The document outlines strategies for maximizing the impact and return on investment of the TAACCCT program during and beyond its grant duration. It discusses building cumulative impact through credential mapping, sustaining partnerships, and expanding the customer base for TAACCCT resources. Additionally, it highlights the importance of technology integration and future strategic planning for continued success.

1. Legacy Building & Long Term Strategic Directions
Paul Stacey
Associate Director of Global Learning
TAACCCT-ON
24-Sept-2015, Topeka, Kansas
Except where otherwise noted these materials
are licensed Creative Commons Attribution 4.0 (CC BY)

2. Recommendations
How to maximize impact & ROI of
TAACCCT during & beyond grant duration
• Brainstorm and idea generation
• Propose possibilities
• Discuss & invite strategy suggestions

3. Building Cumulative Impact
• How can state rounds 3 and 4 grants build
off rounds 1 and 2?
• To what extent are rounds 3 & 4 laddering
off credentials built in rounds 1 or 2?
• What is each states TAACCCT legacy?

4. Academic Credential Mapping
• What are the cumulative set of degrees
being built out by TAACCCT grantees?
• How do they ladder/lattice with each
other?
• How many credentials are developed
against national competency standards or
frameworks?
• To what degree is there commonality and
potential for connection and articulation?

5. Partnerships, Practices, & Policy
• Are partnerships sustaining? Expanding?
• Are coalitions and consortia being
broadened within state, between states,
and nationally?
• Are new practices introduced in TAACCCT
work affecting non-TAACCCT related
work?
• Have institutional policies been introduced
because of TAACCCT?

6. Maximizing Use of TAACCCT
Resources
• To what extent are rounds 3 & 4 using
resources built in rounds 1 or 2?
• What’s the potential for forming sector-
based communities of grantees who
collaborate on leveraging, curating,
building out, and enhancing a collection of
resources for a sector?
• Can sector based curricula development
be coordinated?

7. Broadening TAACCCT Customers
• Beyond grantees directly how can more
use of TAACCCT be made by students,
faculty, industry, NGO's, vendors, and
technology providers?
• What is the potential for use by non-
grantees?
• Is K-12 a potential customer?
• What are the possibilities for use
internationally?
• How do future initiatives like the Skills
Academy build on and extend TAACCCT?

8. Technology Integration
• Can existing technologies be integrated
with TAACCCT to build out a more end-to-
end solution for students/job seekers?
• For Example: One site that helps identify job prospects, provides
labor market data on job demand/growth, lists actual jobs available,
defines competencies needed for a job, assesses skill fit to career,
links to educational resources that map to each competency
associated with career, identifies providers who offer
education/training for career, supports application to enroll in
education/training for a career, etc.
Current sites to consider:
• O*NET - database of occupational information https://www.onetonline.org
• My Next Move - interactive tool for job seekers and students to learn more about career options
http://www.mynextmove.org/
• Career One Stop - career, training and job search resources http://www.careeronestop.org/
• MySkills MyFuture - explore new careers that may use the skills and experience gained in
previous jobs http://www.myskillsmyfuture.org/
• Skills Commons - free and open job-driven workforce development learning materials for students,
teachers, institutions, and industry. https://www.skillscommons.org/

9. Future & Strategic Direction Planning
• Is there a need for a Strategic Directions
Taskforce?
• If yes, who should lead it and be on it?
Composition?
• What are your top three strategic
recommendations for TAACCCT?
Thanks!

10. Paul Stacey
Creative Commons
web site: http://creativecommons.org
e-mail: pstacey@creativecommons.org
blog: http://edtechfrontier.com
presentation slides: http://www.slideshare.net/Paul_Stacey
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