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Metro Technology Centers is a career and technology center district with five locations,serving the Oklahoma City metropolitan area. We offer a variety of training and careerprograms to high school students, adults, and business and industry. The District currentlyoffers 79 full-time programs, 500 short-term and online classes, as well as customizedtraining for business and industry. Programs and classes are available days, eveningsand weekends.
Metro Tech’s special services include career counseling, assessment, financial aid, collegecredit through cooperative agreements with local colleges, employment services, computerizededucation enhancement centers including ESL (English as a Second Language), child care,disability services including accommodations, and bus transportation for high school students.We provide special programs for high school dropout recovery (Renew program), transitionfrom government assistance to the workplace (BEST program) and GED preparation.
Metro Tech promotes economic development through assistance with bidding on governmentcontracts, small and large business development, new business start-up and certification/licensure preparation and testing.
Metro Technology Centers
Board Members of 2005-06
2 2005 Progress Report
Sarah McKinneyPresident
E. Elaine Schuster, J.D.Vice President
Phyllis HallClerk
James Branscum, Ed.D.Superintendent
Metro Tech does not discriminate on the basis of race, color, national origin, sex/gender, age, marital or veteranstatus, religion, pregnancy, or qualified disability.
Elizabeth A. Richards, J.D.Member
Tom SturdivantMember
Donna Neal Thomas, R.N., Ph.D.Member
Don WrightMember
Message from the Superintendent............................................................................4
Mission, Vision, and Core Values & Beliefs..............................................................5
Instructional and Learning Excellence ....................................................................6
Student and Stakeholder Focus ................................................................................8
Budgetary, Finance, and Market Focus ..................................................................11
Economic Development, Public Service, and Social Responsibility ......................14
Faculty and Staff Development and Well-Being ....................................................16
Organizational Effectiveness ..................................................................................18
Table of Contents Preparing for Life
2005 Progress Report 3
District Map
11
22
44 55
55
66 77
SpringlakeCampus
Adult & ContinuingEducation Campus
SouthBryantCampus
AviationCareerCampus
BeautyAcademy
I-35
I-35
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I-235
US77
I-44
I-44
I-44
I-44
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I-240 I-240
I-40
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I-40
Memorial Rd.
N.E.122
Hefner
Britton
Wilshire
63rd
50th
36th
23rd
10th
Reno
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Superintendent’s Message
4 2005 Progress Report
Metro Technology Centers’ commitment to continuous quality improvement throughMetroQuest has caused us to recognize that we must think strategically, focus sharply,and act quickly. In response to this realization, we have implemented John Warden’sPrometheus open planning process to update our Comprehensive Performance ExcellencePlan 2005-2011. An update to the CPEP provides short-term strategies for 2006-08. ThePrometheus open planning process was used to develop our Performance Excellence Plan,which gives us a method to focus our visioning, action plans, and resources in an alignedway to reach the future picture we defined for the next three years. The Prometheus processmerges Metro Technology Centers’ Performance Excellence Plan and the Baldrige EducationFramework to provide a systematic process for planning and achieving goals quickly.
Since Prometheus is built upon the premise that everyone within the organization hasknowledge and experience to further the organization’s goals, we are using this systematicprocess to collect input from all faculty and staff. In addition, our grand strategy incorporatesfour open planning imperatives:
Where: Where do we want to be in the future? (Future Picture)
What: What are we going to apply our resources against? (Centers of Gravity)
How: How are we going to apply our resources? (Action Plans)
Exits: Exit plan for everything (Plans for Exiting at the Right Time in the Right Way)
These four imperatives provide the framework for developing action plans to address keycenters of gravity or leverage points within our system that, when acted upon, can rapidlyand efficiently accomplish goals. All Metro Technology Centers’ faculty and staff areencouraged to participate on Strategic Action Teams that develop and execute plansto act upon these centers of gravity to accomplish our future picture and improve thelearning opportunities for our students.
MetroQuest was adopted to 1) create an integrated approach to organizational performancemanagement that results in the delivery of ever-improving value to students and stakeholders,2) improve overall organizational effectiveness and capabilities, and 3) ensure organizationaland personal learning. This update guides our cultural transformation and will guidestudents as they take ownership of their learning. Comments are welcome to theSuperintendent’s office.
James D. Branscum, Ed.D.Superintendent
MissionMetro Technology Centers prepares individuals for successful employment and life in aglobal society.
Our Future Picture (Vision)MTC is a customer-focused, continuously improving, and learning organization thatempowers all employees to make data-driven decisions and take actions that result instudents’ success. As a national leader in career and technology education and a marketdriver in Oklahoma City, MTC is benchmarked by other organizations and leads the waywith agile, flexible, and innovatively-delivered education, training, and services. MTC’shighly-qualified faculty and staff share our vision of where we are going, are engaged inexecuting the mission and strategies through aligned plans and activities, and are valued indoing so. MTC conducts itself in an ethical, cost-efficient, and fiscally responsible manner.MTC systematically contributes to the community by meeting or exceeding student andstakeholder needs and promoting a thriving future.
Our Business Strategy We proactively seek out and market to potential persons and businesses who want, need,and can benefit from our programs and services. We respond rapidly with customizededucation and training options that will make value-added difference to the person orbusiness, are delivered by the most able faculty and staff in a seamless and constructivemanner, and provide opportunities for continued growth and success. We concentrate onpersons and businesses residing in the Oklahoma City geographic market area. Our intentis to be the recognized leader in providing customized education and trainingsolutions that result in measurable outcomes for the customer.
Our Prime Directives (Core Values)• We are customer focused.• We are learning centered.• We are ethical in practice.• We are innovative in delivery.• We are dedicated to continuous quality improvement.• We do whatever it takes to forward our mission and Performance Excellence Plan.
Our Rules of Engagement (Guiding Beliefs)• We are guided by visionary leadership.• We provide learning-centered education.• We are responsive to the needs of a diverse community.• We encourage organizational and personal learning.• We value students, faculty, staff, Board of Education, and other stakeholders.• We are agile and flexible.• We promote innovation.• We focus on the future.• We manage by fact.• We model public responsibility and citizenship.• We focus on results and creating value.• We operate using a systems perspective.
Metro Technology Centers Preparing for Life
2005 Progress Report 5
Strategic Aim 1: Instructional and Learning Excellence
6 2005 Progress Report
80
84
88
92
96
100
FY05FY04FY03FY02
82.6%
84.9% 84.3%85.8%
84.6%
80.1%
88.7%86.6%
80
84
88
92
96
100
FY05FY04FY03FY02
5,228
5,881
0
1000
2000
3000
4000
5000
6000
FY05FY04FY03FY02
5,558
3,366273
449
0
100
200
300
400
500
600
700
FY05FY04FY03FY02
417
637
0
1
2
3
4
5
FY03 FY04 FY05
3
1
5
Metro Tech prepares students for occupational success by delivering highquality instruction in a technology-rich, real-world environment.
90
91
92
93
94
95
FY05FY04FY03FY02
91.0%91.5%
91.6%
92.3%
FY03 FY04 FY050
20
40
60
80
100
75
9396
9 712
State National
Student Completion/Retention Rate Related Student Placement Rate
Number of Students Participating inCooperative Agreements
Number of Students Placing Top 10in State and National Competitions Number of District/State/National Officers
College Hours Earned ThroughCooperative Agreements
Positive Student Placement Rate
perc
ent
perc
ent
perc
ent
stud
ents
hour
s
stud
ents
offic
ers
Tinker Air Force Base and Metro TechnologyCenters Help Strengthen Oklahoma’s EconomyThe Air Logistics Center (ALC) at Tinker Air Force Base (TAFB) partners withthe Aviation Career Campus to employ students as Airframe andPowerplant mechanics. Over 500 students have worked at theALC earning a combined annual income of over $85 million.
Preparing for Life
2005 Progress Report 7
Totalstudentshired from2001-06:434
MTC Graduates Employed at TAFB Air Logistics Center (ALC) Combined Salaries ($) and Cumulative Growth (%)
010
mill
ions
20
30
40
50
60
70
80
90
100
FY06FY05FY04FY03FY02FY01
$3,914,560$9,568,000
$18,942,560
$32,568,640
$49,884,640
$85,186,400
144%
384%
732%
1,174%
2,076%
0
20
40
60
80
100
FY03 FY04 FY05
89.2%81.9% 84.8%
0
20
40
60
80
100
Pass Rates for Licensures/Competency Tests
perc
ent
100% pass ratefor CompTIANetwork andA+ Hardware/Software Exams
Metro Tech focuses on determining and meeting the requirements,expectations, and preferences of its students and stakeholders.
Student Satisfaction Metro Technology Centers has conducted a student survey each spring since school year1998. The survey was updated with a formulized methodology for gathering informationin 2000.
On the 30-question survey, students are asked to rate items on a scale of 1 to 4 (strongly disagreeto strongly agree) covering such topics as instruction, instructional support, availability ofresources, counselor and site director support, student activities, student-related policies, andsafety/security of the school environment. Students are also allowed to write comments onthe greatest strengths in their programs at Metro Technology Centers, as well as the greatestopportunities for improvement.
Advisory Committee Surveys To determine the satisfaction of business and industry partners, Metro TechnologyCenters piloted a survey of full-time program advisory committee members.
Business and industry representatives were asked to rate items on a scale of 1 to 4(strongly disagree to strongly agree). Topics covered included rigor of skills training,communication about available programs, flexibility of program offerings, academicand college preparation, student activities, district contributions to the economicdevelopment of its community, and safety/security of the school environment.
8 2005 Progress Report
Strategic Aim 2: Student and Stakeholder Focus
83.1% 85.5%
0
20
40
60
80
100
SY05SY04SY03SY02
School Year
88.5%87.9%
97.7% 97.3% 96.6%
0
20
40
60
80
100
FY05FY04FY03
FY03 results from a limited sample size pilot project
Student Opinion Survey TrendsOverall Percent Agree or Strongly Agree
Advisory Committee Survey ResultsOverall Percent Agree or Strongly Agree
perc
ent
perc
ent
Preparing for Life
2005 Progress Report 9
$1,966,389
$1,458,351
$1,030,950
$575,703
0
500,000
1,000,000
1,500,000
2,000,000
FY05FY04FY03FY02
79%
153.3%
241.6%
0
100
200
300
400
500
600
700
800
FY05FY04FY03FY02
304
426
520
709
40.1%
71.1%
133.2%
FY02 FY03 FY04 FY05
26,50325,021
30,10327,834
0
5,000
10,000
15,000
20,000
25,000
30,000
35,000
Financial Aid DistributionsCumulative Growth (%)
Number of Students Receiving Financial AidCumulative Growth (%)
Total Business and Industry Contact Hours
mill
ions
stud
ents
cont
act h
ours
3-Year
Increase of
$1,390,686
3-Year
Increase of
405 Students
Metro Tech focuses on achieving the district’s mission by managingresources in an efficient, ethical, and fiscally responsible manner.
Strategic Aim 3: Budgetary, Finance, and Market Focus
10 2005 Progress Report
0
5
10
15
20
1998 1999 2000 2001 2002 2003 2004 2005
$12,504,094 $12,846,558 $13,874,767 $14,486,448 $15,936,535 $15,435,386 $16,425,504 $17,750,639
$8,359,983 $8,580,577 $9,266,902 $9,674,524 $10,642,324 $10,309,441 $10,970,598 $11,855,553
$4,144,111 $4,265,981 $4,607,865 $4,811,924 $4,294,212 $4,125,945 $5,454,906 $5,990,086
Total
General Fund
Building Fund
Stable RevenueAd Valorem Tax Collected
Tuition and Other RevenueFull-time Tuition Short-term Tuition Conference Center Rentals Total Revenue
FY 01: $472,023 FY 01: $719,152 FY 01: $130,755 FY 01: $1,321,930
FY 02: $590,041 FY 02: $752,201 FY 02: $143,679 FY 02: $1,485,921
FY 03: $810,933 FY 03: $501,987 FY 03: $151,384 FY 03: $1,464,304
FY 04: $740,203 FY 04: $588,320 FY 04: $127,638 FY 04: $1,456,161
FY 05: $979,816 FY 05: $591,861 FY 05: $131,873 FY 05: $1,703,550
dolla
rs in
mill
ions
Preparing for Life
2005 Progress Report 11
2005 Sources of All Funds
Local80.5%
$20,331,484
State17.7%
$4,457,972
Federal1.8%
$467,043
IncludesGeneralandBuildingFunds
$13.47 $13.48
$12.46
$14.35
10
12
14
16
18
20
FY05FY04FY03FY02
$7,074 $7,075
5,000
6,000
7,000
8,000
9,000
10,000
FY05FY04FY03FY02
$6,541
$7,533
64.3%
60
62
64
66
68
70
FY05FY04FY03FY02
65.1% 65.1%
63.4%
Operationof
Plant16.8%
$3,635,490
GeneralSupport13.1%
$2,832,348
Transportation3.3%
$715,983
GeneralAdministration
1.6%$348,835
Direct ProgramSupport65.1%
$14,054,767
Percent of Expenditures Dedicated toDirect Instructional Costs
2005 Use of General Funds
Average Expenditure per Contact Hour Average Expenditure per FTE Student
perc
ent
dolla
rs
dolla
rs
Secondary Service Rate Secondary service rate measures the percentage of students attending a technology centercompared to average high school district enrollments. Metro Technology Centers servesthe highest percentage of high school students enrolled per sending school whencompared to other Oklahoma urban technology centers.
Technology Center FY 00 FY 01 FY 02 FY 03 FY 04 FY 05
Metro Tech 14.5% 16.7% 17.4% 15.8% 19.3% 19.6%
Urban Tech Center A 10.5% 9.7% 11.8% 12.0% 14.3% 14.8%
Urban Tech Center B 15.4% 13.7% 12.7% 13.6% 13.0% 18.5%
Urban Tech Center C 9.9% 10.4% 11.3% 13.0% 12.9% 13.5%
Strategic Aim 3: Budgetary, Finance, and Market Focus
12 2005 Progress Report
15
18
21
24
27
30
FY05FY04FY03FY02
26.525.2
28.6
23.7
50
56
62
68
74
80
FY05FY04FY03FY02
59.5
63.8
78.9
73.1
7.3%
22.9%
32.7%
Number of Full-time (FTE) ProgramsCumulative Growth (%)
Number of Short-term (FTE) Programs
prog
ram
spr
ogra
ms
Strategic Aim 4: Economic Development, Public Service and Social Responsibility
2005 Progress Report 13
Metro Tech partners with business, industry, and the community to buildand sustain economic and community development.
Compliance with Audit, Ethics, and OtherRegulatory Standards KEY PRACTICES RESULTS
REGULATORY
PEOSH 0 Eminent Hazards
IDEA 100% complaints resolved
ADA 100% complaints resolved
Section 504 100% requests accommodated
ODEQ 0 Complaints
LEGAL
Sexual/protected class discrimination or harassment 1 pending
Policy enforcement 0 complaints
Negotiated agreements 0 complaints
Fire/Safety complaints 0 complaints
NLRB 0 complaints
State Labor Department 0 complaints
Accreditation Metro Tech is fully accredited by:
• The North Central Association-Commission on Accreditation and School Improvement(NCA-CASI)
• The Oklahoma Board of Career and Technology Education (OBCTE)
• The Oklahoma State Board of Education
• Oklahoma Department of Environmental Quality (ODEQ) for training in lead-basedpaint (the only technology center in the state accredited by the ODEQ for thistraining program)
United Way Donations
$14,007
10,000
15,000
20,000
25,000
FY05FY04FY03FY02FY01FY00FY99
$18,092$18,187
$18,838 $18,758$20,000
$22,819
Increase of62% fromFY99 to FY05
dolla
rs
Program Specific Accreditations and Licensing Auto Body Collision and Repair National Institute for Automotive Service Excellence (ASE)
Auto Service Technology National Institute for Automotive Service Excellence (ASE)
Aviation Maintenance Technology Federal Aviation Administration (FAA)
Construction Technology Associated General Contractors of Oklahoma (AGC)
Cosmetology Oklahoma State Board of Cosmetology
Dental Assisting American Dental Association Commission on Dental Accreditation
Emergency Medical Services Technology Oklahoma Department of Health, EMS Division
Facial Technology Oklahoma State Board of Cosmetology
Medical Assisting Commission on Accreditation of Allied Health Education Programs (CAAHEP)
Nail Technology Oklahoma State Board of Cosmetology
Practical Nursing National League for Nursing Accrediting Commission and Oklahoma Board of Nursing
Radiography Joint Review Committee on Education in Radiological Technology
Surgical Technology Commission on Accreditation of Allied Health Education Programs (CAAHEP)
External Financial AuditsMetro Technology Centers contracts annually with an independent certified publicaccountant firm to conduct audits of compliance with all requirements contained in theU.S. Office of Management and Budget (OMB) Circular A-133 Compliance Supplement;Government Auditing Standards; and OMB Circular A-133 Audits of States, LocalGovernments, and Non-Profit Organizations. The most recent audit report, datedMarch 28, 2005, for the year ended June 30, 2004, had no findings of material weaknesses,no instances of noncompliance, nor any findings of questioned costs.
Number of Incidents Leading to Worker’sCompensation Claims Fiscal Year # of Employees # of Claims Rate of Claims
FY 03 286 23 8%
FY 04 291 21 7%
FY 05 299 24 8%
FY 06 (8 months) 309 8 3%
Strategic Aim 4: Economic Development, Public Service and Social Responsibility
14 2005 Progress Report
Strategic Aim 5: Faculty and Staff Development and Well-Being
2005 Progress Report 15
Metro Tech assists employees in providing the highest level of customerservice, supporting student achievement, and continuously improvingskills to promote personal and organizational growth.
Employee Satisfaction Metro Technology Centers conducts a survey to determineemployee satisfaction. Employees rated 31 questions on a scaleof 1 to 4 (strongly disagree to strongly agree). Topics includedthe district's quest for excellence, efficiency andeffectiveness of work units, availability ofresources, and employee benefits.
26
31
0
5
10
15
20
25
30
35
FY05FY04FY03FY02
32
23
0
5
10
15
20
25
FY05FY04FY03FY02FY01FY00
24%
12%10%
8% 8%
4%
74.5%84.6% 85.9%
0
20
40
60
80
100
FY05FY04FY03FY02FY01
85.2%84.6%
Employee Participation in Survey# of Employees # Participated in Survey Response Rate
FY 01 250 133 53%
FY 02 262 109 42%
FY 03 278 140 50%
FY 04 286 235 82%
FY 05 307 255 83%
perc
ent
Employee Turnover Rate Employee Promotions
Employee Opinion SurveyOverall Percent Agree or Strongly Agree
perc
ent
empl
oyee
s
KALMS Online Metro Technology Centers’ intranet has become a valuable resource for its employees. Thecenterpiece of Metro Tech’s Knowledge and Learning Management System, KALMS Online,provides a hub where employees can share success stories, employee recognition, best prac-tices, and valuable resources. KALMS Online provides digital access to internal forms, whichhas greatly reduced the expense of internal printed materials. KALMS Online also featuresa monthly letter from the Superintendent to employees, information on Character First!,and an area dedicated to employee wellness.
Minority Employment Rate Metro Tech formed an Affirmative Action committee, using the Oklahoma EmploymentSecurity Commission Labor Force Information, to identify areas of underutilization. Censusnumbers indicated Metro Tech had increased the employment of minority populationsrepresented by the Standard Metropolitan Statistical Area (SMSA) except in the Hispaniccategory. The SMSA Hispanic population had grown from 2% to 5%. Identifying this needproduced the development of a systematic process for recruitment of prospective employees.
2005 Metro Tech WorkforceRace Oklahoma City SMSA Metro Tech Workforce
White 79% 65%
Black 9% 27%
Hispanic 5% 2%
American Indian 4% 5%
Asian 2% 1%
Employee Complaints and SuggestionsEmployees are now able to submit any complaints or suggestions to KALMS Online. The orchestrator of KALMS receives the employees’ information through e-mail. Theorchestrator forwards the information to the appropriate person to address the issue thencommunicates with each employee submitting a complaint or suggestion. All complaintsand suggestions are addressed quickly to foster more input directly from employees.
Strategic Aim 5: Faculty and Staff Development and Well-Being
16 2005 Progress Report
0
5000
10000
15000
20000
FY05FY04FY03FY02FY01FY00
6,8387,703
8,449
10,418
14,285
19,056
Employeeprofessionaldevelopmenthours increase178.7%
Professional Development Hours Reported
hour
s
Strategic Aim 6: Organizational Effectiveness
2005 Progress Report 17
Metro Tech uses an aligned and integrated management system to supportstudent achievement and manage resources and activities of the district.
1,000
1,500
2,000
2,500
FY05FY04FY03FY02FY01
Capacity Full-time Enrollment
1,660
1,327
1,529
1,766
2,0722,129
1,7191,765
2,0792,162
% capacity 79.9% 88.9% 100% 99.6% 98.5% enrolled
5-yearEnrollmentGrowthof 60.5%
0
5,000
10,000
15,000
20,000
25,000
FY05FY04FY03FY02
Exixting Industry Safety Community Industry Training Government Adult Training & Training for Service & Development & Develpment Industry Program
conta
ct h
ours
Enrollment for Business and Industry Services (BIS)
Enrollment vs. Capacity Rates
Strategic Aim 6: Organizational Effectiveness
18 2005 Progress Report
02-03 03-04 04-05 05-06On Time = Good 78% 85% 86% 94%
Unknown = Good 16% 10% 12% 3%
Late = Good 6% 5% 3% 2%
0
20
40
60
80
100
02-03 03-04 04-05 05-06On Time = Good 16% 23% 62% 77%
Unknown = Good 75% 61% 28% 9%
Late = Good 9% 16% 10% 14%
0
20
40
60
80
100
ITS Help Desk Improves Service for EmployeesMetro Tech’s Information Technology Services (ITS) department installed new softwareto help manage employee requests. The ITS Help Desk is a work order and inventorymanagement system customized for the Metro Tech district. Employees are able to submitwork orders online, check the status of open work orders, view closed work orders, andview information about the workstations assigned to the person requesting service. Thesystem enables ITS to improve efficiency by automating work order requests and trackingcomputers and software. The new system has also improved communication betweenemployees located throughout the district and the staff of ITS.
Media Improves On-Time Delivery
perc
ent
perc
ent
Media DepartmentCopy Center On-Time Delivery
Media Department Graphic Design and AVOn-Time Delivery
Bus Drivers Deliver Students Safely and On-TimeMetro Tech bus drivers now track whether they deliver students to and from campuses ina timely and safe manner. The Transportation Department set goals of 92% for on-timedelivery and 100% for safe delivery. In the 2004-2005 school year, Metro Tech bus driversdelivered students on-time 97% of the time and safely 100% of the time. This was trackedover a 27-week period during the 2004-2005 school year beginning November 8, 2004,and ending June 3, 2005.
Enrollment ProcessSatisfactionTo determine the quality of customerservice for clients, students wereasked to rate services on a scale of1 to 5. Services measured were customerservice/receptionist, assessment testing,enrollment, financial aid, collegecredit, employment and overallstudent services.
Preparing for Life
2005 Progress Report 19
96% 96% 97% 96%90% 91%
96%
0
20
40
60
80
100
Apr 05Mar 05Feb 05Jan 05Dec 04Nov 04Oct 04
Student Enrollment Process Satisfaction
perc
ent
Springlake Campus • Oklahoma City, OK 73111
Business Conference Center (BCC) • 1900 Springlake Drive
Child Care Training Center (CCTC) • 3901 Martin Luther King Avenue
Economic Development Center (EDC) • 1700 Springlake Drive
EMS Technology Center (ETC) • 1700 Staton Drive
Health Careers Center (HCC) • 1720 Springlake Drive
Information Technology Center (ITC) • 1800 Springlake Drive
South Bryant Campus (SBC)
4901 S. Bryant Avenue • Oklahoma City, OK 73129
Adult & Continuing Education Campus (ACE)
201 N.E. 48th Street • Oklahoma City, OK 73105
Aviation Career Campus (ACC)
Will Rogers World Airport • 5600 S. MacArthur Boulevard
Oklahoma City, OK 73179
Metro Tech Beauty Academy (BA)
309 S.W. 59th Street • Oklahoma City, OK 73109
2005 Progress Report: Metro Technology Centers
Metro Technology Centers • 1900 Springlake Drive • Oklahoma City, OK 73111-5240
www.metrotech.org • 405-424-TECH