The Army has gradually moved more of its education to Leavenworth. The students don’t stay here for long but the staff and faculty is here for the army civilian university.

STEM (2)

1. We need individuals with strong STEM backgrounds.

2. We have a very diverse workforce here and our critical needs are in the STEM related fields: IT, Engineering, Skilled Crafts (linemen). We have needs for

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professionals in accounting and marketing but our real need is in STEM. That is our critical need.

Practical Bioscience Applications (2)

1. On the other end, the biggest thing is actual hands on experience with analytical instrumentation experience. When it comes to the sciences it is so valuable. Many want the method experience with OJT and formal training. The actual industry as far as openings..... These companies want candidates with GMP, GLP and GCP experience. These are buzzwords and people want candidates with 6 weeks experience of hands on experience. More and more cos need direct experience. We are the third largest animal health market globally and the market will continue to grow. Something with animal vs. human. Everything from the medicine to the food has ties to KC. People could benefit from the animal world. If there is a program with a specific application that pertains to the needs of the employer, it will make a huge difference. (E.g. grooming, feeding, injection for animal health).

2. It is workforce development for the life science industry. Career professional

development activities. I think the structure of their class schedule and so forth provides an appropriate venue for people still in the workforce looking for new employment and continue to do career development.

Project Managers (2)

1. Project management.

2. As technology evolves, people who are skilled at Project Management, project efficiencies, lean to take advantage of technology.

Degreed Architects (2)

1. To be honest, I don’t know if we need much. But we need professional degreed architects with 5 year program and KU Edwards does not provide that.

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90% of our hires are degreed architects.

2. We have a growing cluster around architecture. Local Market Metrics (1)

1. The timing is good - we are starting strategic planning. We are growing and our organization and it is a reflection of the architecture community and we are seeing firms working, hiring, expanding and all of this growth has come up relatively quickly from the recession. As it occurs, we could benefit as a chapter what the local market is doing and what are the economic trends regionally that would be pertinent to our folks. For my org and easily digestible market metrics that can be consumed easily that I can kick out to my members for our strategic plan.

Public Administration (1)

1. I am looking at it from a narrow view from the public admin area, with an org with 3,800 people (3rd largest employer in the county). The skill sets vary depending on the areas they are in. I think we need to have people trained to replace those who are retiring. Our largest area is in public safety. The Law Enforcement Academy was used and now our Sheriff wants a different direction. Law enforcement, corrections, medical first responders (paramedics). That niche has been taken care of JCCC and then we have people in the helping professions, mental health, case workers, social service etc. We get most of those from KU. Skilled laborers handle 2/3s of the county’s waste water services. We need laborers that can do machinery operation, lab technicians as well as workers in public works such as truck drivers. If you were to take the state of KS org chart and eliminate education, we would be a mirror of that. We have appraisers - we need qualified appraisers. We have such a diverse workforce; it is hard to say a single need. Oracle is our enterprise system as well; we had to do recruiting there. Our top areas: Appraisers, IT, Nursing.

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Risk & Compliance Training (1)

1. Risk and compliance is growing. Lending/Credit Training (1)

1. The challenge is we have so many different lines of business. Some can give OJT, if I am going to focus on one piece of it on a lending side; there is a desperate need to for a high-quality credit training program. We have a program in place for 40 years and one of the few sustained training programs in the country. KU undergrad or this can establish a program that fits a credit training program you will have banks knocking down their door for candidates. For every economic down cycle, banks will sacrifice their training programs. As an industry you don’t have a training program in this area that is of value to lending institutions. Generally speaking these are in house programs. There are some external programs but nothing locally accessible.

Baby Boomer Replacements (1)

1. We hire accountants but we are currently not looking at KU Edwards to turn out accountants. To some degree our organization is structured around hiring entry level accountants or seasonal persons who are experienced and new. We need replacements for the aging baby boomers.

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2. Last spring, KU assigned all of Continuing Education to the KU Edwards campus. This gives KU Edwards the ability to deliver customized training in hybrid formats; online and onsite to meet employer needs. How significant is this for your organization?

Very Significant (14)

1. Absolutely, the more we can bring it to our site the better. The more content is blended gives us flexibility and not sit more in a classroom. It is a very appealing feature for us.

2. I think it is huge. To move CE closer to the industries that it supports is big.

3. First looking at the county as a community of interest, as a consumer it would

be tremendous. On the employment side for our workers, it is as beneficial as well but I am having a hard time figuring out what are the offerings being made. What are the online training courses? We need oracle, appraisal training, etc.

Very Significant

37%

It Depends 24%

It's Significant

21%

Not Significant

16%

Other 2%

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4. It is huge. It takes an important part of education and moves it out of the

bureaucracy of KU Lawrence and puts into the heart of the economy of our region.

5. Extremely, to our membership and to our community; anytime you reduce

barriers for people to get an education it closes the divide.

6. It is key because I think that environments as they become more entrepreneurial need broader skill sets. In the tech industry you don’t need a 4 year degree to earn good money and an emphasis needs to be placed on hybrid programs with 3-4 skill sets. More jobs are created by small business and you will be asked to serve 2 to 3 different roles. I like to hire utility players - people who can play multi roles.

7. I think if we know what they are offering it would be very significant. The

opportunity to have professionals pick up additional degrees becomes very important. E.g. and engineer picking up a business degree or vice versa. The cross-degree opportunities are going to become much more important. We are seeing in this community a blend of business, engineering and higher Ed.

8. The answer is I think that would be highly valuable, the reason is these days

people are so busy with their work/family/community lives; it is difficult for them to take out a year or two years to block out evenings in a classroom. With technology, you can do a lot on line. The onsite piece is very appealing to employers.

9. I think it is really significant. Onsite and online - employers need and want that.

It helps them more readily support employees with training while on work time, vs leaving the workplace. You can do online whenever at your convenience. For employers with national and international cos is huge to deliver.

10. I think it is probably a big deal. One of the area s they specialize in is in

engineering and KC has more engineers per capita in the USA.

11. Critical. Nobody is going to drive to KU Edwards to get a Master’s if they don’t have to. If KU establishes themselves in Leavenworth, you will get a lot

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of MO students coming here from Platt City and et al. In addition, spouses will come and they want a better education than they have now. Spouses and military. IF they can continue it when they move, you get a win-win. Logistics officers know about KUs Master's in Logistics and have to go to KU to get that. Only a few commute to take advantage of it. If it was here, a lot more will participate. The idea of involving spouses, they can take classes in the day more than the evening and weekends. I mentioned to David and Mary there are a lot of faculty in the area to teach these courses. We have guys retiring off the fort to teach. You have a student and potential faculty population right here.

12. I think it is huge. I think bringing that program in the metro instead of housing

it a Lawrence brings tremendous value. I see it as a fresh start for the whole CE program as well. There have been some positive shakeup because of the move and it opens up new markets.

13. For KC it is great. No other university is planting a flag like that.

14. I think it will be very significant. The phenomenon is we have is a very mobile

workforce that travels internationally. We need online learning that people can pick up anywhere in the world they can get in KC.

It Depends (9)

1. It is useful but it is half of the equation. Continuing Education will be about.....I feel like if CE was tied to the real time demands of employers creating new certifications and new competency based programs to help companies grow and thrive, that’s great. I have not yet seen that articulated. What I have seen is more coursework rather than real-time ways to meet the needs of the employer community. I am involved with Park, KSU, KU and UMKC. We need more certification and competency based curriculum less oriented towards a degree. I have not seen not very much product come out of those 4 institutions.

2. It depends on who their market it. It depends on what they are going to offer.

Right now people are hungry for coding schools. I would talk to Garmin.

3. It has the potential to be very significant if and when KU Edwards does their

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legwork becoming easily accessible to the Fed Govt. KU Edwards gets on Fed contracts as custom training providers - it is an administrative process. Have to publish fees and a proposal and goes to a government website. The #1 consideration for Fed agencies looking for training providers, is can they access you - rules for procuring training for the Feds create tremendous hurdles for any business wanting to do business with us, unless an MBE/WBE. We look for something that costs less than $3000 and can put on a credit card. Online a lot of times you can get below that $3000 threshold.

4. We charge our agency clients for everything we do - we write proposals and have a direct interagency agreement. If you are on the outside looking into the Feds is tough - get on the GSA schedule and they have a number of schedules for the Feds to procure goods and services. Another thing is to hook up with a Federal Service Reimbursement Provider such as OPM's center for leadership development and they can subcontract to private sector vendors. They do the due diligence with Federal agencies for a 1 to 3% fee. Money well spent. Anything more than $3000 all agencies have to go out to bid. All the contracting offices are backed up due to job cuts and sequestration; you need to be on an expedited vehicle. Otherwise it is an onerous process. We already have prequalified vendors.

5. It would be very significant if they could do it right. They need to make sure

they have reliable feedback on the trainers they hire. KC is full of people who say they are leadership experts but have not or have been successful.

6. It may potentially have significance. I need to know what type of certifications

they have and do observations in the field. From a large perspective in our HQ, I am not aware of any need currently.

7. I don’t know that we have necessarily explored that. It could be. There is an

area of our company we expect significantly to audit healthcare for Medicaid payments monitoring. As government healthcare grows so does the audit function. Healthcare finance monitoring.

8. We as a profession have to have continuing education. CE opportunities that

meet the state licensure and AIA requirements. The way most of our people get them are with lunch and learns. Industry has taken care of a lot of that - partner with the AIA?

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9. Quality education, flexibility - our employees are working in the field traveling

and looking for a program with on ground and online is usually what that is. Quality, reputation, flexibility. Apart from those seeking degrees we also have one off needs. For example, UMKC offers short courses for a day on a topic. We need that as well. We are not looking at KU at this time for that because we look at KU as a place to get a degree. KU has a professional development series of 12 weeks one offs, can take it ala carte. It is worth two professional development hours and taught by a KU instructor; we love it onsite. We need options to send people to PMP prep and/or PE prep when we don't have internal options to meet someone's need.

It’s Significant (8)

1. It is significant. With most professional sectors and people are wanting to advance their careers and they cannot step out of the workplace. They need flexibility and our folks are geared to that and consume a lot of AIA curriculum online. There is an expectation level that all those tools are being employed in an effective way with a degree or certificate at the end.

2. I think it captures a whole new market of the actively working candidate that

does not have to drive to Lawrence. It is a bonus; most people cannot afford to now work and go to school. It is significant.

3. Do they do onsite customized programs for an employer? That is of interest to

me in the technical fields, like engineering and project management. This to teach them technical and management skills. I will be interested in exploring it more.

4. I think the flexibility to deliver the curriculum is important. From a personal

learning preference, I myself get more out of interaction onsite. Discussion with fellow participants works well for me but others do it well with remote, electronic means. If it is a partnership with our company and KU Edwards creating curriculum in a partnership, the flexibility on the delivery is beneficial to do something with our employees during the work time. The flexibility adds more value. What we might try to do is to accommodate each employee based on their learning styles. That is the biggest advantage.

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5. It makes a difference. My perceptions is Osher is more oriented towards

retirees and it is continuing education. To the extent there are things that would be good ongoing programs.......and idea, we have Rockhurst Continuing education and they have been successful going to companies and selling them technical training (e.g. sexual harassment). They sell a package of courses for a set fee.

6. I think it is obviously better positioned in KC vs Lawrence. There is a

significant workforce in Johnson County. It makes sense.

7. It is significant.

8. We have two dedicated trainers but we have partnered with JCCC & UMKC to develop a customized program. We received training dollars from the State. Had a day in the life of management to see what management is like. The ratio has been pretty good and put 30 people through it. With UMKC we did 3 cohorts of 6 mos. programs with senior leadership/professional development. We did a hi-potential and future leader program in-house. We do bring in outside speakers and there are opportunities for KU Edwards.

Not Significant (6)

1. I would say probably no. We have so much learning in house; we typically don’t use external training facilities.

2. It is not a huge issue for us but it is a nice thing to know. I did not know that

before.

3. As a continuing assuming they have a bachelor's, it is insignificant, because we don’t require ongoing education and we provide OJT for people to be competent. We have a position for a mid-skilled workforce in medical billing not required by us but that is a small percentage of the workforce. We can find them in this market. Formal education is not in high demand with our organization anymore with upward mobility; assuming you have that baseline bachelor's.

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4. I don't know if it is, most of the folks we have are already past that because they are already CPAs. I can see how that is significant for our clients who have their own accountants but who are not as qualified and need more background and education and having the flexibility of online would be helpful for them, not as much for us.

5. As it stands today, “ no.” I don’t know anyone that utilized the programs of

CE. We don’t use that.

6. For CE probably not as important for us. We are in a market that is pretty fast moving and most of the folks we hire will keep up on it on their own to a degree. When I was in Silicon Valley, the CE courses were valuable, leading, thought leader.......if there was something cutting edge it is more applicable. Our people are advanced but if they had a thought leadership area, we could do that, such as gamification theory. It develops games as apps that people cannot put down.

Other (1)

1. KU has been way behind the curve on this online and KU has a great brand in this community. People love the affiliation.

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3. Are there technology-based delivery modes that work best for your organization?

Online (15)

1. Not through KU Edwards but we do a ton of online WebEx training to click through links. That is how we deliver training in our organization. Distance learning.

2. Yes. You will find a cornucopia of management systems in the Feds such as

Plateau, the Army has one; deals with SCORM compliance. It is the industry standard language for training modules that can plug into the Fed system. Larger agencies like to plug training into their systems. Ones that are compatible with the Federal government systems (57 of them). Generally when you are creating content, as long as it meets industry standards, it will work. Your IT security and technology will need to be up to date for webcasts, online content etc.

3. Not so much, but it would be for my clients. Our clients are in of constant

need of flexible opportunities upgraded skillsets, flexible timing. The downside

Online 42%

Flipped Courses

33%

Don't Know 14%

Online & Flipped

5%

All 3%

Other 3%

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to a classroom is it is a fixed time and people have to work late.

4. I would imagine for KU Edward’s clientele, they would be at the higher end and would be just fine with online or distance delivery.

5. Webinars are what is customary for us. That is what people expect. Probably

online.

6. Online and really depending on the population, mobile on a tablet or a phone. Some of these people are in man camps in Saudi Arabia.

7. Internally the different modes we use are webinars so they can get training

where they are. Mobile is huge for us for our people in the field to pull up on our mobile devices.

8. Access to online courses and mobile technology. We don’t currently develop

training that is mobile friendly but it is trending towards that direction.

9. One of the big training needs we have are compliance for regulatory needs with banking and it is with a company with a sophisticated online system. Having products like that packaged is needed. The goal is everybody is getting the backbone of a system that shows our employees took the course, completed it and passed it.

10. Online is a good way and you can tailor it around your job, everyone has

technology right now.

11. Our technology is somewhat cumbersome on how it connects. We are trying to be more mobile for 24/7 to work around our people’s schedules. Our people are not dependent on everything being on their iPad yet. Comfortable but not totally converted to it.

12. Certainly PC training. Specifically, online. Time-shifted, place-shifted lessons.

Consume at your own pace/time. The ability to do distance learning to bring people to the classroom that may not be there (physically) to present.

13. We have eLearning (Learn.com) to push out eLearning and video based classes.

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14. Internet, online is good.

15. Online classes will work well with Hispanics; we are further ahead with tech due to finances. We may not have a computer at home but an iPhone. We are the largest users of mobile technology. Our challenge is we don’t have a computer in the house but tablet are growing. Using Skype etc. America is going to where Hispanics are already at.

Flipped Courses (12)

1. Online typically is very effective - flipped courses with a leader/teacher. Work 1/2 time and go to school 1/2 time like a Cerner works.

2. I would say that still in our world are support programs that have classes in

person. Tech training is difficult to do on line and people want to work in teams. Techies regularly work with other - oftentimes interacting electronically.

3. I think the more we can use web-based training that can be accessed

throughout the day are really valuable. There is also a value in doing at a leadership level doing personal continuing education. I did executive education training at UVA School of Management. You live on nice housing on campus for a week and interact with peers and establish peer relationships for years. I think the electronic training is very valuable but it is also valuable to have people to physically work together for long term relationships.

4. Given the makeup or our organization, we have a large contingent of

employees out in the field with limited access. Our linemen do have electronic means in the field but when we do technical training there is a lot of hands on. Our people choose a job out in the field and their preference is not to sit in front of a computer all day. I am thinking our skilled craft people are much more hands on and would appreciate more interactive learning. Our corporate office would appreciate the expanded mobile and online capabilities.

5. I tend to be.....in skill building I like the idea on online courses and testing.

What it doesn’t do, things that require critical thinking and examination of thought that is hard to do online. Even relational skills/leadership skills are hard to teach online. We do those in person. I do think for people going back

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to school online could be a good supplement but you also need to bring people together - depending on what the topic is. One of the things that concern me if everything is done online, most of the things we do are face to face. The idea of classroom activity and role playing are needed and we do a lot of that.

6. You have to hit us in two different realms: Some like the tech, others like face-

to-face. We are social people. Don’t underestimate that aspect with the Hispanic community. It also depends on the demographic they are going after - Hispanic is broad.

7. I would say our people would like something that gives them as much flexibility

as possible to do at their leisure. Our feedback from our customers is they get the most value on -site because they are not distracted. Classroom training is retro but high value since it helps people focus. I think there is a lot of value when you bring people together in teams. Doing onsite without distractions that can keep it valuable. KU Edwards can stand out by not following where everyone else is going. Do something counterintuitive like blending classroom with online - there is value with not following the herd.

8. I am not big on IT or long distance communication. My preference is there

needs to be hands on and a collaborative face to face environment. Long distance learning is here to stay but the higher value is face-to-face collaborative learning. These certificate universities for profit are in trouble and there is an opportunity for businesses to refocus on quality education that is cost competitive.

9. Obviously you want people who can manipulate and maneuver in that realm

but you need personal interaction in that process. You need both.

10. We would expect there is a 21st century approach where there are blended models where appropriate. We are growing as an international workforce and we need technology for delivery of learning for those populations. We are working on that internally as well.

11. I know that every university is delivering on line coursework and getting better.

We are moving into an era where info transfer is carried out online. It is a natural trend and young people are comfortable with it. Is there a best? I don’t know. My experience from a distance is online delivery has not demonstrated a

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quality across the board as universally as in person instruction. It could be possible. My sense is what is emerging is a hybrid model. It's like reading a book in advance of class. That seems to be the trend.

12. If it can be something that is comparable what they are used to - you need to

go see the state of the art facility we have. They are used to small group instruction with the adult learning model in Leavenworth support by a worldwide IT system. One degree offered on post by KSU is the adult learning model. What the students don’t want are PowerPoints thrown at them. The case method of teaching is preferred (3 hour class with one question on the board). Talk with Jim Willbanks at KU and Jim Martin. One added point - there is an opportunity for KU to learn here. When I watch the staff and faculty listen to General Perkins, they learned a great deal about what the Army has to offer as lessons learned for KU. People have done things from combat, civil security/disturbance, nursing, etc. People have international real world experience and they are exposed to different types of medicine and education. Exposure to different cultures. The faculty at KU could learn a lot about what goes on here with the school of Advanced Military Studies. I will tell you it is very leading edge and the military really values education and puts a lot of money into it. We have certification programs for the Army. (E.g. Sexual Harassment Assault Retention Prevention)

Don’t Know (5)

1. I don’t know what they are.

2. I don’t know.

3. I don’t know. I am a face to face guy but in today’s world, younger generations are different with technology. Tech is just now starting to take off with education and it can be bundled with online courses. You can have multiple schools.

4. I think that is still evolving. We do some virtual education with our kids and we

have not figured it out yet. It is probably a hybrid of video modules with assessment built in with contact with a real person. I don’t know that anybody has totally figured it out. It depends on the individual.

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5. Not necessarily.

Online & Flipped Courses (2)

1. We do pure online and we do some mixed hybrid classes (flipped classroom). We used to do a lot of ITV stuff with televised lectures with dedicated channels but technology has left it in the dust.

2. For certain classes, yes (online), but not for people skills that require

interaction. All of Them (1)

1. We have a training team that creates e-learning, web ex, we try to hit our staff from all angle and we use them all.

Other (1)

1. Interestingly what we found from experience if you are startup company, you take a five week in person class. Once they are up and running, it is hard to get them to come in for training so mentoring and peer mentoring works. It is difficult for us to get people to sit in a class once they become established. I don’t know how many people have the e-MBA in small business vs. corporations.

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4. Is on-site delivery at your location important for your organization?

Yes (24)

1. If it were available, it would be a plus for sure. We have ongoing meetings that are scheduled and having a content speaker would be good. Being here would not be that big of an advantage. Having them here or on campus is a potential plus.

2. Yes.

3. Preferred in order to hit a larger audience and a better use of everybody's time,

yes. Only if there is content we can benefit from. If I take a class because I can walk across the hall at 5:15 and take a class, vs driving to campus at 6:30 then it makes a difference.

4. Yes, definitely.

5. I think yes. We are starting to see a request for that with our corporate

Yes 67%

It Depends 22%

No 11%

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partners. We are delivering leadership modules to them on site and that is a model where we think we can grow.

6. Yes. Delivery onsite and onsite interaction between the professors and students

in the field they are studying is critical and essential. All coursework does not have to be delivered in that way.

7. Absolutely, yes!

8. We find in what we do is more people do onsite vs online. We have also done

blended programs with FastTrack blended venture to chemical engineers and that was fairly successful.

9. I think that you will find your clients will want it as convenient as possible for

them and it can be a part of it. That is why online classes are more popular. We are going to have to determine with all these buildings in higher education.

10. I think it is; we hear that.

11. Absolutely.

12. Yes, again but a lot of it we do ourselves. Technical training from an onsite

perspective, we already have vendors doing it for us. We do some of that currently.

13. Yes.

14. I think so. If it is something specific for us, you bet.

15. It is still important but is less important that what it was because we cannot go

places but rely more on video and online training. The Feds got hammered when the GSA bought clowns and champagne in Vegas, now we have to justify everything and it has crippled us to send our people somewhere to train. To have people come on site - face-to-face we cannot go offsite easily without jumping through a number of hoops. It severely impacts our ability to take customized training offsite. However, we have tons of conference facilities for training.

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16. Yes, delivering this in the City of Leavenworth outside the gate is a major advantage for KU. Doing it on post eliminates a lot of people. KU would lower its academic standards to go on post.

17. We have facilities here; I think it would be a nice offering.

18. I think it is a growing need. It is less disruptive to the workforce.

19. I think so, definitely, that is the preference. We have done some classes with

Arizona office. The preference is to do it in KC. To ask people to go off of campus is a challenge and we have the facility space here. The beauty with KU Edwards is they have the available space too.

20. It would be more likely with companies of scale that have the facility to do

something like that. I can see the bigger ones doing that because that will get people to attract to their campus. Anything for exposure.

21. I think it is of value, yes.

22. It is extremely important and you are looking at HR departments looking at

incorporating their in-house programs with institutional learning.

23. Yes.

24. I think it certainly is. One thing they can offer, one company does not have to develop a leadership program and just have KU Edwards come on site and deliver it (CEVA). It is a menu of options that makes it attractive with industry. Sometimes you need to train 3 and other times 30.

It Depends (8)

1. It could be in the area of technology.

2. I think for some people based on age or learning style, there is a place and importance for it. I like being on a college campus and if I am pursuing a degree, I like a place to show up. The human interaction still plays a role in education.

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3. I think to the extent that it provides access to students and convenience it is. Is

it important in and of itself, vs. on campus, probably not? The importance has to do with making it fast and easy for the students.

4. It can be if there is a program that if you were to partner with the AIA and

create some CE architecture- related programs. You can kill several birds with one stone rather than going from office to office.

5. Not necessarily; it may be easier to do it here but we can go to the campus also.

6. We have found it is with our clients we do contract training with, 1/2 like it on

site.

7. I think so; it depends on the need of the company. If you can take it to them that is a real plus instead of employees traveling with windshield time and people can stay at work after work. That is a very positive option,

8. From a third party source, we don’t do a whole lot of that. We have them but

they are not on site. It is something we need to explore a little more; the concept is intriguing to me. I assume it is for tailored learning?

No (4)

1. No.

2. No.

3. No, because we have OJT and we are spread out.

4. I don’t think so.

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5. What types of education programs are most important to your organization? Examples include: degreed programs, accelerated & flexible degreed programs, certificate programs (for credit or not for credit), professional development competency based training.

Certificate (9)

1. All of our employees have college degrees so I am not sure we are as interested in more college degrees but certification type of training is good to augment a 4 year degree. If they want it to work toward a degree, it makes sense.

2. Professional/certification programs. We have people working on Bachelors

and an MBA programs but a lot of that is up to the employee. There are certain certification programs such as business statement financial analysis. If we had a certificate in something like that would have a benefit to us. CE relative to marketing and sales ability.

3. If I go back to my previous statement that the jobs that keep me up at night are

Certificate 25%

Competency Based

Training 14%

All 14%

Degreed & Cert 11%

Degreed 8%

Other 8%

Accelerated Degree 5%

Degreed & Comp Based Trning

6%

Degreed & Accel Degree

3%

Don't Know 3%

Cert & Comp Based Trning

3%

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around STEM. I see certificates. 2/3 of our jobs are union and they do not require a college degree but they do require high level skills. The IBEW which represents all three of our locals are very dedicated to the development of their members. To get into our door into those positions, you have to show that aptitude. People are interested but aptitude tests are weighted towards, math, mechanical and reading comprehension. Many are not getting it in HS. But if they make an investment in the skills training, they are more likely to be successful on the skills test and can get into the apprentice programs. Our approach used to be was to find a whole bunch of people who are interested and weed out 80% of them, but it is an expensive proposition to do that testing. We are now looking at partnerships to run some training up front. We are investing in people who have an interest but who make the investment up front and their success rate for the pre-employment test goes way up. They are demonstrating more initiative. Our positions in power plants pay very well. The compensation of benefits that we pay is outstanding. It is not for everybody, it is hot, dirty and a dangerous environment. Many people get in and get out. We then have high turnover. People who show an interest in training are more oriented toward the environment. And they have a higher retention rate. Specific skill training and certificate programs are valuable to us. We do have the need for IT and others with a 4 year degree. Many people don’t think of a utility as a highly skilled environment. Such as accounting, legal, etc. What we need the most are STEM certificate programs because of the types of jobs we have to offer.

4. More and more, project management and prep for PMP certification - that is

becoming more important with virtually every fed agency. We rely heavily on contractors to do the legwork for many of our initiatives. It has become more important for someone to management it in an accountable, rigorous, defensible manner (for our Fed employees). Often we have a small group of Fed employees managing private sector firms doing the day-to-day work of the Feds. To manage it, there is a Federal employee. That is who benefits from a certified Project Manager. The skill and competencies with problem solving, adapting, building stakeholder relationships and negotiating are valuable and most critical competencies. Management skills - that is at every level of your organization. That also raises a quick point; we often don’t need or buy technical training in our areas of expertise, such as environmental compliance for the EPA. That is what we do. Those things that make us effective in the world of work are what we need - soft skills training.

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5. I would say the degree programs are least important, we do encourage

employees to provide that benefit but that is their benefit. The certificate program is the most important to us. UMKC has an open to the public for finance for the non-financial manager. We have a need to place persons in existing courses at KU Edwards. People benefit from external perspective and that is something we value.

6. We really don’t have....it’s not like healthcare.....we just don’t have that kind of

need to suggest that it would be utilized on a large scale. There isn’t a certificate that says.....if you go to the Colorado School of Banking it is not as if I am in financial planning I am a Certified Financial Planner. When it come from the credit training side of the house, there is no industry certificate around now. It is desperately needed. If I had a candidate who said I have my certificate credit for credit analysis from KU, it would be a candidate I would take a close look at.

7. All of that is important here and I believe 40% of our staff has masters and

PhDs. Most of our people are degreed before they get here - most are Masters. Certificate programs are becoming more important for more modern/contemporary tools. (E.g. to add on to existing degree).

8. All of them are definitely important but it depends on what arena. When it

comes to engineering, medical and architecture, MBAs we are not represented. Only 2% of Hispanics have MBAs. That being said, where KU Edwards can make the biggest impact is through the certificate classes as a stepping stone for later education, that would by my focus. More and more the community colleges and DeVry's are going aggressively going after the Hispanic market such as nursing. What I am hearing from community leaders is bilingual police officers. There is a gap in the community - the Hispanic community does not know the entity and they don’t pursue it. Many already have a job and fear the unknown.

9. I think PMP certificates, financial acumen, sales, leadership, certificates are

valued. Getting MBAs are OK but it is more effective to get target learning for what is in demand now. We can integrate that into someone's career. Divide it into levels that can be managed in steps and not take them offline. Allows manageable career advancement opportunities.

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Competency Based Training (5)

1. Mostly competency based training because we already bring in degreed people. We have high skilled/higher paying jobs that require a degree.

2. It is really competency based training and to maintain their licenses each year,

they need CE credits. AIAKC and nationally actually delivers the type of continuing education they need. This is different than getting a PhD or Masters in Architecture. The five year or six year with an undergrad and Masters. I am making a distinction between and advance degree and CE. AIA will not become a university. We have 1049 members currently and I don’t know if I can name a person who got a 4 year program worked and then got their Masters. If they get a Master's they get it up front.

3. I think technical types of training with CAD and Civil 3D technology; we can

never get enough of that.

4. It is more of your competency based training. Credentials are nice but employers want competencies to get the job done.

5. I am not an expert in the business world but I would probably put the degree

programs at the bottom because my understanding of the business environment is they are working for very quick, intense learning times and employee enhancement of their skillset. From the employee side degrees are important and it helps the person progress and change fields. On the business side they are most concerned with how we rapidly train employees so they are more productive. Maybe there is a mutual benefit to do both. My guess is you are an engineer at B&V, they want you trained on the latest software or latest market trends, not a Master’s.

All of Them (5)

1. I would assign equal weight to all of them. There is a need for all of them

2. It is hard for me to say what is most important. To some degree they are all

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important. Certification programs are very valuable and likewise degree programs are very important. The flexibility is what is crucial for what is going forward. The one size fits all model is not that well accepted in today's world.

3. All of the above. To rank them, I don’t think you can because the answer is

customized to a particular company. You cannot draw generalities by industry. We are trying to develop capability and capacity to all modes to respond in a custom fashion.

4. I think they all do. All of those in their specific ways are very important. The

acceleration of needs-based learning is one of the biggest needs. Degree programs take too long. You have a lot of transitionary (sic) skills in the workforce - how do you augment ones work experience quickly to make them useful to the business. That is a growing need in the CE space.

5. In our industry you have to say all of the above. In our industry we have

certificate programs in health and safety. You have a continuous learning commitment that is different and you have employees needing an additional degree for a change in leadership and retraining.

Degreed and Certificate (4)

1. Degree and certificate. Certificate more in line with the non-revenue producing staff in our office such as HR.

2. Executive MBA, MBA and product certification with hard certificates with a

series of courses.

3. The majority of people who are here have a bachelors and a lot go and get their Masters & Ph.D. It depends, I see the certificate programs in the IT areas and Project Management but I see less of that, some companies go for the PE but that is not big for us. Could be for the other engineering companies.

4. Graduate degrees, some type of nursing certification for spouses. MPA is a

very good degree, many are becoming city managers. We also talked about KCKCC here and they could roll up their Bachelor’s degree here. The target audience at Ft. Leavenworth are grad degrees and grad certificates. The

52

population here at FL are three categories: 1) Current students at Fort Leavenworth; 2) Retirees 3) Permanent employees (military or civilian). Most retirees have grad degrees. If you have certification towards a degree or certification programs that give you a pay raise. What does one need to transition to another career, especially with sequestration? Transitioning people each year at Fort Leavenworth are over 700 a year and most are officers. That does not mean they will stay but they are established here. Another category is criminology, we have several prisons here. They human motivation psychology management, they want interpersonal skills. The prisoners are smarter than the guards. Off the Fort is the Federal prison system and they all hire off of each other. At the University of St. Mary, they are looking at setting up courses for the prison guards. They are looking for an Associates of Arts degree to give them a leg up and give them credit toward a degree for career advancement. Something that applies to everyone, in the army as an officer you come in a basic branch and then go into a specialty. What you learn up to that point gives you a foundation. If you were to have programs that give credit for that practical experience, it would make for an easier transition into their field. They would have a lot to contribute (e.g. Logistics, Operations)

Degreed (3)

1. Most of the people that we hire are CPA eligible. Most of the people that come in are ready to be licensed and many have a Master's in accounting. We offer tuition reimbursement for those pursuing an advanced degree. We have high graduate level hiring.

2. I think you need to have the degree at the core of most professional positions.

There is some theory it is waning. It is not in engineering. Employers want some evidence of a core competency in a field and evidence to produce in a team environment, with collaborative, team, leadership and problem solving skills beyond the discipline. Some of that is hard to teach and you have to experience it. I talked to the HR director at Cerner and they are clear about who they hire. They are looking at people who lived life beyond their programming skills.

3. I would suspect from KU Edward’s standpoint, it would be the advanced

degrees that would go well with their brand recognition. You have a lot of

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professionals in Jo Co and they would take advantage of that opportunity. Other (3)

1. One thing that all architect offices struggle with is getting the young staff prepared to take their architecture exams for licensure. They normally take it 3 years after graduating. There are multiple categories of assistance that can be offered to the profession.

2. Those are discreet identifiable programs provided by the education provider

and the questions is what the consumer wants.

3. What we see happening is from one-on-one counseling to accelerators. We have 4 accelerators in town now. They are 90 day immersive programs for business development for proof of concept and getting it to market. Sprint Accelerator, Data Blocks, SparkLabKC and ThinkBig Partners. It is a different delivery system to get the company to move forward but I don’t know if it fits the accredited structure of the university.

Accelerated Degree (2)

1. I think there needs to be flexibility other than a straight 4 year program such as an accelerator program or something that gives the ability to accelerate due to work experience. I see a lot of people who want a different MBA model that takes in life experience so the barriers are not prohibitive to participate.

2. We have a philosophical debate with experience vs academic education.

Certainly with some of our jobs, we need people to have both and a lot of times we will substitute. We can substitute experience for a 4 year degree. We tend to hire people who already have degrees, experience. We don’t in corrections and sheriff’s offices. We do in the computer field. Look at our accounting areas; we hire more experienced folks with a degree. At DMV we take people who have customer service experience in the retail sector. Integrate real world experience with the academic experience.

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Degreed & Competency Based Training (2)

1. Probably the majority is degree, secondary degree and competency based.

2. I am going to talk out of both sides of my mouth; the larger employers want a 4 year degree and a skill. Even though they have all of those skills, they may not be relevant. A pain point for companies are people may look good on paper but they find months of training are necessary to get them up to skill with current technology. Tech is skills based and generally it does not matter where you went to school. Tech is really transitioning into to a skills based job market.

Degreed & Accelerated Degree (1)

1. From a hiring perspective, we are still focusing on degreed programs and if accelerated degrees are a means of achieving those, great and it would be really good for us. We have invested in CAPS programs and those types of degree programs allow people to get the credential more quickly. But, there is a balance in that because there needs to be a degree of quality in those programs to make sure they are ready. We don’t have a preference as long as the person can meet the minimum qualifications and can to the work.

Don’t Know (1)

1. I don’t know if we have a strong preference and it is more for our staff side. Certificate & Competency Based Training (1)

1. The competency based training with hands on is most important. It reaches a market of candidates that would otherwise not be eligible candidates, as a recruiter, it stands out on the resume (a 12 week program in biotech). As that happens, KU would get more of a reputation where employers would seek their students out.

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6. How important are credit programs vs. non-credit programs for your organization?

No Preference/It Depends/Both (16)

1. I don’t know if it would make any difference.

2. It really depends more on the individual. I don’t know how many associates do non-degreed certification.

3. Not important.

4. See above: It is hard for me to say what is most important. To some degree

they are all important. Certification programs are very valuable and likewise degree programs are very important. The flexibility is what is crucial for what is going forward. The one size fits all model is not that well accepted in today's world.

5. I don’t think it is relevant. In the interview, if they can speak it, that would be

just fine.

No Preference/It

Depends/Both 44%

Non-Credit 31%

Credit 25%

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6. We don’t pay any attention to it. It is up to the individual.

7. It really depends on the line of business. If we are focused on the credit side of

the house that would be invaluable. From the wealth management and investment management side, it wouldn’t be as valuable.

8. Same as above: Those are discreet identifiable programs provided by the

education provider and the question is what the consumer wants.

9. They are both important. There are fewer opportunities for employer driven noncredit programs vs credit programs. There are plenty of universities putting out degrees and they remain most important. The gap in the region is on the CE side. Many institutions are producing degrees. From a supply point of view, the universities are not helping much in the knowledge that goes beyond the degree.

10. I think that the credit programs are very important for company new hires but

probably equally important are non-credit programs for people already members of the team.

11. One way you can measure that is a lot of orgs have tuition reimbursement

programs for credit only and that could become an issue. However, industry recognized certificates are gaining in popularity.

12. Credit programs are probably more important to the individual and non-credit

are more important from the business standpoint.

13. No.

14. It doesn’t really matter to me.

15. I don’t want to discount the credit programs but I am interested and the company is interested in those individuals. If their training has zero credit but it gives them the skills to work in our craft positions that is of high interest to me. In our professional levels of engineering audit, those credit programs add credibility to what we are trying to accomplish.

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16. No difference really for us. Non-Credit (11)

1. I think there will always be a spot for credit programs but non-credit are becoming more valuable because they are competency based. When you talk about non-credit it is easier for organizations to deal with, it is a pain to deal with the credit program bureaucracy and timeframe.

2. Non-credit are more important to us in terms of what we use or leverage.

3. Most people have degrees before they get here so non-credit is more important

to us.

4. In the space we are in, none/no. Most of the time we are working just in time and they want it done fast; especially when your next meal deals with selling something - some of academia's programs take too long. Businesses work faster than a semester and certainly faster than a year. The typical academic year does not match to the typical need of an early stage company.

5. You know credit in the sense of getting a degree, probably less. If it is

applicable to getting an engineering license is very important. To have classes certified with an engineering license. We are always interested in PMP, safety certifications but we don’t ask for an MBA.

6. What I am hearing from employers, it is not important. They don’t care if they

have a degree, they just want the competencies. As long as they exist, that is what they are looking for, especially in IT.

7. We do a lot of continuing education and not going to a degree is more

important.

8. It would not matter to have college credit. If we used KU Edwards it would be training towards something we could not do ourselves and it does not need to be degreed.

9. Noncredit are episodic, non-topic sequential basis. Can do one on a variety of

58

areas. We can do it with a variety of subjects. No continuity for a degree. Non-credit programs are more predominant in our industry.

10. For us credit is less of an issue unless we are trying to get CEUs to keep our

license.

11. Probably not as important to us. Credit (9)

1. That is a double edge sword. Credit programs are very important and the fastest growing industries (top 3 such as STEM) they are not in the top 10 areas for Hispanic employment. 24% of Hispanics are in the construction industry and the next is hospitality. It is not a problem for the Hispanic community but the country. 95% of the teenage growth in the USA is Hispanic between 2012 and 2020. 40% of Wyandotte’s school is Hispanic. Universities looking 20 years out; we are their only growth opportunity.

2. Credit programs generally bring more value - there is a standard applied that

equates value.

3. For most of our jobs, you need a bachelor's. Credential is important and we are open to innovations in credentialing as long as they meet the requirements. We have seen some need to create the alternative ways to get there such as the 2+2. When it is pure competency based credentialing things break down due to the variance of quality with universities. We see linkages but also what are the behaviors of the candidates that make them successful. There is some interesting research that shows people who complete the GED don’t persist in certain environments; certainly in a corporate environment. What are the predictive behaviors?

4. Certifications are typically non-credit but credit programs are much more

important. We have employees with an AA that need a 4 year degree and 4 year degree employees that need a Master’s in Engineering or Business.

5. Credit programs are absolutely more important. I mentioned to Dave and

Marilu is use the resources for a program for prison management. There is no

59

place in the nation with the confinement protocols. It is an industry here. Create a center of excellence in corrections management.

6. Should they be more important? No. Are they? Yes. It is a fact with those with

advanced degrees will do better than those without because student hiring mechanisms are only in degree seeking programs for example.

7. For me in my dept., credit is important. Having a Master’s degree is important.

It varies by dept. Supervisory skills conflict skills can be non-credit. It depends. Other fields we have not talked about are the collective learning committee that offers classes onsite 4 times a year for areas in the human services field such as social workers - they get CE credits. That is also another opportunity - CEUs.

8. I think the credit programs are probably more valuable. Hiring managers are

forced to think more creatively. For example, the credits matter and the formality matters and the interface with a corporation is via a website. At a previous employer, we got 20K apps per year and there are amazingly talented people who would have been excellent fits for our culture but I would go to the recruiter (at the higher levels). These people got cut because they could not make it through the computer filter in the process. I would have them go and pull them out. We need to get savvier to get people through a system and the importance of how to develop those relationships to get referrals. I don’t need an order taker; I need recruiters who know how to get the best talent that is not always technical. We need people who can project that. I have a chief people officer that takes referrals and recommendations only.

9. I would say credit is generally more important except for competency based

programs - it does not matter then.

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7. How important is it to your organization to train technical experts and scientists to be managers?

Very Important (18)

1. It is very important to us.

2. Extremely important. There is a gigantic disconnect between what an individual’s perception of what a manager is and what it really is. Managing is not a title but a job description. You oversee a lot of different aspects as a manager. You can discuss what a manager is but you need real world experience to understand the role and what the person is teaching you is teaching you. That is why people come back after working while to get an MBA. The biggest benefit for our staff is for someone to spend a busy season with us as an intern; they go back to class and understand the terms taught in real world context.

3. Very important.

4. It is very important. It is the old adage; a good banker gets promoted because

Very Important

50% Important

39%

Not Important

8%

Don't Know 3%

61

he is a good banker not a good manager.

5. Extremely and we are not even in the area. That is highest priority is to get them into the industry

6. Pretty darned important. Whether they have learned it or trained them, it is an

essential skill; communication, resource gathering, project management - all that is important.

7. It is very important; it is the lifeblood of what we do.

8. Very important.

9. Critical. I've seen it everywhere I have been. How possible is it? That is for

another day. It is absolutely critical and we have a long ways to go.

10. Very. Because sometimes the best technical folks are not the best managers and it is valuable.

11. Extremely important. We do have data scientists here. Helping them to

translate those tech skills to lead others - the best ones are the ones who understand the subject matter.

12. Very important because we hire very competent technical people. We hire

people straight out of school and this has been their only job. We spend a lot of time training good technical leaders to be good managers.

13. Leadership skills are incredibly important for our organization. When we

recruit, we are looking for, say, engineers; I am assuming KU and KSU are providing technical knowledge. I look for what they did in their college lives for leadership capabilities. People who understand the technical side and demonstrate the leadership behaviors are the best for our organizations. We do have scientists in technical and environmental, etc. we do have areas of leadership development and that is a growing need for us.

14. That is a big area that not only we are facing but others as well. That is a big

area for us to work on.

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15. It is huge.

16. Huge! I think it is important if you are talking about scientists. People skills in that world are not prevalent. It creates a more well-rounded offering. It develops a more well-rounded business culture in a clinical setting. For examples, managing teams. We see a shift in the scientific world and the employers want someone who can do that.

17. On a scale of 1 to 10? A 25. I spend a lot of time on that and they are coming

around I am happy to say (people here at our organization).

18. It is absolutely key and especially we expect scientists over the years to move up the ladder. It is expected and they are not prepared. Sometimes they get kicked back or do not want to do it. It is great for managers before they are promoted to that to take courses a) did they want to do it or b) can they do it?

Important (14)

1. That's important.

2. It's important. I think our organization has developed a strong commitment to developing leaders not only in our chapter but we can be a resource to develop leaders with arch firms called "Pillars" for under 35 year olds. We develop them through their community connections and leadership exercises on group projects. It is a year - long program the firms pay for. It is one year. The program has won a national award. We are delivering something that will not only benefit the employee but also the firm. It is only 15 people per year. We value it but do it in-house. The Business of Architecture is aimed at developing firm leaders that are mid-career professionals who are likely in line to receive principal ownership in a firm or start their own. This is financial planning, HR, talent recruitment, risk management. It is a "Mini MBA" if you will - it is not accredited. It is a new program we developed last year. We weren't seeing that offered anywhere - it’s about running a firm. KU has architecture management, ours is a year spread out in modules. We sold this to firms (25 spots) and can send individuals to all 6 modules or divide it up. The individual per firm attends. They may share it with their colleagues. Launched last Sept.

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3. That comes into play every once in a while. We have younger people in technical areas who are recognized - we would love the opportunity to get them some professional training.

4. Having worked in healthcare where we have many brilliant physicians who

could not manage their way out of a paper bag. Human capital and business acumen were lacking. They needed the basics of managing to a P&L, HR, communications, marketing, at the end of the day it is always about people to get the job done and have them in sync.

5. That is an interesting question. I think there is actually research out there. You

need managers in engineering because they are creating products that get commercialized. We also see the technical people becoming the CTO, CMO, CSO vs a CEO so they rely on others for their business acumen because they like building the product.

6. I don’t know if we have that many opportunities to train scientists, but we need

people with soft skills, because the priorities today are getting people to work on teams and being collaborative, technical training does not focus on and they are in the workplace and how do they execute on those skills. People in the business community want it.

7. Oh, I hear that as important from the employers we are talking to. They may be

brilliant in their discipline, but in their formal studies, few have management training.

8. I would say fair. In my experience I know one example where a scientist was

saved. They tried to make him a project manager and we gave him the skills needed. Most organizations have probably sorted it out if someone is at that point.

9. I think it is probably important to have a few people in those positions because

it fosters a respect for those they supervise. I don’t think it is necessary for the majority. It is a unique person who has that dual skill set and understand the ins and outs of the work they are doing. People don’t have to be led by someone who knows what they are doing but I wouldn’t want someone who does not know anything about it.

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10. Yes. It is something that we are always trying to get better at.

11. We do a pretty good job on post. It is important, particularly when they transition. Some of these programs that are so technical, you can get lost in them and you can lose management skills. If you are an accountant in the army and now at a high level and put you in charge of 10 accts at an army depot, you need management skills.

12. Hmmm, it is important.

13. That would be definitely something they would have an interest in.

14. The struggle we have is not so much technical but we have issues with creative

and they struggle with the same issues. It is not as critical in the engineering and technical field since it is much smaller. Our IT is small here. Creative is big here.

Not Important (3)

1. We do that with the old apprentice process; learn by osmosis. It is a good way to learn.

2. I haven’t heard anybody talk about that. If that is a need for businesses, it is not

a big enough need - it is something that I have never heard. Companies are looking for the technical people and from that group those with management skills will emerge and then the company can seek the training for them.

3. I don’t think it is a huge demand. We do offer our own internal career training.

When I think of scientists I think of waste water and crime lab. It is not a huge # for us.

Don’t Know (1)

1. I don’t know because it gets to the question, "Are you doing what you do best?” A great scientist may not be a good manager. It is not as easy of a question as it should be. If you are spending your time and energy as a

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wonderfully skilled scientist and struggling as a manager it is not a good use of time.

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8. How valuable are professional development programs to your organization (e.g. Big Data, Banking and Finance, Integrated Marketing Communications, Engineering Law, Environmental Assessment certificates)?

Valuable (22)

1. Yes, some maybe more than others.

2. Continuing professional education is required of our profession. Because of the size of our org we develop training programs internally. We know people need 80 to 100 CPE credits every two years. We are all professionally required to maintain our licenses thorough that manner.

3. They would be. A lot of it is knowing that is there and getting it to the right

people in our personnel and training area.

4. Out of that specific list it was the last two. We don’t do a lot of engineering law but I am not sure what environmental assessment - not sure about that one.

Valuable 61%

It Depends 19%

Not Valuable 14%

Don't Know 6%

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5. Somewhat important but less important than a 4 year degree - we have pockets

of need there.

6. I don’t know the specifics of what KU Edwards has to offer. We have expanded our tuition assistance program to allow for those programs and we encourage that. We encourage our professional population to continue their education. It says a lot about a professional who pursues it. It does add value to our organization and we do have some very targeted programs our company will pay for. If you want to pursue a PE, CPA, or SPHR, those are things that add value and we regularly fund them.

7. I have never known anybody that has gone through them it is hard to say. Any

program that helps somebody to be on the job ready is of value.

8. I would say they are valued but it is more based on how the individual performs with it.

9. I think they are important because the world is changing. Learning does not

stop and those programs are important.

10. They are very, the biggest need I see is in the financial services. Corporate America is approaching us for C series licensing. They see the right candidate and they have trouble passing the test. I see this with Fortune 100 investment firms. The community benefits because they have someone who can teach capital wealth. Engineering is important too. You see few Hispanics in the IT arena.

11. They are critical especially for your high potentials and you have to have

succession plans and multi role skill sets to be successful in those roles. A CEO here in town he would like to develop more women and his women engineers who are industry experts lack the leadership skills to be effective and highlighted for the C -level suite. Polish, political savviness, people skills, motivational skills. We provide that and they use us for that part of HR training.

12. I think one of the biggest items is IT security and it is the hottest topic for the

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next couple of years. People are looking at audit and operations to make sure they have high quality security.

13. To me it just offers the newest trends; it is a way for the candidate to stay up to

date with what is going on. Keeps people current.

14. I certainly think they are valuable. I am trying to make an assessment of their value vs. the other things we have talked about. I don’t know if they are as high of value as other things we have talked about.

15. One of the things we find difficult for people to understand is cash flow and

how it works. The financial stuff is important. We see a shift in the way marketing happens and the whole way we communicate and reach audiences is different, the way people buy is different. The marketing strategies are changing and it is important for these companies to understand.

16. I think they are incredibly valuable, one should never stop learning. I just read a

book on how Google hires people and they want people with a desire to learn. KU has a great opportunity to do that.

17. I would say highly valuable.

18. That is the core of what we do. The Chief of Staff for the Army - it’s his #1

priority - professional development and they do it at Ft. Leavenworth - it is where it is developed. Education is a lifelong endeavor for us. You are in the field or going to school. That is why we have so many military officers with advanced degrees. The army is seeking to stand up an army university here for advancement through the ranks. All of the schools and universities of the army will come under an army university system. That is what they are seeking to do and the HQ for that would be at the Fort. Not a done deal

19. Yes, especially in public administration is important. I think Big Data is

interesting. We are just starting down that path. I don’t know what conversations you are having with MARC. Look at what they offer; they are important in certain niches.

20. They are getting more and more valuable and these are the ones people can use

the skills that are picked up. It is the value of those to keep current in your

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profession,

21. I don’t know much about those specific programs but professional development for us is the highest priority for our employees. To take a generic course on something is fine but if we can design that and it is true professional development, it is invaluable. Customized to our needs.

22. It is very important. A lot of feedback we get are opportunities for growth and

learning to grow careers with CE and development opportunities. It Depends (7)

1. To me, not very much but to the younger staff, it could be very important. I don’t know how much financially we would support it.

2. Some of them could be valuable but in general are less valuable. If you are

talking about a program that is regulated by our agencies, we handle it in house. The FDA, for example, has an in-house program and so does the FDIC on how to audit banks.

3. Again it depends on what industry needs. It is extremely important for KU

Edwards to continue to do a yearly survey as to what are the needs of industry today and the future. If it is a nail and you need a screw, it is not good. An annual survey is crucial and the best way it to contact the HR departments of all the leading companies in the region to get their feedback to see if you are hitting their needs. Have one-on-one meetings with companies like CEVA and Bayer. It is important to all of them. If we don’t develop the people here for them, they have to go outside and it is far better since they already live here and have a much higher likelihood to stay in the area.

4. I think they could be along the lines of our business like Big Data.

5. It depends, the PM is one that comes to mind but the others are not high on

our radar.

6. It depends on who is teaching it. If it is somebody who is a working professional, it can be very valuable but if an academic not it industry; it is a

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waste of money.

7. I would say none of those are systemic issues we identified as a development priority but there are individuals who could benefit from them as pockets of need.

Not Valuable (5)

1. Those kinds of programs, not really.

2. Not valuable. Our bank has spent a lot of time and effort to new and promoted managers. We have an infrastructure already in place and the dollars we have dedicated to training are dedicated to that.

3. The standard fare, the courses that exist for a while, are not as valuable. Higher

education is guilty of being stale in courses; the approach is you listen to what business and industry are telling you. If we are struggling with enrollment, we need to reevaluate our offering. Part of our analysis, we also look at the job market and employability. If folks are enrolling and there are not jobs out there, they are wasting their money; we are not serving that student well.

4. It is of limited value - back to the OJT for us.

5. Not as far as the organization goes. I am responsible for organizational

development and marketing communications. They would for individuals but not companywide. The company would promote it with tuition reimbursement.

Don’t Know (2)

1. I don’t know.

2. I am going to hedge on that one; I don’t know what the specific industries need. From my point of view, the professional development offerings at KU with the disciplines I interact are not that important to the organizations.

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9. Where are you currently sending your employees for training?

Wide Variety of Sources (15)

1. We have about 1000 employees and 1500 PT employees. Community colleges can offer courses at $88 per credit hour. The community college model is challenging because we are spread about as thin as you can get. We do CE and staff development. We have an incredible array of opportunities for people to pick up skill sets in for example software programs. Our in-service is full of opportunities to pick something up. We work really hard at it.

2. We do a lot in-house. Institute for Management Studies, Skill soft and we have

people at all the different universities around town. I don’t know if we have people at KUE but we do at KUL.

3. I can't really answer that well. Some are sending them to KUE. When I was in

industry, I sought out programs with business schools in the USA for programs of interest to me. Get it directly from the companies.

Wide Variety of Sources

41%

In-House 24%

Don't Know 13%

IT Dedicated Sources

8%

KU 5%

Community Colleges

3%

Professional Associations

3%

Other 3%

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4. Community colleges, us and others. There is probably some growth in the 4 year sector, on this side of the state line, I see them nibbling around the edges for customized training. There are a lot of for profits that are good at marketing themselves with questionable quality

5. I believe a lot of them are going on line distance learning, some go in house

and some use professional orgs and some will use education institutions.

6. Education is unique because we don’t pay for that training unless it is in-house that we develop ourselves. It is market driven in employee choice for us, some to KU, PSU, ESU, and Baker. It is different for us - in education we are famous for requiring our staff to pay for their own.

7. We have 230 different organizations we funnel and we have a triage center to

help. We send people to JCCC in KS to E-scholars at UMKC, Microloan informational systems at 18th and Vine. It is all over the community.

8. We don’t send them for training anywhere but we use as many local programs

as we can. Central Exchange does a lot. We do internal and outside consultants such as communications or somebody within the company who they know. Our lines of businesses work and train independently. For executive MBA, we have used UMKC, Rockhurst, Wash U; we have used UMKC Bloch School of business for competency based training, for soft skills and financial acumen. We also used SLU and Olan School of Business for women leadership and some of our strategic leaders and also for the graduate school of Banking in Colorado and Wisconsin.

9. I think it is a whole variety of places but the places they tend to look first are

community colleges.

10. Several, we send them to our members. The newest one is WUGU Missouri (Western Governors University) they are all online in Health MBA, medical, IT. They have a model when you go on your own time with flat rate tuition that is about 1/2 of normal charges. We have a lot of technical schools that joined us along with JCCC and KCKCC tech school. Donnelly and UMKC and Avila - we work with all of them. We have worked with KSU.

11. Multiple places, I tend to stay toward association management orgs, national

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assns. Webinars, we have never had training here for our staff - formal training. I am sending our chef to an industry show in Vegas. ASAE (American Society of Association Executives) specific to this role.

12. It varies. We do it with IMS locally (one day), we have a couple people going

through the executive MBA and UMKC, and then it is more seminars. For HR it is employment law updates. It varies per department. With payroll, its taxes, etc. It is specific to each dept.

13. If I am thinking about our skilled craft, we do a lot of technical training on site

but we do a lot with MCCs lineman program. Flint Hills Technical does the power plant operations training program. From a professional cert level, we give our employees the choice on where to go. We are trying to work through a strategy around our investment s and leadership program. People can put together a plan and come to me for input. Nothing is standardized at this point.

14. It really varies by department, our IT folks go to specific training vs. paralegals,

there is not one place our people go to. We have law-specific training that we use.

15. You name it, if in KC (and we have outside of KC) for a degree, UMKC, KU

Rockhurst, MS&T. For other needs it could be vendor training, such as Microsoft, Oracle, Train, etc. A lot of that is managed at the dept. and agency level. JCCC, MARC, associations, SHRM, EPN, at the national levels attorneys have to get CEUs. We do a fair amount of in-house training. We do emerging leader programs with KU. Even with JCCC people go there for competency based training. A lot of professional associations. We bring people in and do a lot of technical training in house and professional and soft skills and management training by Federal providers or approved subcontractors. We have contractors with higher education institutions under the auspices of pre-approved screening agencies. For example, the OPM Center for Leadership development has a contract with the Harvard Leadership School, Fort Leavenworth provides some training services. There are a significant area with the active duty military population, Webster, Park, they do very well with active duty military because their online programs are accredited and transferrable and user friendly with the military. They have offices onsite and use classrooms onsite at Fort Leavenworth. I know the director at Webster personally and they

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are very successful and Leavenworth, Leonard Wood and McConnell. They have GI bill. Baker is another one. KU is not as present as the others. KUE is fantastic but they are not as aggressive about going after the military population. Webster, Park does it well. Mainly to military schools and also to different civilian university worldwide. We have fellowships to Harvard, Tufts, the War College at Carlyle PA, etc. The Staff College is the big one and we graduate more students that all the other staff colleges combined. This is the biggest mid-level grad school for the armed forces. The others are really small in the other branches than what we have here. There is no other army post that does what we do. We have been doing it since 1881. It is the oldest military staff college in the DOD. Foreign officer program since 1894. I would have to look at the departments but there is not one that stands out - we send people to University of Michigan for leadership training. Generally it is the employee's choice. Our reimbursement policy is pretty standard. Our specialty programs are at premier universities.

In-House (9)

1. In-house.

2. We do a lot of internally developed training and we are just beginning to leverage external training more such as Key Exec training (those are rare due to cost). We use local seminars like IMS and UMKC. Most of ours is internally developed.

3. Here.

4. We do a lot of in-house.

5. Mostly it is in-house or state societies.

6. Lunch and learns, learning through doing.

7. I would say for general management training, we do some here.

8. Mostly in-house. We have hired an outside guy for sales training but then with

each session there are 80 people in the room. It is a series of meetings that are

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supposed to build on one another. It's run its life cycle. First sessions were effective and now we are reaching for content.

9. We have our own training department - that is what I am leading here. We

drive folks to us. A lot of our people go to conferences and workshops and they need CEUs and professional development hours in their own areas of expertise.

Don’t Know (5)

1. I don’t know the answer to that. Our training dept. puts out mgmt. training on a corporate level.

2. I don’t know where we send our employees for training in our other groups.

Ask me again in a year.

3. I am not sure I have a good answer to that, it would vary a lot.

4. Yes. I don’t have any idea how much but we have a large education and training bucket. We have a lot of internal training.

5. I don’t know.

IT Dedicated Sources (3)

1. On the technical side, there is a company called Centriq for tech and computer type training. Like Rockhurst, we buy a certain number of hours.

2. Most of the training comes from our vendors. Wharton Works for Big Data,

also through specific trade school. Instead of sending someone to a university we send them to Centriq. We also do a lot of MOOC online training. Udemy, development training, engineering training. I need a developer from C++ to Ruby on Rails (www.rubyonrails.org ).

3. There are a number of opportunities in KC, such as Centriq (non-Microsoft

software corporate retraining company) Centrix (for IT retraining curriculum)

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for recertification for Microsoft training, not sure if higher education is doing this. Collectively they produce more tech talent in KC than all the regional colleges/universities combined (230) and Centriq (270)

KU (2)

1. We use KU's public management center.

2. KU Edwards. Community Colleges (1)

1. We use the community college training occasionally. Professional Associations (1)

1. Professional associations. Other (1)

1. No because we are not an employer of architects. There is a certificate program in our organization one of our employees has.

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10. What influences your organization’s decision the most to select an educational institution/training provider?

Relationship and Understanding of Us (8)

1. As I think about this process of identifying our workforce development initiative, our partners would work with us to develop specific curriculum or tailor it to fit our organization. As a 130 year old company that works in a heavily regulated environment, we need to be more focused on problem solving and innovation. We are evaluating our in house programs to build that skill set but if the right opportunity presented itself around the innovation piece with a partner, that is something we could potential work with them on to tailor it specifically for us.

2. And their attitude of being collaborative is extremely important.

3. Probably starts with a relationship or an understanding of the institution and

do they understand our culture. Who they know and trust. Private wealth wanted to bring in Cannon to certify our wealth advisors. Specialized model

Relationship & Understanding

of Us 20%

Cost, Quality, Convenience

15%

Cost & Quality 10%

Reputation & Results

8% Cost & Relevance

5%

Flexibility 5%

Provide What We Cannot

5%

Area of Specialty/Relevance

5%

Proximity 5%

The Individual Decides

5%

Don't Know 3%

It's Decentralized 3%

Quality & Access

3%

Brand & Specialty 3%

It Depends 3%

Industry Specific Accredited

3%

Corporate Decides 3%

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used in the past. As we build the acumen we want people to have a standard baseline and consistency as private wealth grows.

4. Their members with the Chamber or partners with our 501(c)(3) the Greater

KC Hispanic Collaborative. They need to have a relationship with not only the chamber but the members.

5. I think it is the ability of the training provider to get it and understand the

challenges and deliver the solution in a timely and cost effective manner. It boils down to the person doing the delivery.

6. For us it is relational with the professor and the ability to be practical and bring

the academic expertise that is useful to practitioners and universities have a big gap in this capacity.

7. We look for partner opportunities; shared participation in the industry area

with the topic of how we take a strategic approach. We are a learning organization that focuses on some training but we encourage learning. We use a 70/20/10 model: 70% OJT; 20% JIT; 10% formal classroom based - more highly structured delivery.

8. I think it is always the relationship you have with the contact from that

institution. Do they trust you and do you understand them? Also the price point is another factor.

Cost, Quality, Convenience (6)

1. 1: Cost, 2: Reputation, 3: Flexibility

2. Price is a factor, content. The challenge with what we do is we are all about hidden deadlines and the more we send people out, it does not make sense. We have time constraints so education and training is overlooked often due to the work at hand.

3. Reputation, distance to some extent, cost.

4. Speed first, quality second, cost last.

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5. I would say we haven’t partnered with educational institutions but it is the

relevancy of the topic and cost and convenience factor. We take pride in our work and family balance that we have. We rarely send people off for a week of training.

6. Reputation and proximity. If it is CE, is it close. Also cost. Reputation is

paramount. It is what is in that teaching that 12 week program. Cost & Quality (4)

1. As a trade association, cost. What is the best curriculum and second, what is the cost? Is it in our price range?

2. I would say competency and cost.

3. I think it is always the relationship you have with the contact from that

institution. Do they trust you and do you understand them? Also the price point is another factor.

4. It is the value added proposition - what quality can they provide and at what

cost? Reputation & Results (3)

1. Two things: 1) Their reputation of that institution in the sought after field of endeavor, 2) The success they have had with persons coming from that organization. (Results)

2. Again I am going to speak from our perspective. People ask for help and we

follow-up to see how the experience went. Most are very good. We refer on a good match of the entrepreneur with their educational level and what type of business they are in.

3. I would say it’s basically the recognition in the market of the thought leadership

and maturity of the program with references. Reputation in the market and in

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the market with Fortune 1000 or 2000 companies. Cost & Relevance (2)

1. I would say cost will be in there. Accessibility and providing it on site or online. Probably first and foremost is the relevancy of the program. A lot of enterprisers I talk to put the onus on me to add the value add to their business. Higher education has typically not thought of that in those terms.

2. Probably would be the relevancy of the content material and the cost.

Flexibility (2)

1. Willingness to be flexible and adaptable to our particular needs.

2. I think it is the flexibility of the curriculum. I think it is the convenience of delivery and be able to build curriculum. It is meaningful and pathful and make it easy with flexibility where people can pick it up according to their schedules.

Provide What We Cannot (2)

1. First and foremost is meeting a need that we cannot meet ourselves. We are a small firm and we meet our needs ourselves. We put our own touch on it and if beyond that, we look at costs and ease of use for our employees.

2. I think if it meets their specific needs. If the army needs something specific

done, they go to where the needs can be met. It is not an accident that the top leadership here went to KU, Columbia and Harvard to state what they need. About 8% of the military have PhDs. We are not creating an incestuous situation; we encourage civilian ideas and bring them back to the force. Communication skills, oral and written. The Army writes all of its doctrine out of Ft Leavenworth. It is the pen and mouth of the PhDs that put it out and communication skills are absolutely vital. Many times what I have heard from the professors many of the students cannot communicate well. The army at

81

one time wanted every major in the army to come to school here. The army will continue to have large numbers of minorities in the service but a continual need of a number of people to have communications skills improvements. Army officers are lousy communicators. We do power point but not a coherent narratives, they are overwhelmed by the reading a writing requirements.

Area of Specialty/Relevance (2)

1. That varies quite a bit depending on the area of specialty. KU has global supply chain.....UAV.....there are real specialty departments and when we find a faculty member with that competency we engage them. One of our engineers was leading efforts and have 10 to 12 enrolled per semester in a circuit’s class and radio frequency based data.

2. A lot of this is based on what legal background do they have and how relevant

is it to specific jobs. Also, is it offered to all of our locations? Proximity (2)

1. A lot of this is based on what legal background do they have and how relevant is it to specific jobs. Also, is it offered to all of our locations?

2. Distance to some extent.

The Individual Decides (2)

1. The employee would select the institution. For the training providing, proven expertise, relevance to our industry, flexibility (I cannot send my people to a week-long course). Current, up to date.

2. It is really the individual needs of the employees.

Don’t Know (1)

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1. I don’t know how our company makes those decisions. In this marketplace there are not a lot of options.

It’s Decentralized (1)

1. Specific to their field and what is available, it is a decentralized decision. Each dept. can tap into a professional development budget and we also have a tuition reimbursement program that is up to the employee. We have a prioritization committee for that.

Quality & Access (1)

1. It's a two-step process: 1) Once you get over the hurdle of quality it is 2) How accessible are they through the procurement process. If I were a contracting officer in the Feds, they run the government because they can tell you what to get and how to get it. GET THROUGH THE CONTRACTING OFFICER PROCESS - THAT IS WHAT IT COMES DOWN TO. Feds get money at the beginning of the year and lose it at the end - if you are accessible, you get in and get my money.

Brand & Specialty (1)

1. Probably brand name and if the particular institution has a specialty. E.g. KSU architecture and animal science, MIT - engineering.

It Depends (1)

1. Truth be told, If I think about training a larger group I think about a private training company (process related stuff) and when I am thinking one-on-one or a specific topic more academic related and with an individual, in house training.

Industry Specific Accredited (1)

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1. For our members it is quality and accredited. It has to be an AIA approved

course. Corporate Decides (1)

1. Truly our learning is a national group and it is run and dictated by them. Executive leadership is the biggest factor. This is for C level execs in the organization.

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STRENGTHS

11. What are KU Edwards’ greatest strengths?

Brand & Location (13)

1. I would say first and foremost, the brand, geography. Those are the two off the top of my head.

2. I would say proximity for us is great and the association with KU Lawrence is a

plus. That is all I could say.

3. Conveniently located and close. Selfishly I look at the business and IT classes - that is what we seek. They have engineering management and Master’s program. One time they were looking more at GUS classes.

4. Location. Reputation, by that I mean affiliation with a major 4 year institution.

5. Proximity is big, location and the fact they are right here in the metro. The KU

Brand is strong. If competing products on price and quality, you will appreciate

Brand & Location

23%

Brand/KU Reputation

19%

Pragmatic & Collaborative

Culture & Leadership

20%

Facility 9%

Location 9%

Ability to Draw Upon Lawrence

7%

Don't Know 7%

Env & Social Sciences

2%

Flexibility 2%

High Quality Alum 2%

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that brand more than any brand in the area.

6. I think it is proximity to us and the reputation of KU that tags along with it. The opportunity for 4 year degree services to be had in our back yard is good.

7. The location is pretty darned good and they have a good reputation with KU.

8. Location, KU name.

9. Brand recognition particularly in the area. I would imagine they have a deep

pool of resources to draw from to create programs and an understanding of the KC metro market.

10. Their expertise, everybody knows who they are. Their staff, resources, location.

11. I assume they have high quality instruction and a quality reputation,

convenience.

12. I think the KU brand, particularly in this community is very strong and competitive; especially in architecture. There is an immediate connection to the undergrad experience in arch. Being in the location it is a strength and the arch program is well regarded. The brand, the location, reputation (goes with brand).

13. Right now I think it is David Cook and then the KU Brand, (it is the socks

Dave wears). The location in OP is a huge asset. There are resources with faculty from KU, but do they want to travel all the way to OP? KU affiliation, I got my PhD from KU. It is a real asset.

Brand/KU Reputation (11)

1. The reputation of KU is strong in this community. We have hired a lot of high performing alumni from KU. Its presence in the community is second to none in this community. They have good product.

2. They are well-respected.

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3. Reputation and demonstrated performance, the grads we have seen and experiences are top quality. KU is generally regarded as a good thing.

4. In terms of its output, its degreed programs are of high quality and we attract

high quality employees out of KU.

5. Regionally, they have a great brand. I don’t know how good that branding is outside the region.

6. It is a top tier university . It is a first class university. If our students had the

opportunity to go to KU off post they would. KU needs a presence in Ft Leavenworth.

7. I think reputation is a strength with a reputation for high quality.

8. Brand.

9. I would hope the quality of their programming is a plus.

10. I think their willingness to partner and they have a very strong reputation, half

joking and half serious Mr. Black and Mr. Veatch are KU grads. We have a KU legacy.

11. Reputation. People know that they are there. They have the programs our

engineers are looking for, engineering mgmt., construction mgmt. We feel we get quality education from their instructors. Once exception an employee who was an instructor was also a B&V employee and biased. It was an isolated thing. No follow-up was requested.

Pragmatic & Collaborative Culture & Leadership (11)

1. I think KU Edwards has for a 4 year institution has a pragmatic approach that is more akin to our thinking as a community college vs. the land grant mother ship in Lawrence. I think that is a plus to being relevant to their market. Their leadership, David and his leadership team evoke a warm, collaborative spirit. It is genuine and "how can we work together?" That is a huge strength.

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2. Teamwork, I see how they work together. Their passion for what they are building and that is very contagious. They are drilling down to what is important to business vs. just a survey.

3. They are client centric, flexible. I worked with Mary Ryan and she is great.

They are attuned to the needs of the region and don’t come across as an ivory tower.

4. Leadership, I think Dave coming on board and Mary Ryan is highly regarded.

5. Dave is a good leader.

6. Its leadership is asking the right questions.

7. The people are a strength. As a smaller campus, I assume they have more

flexibility on the programs they have to offer and that is a strength. The smaller environment is a strength; you get more one on one attention in that setting. The statistics you gave me, it sounds like their programs are tailored toward the mid-career type student.

8. From what I can see they are making a concerted effort in the business school

from an outreach standpoint.

9. There is a strong connection with the practitioner community inside the classroom. I have taught for KU three times at Edwards, and they bring in Mayors, city managers, etc. and others to interact with the students. We have two or our employees working on a MPA at KU Edwards and they interact with the practitioners. Companies are involved in the classroom and the internships.

10. Having not taken any classes there myself; they have monthly community wide

seminars and a whole host of different types of topics. I remember a presentation on design thinking - it is called "The Edge." I see colleagues from different orgs and it is a nice magnet.

11. I think their willingness to partner and they have a very strong reputation, half

joking and half serious Mr. Black and Mr. Veatch are KU grads. We have a KU legacy.

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Facility (5)

1. They have a great facility

2. Facility is great.

3. Good campus. The faculty is a strength for KU.

4. They also have a great facility at KUE if you don’t mind driving there.

5. Nice facilities. Location (5)

1. I would say they are positioned in a growing and affluent community. Their geography.

2. I think its location in the heart of the KC regional economy is a great strength.

3. Location.

4. I don’t know a lot about what the KU Edwards campus has to offer. The

location and vicinity in the KC area is the greatest strength for our employees who live here.

5. For us, we haven’t partnered with KU, it is proximity and location. I think it is

the variety of topics that are covered. Ability to Draw Upon Lawrence (4)

1. KU Edwards is not an island and their ability to draw on the Lawrence expertise is a plus. Draw from them more, and don’t look at them as conflicting. KU has a fabulous school of architecture and urban development. If KUE could build upon that, it would be a plus for KC. That link to KU

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Lawrence’s depth is good for KU Edwards and sets them apart from UMKC, Park and KSU. KSU has not figured that out yet. It is a harder nut for them to crack. The proximity from Lawrence to OP ought to be a no-brainer.

2. Their tie to KU is strength.

3. But they have an asset to leverage in Lawrence. I have access to a deep and

fairly broad set of resources/ research/academics. How do we bridge that?

4. The extension of KU Lawrence is a strength and we have employed many people from there.

Don’t Know (4)

1. I don’t know.

2. I don’t know.

3. I have no idea.

4. I don’t know anyone here that goes here. I think I have driven past it, I have heard about it. I don’t see them marketing a whole lot.

Environmental and Social Sciences (1)

1. My husband graduated from there with a MA in engineering. I think it is more in the environmental sciences and social sciences. That is what I know.

Flexibility (1)

1. Relative small size and ability to be nimble. High Quality Alumni (1)

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1. I would say that the....my experience the students that come out of KU Edwards are experienced, motivated and mature.

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12. How would you rank KU Edwards compared to its competitors?

At or Near the Top (12)

1. I would rank KU above most organizations we hire from in this area. Our experience of hiring off of the KU Edwards campus is very limited.

2. Top tier university - great reputation.

3. I am partial to Rockhurst but I would rank KU next.

4. I put it at the top.

5. I would say near the top.

6. Right there at the top. UMKC is different from an engineering approach but

KU leads for secondary post engineering professionals. When we think about partnering with institutions KU is right there, location makes a difference too.

At or Near the Top

34%

Don't Know 29%

It Depends 14%

Average 8%

Favorably 9%

Unfavorably 6%

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7. My opinion, it is probably of the programs that are in this region, I would rank it pretty highly.

8. I would say in this marketplace they are probably leading in the business

professional courses because KU Lawrence has those locked down and they are broad whereas KSU is industry specific. KU is agnostic in terms of its business education.

9. I feel like reputation and quality wise, they are better than those. I looked to see

if they provided executive education. They have opportunity there and I think of them as a higher quality institution.

10. I would probably rank it maybe second or third. I think UMKC has done some

pretty innovative things that are key (Urban Education). Another one is Rockhurst and Park University. I used to hire a lot of people in management roles from those universities.

11. In the disciplines that I am familiar with, it is at or near the top. I am familiar

with the public administration at all three campuses. I would give UMKC a much stronger nod to understanding urban problems. The range of faculty and quality and caliber of students at KU Edwards is much higher there. I would put KU Edwards above UMKC and both above Park.

12. I will tell you I was at a luncheon yesterday and the KU recruiter was working

the crowd. K-State is a more friendly and welcoming place that works harder; they do a better job and I am not sure where we stack up with student numbers. As far as academic, I personally would rank KU as #1. When you look around the area, there is such a proliferation of schools out there. Baker for example has a higher education Masters and PhD. Why hasn't KU done that here? Why don’t they market that here when the others are more expensive (Baker and National American - need to look at it). This is a heck of a lot of more market than Lawrence. What a great market here and KU is laying back but Dave is picking up.

Don’t Know (10)

1. I don't know.

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2. For architecture management, I don’t know if other schools offer it on a

graduate degree. KSU would be the next competitor.

3. I don’t know.

4. I don’t know.

5. I don’t know. They are an unknown.

6. I don’t know.

7. I am not able to. Who do you consider KU Edward's competitors?

8. I don’t know.

9. No idea.

10. I don’t know. Previous business I was with we sent a lot of people to get their MBA at Baker. I don’t know. Part of me wants to say that KU Edwards is not a household name yet. People know KU Lawrence much better.

It Depends (5)

1. It depends in what area. I think of UMKC as way more expansive than KU Edwards. KU Edwards is narrower. In terms of quality instruction I assume it is similar. I don’t know in terms of costs. KU Edwards has great facilities and UMKC has some that are great and others that are not.

2. I would say that they are above their competitors in terms of quality of

programs but at or below their competition for the Federal market in terms of their aggressiveness and presence. I am not aware of any of our major agencies that have used KUEs to any extent. They don’t have big government clients right now.

3. It depends on the level of staff that they have and some will focus on working

instructors who teach and I would think they are more valuable. People are

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looking for real world teachers.

4. We need to increase enrollment and recruitment. They are fine but they need to increase enrollment and recruitment. Brand alone by far, they have an excellent reputation, they are KU. But enrollment is not where they should be. The stigma of KU Edwards - we need to educate the public more of what they have available. They are improving but need to do better.

5. You need to define who the competitors are and they vary depending on what

they need to do. One of their threats is from JCCC. They need to communicate their (KU Edwards) value proposition. JCCC is really large and has great facilities themselves.

Average (3)

1. Average, if you are judging purely from the numbers we are hiring and the quality of candidates. If I asked our campus recruiting team, they would not show up at the top. Some of that is volume too - we get more hires out of KSU from a tech perspective. That is a little unfair in that KU Edwards is different enough and they don’t have computer science as an offering and we are going places where they do.

2. Who are their competitors? I would put them on par with UMKC; they are on

a par with everyone.

3. On a scale of 1-10 I would give them a 5. 5+ for the expertise and 5- for the lack of relationship. As a university they don’t approach us directly. For example, next week we have KC Biz Fest for at risk Hispanic kids at risk. Our partners are JCCC, KCKCC, UMKC, Donnelly, KSU is not a partner but not involved and Avila is not as involved but will have a presence there. 114 seniors and juniors and children of foreign immigrants from both side of the state line. Out of the 114 about 80 will come out with full ride scholarships with a 2 year community college.

Favorably (3)

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1. My answer would be perceptually, I would say KU Edwards is good and is getting much better.

2. Better than the average. I am not sure that I have a clear picture of who a head

to head competitor might be. They are different from UMKC or UCM or Northwest. They are a cut above.

3. Generally put them above the competitors, but the challenge of what they do is

not necessarily unique, but we see them as good value/good quality. We don’t steer people to KU or UMKC, when people go through the tuition assistance program it is a personal decision. The decision is theirs. It is more based on the programs we recommend. I didn’t mention JCCC; they are also a resource from time to time for CE. For specific courses on generic skills, we look at them as a community resource for instructors, also with UMKC.

Unfavorably (2)

1. I think that they are not as engaged as their competitors. UMKC has done a good job of being engaged in the community. So are the community colleges. Dave is doing a good job of increasing their profile. They are not engaged and they are late to the party. The focus of KU Edwards has been smaller and the others have greater breadth. I feel KU Lawrence is not that happy about KU Edwards. They think if you want an education, travel to Lawrence. Other institutions have done a better job of making themselves successful like at UMKC and Park. KSU is equally or further behind. Better than KSU but behind the others.

2. That would require me to know who they are. My decision is not among the

conventional list of UMKC, Rockhurst, etc. Probably ranks below Rockhurst and Baker. No more people are enrolling in them. KU Edwards is not in the market as much as the competition.

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WEAKNESSES

13. What are KU Edwards’ greatest weaknesses?

Unknown to the Market (24)

1. They are not particularly well marketed. I forget about them. Whenever I go there, I have a great experience and a good vibe. However, if we are planning something, it would be the last thing to come to mind for instruction or an event.

2. Lack of recognition outside of the region. I did not know they offer four year

degrees; lack of knowledge of their offering.

3. KU is not known for its engineering school. We went to Rolla and South Dakota School of Mines and went for KSU more than KU. I don’t know why, other than they have a good reputation among engineers.

4. I guess from my perspective, I don’t see KU Edwards is doing anything poorly.

What it is missing is what you are doing. It is missing its full potential. It is still

Unknown to the

Market 61%

Traditional/Outdated

Model 13%

KU Lawrence 10%

Don't Know 8%

Too Expensive 2%

Management Development

3%

Underutilization 3%

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operating as a classroom center rather than a university in a metropolitan area.

5. Not knowing a whole lot, when you think of KUE, my initial thought is the standard four year degree programs. Not knowing the other skill type programs they have to offer, I had to go online to learn more about them and the BEST program that is what I would be interested in. People don’t know about them beyond the traditional 4 year degree.

6. The lack of marketing.

7. They are an unknown. I don’t know a thing about them.

8. I would say lack of awareness about them. Do the masses around know what

KU Edwards offers? I have never received a mailer from them.

9. People knowing they exist and what they do - I am not clear on what they do. I feel like it is an extension of KUL doing mostly evening classes for the non-traditional student.

10. Marketing awareness.

11. Probably helping employers understand......trying to be all things to all people

and having employers understand where they fit in. ……. There is noting that comes to mind based on an actual experience. How does it all fit together? They have done a good job of partnering with JCCC but how many institutions need to be involved to get a student to a Bachelor's and job ready?

12. Lack of presence in the Federal system. It is my understanding they have yet to

explore our procurement vehicles and partnerships. Accessibility and presence.

13. Marketing and enrollment. They are saying to come to KU Lawrence and that is a huge weakness. KSU has been more successful here because they allow you to get your degree here. Make it easy for the students to reach out of KU via a location here. Retention of veterans, people who separated from the army and went to KU and did not stay past a year.

14. I think branding quite frankly. Very few people can tell you who they are what

their mission is and what they offer. People don’t know why they are there.

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15. It’s perhaps the lack of self-promotion and identity. It did not help for years

they were called the Regents Center; lack of local identity here.

16. The only program that I have found to encourage people to go to MS&T there are specialized programs such as Power Generation, KU may not offer it. I would be hard pressed to come up with other examples.

17. They have not been engaged and integrated into the community. Their

weakness is there is a lot of competition and they are late to the party. They are entering a fray that a lot of folks have been in for a long time such as Park, Baker and UMKC.

18. Calling it Edwards. I think the name implies a "less than" version of KU. It is a

weakness people don’t know what they do but I have seen improvement in that area.

19. I might say marketing. I don’t really see or hear that much about the KUE

programs on KCUR, maybe I shouldn’t or NPR and the other marketing may need to be directly to companies. When I was at Hills never was approached. Marketing is one of their biggest weaknesses. How I learned about KU Edwards was JCERT. When I was at Hill's, I never was approached or got marketing information.

20. I think still being unknown, maybe. Being unknown for the level of

achievement of what they have gotten to. There is still the perception they are an extension center vs a full-blown campus.

21. Lack of brand awareness. Connection to the community to know what they are

out and about doing. The others are better at it. I cannot connect KU Edwards to a KC company. KU Edwards makes me think of a satellite location vs. an institution in its own right. For me even the branding is a challenge with it saving a 45 min trip to the west.

22. Lack of definition.

23. I would say not knowing who they are, communicating what they do, and invite

the community on the campus and host things on the campus, even if it is not

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relevant to what it is, just getting people on the campus is important. They probably know who I am but my point is as a leader in the community if I don’t know what they do the masses don’t know for certain. They need to be proactive. The average age of Hispanics in the metro is age 24 vs, 37 for non-Hispanics in the metro. This is a great opportunity for KUE. Almost of the population in the metro is 38% age 24 or younger of the Hispanic population - that is the future of every employer and business owner, customer, patient, etc. There needs to be more of a consistency and we need more involvement of them in the community. I don’t see them at any fiesta, simply having a table and talking to people.

24. Lack of strong marketing in the past.

Traditional/Outdated Model (5)

1. The curriculum and the training, especially for tech courses is very outdated.

2. I think that KU Edwards is always going to battle the stereotypes of non-traditional. Our organization does so much traditional undergrad hiring....I would be less likely to recruit on the KU Edwards campus as a results. We do hire non-traditional students but we hire more youth because of the lifestyle with heavy work hours and travel. As you age with the company, it becomes less of an issue but right out of the gate that is what we expect out of people.

3. Their weakness is they have not catered to the non-traditional student.

4. I would say as a general rule with higher education, it is just cumbersome.

Hopefully Dave can get what he needs to be nimble.

5. I am going back to the flexibility piece, I think they struggle with the old school professorship hierarchy power mentality that administratively they would like to do more creative things and be more flexible but they run into internal struggles. I am basing this more with KU Lawrence than KU Edwards and all of post-secondary education. It is hard to move.

KU Lawrence (4)

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1. In his case the availability getting professors from KU. They have a lot of talent

at KU Edwards but not as much as KU Lawrence.

2. I think it is often slowed down by KU Lawrence. Generally that is the greatest weakness, having that 1000 lb. weight tied to the ankle which is KU Lawrence.

3. I don’t have any evidence but a gut feeling; one may be to the extent they are

under the thumb of Lawrence. It seems David does not have the level of autonomy he needs to be fully successful. He should have control of people on that campus and I don't think he does.

4. KU Lawrence could be a boat anchor for KU Edwards by being bureaucratic

and restrictive. Don’t Know (3)

1. I don't know.

2. I don’t know.

3. I don’t know. Too Expensive (1)

1. I don’t know, but anecdotally, I hear their costs are expensive. My son wanted to go to KU but went to Park due to price and flexibility due to their online learning modules.

Management Development (1)

1. Again, I would say some executive/general management development. Underutilization (1)

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1. Low enrollment. More offerings to fill business gaps. I worry a little about

underutilization during the day - a lot of empty space and they are trying to change it.

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14. What would you like to see KU Edwards improve or change?

Market Visibility & Brand Awareness (18)

1. I would like to see more visibility of the program.

2. I guess the main thing is that value proposition. Where do they fit into the ecosystem in workforce and education? Why would you go to KU Edwards vs. somewhere else? It’s not you are better but why are you different and the areas you provide value.

3. It is up to them. At the moment I don’t care, they are not an entity and have

not developed a brand. They put up a flag and brought in a new chancellor. If something is not relevant, business does not care. They need to figure out their value proposition. They need to figure out their relationship with KU Lawrence. The Med school has already developed its reputation and is part of this community. They are viewed as a partnership and viewed as a hospital and med school seeking excellence. The JoCo campus has no brand. They have not marketed and it has been a passive and reactive organization. It is "old school

Market Visibility &

Brand Awareness

47%

Outreach & Accommod

ation 37%

Don't Know 8%

Online Offering 2%

Develop Entrepreneurs

3%

Don't Be Complacent

3%

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academics.” they need to chop the ivory down and go out and be proactive and invest in a brand.

4. I don’t know anything about them. Any learning from you would be good.

5. I think part of it is more awareness in the community of what they are doing

because I don’t see much of them.

6. More marketing. I have never heard of the Research Triangle until you put this information in front of me. How can we link arms with it and help them market? We have education, business and science. Do they need a company like us that works with 300 companies?

7. I am speaking from my personal perspective and not knowing a whole lot

about what they have, expand the message of the hidden gem of the campus there; I don’t know what I don’t know about KU Edwards. They need specific marketing campaigns so employers know what they have available. My perception is they are a satellite campus if I don’t want to drive to Lawrence. Making the public aware of what specifically they have to offer. I would have not thought about KU Edwards for the technical skills the majority or our employees are required to have. I thought of them more of the traditional 4 year degree.

8. For me, certainly engaging local business and raising awareness of the programs

that they have and the opportunities that exist.

9. I don’t know what they are doing well or not well. Is it a matter of awareness issue? They offer an architecture mgmt. course but do my people know about it? The awareness piece needs to be built.

10. Get more enrollment. Want them to be better known in the community.

11. Improve upon their message of what they offer. They could probably offer

more day courses. Dave would like to see more daytime population on that campus. It would be a more robust institution if it was not geared toward the non-traditional student.

12. It’s clearly headed in the right direction. The more it can be broadly known

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across the region and personally know Dave Cook ....to some extent, it is a marketing challenge and needs to portray itself as KU but very different from KU. Take the advantages but separate yourself from KU Lawrence.

13. Get involved with community events and we need to see a face, not an

institution.

14. I don’t know enough about the programs to answer that.

15. See above. Dave Cook is an amazing leader! (I guess from my perspective, I don’t see KU Edwards is doing anything poorly. What it is missing is what you are doing. It is missing its full potential. It is still operating as a classroom center rather than a university in a metropolitan area).

16. Probably communication and the marketing of that. Dave does a good job of

making people aware of what is available but we could improve.

17. I am indifferent if they do anything. If they want to change, it is to become more clear about who do they want, what are they targeting?

18. More outreach which they are doing. David is doing that - keep on that path of

outreach and partnering. Outreach & Accommodation (14)

1. Nothing is coming to mind. We see students here a lot of times go to KU who don’t do well; not because of their academics but because of the class size - good students know how to learn. Someone who is going to a college for the first time in the family does better in a small setting. When I think of KU Edwards, I think of Masters where they would excel. Accommodating a student who is not adept at being a student. It is more KU Lawrence than KU Edwards. Big classes, somebody other than the professor teaching the class, etc.

2. More could be done to generate interest of kids. Are they engaging or

retraining people or working with the K-12 school for kids capable of getting degrees.

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3. Another area is potentially working with industry to develop their own on-line

training programs. When I was at Hill's and Pfizer, we had to do annual certifications and training programs. That might also be an interesting offering that KU Edwards could offer up to regional companies if they are interested in it. More than anything it is trying to develop a workforce that is meeting the needs of industry today so industry does not have to go out of the area to get what it needs.

4. Look at Cerner, etc. and are we providing the employees for the region and there is no way we are because they are on such a growth curve. It is absolutely crucial to meet with Cerner and also Sprint to find out their needs. Sprint accelerator program looking for programmers and having a hard time to find enough. It is a great opportunity for people to do it part time. It is getting out and talking to industry to find out what their needs. You need to talk to the right person and that is usually someone in HR, not the CEO. You need a good rolodex of the appropriate HR contacts.

5. For us specifically that they are working on accounting is important to us.

6. Probably accessibility to offer shorter certification programs with individuals

with a FT job. Accessibility, visibility and clarity in terms of their offerings. Being easy to do business with. Am I dealing with KU Lawrence and a long drawn out thing? How do we make sure people can find them and make it as easy and painless as possible? When people are working FT, don’t have time to deal with a large bureaucratic process.

7. The name, continuing education to set it up not like everyone else. Don’t get

off track by lower priorities. Dave mentioned on a panel with the Civic Council and one thing he mentioned getting inner city kids. Just capitalize time with where they are - go with the lower hanging fruit.

8. Again, I would suggest our workforce in our community, if we have a

workforce challenge, they need to rise to the occasion and solve it. For example, double, triple or quadruple classes in a high demand area.

9. I keep coming back to the same thing. The more they involve their customers

in designing curriculum and programs, the better they will build a niche and

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meet employers' needs.

10. I would like to see it have more opportunities similar to what we are doing (partnering) what is the direction of the campus is, what we are trying to accomplish and how it fits into KU Edward's needs as well. How do we better meet each other's needs?

11. I would love to see more industry professionals teaching in the classroom,

especially for tech industry professionals. Have to up to date in the industry.

12. Study why veterans remain after a year, particularly women. That is at KU Lawrence, not sure about KU Edwards. My concern with KU Edwards, is there an active veterans outreach program? Have them come back to school and polish their degrees.

13. Explore becoming more accessible to Federal procurement and some decide it

is not worth it and not play in it but you may find we are work playing in due to a lot of money and a lot of people.

14. Be more welcoming and engaging to non-traditional students. Be more

accessible. Additionally it would be nice to provide not only skill building but things like ancient history. Those sort of things to learn stuff for lifelong learning other than Power Point. I would look to the community colleges for the lifelong learning. That is some of the things that UMKC has, the "Communiveristy." You want to teach something - it is like the free university movement years ago. Be more accommodating to the lifelong learner and the non-traditional student. Having a stronger relationship with the Johnson County Library would be preferred.

Don’t Know (3)

1. I don’t know.

2. I don’t know.

3. I don’t know that I can really answer that.

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Online Offering (1)

1. The one thing about their online programs that we have heard, I would like to see them fully develop them. At MS&T, they have a full-fledged online learning experience where people can engage the instructors. At KU, they record their lectures but it is not interactive. We have people for who it would be beneficial in the field and travel. I don’t recall if tuition is a different rate at KU. Others offer it, not sure if KU does.

Develop Entrepreneurs (1)

1. I think they could be a catalyst for entrepreneurship in that particular area if they want to invest in that direction. I want them to do high quality education and that helps everybody.

Don’t Be Complacent (1)

1. I feel our relationship is the best it has been but it is a productive relationship. They are headed in the right direction. Their success raises all boats. Complacency is the killer with higher education.

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OPPORTUNITIES

15. What are KU Edwards’ greatest opportunities?

Develop a Niche & Define its Brand (15)

1. I go back to the brand. The loyal following.

2. The greatest opportunity is to get their message out more on their specific programs. Maybe it would make sense for them to expand into ....there are schools out there already that have specialized skill sets.

3. Being based in Johnson County, they have the opportunity to grow leaps and

bounds; richest area in the state of KS. It would allow for some to not have a job and go to school full time. With two individuals in the household, one can work and the other can go to school.

4. Those scientific certificate programs. Scientific certificates, like those we

discussed in the workshop.

Develop a Niche &

Define Its Brand 34%

Address Employer/Market Needs

23%

Innovate & Increase

Value 20%

Focus on Diversity 7%

Collaborate with Other Ed Inst

5%

Advanced Degrees 5%

Certs/Comp Bsd Training 2%

Dominate the Market 2%

Don't Know 2%

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5. Basically I think KU Lawrence has a very quality brand and they need to determine how they fit into it. The need clarity and focus on what they do and focus on a few pinnacles to focus on and choose your one or two areas to focus. If I were them I would focus on engineering and some piece of business. It needs to complement the business and engineering schools in Lawrence. I don’t know what schools they have out there.

6. I think by moving all of their CE to one campus for KU which has a great

name a great opportunity to get into the marketplace to offer new types of training with constant changes with millennials, aging workforce etc. All are great opportunities for KU Edwards.

7. I think the name recognition and the KU brand out here is strong. I think it is a

nice campus in a nice location. There is an opportunity to differentiate themselves. When I think of their competitors; they can have more value on their resume with KU.

8. Articulate the niches they can fulfill that no one else has yet. Opportunities to

add a measure of quality and gravitas to their teaching. I will go to the university with the better credentials

9. I think their geographic location in a setting in the county that has a highly

educated population who value it.

10. The geography and the connection to KU Lawrence. It is interesting they sit in the middle of a residential area. For people there it is convenient for people who live there to take classes. There are a lot of good corporations in that direction to work with. It can take years to get a new program in place and so what happens is the community colleges adjust more rapidly. Research universities take longer. Position KU Edwards as a good quality name with programming to help the local businesses meet the demand for the talent they have is a really good combination.

11. Leveraging their flexibility and location to deliver the bachelor degree talent the

region needs and doing it in a flexible manner and leveraging the depth of the faculty in Lawrence. You definitely have technical expertise and the drive makes a difference; the KU Edwards location is awesome.

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12. The third, getting the fat out of the system and finding a niche and focusing on it to create a cost - effective delivery model. For example, if you are training adult learners, you have different challenges than educating 19 year olds. I don’t know if I pay the same at KU Edwards vs. KU Lawrence. When I spoke with KU Med, they are doing it to provide the most appropriate patient services to remove wasted dollars.

13. If I go back that they are building their accounting program, having that brand

of KU pairing it with the accounting degree program is a good opportunity.

14. Branding and awareness. I think aligning with unmet needs. Not being all things to all people and find a niche and make sure people know it and exploit the heck out of it and find the companies it pertains to.

15. We are working with the Civic Council and KCADC on "KC Rising" to

develop broad metro strategies around economic competitiveness. Clusters, innovation/entrepreneurship and et al. KU can fine tune it programs and fine tune its role in the metro with this. Look systematically - is there enough business activity for certain clusters? We have done it once in this town around the life sciences, logistics and now we are looking at other areas. In order for these clusters to survive, we need to look at a strong higher education connection.

Address Employer/Market Needs (10)

1. I think the workforce needs, market need. If I am in an environment where employees don't need to hire anybody, KU Edwards is in trouble. The need here is high.

2. I think in the space of partnering other companies providing content in

management and general management training. I have been here 6 mos. in this role and I have met with the UMKC rep 4 times.

3. To meet the evolving needs of industry to hire from the region and not the

outside; workforce development.

4. Technical training becoming a.....the greatest workforce need in KC and in any

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market are technical resources. Those range from engineering through software developers design, project management expertise. Becoming a satellite for the Computer Science Engineering School which has a pretty good standing in Lawrence. There is a growing trend in the post school taking computer science grads and getting them up to speed. They are not ready for jobs at Cerner or Sprint and giving them current training for relevant skill sets.

5. The workforce demand needs to partner with education so the supply and

demand are more equal. We participate in the Center for Energy Workforce Development (CEWD) in partnership with the Dept. of Labor and Edison Electric Institute. They do a lot of work on the national level to meet the needs of the energy industry’s future workforce needs. It is done via state partnerships with industry, the state and education to find out what they need to be delivering. There is an established Kansas Energy Workforce Consortium with many utilities and representatives with HS education and technical schools, and the Dept. of Education. One of the major accomplishments from them was an energy-focused career cluster in energy. HS students can now take certified energy courses. Our biggest participants are community colleges, Topeka Public Schools and technical schools. We don’t see the four year institutions participating and that could be an opportunity for KU. Determine what the needs are for the utility industry in electric and gas. Get involved in the energy industry with that organization. It is specific to the electric and gas utility industry.

6. If you can establish one or two significant agency relationships they will grow

their education business exponentially. If it goes well here, it will go all over the country. Field managers like nothing better than taking it their bosses in Washington DC and have it adopted nationally.

7. Corporations have said if any of our educational institutions can create a true

pipeline of technology talent, there is no end to corporate giving to that institution.

8. Trying to meet the needs of the businesses, increasing enrollment, offering

degrees that meets the needs of employers in KC.

9. A couple of specific opportunities: working K-12, community colleges and 4 year colleges. Under the auspices of the Lumina Foundation

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(http://www.marc.org/Data-Economy/Workforce-Development/Lumina-Community-

Partnership/Overview), opportunities to craft one or two capacities to build create upon that. We have articulated three broad objectives to increase educational attainment in the metro. We were asked to lead a metropolitan effort to engage that strategy and Dave is involved in that. It puts a spotlight on new systems on education attainment.

10. Once again I think there is a huge market here. There are companies that can

be tapped that they are not aware of. Marketing is huge and people getting out and calling on business and seeing what their needs are. Developing programs very, very quickly because education can be pretty bureaucratic and can move at a snail's pace and that is the death knell. Sit down with the professionals and design it in a collaborative fashion and be able to turn on a dime. That is what we do with our CAPS program. I think that is what’s got to happen.

Innovate & Increase Value (9)

1. The second opportunity is tech and the way it is delivered.

2. I think to become more of a thought leader in key areas. Identify areas of emphasis and market those due to attracting local business.

3. The architecture and design industry in KC is disproportionately large in this

market and there is a lot of work and expansion going on. Firms are looking for that competitive advantage - is that enhancing the credentials for employees? Enrichment courses to bolster a firm's experience base and background. The sheer size of the industry and the attention it is getting locally identifies architecture as a force in the metro. Because the recession is over they have a high workload and to get them to take a degree program takes persuasion. You don’t need a PhD or Masters to practice architecture.

4. They ought to study the opportunities what is going on at KU Lawrence. They

have pioneered curriculum for veterans and put in a veterans office (about 2 years old- Ask Col Mike Denning at KU - KU Military grad programs). KU has the opportunity to be the first major university to locate in proximity with the military’s major intermediate graduate school in the entire nation. Our international grads who are officers become leaders worldwide (national or

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armed forces)

5. Work with the library system. The opportunity is through your efforts.

6. Improving their online learning options, additional CE curriculum; I am always looking at areas of leadership and development - skills in those ranges.

7. Because they have such a great brand in the market they have the ability to

build strong relationships with corporate partners in the community and they can build those customized programs that other universities may not want to. I am on the board with MCC community foundation and they developed a relationship with Cerner and KU Edwards and UMKC did not want to build a more flexible program for the specific needs of Cerner

8. It is in a great demographic to tap into in affluent Johnson County. How to

mesh the traditional education with the increased online activity going on? They have the space but more and more people use online; how do they use the space online?

9. To do the things we have been talking about, the opportunity to be the

innovator and the part of KU that is breaking new ground and has a world of opportunities.

Focus on Diversity (3)

1. We look at just the accounting environment. One of the biggest shortcomings in our field is diversity. If we want it, we would go to UMKC but they don’t have the reputation KU has. KU Edwards needs to work on a more diverse environment for the accounting program. The community as a whole would benefit and KUE could set themselves apart in this market. I couldn’t tell you the last time I saw a diverse slate of candidates come out of KU Lawrence or KU Edwards. KU Edwards has the advantage of the entire metro, Lawrence is more restricted. KU Edwards could get some bang for the buck. Our industry is as white as you can get and that does a disservice to all of the other ethnicities.

2. They are in a position because of who they are, everybody respects them and

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they are in a position to help with the gaps we are talking about, beyond the Hispanic community but into corporate America. They are in a position to change all of that and not too many entities in the metro to (drive) change. KU is pretty much here

3. KU is not prepared to assist kids coming out of the urban setting. That is a big

problem for them. If they are attracting only Johnson County kids, that is a problem.

Collaborate with Other Educational Institutions (2)

1. One of the areas with a lot of interest are experiential learning opportunities for high school and college students, apprenticeships, mentoring, shadowing programs, if every university does that independently it will not work. Our conversations is what kind of system to create to have employers interact with colleges more seamlessly and what experiences can we create to expose students to career paths without draining resources. What kind of systems and supports are needed in the community? What are the barriers and what kind of systems of information of access and support are needed. It needs to be systemic throughout the metro. The Lumina process is shedding light on how the universities can work together. What kind of strategies do we need to be pursuing to promote college attainment? (See the plan to date- there are three of them at a high level).

2. Collaborations and partnerships with organizations like us. I don’t know what

they have with JCCC. Looking for win-win situations and not compete with the community colleges. Dave asks how they can complement us. They have been very strategic in areas of focus, and not be all things to all people. This, what you are doing right now in gaining intelligence about what the market is telling you.

Advanced Degrees (2)

1. I think...this is probably more outside of our area but with engineering, advanced degrees in engineering and business.

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2. I would imagine a demand for advanced degrees and folks are working and trying to figure out how to get that advance degree. They are sitting in a great location to support that.

Certificates/Competency Based Training (1)

1. In smaller companies like us, an MBA is appreciated but it does not move you up the ladder as much as a larger company like a Sprint or Cerner. Being a resource for lower to middle management younger people under the age of 35 to 40 - advanced training.

Dominate the Market (1)

1. The greatest opportunity is really dominating this market, they should dominate it. Be more promotional about the 2+2. You have to look at the demographics that are changing in JoCo. It is growing in Olathe and North JoCo. Think of the things we could do to help families get degrees. It takes leadership and David is a good leader.

Don’t Know(1)

1. I don’t know.

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16. Are there educational institutions/associations/organizations with which KU Edwards should develop partnerships? Who are they?

Business & Professional Organizations (15)

1. Any engineering - a local engineering organization. There are banking ones: Robert Morris, and others. A connection that would be interesting is the Federal Reserve Bank.

2. KCNext is on the list.

3. We participate in the Center for Energy Workforce Development (CEWD) in

partnership with the Dept. of Labor and Edison Electric Institute. They do a lot of work on the national level to meet the needs of the energy industry’s future workforce needs. It is done via state partnerships with industry, the state and education to find out what they need to be delivering. There is an established Kansas Energy Workforce Consortium with many utilities and representatives with HS education and technical schools, and the Dept. of Education. One of the major accomplishments from them was an energy-

Business & Professional

Orgs 28%

Community Colleges

20%

Higher Ed in the Metro

13%

K-12 11%

Advocacy & Minority Groups

5%

Directly with Employers

5%

Don't Know 4%

Civic/Pub Admin Orgs 4%

Not-for-Profits 2%

Vet/Military Groups 2%

Vendors to Ind 2% Charter Schools

2%

All 2%

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focused career cluster in energy. High school students can now take certified energy courses. Our biggest participants are community colleges, Topeka Public Schools and technical schools. We don’t see the four year institutions participating and that could be an opportunity for KU. Determine what the needs are for the utility industry in electric and gas. Get involved in the energy industry with that organization. It is specific to the electric and gas utility industry.

4. I think there are some on the healthcare side HIMSS, there are a handful of

industry ones that would make sense. The answer is most likely by industry.

5. There probably are, I don’t know what they are. Look at the various engineering societies and also ATD (Association for Talent Development formerly ASTD). They have a good relationship with them (KU). From the engineering world ACEC, IEEE, CII.

6. We are such a specific provider of consulting services in the engineering area,

so it would be engineering focused. We don’t even currently have relationships with engineering assns. People seek them on their own. It is not like those associations are offering training to us.

7. I think targeting what KC sees as it growing industries and see if there is a

targeted program that addresses growth areas such as IT. Is there a way to position themselves with new industries coming to town?

8. The whole IT world is one that is a tremendous market. Partner with

Microsoft, Cisco on how they can partner. Cisco wants us to adopt their program and part of CAPS and my assumption is they did the same with KU. Synergy that they go through KU but get the certification at the end to be employable.

9. If we fall in line in thinking on this need for strong credit analysis training,

affiliation with the Risk Management Associations would be a good start.

10. I think David serves on the same boards and organizations I do, such as the Chamber and KCADC. I invest my time and efforts there and so does Dave.

11. I would imagine - the American Marketing Association is very active in KC. I

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know we are very tied into a manufacturing assn. There is SHRM, not uncommon for HR professionals needing an advanced degree.

12. I can’t speak to any of the technical or functional organizations; most of my

responsibility is soft skill development. Three are professional development orgs they could partner with like CX, IMS, ASTD, etc.

13. Missouri and Kansas societies of CPAs, the Chamber.

14. I could see benefits with the Association of Clinical Research Professionals and

I am the president of that chapter. They can find out the needs of research professionals. Leverage their research 101 at KU Edwards. If they take the 12 week program (candidate) they will be in the driver’s seat, it would help: www.acrpnet.org

15. We are it for architects. For years, CE programs were the bread and butter for a local chapter. This is where we deliver where people come to a program or speaker. CE was a big piece of our world. Really it was starting to go through a transition in 2010 and it has accelerated that we have seen a huge drop-off in attendance in our CE programs. There are several factors - we are competing with online options for CE that are AIA approved programs and also for larger firms they have vendors and service providers that show up for lunch. Make it easy for people to be there. Third area of competition for us AIA national has just rolled out AIA University that is online but they are trying to pull content from past delivery conventions or develop a course with chapters; it is fledgling. Those are the three competitors we are up against but the reality is people are so busy they cannot leave their desks. They are buried in work. Our folks are notoriously last minute responders and committers. National is studying this, even at the national level we have asked peer chapters - their attendance has fallen off the cliff. We have reduced the CE and it is due to online competitors and vendors. The delivery method is a factor, online vs. in person. People that show up are the over 50 crowd and that crowd are the single proprietors and do not have vendors coming to their business. If you come to us, we do all that paperwork for you. The shift is in how people are consuming information.

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Community Colleges (11)

1. I just talked with Dave and he noted the relationship with JCCC is very strong and that should continue. Work with the community colleges in the region.

2. I think the other opportunities are with JCCC (2+2). It is golden if they can

figure it out.

3. They partner well with CAPS, and JCCC.

4. We have some partnership with them and would love to have a better one. There is a faculty member on our board from KU Edwards.

5. Work with the community colleges in creating a seamless environment from 2

yr. to 4 yr. degree.

6. I am assuming they are already working with JCCC.

7. Obviously ccs but they are already doing that and the K-12 in the area.

8. I don’t know; I am sure there are a million of them. The best partnership is with JCCC and that will continue.

9. I would say MCC. That is a natural; they have bridge and accelerated programs.

At a previous employer, we did an accelerated program with MCC and Park - a 2 year RN program. Assn and accreditation for nursing called the magnet program; it is the pinnacle of a teaching hospital system. The majority of nurses have to have a BSN. Mid-career nurses often do not so we partnered with MCC and Park to create an accelerated program for them.

10. Yes. If they are doing more CE, they should have an articulation agreement

with JCCC and paths for people to get into the workplace.

11. Yes, the community colleges. Higher Ed in the Metro (7)

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1. Partner with the Bakers, Central Missouri, and the universities with satellites. One thing they have to thwart, the other institutions are probably eroding their market.

2. I don’t think there isn't any reason they should not develop partnerships as

long as there is value in it. KU Edwards will develop engineering and prototype capabilities. KU Edwards needs collaboration with UMKC or KU and obviously they should work with KU and sometimes they don’t work that well with KU Lawrence. You have to work well with your own assets with KU and also work outside of that with UMKC and others.

3. They might want to look at KCUMB. They have something that KU Edwards

does not do nor does UMKC or Rockhurst. KU Edwards could add the managerial aspect to what KCUMB does.

4. Don’t know if they are working with UMKC. UCM is thinking about creating

a degree program for $5000.

5. I would like to see across state line and bi-state.

6. See above: (The greatest opportunity is to get their message out more on their specific programs. Maybe it would make sense for them to expand into ....there are schools out there already that have specialized skill sets. The workforce demand needs to partner with education so the supply and demand are more equal.

7. I think they need to be at the table with the other institutions. The chancellor at

KU will speak with the Chamber of Commerce and talk about KC. She needs to be the ambassador and needs to figure out what they want to be.

K-12 (6)

1. Raising the awareness at the high school level for students who cannot go to Lawrence or Manhattan and let them know they can stay here in town and get a 4 year degree.

2. They partner well with CAPS, and JCCC.

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3. Besides us, the K-12 districts that is important. I am not a fan of the for-

profits.

4. Obviously ccs but they are already doing that and the K-12 in the area.

5. For us I think the STEM Organizations, the Blue Valley USD, Olathe USD; Johnson County school districts. A lot of opportunities in the urban areas as well. The KCMO KCK USDs and partnering with them to provide opportunities for mentorships.

6. Work with the public schools - all the USDs. Working with high schools in

helping kids get their degree while still at home. Advocacy & Minority Groups (3)

1. I would say women and minority groups, veterans groups that need reentry to the marketplace. There are a lot of boutique career firms that help people reenter the workforce such as working moms. KU Edwards could work with them and help them connect people going through transition such as Right Management.

2. The Greater KC Hispanic Collaborative, The Latinos of Tomorrow, the Young

Latino Professionals.

3. We worked with the Full Employment Council (talk to Clyde). Directly with Employers (3)

1. If you are doing continuing education it is getting into the corporations and delivering there - do it onsite.

2. Those can always be enhanced. I am assuming they already have alliances such

as a B&V, local engineering organizations they are infusing themselves in to.

3. The GSA schedule is step one.

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Don’t Know (2)

1. I am not aware of any. I know the Bloch School of Management is putting out their name but they are not in our marketplace.

2. That's a tough question because they have done that e.g. 2 & 2 with JCCC. I

don't know how successful it is. Some work and some don't. Civic/Public Administration Organizations (2)

1. Johnson County Library. I think MARC from a public administration perspective. Kauffman would be good. County Economic Research Institute.

2. Lumina, KC Rising, are two civic initiatives they need to know (both are

connected). The Chambers Global Cities Initiative. There is an opportunity for KU Edwards to develop a dialogue with other groups that may help them understand their market better. Cooperating schools, superintendents, Missouri centric - the Urban Land Institute. There ought to be a higher level with them. KU Edwards needs to be involved in those professional circles where it has strengths.

Not for Profits (1)

1. Look at non-profits such as United Community Services - the research arm for United Way of Greater KC. Where is the conduit for non-profits to get people trained in the human services side?

Veteran/Military Groups (1)

1. Mike Denning and he also founded a veteran's alumni group. I don’t know what his results are. Another opportunity is to study the military structure for education and training and how do you convert it to credits. Integrate military education with their own credits. Our vets have money from the GI bill. Give

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them credit to go toward their degree program. IF you can show them the roadmap and easy access to their VA college money, you have solved a huge problem. Leavenworth presents an opportunity for a pilot program. You can rent buildings here that have classroom space in it. KU picks the degree and rents rooms and signs up students here for it to see what works best. See what flies. Our mission as the 27 committee is to find out what KU needs and what to do to make it happen.

Vendors to Industry (1)

1. Another one they might to want to think about are vendors who serve scientific companies. Have science for non -science people - vendors serving the sciences.

Charter Schools (1)

1. The Charter Schools (Frontier Charter School - with a HS (majority minority with 30% Hispanic and 60% African American middle and grade school and the opposite 60% and 30% African American). They focus on STEM. The expectation is the parent has to volunteer with the school. They should also partner with Alta Vista (Hispanic Charter School).

All of the Above (1)

1. Yes, yes , yes.

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17. What is the most important role you see technology playing in the delivery of higher education?

Greater Flexibility & Access/Eliminates Space & Time Barriers (22)

1. Just the flexibility of it and how we can connect to people with different needs. People learn differently and it can hopefully make their lives easier. One of the things we say is we want people to live here and work somewhere else. We want people to work to live and not live to work.

2. It offers more flexibility to tailor to people’s life style. I can spend time learning

after the kids go to bed.

3. Folks that want to be able to access training learning anywhere any time and as immediate as possible, any technology that makes that possible is a benefit.

4. It goes back to that time-shifting/place-shifting of learning.

5. Wow, the accessibility to information. The capability that every student has in

their hand with mobile technology. Our struggle is keeping up our mode of

Greater Flexibility & Access/Eliminates Space

& Time Barriers

58%

Flipped Courses

10%

Student-Centric Learning/Interactio

n 5%

Don't Know

5%

Reduced Cost 5%

Connecting People 2%

Simplification 3%

Other 3%

Aligns with Entrep & Bus 3%

Accelerates Learning 3%

Enhances Retention 3%

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delivery with instruction with modes of technologies. We have a lot of affluent high school districts with state of the art tech with iPads and we are in the dark ages compared to some of these high schools. We are in the middle of a huge IT refresh.

6. What I see is the convenience of online classes. That is what we want here.

Flexibility is definitely what most people need.

7. I think it is the flexibility it provides and when the person is available and it meets their timeframe and schedule. The opportunity to go back over and over again to review a lesson is an advantage over a lecture based class. It is individualized for those who learn it the first time vs. those who need more time. Probably accelerated learning and compress the timeframe of learning. Companies probably enjoy that as a benefit.

8. I would say greater access to educational opportunities, reduced cost of

instruction.

9. Everyone has a smart phone right now. An offering watching a professor speak while your kid is at the soccer game. That would be paramount.

10. Flexibility, people can get training when they want it and when they are

available. Our people are billed during the day.

11. I think web-based training is great for people with full time jobs and do not want to give up night times. The more we can leverage technology and high speed internet that is more valuable. Annual recertification is becoming more important and ask your employees to certify. They read the employee handbook and pass with an 80% and ask if they understand employee policies. Those become automated processes as much as they can to outsource HR. KU Edwards could capitalize on those opportunities via internet based training.

12. I think the convenience and flexibility. Some of our people are all over the

world. Do it on an 18 hour flight, weekends, etc. Critical to get training that is internet and mobile enabled.

13. Accessibility, flexibility, offering people flexible options.

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14. If most of the coursework is done online, that is the most important. Needs to be accessible and have quality and interaction. If we are to look at folks who are returning later, I am working on a grad certificate via Avila, if you are not a big social media person, it could be problematic. Help the older student learn the technology in an academic environment.

15. Online delivery of courses and instructor chats. It is especially critical for our

military workforce.

16. Online for all of them. They are here for 10 mos. and their days are filled and they may not be able to finish in that time. The ability to go back and pick it up on line is critical. That also goes with the staff and faculty and retirees since they are always traveling. UMKC Bloch School has it. Grantham University is the largest private university in KC and it is all online.

17. I think it is the distance learning. Because of all the discussion of MOOCs, I

took one on disruptive technologies by the University of Maryland. I was first impressed with the quality and second the model for disruptive technology comes in to serve an underserved market. Most people who would be competitors look at them as low quality and would not be able to do it. Third, as they serve the market they pick up quality and pick up more market share. When MOOCs started, everybody in the brick and mortar community did not take them seriously. They are getting better and emerging as a real threat. In summary, they need to master distance learning online.

18. The obvious answer is to bring education to the consumer on a 24/7 basis no

matter where they are.

19. It is the most important due to people’s schedules - flexibility is the #1 issue they should be looking at. That is one of the barriers with the people I am talking to, do they have the time?

20. I see online learning as terrific. You have to find that balance for people with

busy lives and careers to take advantage of the little time they have.

21. Clearly it will put pressure on traditional methods of classroom instruction. It will open up opportunities across space and time, collaborative work. I think it will change the content in all fields. It is changing the delivery of the technical

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content in a profound way. It will change the role of teachers and professionals in that field with artificial intelligence (technology assisted instruction).

22. I think what tech allows is to put education where you are. This is the first

generation that does not read on paper. There is a massive change going on and how does it get used. Wearables are coming on, phones are getting more sophisticated. There is such a merging of technology.

Flipped Courses (4)

1. I think that the younger generation of educators are fully embracing technology. To the extent you can do that in the classroom ......the online is becoming prevalent, how can you imitate that in the classroom? Can you utilize technology to make it attractive for students to go to class? Go to the classroom.

2. Mixing technology with hands on is ideal. Hands on and mix of online and

interactive is best. Maybe that is through partnerships with our company or others. A lot more companies are running internships and work learning experiences. We do that with Flint Hills. They spend time following experienced operators and apply what they are learning in the real world. You are seeing a lot more of that.

3. I think in the long run, it will reduce the cost of it but it will make it more

flexible and open for more people to take advantage of it. It is a difficult question - online is different from classroom education. Having a nice campus presence here in conjunction with online is perhaps the best of both worlds (flipped courses). I am a huge fan of Kahn Academy. Things like that are really interesting - it provides information but KU Edwards has the advantage of certification and a degree is a differentiating factor.

4. Critical, I love the philosophy of Kahn Academy of "What could I study at

night on line when I engage subject matter experts to clarify and refine" (flipped courses).

Enables Student-Centric Learning/Interaction (2)

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1. As technology advances, when I was going to school, it was videos of

professors’ lectures. Technology has advanced so much more with interactive capabilities to learning. The preference is with the individual on how they learn.

2. I think it is an enabler. It will not replace the need for great faculty/facilitators

of learning but it will enable skill and access in a really important way. It will enable student-centric learning, because it can be evaluated specific to the student to assess competency and strengths & weaknesses in an efficient and objective way.

Don’t Know (2)

1. I don’t know because I am not hearing online courses are effective on a corporate standpoint, they may if they improve.

2. I think it is all unknown at this point. There are a lot of people playing in the

space of tech in higher education. I don’t know. Reduced Cost (2)

1. I would say greater access to educational opportunities, reduced cost of instruction.

2. I don’t know if we are consuming it as much as others but a MOOC is huge in

other industries and that will be with other industries moving forward. They are offered free or at a greatly reduced price. Those MOOCs are going to be big.

Connecting People (1)

1. Just connecting people. As a side note, my father is a PhD and teaches at a school in Milwaukee and he does a lot of delivery on line. (Computer science) Online offering is probably huge.

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Simplification of Delivery (1)

1. Simplification of delivery. Other (1)

1. There is a lot of talk in the AIA chapters in developing web-based delivery for live streams for events vs. webinar content. It is a whole other business model that we have to learn the technology and the content. We may be able to use KU Edwards equipment/personnel, we are willing to make investments but it is obsolete the day you buy it. It is a rapidly fluid environment and how can you survive in it. Making the capital investment would require a return and how do we get revenue from it? Where do we devote our resources to chase this business channel? I don’t know, there is too much competition. We don't know how to do it and it is scary to us. Our org is about high quality and responsiveness but we don’t have a clear picture in our minds how to do it well. We need a content and technology partnership.

Aligns Education with Entrepreneurs & Business (1)

1. It is huge. Today this community is by the day is getting focused on entrepreneurism and higher education. Whether it is research or continuing education those relationships are going to get refined very closely. Business cannot have a passive relationship with higher education, they need to invest and be at the table and talk about curriculum and their needs going forward and their growth opportunities for retiring staff and turnover. Some people will need 300 additional employees but that is 400 to 500 with turnover. It pays for companies to get the best and brightest students and that starts with the relationship with the dean. If the dean is not on a speed dial relationship, you don’t have one. The dean has to be very proactive reaching out instead of growing ivy.

Accelerates Learning (1)

1. It is going to be the great facilitator; it is how education will be delivered. One

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of the reasons is to collect info and learn. Technology accelerates that. Enhances Retention (1)

1. Basically it will help with retention. If done rightly, it will improve retention greatly for the student with the employer. Keeps them if they are learning.

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THREATS

18. What are KU Edwards’ greatest threats?

The Competition (19)

1. I don’t know that it is a threat but they are a new entrant to the education market. It is a crowded space and there are a lot of options for people. All universities face a huge threat right now that they are two expensive. Community colleges can take a two year chunk out of the 4 year process. There are other options as well. We have watched how industries have downsized and I think universities are next. They will have to figure out how to become more efficient.

2. As I mentioned already, it is probably JCCC. They need to better communicate

how they are unique to the region. The other risk is K-State Olathe campus.

3. If the folks in the military like Park and Webster encroaches on your business due to online and expertise.

The Competiti

on 36%

Inertia/Bureaucracy/Com

placency 19%

Online Education

11%

Dimished Funding

7%

High Cost/Low

Value 5%

Don't Know 6%

Lack of Recognition/Visibili

ty 6%

KU Lawrence

6%

Metro Economy 2%

Lack of Focus 2%

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4. The Mizzou’s and K-State are trying to get a foothold in JoCo. There is increased competition.

5. Bigger companies are getting better at learning approaches and could become a

competitor.

6. Competition but I don’t have a lot of details how they compare.

7. For profit, skills-based training. Some programs on the coast are rapidly and effectively creating talent and getting support from the tech industry and support may shift to them from KU Edwards. For example there code schools that take months and are very cost effective and create skills that are in demand and grads make over 6 figures starting in some market. In many programs they guarantee a salary or your money back.

8. I would say access to courses to other institutions with a better reputation that

overcomes the value of KU Edward’s proximity.

9. Nontraditional institutions like code schools, online learning, Kahn Academy.

10. Competition but I don’t have a lot of details how they compare.

11. There is a lot of competition out there. I mentioned when I thought of skills training for our skilled crafts, I thought of community and technical colleges and not KU Edwards. Companies don’t find the right partners and do it themselves - the self-service aspect. Rising cost of education discourages students making a decision to pursue. Our company offers tuition reimbursement and that threat goes away. This is several years off but when the President offers free community college, would KU be a part of that? It could significantly reduce their enrollment if they don’t partner with them.

12. I think they have some competition out there.

13. One of them is MS&T's certificate programs and the specialized degrees they

offer; I don’t know how big of a threat that is. The other is the fully robust online program option.

14. Competition. The other folks have woken up to the market of JOCO and they

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have just waken up to it.

15. I would say access to courses to other institutions with a better reputation that overcomes the value of KU Edward’s proximity.

16. Competition, that is true for all of us. Fly by night for profits. It seems like a

new one opens up every day. I was driving to Hallbrook and there is a whole line of them on 435. We are up over 50 competitive higher education intuitions in the area and we are competing for the same students.

17. There are a lot of competitors. I do think brand is huge, if they are a KU

alumni, they would prefer a KU advanced degree.

18. KSU - they are their competition and they are aggressively going after the Hispanic market, but also American University, Colorado..., you have a huge focus right now on the Latino Community. KSU has a bilingual web site and they have aggressively positioned their website to be bilingual - it is more for the parents than it is for the student. It sends a message to the Latino community that you are of value and we want you. Kids are bilingual but need mom and dad’s support to go there. FHSU is another one and their new president is Latina. She is the first Hispanic president of any state university in the state of KS. She is going after this market. Mirta Martin (Cuban). Have a satellite in Garden City. She came here last Sept to meet with me to create a pipeline from KC to FHSU.

19. That someone will figure this out quicker than they do. I can tell you in the last

12 mos. this is the 6th education institution who has come and talked to us. It is executing pretty quickly to what they figure out and continued threat to not figuring out their value proposition and not having it clearly articulated.

Inertia/Bureaucracy/Complacency (10)

1. Somebody who takes advantage of the opportunity I put in front of them (diversity emphasis). They have momentum right now. Not taking advantage of the momentum. If you stall due to administrative issues and they lose their talent to the competition. That threat is not as big as the opportunity lying in front of them.

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2. The other institutions that are making it easier and faster to get degrees. Maybe

inability to be agile like smaller institutions. There is probably a lot more bureaucracy in a major institution.

3. The pace of change in our world is changing in pace and complexity and it is

difficult for institutions to keep up. Will they be able to adapt or become irrelevant by not changing? Some of it may be attributed to the bureaucracy. OJT is relevant to us and the concept of a living lab we create intentionally in our environment and how does an institution several degrees removed fit into that model?

4. I think funding and complacency.

5. Not staying current with material - with the market.

6. Everybody else is asking these questions but I am not sure how serious they

are. They are slow. If they take too long to create the certificate programs they may miss out.

7. Not being nimble enough to change to the marketplace.

8. My Perception - maybe the inability to be more flexible or to look for those

non-traditional partners maybe.

9. I think the greatest threat besides their own complacency is going to not get total internal cooperation from their own people at KU in this market. I think the other thing is just a reliance that the KU brand will do all the work.

10. Being overwhelmed by the dynamic nature of the clientele. New class comes in

of 1200 each year here at Ft Leavenworth. If you don’t have a system that understands it and integrated vets and retirees will help. Not staying up to date with your clientele and the changing dynamics of education. The price is staying up with your clientele. They move through here so fast. KU’s educational business model needs updating. Keeping up with clientele needs is crucial.

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Online Education (6)

1. Online.

2. Probably the proliferation of online. One of the threats is trying to strike the right balance - you have to come out with a program that is appropriate with KU Edwards but you have to take them on.

3. I think online education.

4. Online education. Although it is a bit flux, there is a lot of competition online

and some is more reputable than other.

5. Nontraditional institutions like code schools, online learning, Kahn Academy.

6. I assume online educational institutions that make degrees. The Kahn Academy’s, etc. People are relying less on the day to day face to face class and relying more on virtual online content.

Diminished Funding (4)

1. Another for you guys especially - it is the lack of state support. What is going on in KS is crazy. Our legislators on our side want to be Kansas. Your don’t have the bare minimum to grow capacity you cannot raise tuition or you are out of the market.

2. Reductions in state funding and it makes the cost for attendance higher.

3. I think funding and complacency.

4. Another threat is the loss of JCERT. If it was repealed, that would be a

significant threat - it is $5mm a year. High Cost/Low Value Proposition (3)

1. I go back to the cost, if it is too high.

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2. The other threat is price and of course the country's perception of the value of an education. I think that is what drives people to look at alternative products to fulfill the same thing. The proof will be how companies will change their perception. When you start to see the degree requirement changing, that will be a threat.

3. The overall cost of education is another threat. We have a tuition

reimbursement program and when I sign off on it, the price is shocking. To deliver a cost effective product is critical for all institutions.

Don’t Know (3)

1. I don’t have any to mention.

2. I don’t know. I don’t think you have any competition in the architecture market.

3. I don’t know.

Lack of Recognition/Visibility (3)

1. That we don’t know anything about it. We have never heard of you. I have heard of it but know nothing else.

2. I think that they could have a robust plan but you need the end users - lack of

market awareness. Where are their commercials and mailers?

3. Need clarification to differentiate themselves in the region via marketing. KU Lawrence (3)

1. The biggest threat is KU Lawrence seeing KU Edwards as something as being something being kept under control.

2. I think the greatest threat besides their own complacency is going to not get

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total internal cooperation from their own people at KU in this market. I think the other thing is just a reliance that the KU brand will do all the work.

3. Threat from the main campus that they would be undermined if KU Edwards

is successful. KSU and Manhattan are far enough apart not to be a threat to each other. KUE is close enough to KUL to be threatened by it. They are only 20miles away.

Metro Economy (1)

1. The overall health of the metropolitan economy. If it does not do well, KU Edwards will not do well. Our metro economy has a very uncharted future. It is not something to be oppressed by, but we have to work for it. We have to systematically develop strategies to leverage our strengths and we have not been keeping pace with our peers nationally on almost every measure that we are not keeping up with our competing cities.

Lack of Focus (1)

1. Them trying to be too many things to too many people. For example, being a 4 year institution, certificate institution, watering down with other academic organizations.

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19. Who are KU Edwards’ strongest competitors?

Other Four Year Institutions in the Region (10)

1. Now that I know they are more of a 4 year, probably Baker, Rockhurst, UMKC, probably KU Lawrence. Central Missouri.

2. KSU, FHSU, I don’t see the community colleges as their competitors but use

them as a springboard. Let the community colleges be that pipeline for KU Edwards.

3. I see the catholic universities and Avila is doing well with 8% of Hispanic students. Rockhurst will be - they have some very prominent Hispanic leaders as alum. They just put together a Hispanic advisory outreach program. Washburn in Topeka has been aggressive. MU is not doing much. CMSU is doing well with getting out in the community.

4. The ones that are doing that kind of cue: Rockhurst UMKC Park Avila.

5. UMKC and Rockhurst. UMKC has advanced degrees in science and CE and

corporate outreach.

4 Yr Institutions

in the Region 23%

UMKC 19%

Open Field 16%

Online 7%

Don't Know 7%

KU Lawrence 7%

JCCC 5%

For Profits 3%

MS&T 3%

Military-Approved Colleges

2%

STEM Focused/Nat Recog Univ

2%

Code Schools 2%

Tech & Comm Colleges 2%

Baker 2%

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6. So, I think UMKC, Rockhurst, Baker, are the three strongest. MU is making a push around here to get a foothold.

7. I can only say when I think of some of the radio ads, Baker does an excellent

job appealing to working individuals and accelerating their careers. I think UMKC focusing on the entrepreneur and innovation. It is an expensive program but they are seen as the elite. So much focus on innovation today and they focus on that.

8. I am not in that Master's degree market Baker and UMKC comes to mind.

9. KSU, KU Lawrence, I think UCM - they occupy a unique spot - more flexible

with a 4 year degree but they have less assets to draw upon but hey don’t think they have all the answers whereas some people at KU do. We hire regionally such as University of Illinois, Iowa, University of Nebraska Lincoln. They are using what they are producing.

10. As I look at undergrad, and grad, it is Rockhurst, Webster, UMKC and Avila.

People have additional choice. The KU name does carry a lot of weight.

UMKC (8)

1. I would think UMKC. Mizzou doesn't have anything doing on here, do they? Also MCC would be a competitor. Again, geographically, I don’t know where KU Edwards is drawing. I don’t know if MCC is a competitor if KU Edwards is drawing JoCo people. The question is if I am a student at one or the other, is one significantly cheaper if I have the same access to financial aid.

2. UMKC.

3. UMKC's Bloch School of Business but it is not really our market.

4. UMKC.

5. I imagine UMKC. Rockhurst is so small - it is UMKC.

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6. I would assume UMKC Bloch School and they have a whole employer outreach that figures out what employers need. It is pretty mature - 3 years. They overextended a little bit.

7. UMKC. JCCC maybe but doubtful; in this market, I would say UMKC.

8. I'll say UMKC.

The Field is Open (7)

1. Anyone that can do what we outlined in this interview in terms of getting that niche and meeting our needs.

2. It comes back to what I have said many times is marketing and communicating

what they are doing well. They could really create a clear vision of who they are. The community colleges in general are one of their competitors, KU Lawrence, UMKC....there is a variety of them. If they can communicate their value proposition, I think they could ultimately dispel that risk. Being in Johnson County is an opportunity.

3. JCCC in CE. One of their biggest competitors is Baker and anyone else that

does programs on line. KSU is a competitor as well.

4. KSU, probably any number of those public and private institutions in the region.

5. Anybody who is delivering education today - that is the challenge. There is a

disruptive trend that is emerging. A code school, online learning, ease of access, anybody that is offering that type of skills training is a strong competitor at that point.

6. UMKC and Rockhurst in KC. The other one is JCCC.

7. I think the community colleges have invested and have a quality name. UMKC

and KU Lawrence, Rockhurst. After that there is a step down. They need to be competing with UMKC and Rockhurst. At some extent they are competing with KSU. Kirk Schultz is trying to bring KSU to KC and he with react

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aggressively if KU Edwards is not on its toes. Online (3)

1. Online. I don’t see any other real competitors.

2. There are online degrees that could be; particularly where a company just wants a piece of paper (a diploma).

3. Grantham and Park University for this cohort. The online university

community at large. All the online universities that are private and public are competitors

Don’t Know (3)

1. I have no idea. I don’t know their target.

2. I don’t know. I would think it would be the community colleges but I don’t know.

3. I don’t know.

KU Lawrence (3)

1. Lawrence.

2. I guess maybe KU Lawrence competes with them.

3. KU Lawrence. JCCC (2)

1. JCCC.

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2. I would guess JCCC only because they are up the road. I have no idea. For Profit Commercial Colleges (1)

1. I don’t know much about the for profit education community, Right College, Rasmussen even a Dondlinger, Pinnacle, those who have a niche and help students get government loan but have a bad name. I see more of those popping up.

MS&T (1)

1. MS&T. Military-Approved Colleges (1)

1. Webster, Park, Trident University (military approved) STEM-Focused/Nationally-Recognized Universities (1)

1. For us it would be university of Michigan, schools that specialize in STEM and for us computer science such as Carnegie Mellon. Those schools that specialize in our specific need areas.

Code Schools Are Coming (1)

1. It is going to be these code schools and a few are going to launch in KC this year and their targets are college grads who are candidates for advanced programs.

Technical & Community Colleges (1)

1. I am looking at it from a perspective 2/3 of our org is skills based, so it is

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technical and community colleges. They are advancing curriculum at a less expensive cost.

Baker (1)

1. I think of Baker the most; I have seen their commercials the most for adult CE programs.

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BRANDING & MARKETING

20. How familiar are you with KU Edwards? Could you describe its brand before this interview?

No (17)

1. I could not describe its brand. I would have thought of it as a facility. I do know that it is part of the research triangle so there is education that is going on there that is STEM-related? (Yes) So, I could not tell you that they are successful at doing that. Are they doing it and more?

2. Describe its brand, I don’t know. I can identify it as a continuation arm for

JoCo. It has been up and running for 20 years. That is about it.

3. No, I couldn’t. Again I think of it as a satellite location next to Sarpino's pizza. I think of it as a night school more than a full service campus. I didn’t know until I went there for a meeting. I don’t know how connected they are to the community. They lack visibility.

No 47% Yes

39%

Maybe 14%

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4. I could tell you they are affiliated with KU. That’s it.

5. No.

6. No other than the specific examples I have given you in this interview. My perception it does not have a strong brand in this market. I think of the Med School.

7. No but I am very familiar with it. I am there a lot and know a lot of people

there and I don’t know their brand. I don’t think they have a brand.

8. I have been out to talk with Dave Cook, it is a beautiful campus but I could say they have the KU Brand, but not much beyond that. I cannot describe their personality in KC.

9. No.

10. I know the KU brand but not the KU Edwards brand. I don’t know what

distinguishes them from KU Lawrence. Is it a satellite campus or does it have a different offering?

11. No.

12. Probably not. I am familiar with them but I could not go a good job describing

their brand.

13. Probably not. I know that they have an MBA program and a Master’s of Education and that is it. I was looking at the list and was surprised at all the programs available.

14. Nope.

15. No.

16. No, I have never been on campus and have been invited to come on campus.

17. No.

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Yes (14)

1. Yes.

2. Yes, I am familiar with their brand, even though I am intimate with them more than most, I know they have engineering and MBAs. I could have a lot better understanding however.

3. Very familiar and yes, I can.

4. I think I know it as a brand. I have been on the campus and have talked with

Dave several times. I know KU Edwards.

5. Only because I went there. Their new construction has added to their image. Prior to going to KU, I could not.

6. Yes, only because of my personal conversations and meetings with David.

Without that, I could not. My impression it is an extension center of KU. I don’t think it has its own brand - the Jayhawks are smaller "little blue chickens."

7. I would say so.

8. Yes, I could.

9. Yes, I think I could because I have spoken to a couple of classes down there

and served on an advisory board.

10. Yes I could. It is quality availability, good location, well thought of. It is an ideal location because it sits in OP and is available to the business community. But it is too far away from us. KU Lawrence may be the same distance.

11. Um, because of my affiliation with KU, yes, but I think there is a real

challenge/branding issue.

12. Yes (Involved with KUE). I pay attention to their billboards.

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13. I don’t know if I could describe all of the programs but I would describe them as a satellite to the KU system with the expectations I have of KU.

14. Yes. (I am on the workforce advisory board)

Maybe (5)

1. I think so.

2. Yes, but before this interview, I would have guessed it is more focused on professional studies beyond the graduate level but not as a 4 year institution.

3. I think so.

4. I feel like I could, I have been to the campus many times. It is up to date, has

quality and is growing. It always feels like a professional event. I attend the KU's Professional Edge Series. It is a morning event with various topics that are not industry specific. We used to sponsor it.

5. I would say I am moderately familiar with KUE and their evening programs

and so forth but I could not give you a good example of what they offer. It could be better.

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21. What is the most effective way KU Edwards can connect with and recruit Kansas City employers?

Personal Outreach (17)

1. Get out and meet with them.

2. They have Dave as a great representative but so is Mary and Monica. They have great people there.

3. I think one of the best ways is one-on-one meetings. Whether it is David

personally or someone else, if they have not gone out and met with HR directors and VPs that is really important. You have to start at the personal level and build a rolodex. Go to a Bayer, Cerner, etc. annually and find out how their needs are changing from a year ago.

4. I think it is in person visits.

5. These kinds of activities come and see us and understand your client.

Personal Outreach

44%

Networking 18%

Engage Them on Campus

8%

Engage the Leadership

with KC 5%

Understand Our Business

5%

Targeted Programs 5%

Advisory Committee 2%

Alumni 2%

Business Journal 2%

Direct Mail 3%

Radio & TV 3%

Multi-Channel 3%

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6. Personally, reach out and connect personally. Or an invitation to tour the campus to see what they have to offer in partnerships is always the most effective. I get a lot of solicitations but sitting down one on one with somebody is much more effective.

7. I am a small fish in a big market here but probably some outreach to the larger

organizations like the Hallmarks, Cerner’s, Garmin’s and JE Dunn’s. Those that are trying to advance people in management and other aspects in business. If I get something in the mail, I throw it in the trash. It will take personal interaction.

8. Personal outreach I think.

9. I think a lot of that has to be on a direct sales basis and bringing it directly to

the HR directors.

10. I think just proactively reaching out. It feels like internally we are not connected with KU. I know who to call at JCCC, UMKC but I don’t know who to call at KU.

11. They have to go out and talk about their value proposition and why an

employer would want to engage KU Edwards. I have no idea. It gets back to the value proposition is for an employer and it is an unknown. The biggest message is they are not relevant and they have to ask employers for permission and forgiveness.

12. I think the more personal contact they have the better, arranging meetings with

the companies, going on the company's turf to describe what KU Edwards offers and invite those same people to see KU Edwards and see it in action. I am talking a targeted, one-on-one approach when an individual or even a team shows them the campus. You will also receive an extraordinary amount of feedback. When you have those conversations, you learn a lot. Ask the employers what their needs are - don’t just pitch your services. KU and KU Edwards all have a great product; you have to listen to match their needs.

13. Personal contact. They have to be there and show a face. It is relationship,

trust factor, familiarity.

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14. They’ve got to be here. When it comes to this community, it is presence. Presence is access. Need easy access to the post and a military officer could do it superbly. Same reason they hired Leo Morton at UMKC. He is a businessman, not an academic. They need people who can understand and integrate into their organizations. Having somebody that understands this community is the key. We are missing a liaison. If not, at least a consulting agency that can do that for you.

15. I think they probably got to tap into existing networks, OP Chamber, Leawood

COC, others that they can plug into. Get people face to face and talk about the needs of their particular business and be affordable. Networking and face to face.

16. I think spending more time in the companies but also connecting with the HR

training development teams having a one-page on what we want to be. That is really critical.

17. I think it is a relationship issue, spending time with your employer and

understanding your customer. Networking (7)

1. Being where they are and engaging with business organizations, KC Chamber KCADC, etc. It is simple; you go where the customer is.

2. Getting out to different networking events such as KansasBio and et al. Go to

industry associations.

3. Getting involved with business organizations like ourselves.

4. Hmmm....somebody once told me in KC, "You just have to show up." You have to be where people are and be in the community. Educational events, networking events, calling people up. In KC I find it people are willing to talk to you.

5. Maybe through the chambers of the various cities they belong to and maybe

through the common groups we belong to (industry associations) and

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sponsoring fairs. Provide incentives for us to send our people there to get it going; to prime the pump.

6. I think they probably got to tap into existing networks, OP Chamber, Leawood

COC, others that they can plug into. Get people face to face and talk about the needs of their particular business and be affordable. Networking and face to face.

7. I feel like they are doing that, continue the KU Professional Edge Series, maybe

give themselves a presence at SHRM, ASTD, places where people are not the end consumer but the conduits for their organizations.

Engage Them on Campus (3)

1. For me the key to hiring students from any school is the ability to interact with them with regularity. Events that I am invited to present, instruct etc. is the most important way for me to hire students. KU School of Business structures these events and I just show up. It is a great way to get me to campus.

2. What we do here is we host educational fairs for all the universities. That has

been very effective.

3. Putting professionals in a classroom. Onsite or on campus. From the tech industry side they would love for senior engineers to teach those courses. They are passionate about it and they are teaching already on corporate campuses and it would be an easy transition for them. Corporations in the past may not have supported this but they see it now as a recruiting tool and a retention tools for the people doing the teaching. The reason why companies support that is the opportunity for people to teach is a prestigious position and if they are no longer with the company they would no longer have the opportunity to teach on that company’s behalf.

Engage the Leadership with KC (2)

1. Well, they need to strengthen their brand independent of KU Med and part of that is I don’t see them out in the community, I don’t see their leaders out in

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the community. UMKC is everywhere and their leadership is everywhere (vice chancellors) they are integrated with the community. Where the people go their brand goes.

2. I think there is a relational issue and a confidence issue and it is relational. It is

not just Dave Cook showing up at Rotary meetings. It is decision makers in the companies and disciplines knowing the content experts at KU Edwards. You identify with universities by virtue of the top guy, that has not been the case at KU Edwards but can change that with Dave but he is not the Chancellor. He has to play that role along with the content experts collaboratively. The dean’s out of Lawrence and he needs to have relationships with the KC market. It has to occur at that level.

Understand Our Business (2)

1. A lot can be done via associations and you have to go to the larger companies and become a part of their ongoing training efforts. A logical question for that is how does it work for the mid-sized companies (50 to 400)? That is a really good question. It needs to be a packaged product that are specific to their businesses.

2. They need to be hosting more events to let people know what they have to

offer and offer training at a reasonable price and keep us updated on what they offer. They need to answer the WHIFM. Why my company should partner with you vs somebody else? There is a lot of value when they make an effort to understand our culture and business. That is why we work with the Olan business school, they customize around our values.

Targeted Programs (2)

1. Target programs. For example, on this theme of credit analysis, if KU has developed a program to give people credit training banks require, it would probably be my biggest recruiting tool.

2. It has to be industry based for us, engineering drafting and design.

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Form an Advisory Committee and Leverage Them (1)

1. The most effective way is to form a significant advisory committee and utilize them as entry points to get in. they will be able to generate that type of group due to the pull of their alumni. They would be alumni from the outside. Don’t be introspective; be out there all the time.

Leverage Alumni (1)

1. I think they need to appeal to their alumni. If they are going after a niche market such as engineering, they are not seen as a strong engineering school.

Publish in the Business Journals (1)

1. Publications in business journals. That would be good. KCBJ, Ingram’s, etc. Direct Mail (1)

1. Well, my wife went to KU and though about going back to school - send us a piece of mail. She gets information from KU Lawrence, not KU Edwards. I live in Johnson County and it is 10 miles away from our house.

Advertise on Radio & TV (1)

1. Print is not effective. Radio and TV ads stand out to me. Multi-Channel Approach (1)

1. Print collaterals still has some relevance. It will take a multi-channel approach: Start with an e-mail, phone call, in person and print collateral. Architects are touchy about mail and it is all about e-mail due to sustainability.

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22. How can KU Edwards best market and work with the Missouri side of the metro?

Lead with a Regional Vision (13)

1. One thing that is an idea is the Greater KC Chamber has fought for years to keep from looking like a KCMO organization. Have a stronger connection with them. I am not sure there is always a cooperative effort with UMKC or Rockhurst, but that is very competitive.

2. I don’t know as a KC based education, if they offer in-state tuition. I live in

Shawnee; I say I live in KC. If they can market themselves as a KC regional educational institution.

3. By taking the perspective of the customer which is a regional perspective and

not be put into a box. KU Edwards needs to be seen as a physical asset that happens to be located in KS vs. a Kansas institution that wants to do business across the region. The point is it is a regional institution that happens to be in KS.

Lead with a Regional

Vision 33%

Don't Know 10%

Establish Your Value Proposition

10%

Do What You Do in KS

8%

Network in MO 8%

Leverage MO Ees Coming to KS

5%

Approach Larger MO

Ers 5%

Leverage Alumni 5%

Establish in Leavenworth

2%

Leverage Pricing 2%

Marketing & Advertising 3%

Work with Ers Directly

3%

Resource to IT 3%

State Line Not an Issue 3%

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4. I would assume the same thing would apply. Location flexibility is important. Being onsite with classrooms, online learning, offering in-state tuition. I have seen the UMKC billboards saying they do. Name recognition is important and they will have to overcome the rivalry.

5. There is an opportunity with KU Edwards and the Bloch School. How does

that relationship work? By doing joint programs with KU Edwards and the Bloch School primarily. Meld what UMKC does well and what KU Edwards does well. What can be done with the conservatory of music? Arts administration? KC Is becoming known as an arts center. There are 7000 artists in JoCo but nobody is teaching them about arts administration. Take advantage of the strengths of both KU Edwards and UMKC that the synergies is something unique; the idea of trying to bring together entrepreneurship and the arts. The interurban art house in downtown OP, they are putting spaces together for artists. I am trying to bring them together with the ECJC. Create something new and different and seize the synergy between the two. I don’t seeing anybody occupying that field. That is the next big thing for job creation. Be more entrepreneurial and see what is next in the education field and go after that (locally or nationally). There is a niche out there in public administration is "High performance organizations" particularly in the government sector. Be mission-driven vs rules-driven. KU Edwards can develop a program around that. This can also apply to the private sector. Have a cadre of folks embrace it. It is the future.

6. Go to the universities on the MO side, (MU, UMKC etc.) Need MO higher

education partnerships.

7. I would say doing what David is doing. He has brought his senior leadership team here to brainstorm for collaboration and set up pipelines of opportunities. Strategies to collaborate is better than competing.

8. I never see that as such an issue. When you talk about it from an academic

perspective, I have seen the academic groups work well in committees in joint projects. If you want Rockhurst, UMKC and KU Edwards to work with a group of professors that cross that working toward a project that works pretty well. Also, doing it at the leadership level with chancellors. It is reaching out if they have the right project. We are doing it now with KU and UMKC with CTSA (a research project that goes for research funding from NIH). We all get

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together to try to figure out how to go after that project. The vice chancellor at KU Med is pulling it all together. I have always been surprised at university politics; there is a lot of it. The other thing as they are developing programs if you can figure out who is doing what, you can then have the student locate where it is best for them. We need to be doing that and that is where it is heading. Universities have to be more efficient and focus on a niche just like business does. You don’t want to create duplicate programs.

9. Once again, it is one thing to ......KU is a big gorilla in terms of dollars. For

example the hospital has great marketing. But you don’t see their people imbedded outside of KCK but not on the Missouri side. Our strategy was one of community engagement; we were at every event, participating in important initiatives in the city as a true partner. Marketing is one thing, engagement is another.

10. Same way, I do not believe (on the Big Five about the state line) that businesses

don’t care that much about the state line. I don’t think KU will get resistance from MO employers if they approach them. People are looking for a quality product and think regionally. Don’t change the MO approach and I don’t expect market resistance.

11. I have an issue with the state line; I don’t see it as a real barrier. I look at the

metro region as one. That is my biggest issue with KC.

12. It is similar; understand your clients and their needs. We need to approach everything as a region. There is an art to "how." Studying how effective it is using a consultative and listening approach vs a predetermined sales approach of, "I know what you need and let me tell you what we are doing." Executive development programs drive me nuts! It is not true of KU Edwards but oftentimes institutions come in with a product list vs a different approach asking how is your business? What are your needs? Where do you need help? We are big enough that we have built our own.

13. Continuing to send clear signals around tuition equity and that has been solved.

Articulation agreements with MCC, etc. There could be a degree in three with MCC....it is sending signals to the market that they are serving the market via marketing and relational interaction. Perhaps develop cooperative relationships with UMKC with Leo Morton. I saw a MBA class facilitated by Joe Reardon

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and a Rockhurst professor. They promoted UMKC, Rockhurst and KUE. I have never heard that before. There were MBA students from all three universities that they were cosponsoring for all three universities. Identifying their respective core competencies to serve the community is a powerful message. Hone in with UMKC, KSU and KU are the three universities that will have the ability to drive what the economy needs to thrive. The tie to that intellectual and human capital come out of those three public research universities. They have more ability to reach out to the business and metro area at large as co-producers. They need to view themselves as co-producers and not competitors.

Don’t Know (4)

1. I don’t know.

2. No idea.

3. I don’t know the whole relationship with the two states is perplexing to me.

4. I don’t know. Establish Your Value Proposition (4)

1. You have to establish yourself as the one and only resource for the architecture industry.

2. If someone is looking to get a degree, I could not get an arch degree in MO.

The expertise of the university outweighs the brand, even if it is a bitter pill.

3. You are 126th and Quivera and "Edwards" is meaningless to the inner city. You have to transcend your location and name with what you are trying to offer. My impression is it is people who live in OP who don’t want to drive to Lawrence and it has to be more than that. People outside of OP don’t want to make the hike; especially with other schools that provide the same value that are closer.

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4. Again, it is the brand recognition and the marketing of your differentiators. Don’t identify yourself as a competitor but as something unique. People will come for your unique capabilities.

Do What You Do in KS (3)

1. Same way they do it on the KS side. Students along the state line are treated as in-resident students don’t have to worry about it. Market it the same.

2. Doing the same things, no need to switch techniques across the state line.

Pricing is also important.

3. We are on the MO side and I think they effectively market to us. They have a metro rate and that is effective.

Network in MO (3)

1. Definitely working with business organizations and organizations on the Missouri side with a constituency. Jackson County is our biggest constituency side. Strategically identify events they can be present at on the MO side.

2. Being at the events so the KC business community can see them. Networking.

3. I think they just need to have a presence and meet with people. Until this

interview, I was unaware of the services they offer. In our plant in Lawrence, they may be connected but they are not connected here in KC.

Leverage MO Employees Coming to KS (2)

1. I don’t know if it is a big issue right now, but based upon its location, there is a huge sucking sound if you are ever traveling 435 or I-70 there is huge westbound migration from Missouri people. If they can squeeze in a class while there, can they take advantage of that?

2. Knowing now better what their target market is and knowing people that work

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in KS live in MO, position themselves as a place to get an education while close to their work. The other thing is to play up the whole MU/KU rivalry as "Your neighbors will hate you but you will love the education."

Approach the Larger MO Employers (2)

1. I see it as going to take on the larger employers. Getting a toehold into significant MO companies.

2. The Greater KCCOC. You have UMKC and MU Columbia, perhaps Park

College. It is foreign territory, if they could pick off one or two names and pick off a UMB, that is a pretty big deal and raise everybody's level a little bit. Another option is St. Luke’s; you have St Luke’s South and get your foot in the door somehow and convince their higher ups.......that may be pie in the sky. They have an in-house program. If not them, maybe St. Joe who just sold.

Leverage Your Alumni on Both Sides (2)

1. Because of their alumni base living on both sides of the state line, it gives them a great inroad. The rivalry is a little over the top between MO and KS.

2. There are KU grads over there. I don’t know. I would tend to want to do a gap

analysis with the competitors with what they cannot offer that KU can. Establish a Presence in Leavenworth (1)

1. By being here, you open up Platt County. 37% of the people that work at Ft Leavenworth work in Platt County. You have 5000 permanent party (3 to 5 year assignments who are here).

Leverage Pricing (1)

1. That is a hard question. I don’t know if we are less expensive and how much cost is a factor. One consideration is leveraging pricing.

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Marketing & Advertising (1)

1. The most impactful way is through marketing and advertising. I think KU has reputation and most people know it has a reputation of being the best. Having that on your resume speaks for itself.

Work with the Employers Directly (1)

1. I would say work with the employers. Position as a Regional Resource with IT Organizations (1)

1. Is tuition the same price? There are a number programs here and the largest industry in KC is the tech industry and if they demonstrate it as a focus going forward, they will have a lot of participation. Another opportunity is some students if interested in a tech career will likely not go to a 4 year institution. The employers will start hiring high school students who may not want to go to a 4 year school but having a partnership with KU Edwards could give them the opportunity to have a four year degree while still working. Starting software engineer developer at Cerner is making $70K a year instead of spending $50K a year on school, especially when those schools don’t have tech programs. Freshmen year requires core elective courses is something they are not interested in and it sets them back in the industry time wise to where they lose their relevancy. That is why you see the most talented developers drop out of college.

State Line is Not an Issue (1)

1. Change its name to "Mizzou Edwards." I did not go to either school and I don’t care if it is in KS or MO. It’s really not an issue.

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OTHER

23. Is there any type of follow-up you would like to see from KU Edwards after this interview?

Show Us the Report (21)

1. I might be interested to see the document once it is completed to see what other people are thinking.

2. I would like to see the study results.

3. I would see your report.

4. I would be interested to see where they are going. I would love to see the

report and I think that would be very useful to them. It will help with their branding.

5. I would like to see the executive summary.

Show Us the

Report 48%

Visit Us 16%

Keep Your Leadership

Engaged 11%

Keep Us in the Loop 9%

No 7%

Tell Us Your Brand 5%

Develop a Collaborative

2%

Locate in Our Community

2%

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6. We need to understand what David’s plan is, continue to understand the direction.

7. I would like to know what the plan is. I would love to be an advocate.

8. I would like to see the results of the study.

9. I would love to get the report and if it concludes their conclusions, I would

love to see that.

10. Show us the results of the study. If they follow a marketing plan, it is a good start.

11. It would be interesting to see what the strategy is from this information.

Change happens so quickly in this environment. Academia is slower to change and it takes a long time to get approval. A faster, more responsive institution with a sense of urgency. Get some action plans in place. It feels like a lot of discussion with little action.

12. I would like to see the study. People who you interview want to see success

and when you share it you are sharing it with your supporters.

13. I would read an executive summary of the study pertinent to my immediate wheelhouse.

14. I would like to see the main themes from the study and action plans.

15. I don’t want to get a lot of literature on the latest offerings but I would like to

see the results of the study.

16. I would like to see the study. I wouldn’t mind seeing it.

17. We want to see the results of the report.

18. To the extent you could share at the macro level insights from this study if possible.

19. I would like to know what they came up with. We need to know what they are

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going to do with this information. If they want to develop a relationship and do it quickly that is what they need to do.

20. I would be curious to see what the feedback was and how ignorant I am about

what the rest of the market thinks. I would love to be of additional help.

21. I would love to sit down and talk with them and hear what their plan is. Definitely would like to assist with getting the community to know them better.

Visit Us (7)

1. I think if they have an accounting program - our accounting people might now about it if they don’t, it would be good to approach them directly. With exercise science program, we are hiring wellness coordinators for our company.

2. Come and visit the fort.

3. I would invite anyone there to reach out to me and ask my direct opinions; I

am happy to meet with anybody anytime about KU. The school did a lot for me.

4. Not necessarily, it would be great to develop a relationship with them but we

do have KU on the research side with women in STEM. It is the research arm of the med school.

5. Come see me if you get serious.

6. I wouldn’t mind sitting down with a representative to hear what they have to

offer. We are evaluating our workforce development strategy and it would be an ideal time to know what they have to offer and for them to participate in our KS energy workforce meetings at some point. There is some value to have KS 4 year institutions involved in that discussion at some level.

7. I guess from a personal standpoint, to understand more about the programs

that they offer that I can share with the employees.

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Keep Your Leadership Engaged (5)

1. To plug in with Chancellor Grey Little, I have invited her to come to a board meeting to talk about Lawrence and Edwards. I left the Med Center out of that since they are different. We have her booked in March 23rd. Invite her to tell the story to business leaders.

2. I hope Dave and I could work together. We look at how we can improve how

to work with entrepreneurs in the region.

3. No, Dave and I will continue to talk.

4. We are actually serving on a task force with other community colleges and Dave Cook is leading it.

5. No, like I mentioned, I plan to do monthly coffee with Sharon, we need to stay

in contact and to keep the institutions from becoming paranoid from one another.

Keep Us in the Loop (4)

1. I guess if there are things that you are offering to engineering in drafting and design; it would be good to know what is available.

2. Any improvements, I would like to have communicated such as online

improvements. The only regular communication I get from KU is the Professional Edge Series, if there are other lists I could get on that would be good.

3. I would like to stay connected via email through the process. If they decide to

enter the Fed market, I would love to know about that.

4. I would like to see a communication program to follow and send to our HR people.

No (3)

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1. Nope, I'm good.

2. No, because they will share it with the advisory board.

3. I don’t think it is needed with me but if they want to meet the needs of

industry, the best they can do is have those meetings with industry to see if they are meeting their needs. We need an educated and highly-trained, skilled workforce in areas that are growing such as Cerner, bio-tech, etc. They need to hear those needs directly from those companies.

Tell Us Your Brand (2)

1. Make sure I do understand their brand and a better feel for the product offerings that they’ve got. KUE has an ongoing e-mail? Perhaps a calendar of events? I am on the list for some. Getting that information.

2. I would say this; the growth of this community is surrounding the KU Edwards

campus. What does it mean to Cerner, Burns & McDonnell, Garmin, B&V all of these are tech-driven companies. If I was looking at their situation, I would say computer science, engineering and business would be my critical focus to meet the needs of companies emerging in this area. How would I want to evaluate my schools at KU Edwards? An extension of KU Lawrence? Or do you aspire for some degree of separation? UMKC has some engineering success. They are elevating their engineering schooling to expand and double their school to be a top 50 school. The Bloch school has aspirations to be a top 50 school. UMKC and Rockhurst; they have some tough competition and they have to carve out their niche. They have to determine their brand with KU Lawrence. I don’t see a huge demand for liberal arts.

Develop a Collaborative (1)

1. KU Edwards needs to find a couple of companies to pilot their new approach with. At NW MO State we have established a deep relationship with them due to their IT program. We have Oracle and Google and the unemployment rate is less than 1% for IT. We work with their faculty and their students and they

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have internships etc. I hope that is what KUE can do in their niche spaces. Locate in Our Community (1)

1. Yes, come here and open up an office.

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24. Who else should we interview? Cerner B&V BMcD Polsinelli

We have a small services group here that consists mainly of administrative personnel and there is someone in charge of hiring this group and may be a better contact since they have a 50/50 college degreed employee ratio. Jill Ashby (Talk to Jeff and see what he thinks about that).

I don’t know how diverse you want to get. It would be interesting to interview somebody from the media and they hear about what is going on. Interview James Dornbrook at the KCBJ. Ask if he hears anything about the Edwards campus. I don’t think he has any KU affiliation. What is a different person’s perception? The accounting firms: Greg Payne at Grant Thornton, Jason Martin, with Assurant, I set on the executive committee with them for KU.

Talk with Neal Angrsiano at BMcD and teaches at KU. He is a smart guy with a good handle on things. He might give you a different view of your other contact at BMcD.

Interview other architectural firms, engineering firms big and small on both. Probably my partners in the construction industry, McCown's Turner's, Dunn's White's. The biggest thing is as I think about STEM organizations that are focused on that. That is soup to nuts and we need to look at the Garmin’s, Cerner’s, Stowers' and companies in biotech. We are in this animal health corridor and companies engaged in those activities such as Bayer.

Hopefully most of the big engineering companies.

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Cerner. Gwen Grant at the Urban League. We have a deep relationship with them - use them if you want to go after MO. There is a new LGBT chamber. Asian Chamber.

Their biggest competitor. I was thinking they compete against a lot of for profit certification type programs - not ones you want to collude with but go after the ones with similar models. The market is so huge, figure out where your niches are. You can compete but win over the less qualified programs and the goal is to make KC better.

Major employers. All the usual suspects and it would probably be smart to reach out to the smaller entrepreneurial organizations.

Henry Sandate, he is on the foundation board of JCCC and very involved with JCC and a big advocate or the Hispanic community. He is influential. Meet with the Latino Civic Engagement Collaborative (LCEC) and collaborative of 6 Hispanic orgs serving the MO side of the metro. I am the current chair of that but they could interview John Fierro of that group or meet with the group. Meet with the Supt of the Frontier Charter School.

Clyde McQueen, it would be interesting to get his perspective, the Chamber, Christal Watson, Executive Director of the Kansas Black Chamber. She is on the KCK side. Angie Stanlin works for Julie in Talent Management at Cerner. They are onboarding 6000 employees with the Siemens acquisition.

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Michael Roan, Chief People Officer at JE Dunn.

It sounds like you have covered the waterfront. The Civic Council and the KCADC. Bob Marcusse and Jewel Scott. Jewel Scott would be good. Another person is Doug Girod at KUMC. He may have some very useful insight about KU Edwards vis-a-vis KUMC.

Try to reach out to Terry Dunn. Somebody who is interesting is Pat McCown.

Talent Side: KCNext, Ryan Weber and his board chair is Kevin McGuiness with the Sprint Accelerator (Pinsight Media).

Definitely Karen Martley in CE. The business people that support us are KU and KSU people. Look at Bob Regnier.

I would definitely recommend Cerner, Garmin, JE Dunn - the major employers. Mid America Regional Council provides real time Intel with the job market. Include them. He has his finger on the pulse. He is a really good strategic thinker.

Engineering cos. It might be interesting to talk to the SHRM folks and they have a president of the local chapter.

On the education side, talk with Corey Mohn, Executive Director of CAPS. He is a young entrepreneur himself and helps startups secure funding. cmohn@bluevalley...he knows the community better and has a great relationship with KU. Bob Regnier at Bank of BV. Engineering, Clint Robinson. Greg Graves, BMcD.

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I am sure you are talking to Sprint, AMC, TEVA; they probably have similar need with their scientists, BMcD and then Cerner. Probably is Neuterra in Leawood. A broad category, law firms have a similar issues of not having the soft skills as well.

I don’t know.

Potentially we have a manager in our internships and new college grads. She recently met with a new contact at KUE. It was about Project Management. Loren Bertram.

I would encourage you to interview Ed Eilert with the Johnson County Commission. Workforce Partnership. All Superintendents of USDs. They are all different. Your presence will establish a relationship.

Jim Martin, Associate Dean at CGSC (Command General Staff College) Jim Willbanks, dept. head at CGSC and teaches at KU. The garrison commander. How about the commandant of the Disciplinary Barracks.

I would interview HR here.

I don’t know who you have interview, folks like Ryan at KC Next.

You have to interview behemoths but promising small growth companies in the region; that is where you spend most of your time. Go to your education partners on

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both ends. It would be interesting to see if there is partnering with UMKC. Go to Todd White, Supt of NKC schools. I took him to see CAPs in Blue Valley. Kevin Truman and the Dean of Engineering at UMKC. He has an interesting perspective and it is pretty pragmatic.

Obviously Cerner and their huge hiring needs. Definitely Cerner - Julie Wilson, Chief People Officer, Perceptive Software, BMcD, B&V, Hallmark, USDs, great participation with the right companies. I think they do a pretty good job. Troy Teage at Cerner HR Department, SITAKS, Ryan Webster, KC Next. Digital Sandbox. There are all these opportunities for that.

Kevin would definitely be good. KCADC has Team KC which is a talent recruitment board of 11 of the HR heads of the leading KC companies. Jessica Nelson is with KCADC and is a KU Grad. They train corporate recruiters on how to sell KC. Work with relocating people, hiring etc. An HR concierge.

You mentioned a lot of the bigger employers; someone from the big engineering firms, BMcD, B&V would be good.

Garmin, I would actually have you target the software - small upstart software capabilities without in-house capabilities who want to partner with somebody.

I would say other big employers in the KC area like Cerner, HNTB, Garmin, B&V, Kiewit, Net Smart etc. There is a lot of IT and opportunities associated with it.

Cliff Illig.

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I would look at some animal health companies. There are a lot of new companies from out of state moving here (animal health is booming in this market and it is not going away).

The people that have students there. Meet with Garmin, Rob Campbell .

The biotech companies. That includes Cerner, Bayer, TEVA, Boehringer Ingelheim, Merck and then the list of CROS quintiles, etc. (they employ over 8K employees). Most of my contacts are CEOs and you need to be in touch with the heads of HR.

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25. Is there anything else that should have been asked?

I can’t think of anything.

You guys are really focusing on how to deliver their products and services. Getting an audience with the students is important. Come once a year for an information session to see if they want to come and put in the hours.

You have it covered!

I don't think so. You asked if KU Edwards can partner with us on our needs, I think yes. I would entertain a visit from someone in the KU Edwards architecture program. It would also be with Tiffany. CE as a revenue source for us has plummeted and we have replaced it with other things.

Look at the http://www.ahec.edu/about-auraria-campus/about-the-auraria-campus/

The only other thing is, “what is the future of the campus?” That would be interesting to build that brand; the KU Edwards brand not the KU Lawrence brand.

Your questions span it. KUE needs to have a collaborative approach with an employer (e.g. Tuition reimbursement) to make it user friendly for the employee. If you are thinking about engaging employees and employers it would be helpful that KU Edwards has figured out how to collaborate with the employer to make it user friendly for the employee. Follow-up is critical. MCC saw us 9 mos. ago and we never heard from them. You are setting expectations by coming out but making it worse by not following up.

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Find the right faculty who are business minded to come and talk with us. An academic approach in a business setting does not work. Don’t create needless complexity and that is where schools can get themselves into trouble. If you are so academically wed to your practice without making it understood to the end user it does not work.

Ask me, "Why do I care?" Outside of that, there isn’t anything that I have scope of responsibility where I really rely on a resource like KUE or someone else that impacts my ability to impact the execution on my business. Having said that, give me that credit certification program, I have huge interest in that.

Not a thing.

Nope. The questions you asked were very good. Hispanics were 60% of the growth in KC last decade, and 80% in MO in the last decade. KCMO, St. Joe, Branson, Sedalia and Columbia are driving it. If they are not looking at the Hispanic community, they will not grow.

No. KU Edwards needs a community engagement department. I am everywhere and I never run into them. UMKC and Park are out there.

No, you have it covered. It would send a powerful signal to the market if KU Edwards offered a certificate

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program on the UMKC campus and vice versa based on their respective competencies. It would be on the front page of the Star and it would be huge! Look at the MBA course that was with UMKC, Rockhurst, and KU Edwards.

You could ask about KU Edwards perception or market penetration relative to other institutions of higher education of Greater KC.

You covered a lot.

No, you are really thorough.

Your process has been pretty thorough really.

No.

No.

No. It is a good partnership for us and we are looking to scale and looking for partners........one thing that came to mind if KU can help facilitate relationships domestically and internationally. MU does it with South Africa; help us build an international supply chain. UMKC and Rockhurst team up with engineering partnership. I think that even for a lot of these schools, attaching a KU MBA on what they are doing (a year program - degree elsewhere and 1 year MBA could be beneficial). If they can figure that out with the community colleges they could corner the market. The more they can deliver undergrad at KU Edwards with a 2+ 2 program that would be beneficial (bring in more with the community colleges). Knowing my program could transfer to a KU diploma that would be interesting. If they could brand it at the Edwards campus (if not Lawrence location eliminates Missouri). There is no way to get a top level degree

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other than KU with a partnership with community colleges. There is such an untapped need to train technical experts on business acumen skills.

I don’t think so. If the MOOCs have more success with completion rates, you will see them continue to dominate the market. Right now the completion rates are horrible. Once that is figured out, people will see it as a shared convenience and cost.

Nothing comes to mind.

No. KU needs to integrate with the employer community with inroads with practical applications (internships, and a more active role to grow our own.) New employees who come here are experienced come here not to be in public service but we begin to appreciate the experience. We are working with Jackson county, Wyandotte Co, KCMO and JOCO are working together to showcase professions in public service. Social work school and public service schools at KU Edwards can help with that. Need people with the heart for this kind of work. We need critical thinking along with skill sets. We need to know history. It gives people a sense of context.

No.

SHARP Academy (Sexual Harassment Assault Response and Prevention). Can KU Edwards work with them? It is a piece of personnel management. If KU did it all the

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other universities would want to get on board. You should as a financial question, is it financially profitable for the university? What is your ROI, what does the GI bill pay etc. Somebody will have to do a financial analysis to see if there is enough business here. There is a real significant benefit to creating a strategic relationship. Ft Leavenworth is where the chief of staff turns to solve a problem. The army is under the thumb of congress and FL is the place where it gets done. KU can learn a lot on how an org can respond to international and societal programs quickly and efficiently. Future defense contracting opportunities. there is a huge amount of money from the DOD to figure out ways to support the military. It would be great to have a university bid on these projects. Another area is the human dimension and cognitive aspects of human warfare - how much can a soldier and unit endure? You could expand your MPA program with a relationship with Ft Leavenworth with an intern program, the VA, the prisons, the agencies are here, and you can grow your program exponentially. The Bloch school at UMKC cannot do it. This gives you opportunities for degree programs to have the students participate in a fed agency as part of their coursework.

No. Being in thought leaders around user interface design. Someone who is a business or technology leader.

I don’t think so. Hunt where the ducks are. I cannot get entrepreneurs to not think of Overland Park as a suburban space. I don’t think you can create a southern crossroads on the KU Edwards campus. There is nothing around it that gives you the creative serendipity. You have to figure out the right programming to make it work.

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Why aren’t you able to extend KU Edwards, why does it have to be a physical location? Why could you not create a satellite opportunity in the Crossroads into these other meaningful areas? This creates that hub and spoke model. Do classes in the Sprint accelerator. The millennials will be downtown. How well do you understand the demographic of your student? Bringing in speakers, Brian McClendon, he is the one who created Google Earth and he is a KU engineering grad. We have a KU grad who is a Steve Wozniak. You go back to the cool factor, you can do it in OP. Recognize how it can be marketable. Look at Cliff Illig. I do think there are opportunities to create a different perception to leverage other opportunities. General Assembly: Started in NYC and talking to us about coming to KC. It started as a cooking incubator, startup principals, etc. They are starting their curriculum to enterprise. Take the entrepreneurial initiative to the corporate world, agile startup. They are taking it to enterprise (Larger companies) and they are running with it. We are trying to pilot a couple of programs right now at Sprint. Three years ago our HR group would plan once a year for interns. They would look at interns as lower level starter employees to take on menial tasks. Three years ago they came to us and I asked for 25 interns. Created 5 teams for projects and staff them with interns. Three developers, one designer and one MBA student/lead. I will give them a project and assign a business owner to it. It was a smashing success. For example, ad operations or campaign tools, it needs to be done but not the highest on the priority list. the manager over the ad operations team - I am giving them the team to perform the task and deliver. The feedback of the interns was it was the most meaningful internship that they have, their perception of the company change positively and their desire to work here in the future rose dramatically - all wanted to work here. they learned more that way and they delivered a business project the way I wanted them to for 2 years running. My frustration with universities, we have created work study programs. Some are but most universities are abusing work studies program by giving them grunt work vs. real work experience. FHSU is doing this right now (Positive way) and we are taking 5 of their students. They are now working in Silicon Valley; we are taking it to UMKC, KU JCCC. Most of these universities don’t allow it to be off campus. We see it as industry university collaboration for better outcomes. It seems like a misuse of the paradigm. It

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is an in-semester internship. You are really giving students real work and creating curriculum around that. My thinking around this is starting to gel and I am speaking nationally about it. I would Codefellows Galvanize, Denver Launch Code, St Louis (apprentice focused - aligning student to a company) The model you are describing - aggregate into a feeder pool. There is definitely an opportunity there. Pick Look at General Assembly: https://generalassemb.ly/ Missouri is ahead of KS.

No. Software development is so social compared to what it used to be. Look at Google, they are responsible for this, to maximize your creativity you need 20% of flexible creative time. We have tried to embrace those thoughts; we have once a year conference of DEVCON. We have to invest in our own culture around learning with at technical two day conference for an exchange of ideas and networking. It is an event but you want that process to happen all year long. Having KUE as a center of Learning where people can go year round. The region lacks a powerhouse university. Look at "the new geography of jobs" book. It is about the clustering effect of the technology economy. You need acritical mass of talent. Some areas - it is a combination of thing and a combination of things in an ecosystem. The geographic areas without the critical ingredients don’t do as well.

No but I don’t feel like I have given you a lot of good information.

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One area that is a deficiency is executive coaching, is that a deficiency. Hard for an academic institution to provide.

No. In Johnson County, kids are very adept in programming - a number of very talented self-taught software developers. Their parents send them to a four year institution due to societal norms and pressures. They graduate, come to us and they are worthless. There are not good IT schools in the KC region so a lot of them go to MIT, Stanford for training, those people are values and with those great programs. We are at war for young people and our strategy is to steal them from somewhere else and that is not a sustainable strategy. We have to develop our own talent and we will do it with or without the 4 year institutions if we have to. Universities do have some tech programs but they don’t talk about it. High school students are passionate users of technology, and they have these courses, but they are not well attended. KU requires all these prerequisites before taking the computer courses and these courses are totally useless for their career. Typically IT lives in the realm of engineering and that is why the prerequisites are there. Some colleges and universities allow students to take IT courses as electives and I would highly encourage my kids to do it. We are not talking about teaching Microsoft Word. Most of the computer courses have not changed since I was in school. It is a sellable partnership to get the top talent from area companies to come and teach. That enables the companies to recruit talent. The #1 issue for our industry is workforce. Anyone who can truly create tech talent will make a lot of money. The universities have to collaborate and fund something together but it will look like something that does not have traditional academic hoops to jump through to get tech training. Out of necessity they have to create an open forum for students to pick and choose the area of emphasis of each university. There are 2300 open tech jobs open right now and 620 firms doing the hiring and all the universities combined for KC only graduated 230 with tech based degrees. I don’t know how many stayed in KC but my guess is most probably went elsewhere (perhaps less than a 100) that is not going

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to get it done.

I don’t think so.

I don’t think so.

A lot of the growth is coming from smaller players except for Cerner.

I think you can paint a picture is the good news KU Edwards does not have a negative image and it is a neutral. It is a blank slate at the moment. Normally it is a turnaround. It will depend on his energy and his ability to execute. He will have to lead a team with a culture that is different. They need a chip on their shoulder that they need to go out and prove themselves and they need to become relevant to this community.

No.

No.

No but one other thing as I mentioned as threat, if they are adequately prepared for the future, if the tax would be repealed, how would they deal with that change of revenue, how would they be sustainable? That day may never come but you will have more funding in the long run. Dave needs to meet one-on-one with HR leadership and they will become their default for them to outsource their needs. KU Edwards will be the first thing on their minds.

Allowing individuals to get a 4 year degree at Edwards is helpful. I am railing against

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making all of these offerings for a specific job skill vs. a world view. I want people well-rounded in science and in math. If we have people with specific skills without a well-rounded education it would be disappointing. Getting a skill set to get a job is not enough. The ability for folks to write well is hard to find. People need critical thinking. As we go into the new age, I need people who are creative, know history, a sense in education in government, etc. those basic things. That is important to create a cadre of well-rounded people to carry on. We need to make decisions that require those skills. One thing, my understanding is service learning at KU. Really encouraging students and other public entities to build more than internships; do service learning as part of that learning process. It can develop that world view. Know the context of how you make decisions. We are in a struggle with what people are wanting to pay for vs what we need. Look at cultural issues and our understanding - look at Ferguson MO. Give background information on different cultures. I don’t want KU Edwards to just be a technical school; I want it to be the place of higher learning and a well-rounded approach. That is a niche I don’t want to see fall by the wayside of an institution. Will we pay for it? I don’t know. We don’t do a very good job of teaching ethics, government, cultural studies as opposed to drill down in technology. I want a workforce with a cultural mindset. We will find ourselves filling ourselves up with junk food - you will be full but empty at the end.

In 2013/2014, national enrollment in 4 year was down 14/16% and Hispanic enrollment was up 8%. More Hispanics are going to college more than any time in history. The down side is retention is not good, it is due to finances.

The good news is the Midwest is not developing as rapidly as the coasts. But we need to accelerate our talent development. We have a lot of the ecosystem in the entrepreneurial ecosystem to take off. The issue of finding the right talent is the fuel that drives the machine. We don’t have enough volume depth in the area to meet demand; especially in software development and systems engineers. We lose our good people to other markets. The way to fix it is to build a bigger funnel to attract them. We have to put more in the funnel. The message to students and parents in the Midwest, let's make sure they have data on how to make decisions on where the jobs are going to be. A Bachelor’s degree does not equate to a job. All degrees are not created equal.