Plans for EDCT >> Economic Development and Corporate Training (EDCT)
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Group: 2010 - 2011
Type: District Program Review
Last Modified On: 7/6/2011 12:11:18 PM
Last Modified By: Matthew Isaac
State: Submitted (Finalized)
State By: Matthew Isaac
- Assume the reader knows nothing about your unit. Please describe concisely its mission.
The mission of the Economic Development and Corporate Training (EDCT) is to stimulate the economic prosperity of the Inland Empire through workforce development. This mission will be achieved by:
a. offering customized training solutions that meets the human capital development needs of regional employers;
b. providing innovative job training to the workforce in emerging technologies and high growth areas to foster economic prosperity in the region;
c. providing labor market intelligence for California community colleges to respond to workforce training needs; and,
d. building partnerships to obtain local/state/federal funds necessary for preparing a highly skilled workforce through short-term training.
Please describe concisely the following characteristics of your unit. Feel free to use both narrative and quantitative information.
- Functions or services
- Value of your services to the clientele(s), the Colleges, and the District
- Organizational structure and number of personnel by function
- Annual budget by object code for the last three years
- Hours of operation, location, and other pertinent service characteristics
- Significant changes, if any, since the last program review
As an independent and self-supporting arm of the District, the Economic Development and Corporate Training Division carries out the economic and workforce development mission. This Division has two dedicated training facilities: the Professional Development Center (PDC) and the Donald F. Averill Applied Technology Training Center (ATTC). The programs offered by the Division are generally off-the-shelf professional development seminars and workshops and customized performance improvement training and retraining solutions. By using a combination of grant funds and fees for services, this Division delivers human capital development programs specially designed to help employers improve their employees’ job performance and thereby their overall productivity and profitability. By providing training solutions to businesses, the District serves as a catalyst for job retention and creation in the region leading to economic development.
The Division comprises the following centers and programs: Professional Development Center (PDC), Donald F. Averill Applied Technology Training Center (ATTC), Center for the Advancement of Nanotechnology (NanoCenter), Regional Center of Excellence (COE), Environmental Scanning Services Hub, On-line Education Center (Ed2Go), Logistics Technology Program, and the Career Technical Education (CTE) Community Collaborative. The PDC provides fee-based seminars and workshops, short-term training programs leading to certifications, customized contract training programs for employers, and short-term Clean Energy training programs. The ATTC and the NanoCenter offer short-term high technology training programs, including Nanotechnology Technicians training and Green Technology training programs, to meet the growing technology training needs of companies in the Inland Empire. The Regional Center of Excellence (COE) provides marketing intelligence and technical support for all 11 community colleges in the Desert Region. As one of the two hubs in the state, the Environmental Scanning Services Hub provides labor market information and environmental scanning reports for all 41 community colleges in Southern California. The On-line Education Center delivers a wide variety of not-for-credit professional and personal enrichment classes on-line to learners anywhere.
The Economic Development and Corporate Training division has 15 positions, including nine district level management and two part-time permanent positions, and over 25 professional trainers. The following are EDCT division's organizational structure and number of positions:
- Executive Director, Economic Development and Corporate Training
- Director, Applied Technologies Training, Applied Technology Training Center (ATTC)
- Director, Regional Center of Excellence (COE), Desert Region/Region 9
- Manager, Workforce Development, Professional Development Center (PDC)
- Manager, Logistics Technology
- Manager, Career Technical Education (CTE) Community Collaborative
- Manager, Environmental Scanning Services (ESS) Hub
- Assistant Director, Applied Technologies Training, ATTC
- Assistant Manager, Logistics Technology (Proposed to the Board)
- Project Analyst
- Administrative Secretary
- Clerical Assistant II
- Clerical Assistant II
- Workforce Grant Assistant
- Research Assistant (VACANT)
EDCT’s revenue during the 2009-10 fiscal year was about $11 million and served over 9,500 participants at PDC and ATTC facilities and at employer sites. The EDCT Division generated $11 million in revenues from competitive grants, training (fee-based and customized), and labor market research services during fiscal year 2009-10. The competitive grants awarded to EDCT included one year or multi-year funding. EDCT expended nearly $3.5 million during the fiscal year 2009-10 for providing training and retraining services for displaced, unemployed, and incumbent workers. Since some of the grants were awarded to provide training services for up to three years, over $7 million of the remaining funds from 2009-10 were carried over to 2010-11.
Of the $3.5 million expended during 2009-10, $1.6 million (46%) were spent on salaries and benefits of the staff and the professional experts of the EDCT division. EDCT paid $895,946 (26%) in subcontracts to partnering community colleges and other vendors to either deliver training services on our behalf or for providing supportive services for our operations. EDCT acquired $553,999 (16%) in high technology equipment for offering state-of-the-art hands-on training and another $63,450 (1.8%) was spent to obtain software. EDCT spent $119,793 (3.4%) in instructional and non-instructional supplies and paid $16,799 (0.5%) for maintenance and repairs of equipment and for rentals. Further, EDCT spent $39,896 ($1.1%) for conference travel and personal mileage. A total of only $5,409 (0.15%) was spent for advertisements as the majority of the grants limit paying for marketing and advertisement.
The Economic Development and Corporate Training (EDCT) division is 99% self-supporting and only 1% of the divisions support came from general funds when considering what we returned or contributed to the general funds by way of indirect costs during the fiscal year 2009-10. In fact, EDCT has contributed to the District general funds $145,427 as indirect costs from grants during the fiscal year 2009-10.
EDCT's normal operating hours are 8:00 a.m. to 5:00 p.m. Monday through Friday. However, when nanotechnology classes are in session, ATTC is opened until 9:00 p.m. Monday through Thursday. The Professional Development Center (PDC) is opened on Thursdays until 7:00 p.m. and every other Saturday to offer Food Safety training.
3. Outcomes and Other Measures of Effectiveness
- Identify at least one essential measure of effectiveness for each major operation of the unit. (See Effectiveness Measurement Guidelines and Examples.)
- Include at least one baseline measure or measure of progress on a well-defined outcome.
- Include at least one measure showing effectiveness in responding to the Colleges’ needs.
- For each measure, identify the assessment method you used.
- Please summarize the results of the measures you have applied. If results showing trends over time are available, please report them.
Measures of Effectiveness
In order to measure the effectiveness of the programs and services offered to the displaced and incumbent workers, EDCT designed a Program Review survey instrument and administered the survey to a convenient sample of displaced and incumbent workers and employers who participated in its training and retraining services. The surveys were then compiled and data were analyzed using SPSS Analytical Software. Survey questions were designed to ascertain the level of satisfaction for the major objectives listed below.
Objective 1: Provide immediate short-term training solutions to the regional workforce.
Measure: A vast majority or eighty percent (80%) of the EDCT customers, including the training participants and employers participating in the Program Review survey, will be anticipated to agree.
Assessment Method: A convenient sample of customers, including both training participants and employers, will be surveyed to ascertain whether the short-term training offered by EDCT provided immediate short-term training solutions.
Results: Eighty-five percent (85%) of the Program Review respondents agreed that EDCT provided immediate short-term training solutions to the regional workforce.
Objective 2: Offer high quality customized training programs to prepare workers.
Measure: A vast majority or 80% of the clients receiving customized training services will agree when surveyed.
Assessment Method: A convenient sample of participants and employers who received the training services will be surveyed through the Program Review instrument.
Results: A vast majority of the customers or 93% of both the training participants and employers, who contracted services for employees (participants/incumbent workers), agreed that the customized training programs offered by EDCT for preparing workers were high quality. Sixty-nine percent (69%) of the survey participants responded "Strongly Agree" and 24% responded "Agree" to the question.
Objective 3: Offer affordable training solutions.
Measure: A vast majority or 80% of the customers who participated in our training services will agree that EDCT offered affordable training solutions.
Assessment Method: A convenient sample of EDCT customers will be surveyed using the Program Review Survey instrument.
Results: An overwhelming majority of EDCT customers who participated in the survey or 91% of them agreed that the training solutions provided by EDCT were affordable.
Objective 4: Provide retraining services to regional employers to help them remain competitive.
Measure: A vast majority or 80% of the respondents, who participated in EDCT's re-training services, will agree that EDCT provides re-training services to help the regional employers remain competitive.
Assessment Method: EDCT customers will be surveyed for their response.
Results: Eighty-one percent (81%) of the survey respondents agreed that the retraining provided by EDCT to workers helped the regional employers remain competitive.
Objective 5: Help employers in upgrading the skills of their employees (incumbent workers) through offering short-term training.
Measure: At least 80% of the customers surveyed will agree that the short-term training offered by EDCT helped them.
Assessment Method: The Program Review survey will be distributed to the convenient sample of customers.
Results: Eighty-five percent (85%) of the customers surveyed by EDCT agreed that short-term training offered by EDCT has helped employers in upgrading the skills of employees. Fifty percent (50%) of the Program Review survey participants responded that they "Strongly Agree" and 35% responded that they "Agree."
Objective 6: Offer job-training that provides skills and competencies for displaced workers to seek for re-employment.
Measure: Eighty percent (80%) of the customers responding to the Program Review survey will agree that the job-training offered by EDCT provided skills and competencies needed for re-employment.
Assessment Method: The Program Review survey will be distributed to the EDCT customers for their response.
Results: Eighty-five percent (85%) of the EDCT customers surveyed agreed that the job training offered by EDCT to displaced workers provided the workers skills and competencies needed for re-employment.
Objective 7: Provide high quality labor market reports and market intelligence
Measure: Eighty (80%) of the customers responding to the Program Review survey questionnaire will agree.
Assessment Method: EDCT will survey a convenient sample of EDCT customers
Results: Seventy-nine percent (79%) of the respondents agreed that the labor market reports and market intelligence provided by the EDCT Center of Excellence were of high quality.
Objective 8: EDCT staff and project managers will become very helpful to all customers.
Measure: An overwhelming majority of our customers or 90% of the customers will agree that the EDCT staff and project managers are helpful.
Assessment Method: The Program Review survey will be distributed to a convenient sample of our customers for their response.
Results: An overwhelming majority or 95% of the customers surveyed responded that the EDCT staff and project managers were helpful.
4. External Opportunities and Challenges
- Describe any external opportunities that might lead to unit improvement over the next three to five years.
- Describe any external challenges (e.g., legal requirements, budgetary constraints) that might limit operations or improvement over the next three to five years.
a. Describe any external opportunities that might lead to unit improvement over the next three to five years
A recent survey of SBCCD employees conducted by the District Strategic Planning Committee on Marketing and Outreach revealed the following perceptions regarding EDCT:
- Respondents did not understand the role of EDCT and the breadth of offerings of EDCT.
- Were neutral about the value of EDCT
- District employees did not feel that the community understand the breadth of the offerings of EDCT
- Respondents did not feel that the District or the Community at large understood the distinctions between the college's academic offerings and those courses/programs offered by the EDCT.
These findings reveal that there is a lack of understanding among the District community about EDCT's role, breadth of offerings, and value to the community as perceived by some respondents. Therefore, there exists an immediate opportunity to build awareness about the mission, role, value and offerings of EDCT to the internal and external communities. Our immediate goal is to build awareness through various mediums such as Newsletters, presentations about EDCT at College events, and improving our efforts in building awareness of internal and external customers.
b. Describe any external challenges (e.g., legal requirements, budgetary constraints) that might limit operations or improvement over the next three to five years.
Ever since the state started imposing budget cuts to the California Community Colleges, one of the areas they invariably cut was categorical programs like the Economic and Workforce Development funds that partially support our EDCT programs and services. Nearly 60% of the support for Economic and Workforce Development (EWD) has been reduced. In fact, over the years, the System Chancellor's Office used the EWD resources to offer various short-term grants to provide training for displaced and incumbent workers in California. And, those grant resources that come through the System Chancellor's Office offered us the ability to build our capacity and provide the needed training for the workforce. Unfortunately, such opportunities have been drastically reduced to now a handful of grants that are inadequate to meet the growing training needs of the displaced workers. This state-wide cut of the EWD resources will limit our opportunity for state dollars. However, EDCT has effectively positioned itself to compete for federal grants and has been very successful in winning competitive grants from the federal agencies. We will continue to compete for these federal grants.
5. Analysis and Evaluation
- Analyze the implications of the assessment results and external factors for your unit.
- In light of your analysis, what are your unit’s main strengths?
- In light of your analysis, what are your unit’s main weaknesses?
a. Analyze the implications of the assessment results and external factors for your unit
The findings of the Program Review survey that EDCT administered to a convenient sample of its training participants and employers brought to light an overwhelming agreement of our customers about the "effectiveness" of EDCT's offerings in serving the training and retraining needs of the workforce. This high degree of effectiveness or success of our training programs was evident from the overwhelming majority of respondents agreeing to the following statements:
- 85% of the respondents agreed that EDCT provides immediate short-term training solutions to the regional workforce
- 93% of the respondents agreed that the customized training programs offered by EDCT for preparing workers were of high quality
- 91% of the respondents agreed that the training solutions provided by EDCT were affordable
- 81% of the respondents agreed that the re-training provided by EDCT to workers helped the regional employers remain competitive
- 85% of the respondents agreed that the short-term training offered by EDCT has helped employers in upgrading the skills of employees
- 85% of the respondents agreed that the job-training offered by EDCT to displaced workers provided them with skills and competencies needed for re-employment
- 79% of the respondents agreed that the labor market reports and market intelligence provided by the EDCT's Center of Excellence were of high quality.
- 95% of the respondents agreed that the EDCT staff and project managers were helpful
b. In light of your analysis, what are your unit’s main strengths?
- EDCT's ability to customize/develop and deliver affordable and high quality training
- A highly qualified staff who can ascertain the training needs of the regional workforce and develop meaningful training to improve the human capitial development needs of this region's employers.
- A highly experienced staff who can compete and win competitive grants at the national level and bring resources to our region for its economic development
- EDCT's unique role and position that enables SBCCD to serve the short-term job-training needs of about 75% of the adult population in this region that do not have a college degree or have generally any plans to attend college
- EDCT's ability to provide immediate training resources to our workforce and impact economic development
- EDCT's unique capability to provide training in emerging technologies and serve as an incubator for SBCCD colleges for such emerging fields before a formal educational program is developed.
- EDCT's economic impact in job creation and retention of this region through providing job-training
- EDCT's infrastructure to provide up-to-date labor market intelligence for California Community Colleges.
c. In light of your analysis, what are your unit’s main weaknesses?
There appears to be a disconnect between the enormous impact EDCT has on the economic prosperity of this community as clearly perceived by our customers and how the District employees perceived EDCT as evident from the DSP Marketing survey. In fact, we do not directly serve the colleges or employees of SBCCD. Since our services are delivered directly to the workforce and employers, it is understandable that the District employees lack awareness about EDCT's role and value. However, our goal is to reverse this lack of understanding.
6. Three-to-Five Year Vision
- Describe your unit as you would like it to be three to five years from now.
As a leading provider of economic and workforce development services among California Community Colleges, EDCT would like to be a leader in the following:
- Health Information Technology (HIT)/Electronics Health Records training for the healthcare industry in California. A $5 million grant proposal was submitted by Dr. Matthew Isaac to the US Department of Labor last month to develop a pilot HIT training program for this region and for Catholic Healthcare West (CHW) comprising of 40 hospitals in California, Arizona and Nevada.
- Expanding the scope of Nanotechnology training to include Nanomedicine, Nanoenergy and Nanomaterials and continue to be a leader in the nation in providing cutting edge Nanotechnology training for technicians.
- Establish a 501(c) (3) National Nanotechnology Collaborative that establishes for the first time in the nation a national skills standards for nanotechnology technicians. This national level Collaborative will be an extension of SBCCD.
- Expand SBCCD EDCT's role in Logistics Technology in assisting logistics industrial cluster in Southern California's Transportation Corridor.
- Major provider of a wide variety of training in Green Technologies and Clean Energy Technology occupational areas.
- Continue to be self-supporting division and a contributor to SBCCD's general funds through indirect costs from grants
7. Impact on the Colleges and the District
Describe the most significant relationships with other District operations and College operations.
- What major impact does your unit have on them?
- .What major impact do they have on your unit?
- How do your mission, vision, and goals contribute to the Board Imperatives and the District and/or College mission, vision, strategic directions, and/or goals?
a. Describe the most significant relationships with other District operations and College operations
The economic and workforce development mission performed by the Economic Development and Corporate Training (EDCT) division is a centralized function at SBCCD. EDCT offers customized Contract Education, grant-funded training programs in emerging technologies, and short-term job-training for incumbent, displaced or unemployed, and underemployed workers on behalf of both colleges of the District. Further, EDCT serves as the training arm of the District in providing not-for-credit training services on behalf of the District. EDCT coordinates these services in collaboration with the District colleges when necessary. EDCT serves as an incubator for offering training in emerging technologies or for high growth or high demand occupations, which will eventually help the colleges in developing a certificate or associate degree program. Moreover, our short-term training programs can attract adults from the community at large who may not otherwise enroll in a college level program and thus become familiar with SBCCD and its programs. So, EDCT is a gateway to displaced, unemployed, underemployed and incumbent workers in our community. These training participants can become potential students in the academic programs of both colleges. And, this is the major impact EDCT has on the colleges.
EDCT's mission, vision and goals are consistent with the overall mission of SBCCD and its Board Imperatives. EDCT's mission to stimulate the economic prosperity of the Inland Empire through workforce development is aligned with mainly the following Board imperatives: 1) institutional effectiveness and 2) learning centered institution for student access, retention and success.
8. Other Pertinent Information
- Include here any other information you regard as necessary for a full understanding of your unit.
The Economic Development and Corporate Training (EDCT) division offers only not-for-credit training and re-training programs for the purpose of providing short-term job-training for the workforce. We do not duplicate or conflict with the academic offerings of the colleges. We target and serve a segment of the population that is generally not served by the SBCCD colleges: unemployed and incumbent workers. We target 75% of the adult population that does not have any college and needing to upgrade their skills. We also serve the human capital development needs of the incumbent workers.
Our training programs target three types of workers: displaced or unemployed, underemployed and incumbent workers. Our training programs are funded by grants or restricted funds from state and/or federal agencies. The grantors have their own terms and conditions and reporting and audit requirements. We provide quarterly and annual financial and narrative reports to the state and federal agencies for compliance. Moreover, the federal government agencies that provide grants for EDCT perform on-site audit of our programs at any time as they deemed necessary.
As a self-supporting arm of the District, EDCT itself creates full-time, part-time and professional expert jobs in our community. We have created 13 full-time jobs including 9 district-level management positions, two part-time permanent jobs, two full-time consulting positions, and over 25 professional expert positions at any given time. Over the last 10 years we brought over $20 million to this region in federal and state grants that gave this region a Return on Investment (ROI) of $60 million at the minimum.
9. Goals, Objectives, Action Plans, and Resource Requests
- Goals (with priority rank) over the next three years
- Objectives (with priority rank) under each Goal
- Principal Activities under each Objective, if available
- Timeline for completion of each Activity or Objective
- Person responsible for ensuring completion of each Activity or Objective
Progress on or achievement of a given Goal or Objective does not necessarily require additional resources. For Goals and Objectives that do require resources, enter the following information:
- Resources required to achieve Goals and Objectives over the next three years, with description and rationale for each
- Identification of associated Goals or Objectives
Type of Resource
- Expenditure Category
- Estimated annual cost (or savings) for the next three years
- 1 - Goal - Build awareness about EDCT's mission and program offerings among the District employees
The findings of a survey conducted by the District Strategic Planning Committee on Marketing and Outreach indicated that some of the respondents did not understand the role, value, and the breadth of offerings of EDCT. Therefore, the District community must be made aware of the mission, value, and breadth of offerings of EDCTPriority Rank:2Objectives:
- 1.1 - Objective - Enhance District-wide dissemination of information regarding EDCT's mission, value and training programs
Publish a quarterly Newsletter to communicate information pertaining to EDCT; offer awareness building events and activities to make SBCCD's internal community aware of EDCT's mission, vision, and breadth of offerings.Priority Rank:2Start Date:07/01/2011End Date:06/30/2012Responsible Person:Executive Director of Economic Development and Corporate Training DivisionStrategic Direction:NoneImpact Type:-- Pick One --Resource Requests:
- 1.1.r1 - Printing and mailingDescription
A quarterly Newsletter needs to be published
In order to change the lack of awareness of District employees about EDCT mission, value and breadth of offerings as identified by the DSP Marketing and Outreach survey, EDCT needs to have a quarterly informational Newsletter published both electronically and hard copy for both internal and external customers.Resource Type:OngoingExpenditure Category:ServicesFirst Year Cost/Savings:$2,000.00/$0.00Second Year Cost/Savings:$2,000.00/$0.00Third Year Cost/Savings:$2,000.00/$0.00
- 2 - Goal - Maximize the marketing and outreach efforts to build awareness in the external community
Publish a quarterly Newsletter to communicate information pertaining to EDCT to the external community; offer awareness building events and activities to make SBCCD's external community aware of EDCT's mission, vision, and breadth of offerings.
- 2.1 - Objective - Market customized training and professional development programs to the community through various outreach efforts, community events, presentations at events and to the businesses
Host public events and attract businesses and general public to the PDC and ATTC; participate in community and regional events; make presentations at public events and conferences locally, regionally and statewide; advertise programs through the media; increase media coverage through newspaper, radio, television, and press releases for all programs; send bulk mailing for target populations.Priority Rank:2Start Date:07/01/2011End Date:06/30/2012Responsible Person:Executive Director, Director and Assistant Director of Applied Technologies Training, Workforce Development Manager, and Manager of Logistics TechnologyStrategic Direction:NoneImpact Type:-- Pick One --Resource Requests:
- 2.1.r1 - Marketing and outreachDescription
As a slef-supporting entity, we do not receive any funds from the District to do marketing and outreach to the region. EDCT needs some seed money to aggressively promote our services.
EDCT has to build awareness about its programs and services in the community through aggressive marketing and outreach.Resource Type:One-timeExpenditure Category:ServicesFirst Year Cost/Savings:$10,000.00/$0.00Second Year Cost/Savings:$0.00/$10,000.00Third Year Cost/Savings:$0.00/$10,000.00
- 3 - Goal - Continue efforts to build partnership and leverage funding to sustain and widen the focus and scope of EDCT’s Green Technology job training programsPriority Rank:1Objectives:
- 3.1 - Objective - Obtain grants, sub-grants and contracts for offering green technology workforce training fitting to the regional industrial trends
Foster partnerships from the community for seeking green technology grants; in partnership with the industry, develop training programs fitting to the regional industrial trends; apply for grants and contracts; in partnership with the County, recruit displaced workers; offer green technology training to the workforcePriority Rank:1Start Date:07/01/2011End Date:06/30/2012Responsible Person:Workforce Development Manager, Director of ATT, Director of Center of Excellence and Manager of Logistics TechnologyStrategic Direction:NoneImpact Type:-- Pick One --Resource Requests:
- 3.1.r1 - Hire a full-time Manager for Grant Management and DevelopmentDescription
The Program Review Survey conducted by EDCT of its customers included three open-ended questions. For the question "What new/emerging technologies or high growth areas should EDCT offer training in," majority of them wrote in either "Solar Training" or other types of "Green Technologies" and or "Nanotechnology" training as needed. Therefore, as the respondents identified and consistent with the market trends, there is going to be a growing need for providing short-term job training in emerging technologies like Green Technologies and Nanotechnology.Rationale
EDCT needs to hire a full-time Grant Manager to seek and win grants offered for short-term job-training, especially in emerging technologies such as Green Technologies and Nanotechnology.
EDCT need only funding for this position the first year. By the second year, the position can be fully-supported with the indirect costs the grantors allow the District to keep from the grants. EDCT anticipate fully supporting this position from the proceeds of the grants.Resource Type:One-timeExpenditure Category:PersonnelFirst Year Cost/Savings:$99,000.00/$0.00Second Year Cost/Savings:$0.00/$99,000.00Third Year Cost/Savings:$0.00/$99,000.00
- 4 - Goal - Seek out economic and workforce development grants in emerging technologies and high growth occupational areas to provide short-term job training for the workforcePriority Rank:1Objectives:
- 4.1 - Objective - Search and evaluate economic and workforce development grant opportunities in emerging technologies and apply for grants to provide short-term training for incumbent workers and displaced workers
Review terms and conditions of grants in new and emerging technologies; seek out potential educational and business partners who can leverage financial and intellectual resources for the project; negotiate with prospective partners; develop Memorandums of Understanding; identify individuals who have the educational background and industrial experience in assisting us with the development of training content; develop training programs to be included in the grant application; develop grant proposals and apply for grantsPriority Rank:1Start Date:07/01/2011End Date:06/30/2012Responsible Person:Executive Director, Workforce Development Manager, Director of ATT, Logistics Technology Manager, Director of COE and Manager of CTE Community CollaborativeStrategic Direction:NoneImpact Type:-- Pick One --Resource Requests:
- 4.1.r1 - Hire a Manager for Grants Management and DevelopmentDescription
Please see Goal No. 3 and Objective No. 3.Rationale
Please see Goal No. 3 and Objective No. 3.Resource Type:One-timeExpenditure Category:Personnel
- 5 - Goal - Optimize the entrepreneurial and innovative organizational capability of EDCT and maintain its self-supporting status.Priority Rank:1Objectives:
- 5.1 - Objective - Generate income through contracts, grants and sub-grantee contracts to support all the operational costs and staff salaries and benefits of EDCT
Outreach and receive contracts for customized training; manage existing contracts efficiently; manage existing grants efficiently and leverage resources; obtain new grant to meet the direct and indirect costs of new programsPriority Rank:1Start Date:07/01/2011End Date:06/30/2012Responsible Person:Executive Director and Staff of PDC, ATTC and COEStrategic Direction:NoneImpact Type:-- Pick One --Resource Requests:
- 5.1.r1 - Hire a Manager for Grant Management and DevelopmentDescription
Please see Goal No. 3 and Objective No. 3
Please see Goal No. 3 and Objective No. 3Resource Type:One-timeExpenditure Category:Personnel
10. Progress Report on Last Cycle's Goals, Objectives, and Actions
- Estimate progress to date on each of the last cycle’s Goals, Objectives, and Activities.
- Any uncompleted Goals, Objectives, and Activities that are still important should appear in the Goals, Objectives, and Action Plans section above.
Not Applicable. This is the first time EDCT is required to do Program Review. As our programs are funded by restricted funds from state and federal government agencies, we are required to provide on-going quarterly and annual financial and narrative reports for compliance and review to the grantors who fund our training programs. In fact, our categorically funded programs are reviewed on an on-going basis by our grantors and occasionally by federal government who make site visits to audit our programs.
11. Process and Participants
- Describe briefly the main steps of the process that produced this report.
- List the name and function of each participant in that process.
- Include as many members of the unit as possible in the preparation and/or review of this document. It should not be the product of the manager alone or of a small proportion of unit members.
- Describe the plan for future assessment cycles, particularly if not all measures were applied in current cycle.
a. Describe briefly the main steps of the process that produced this report
- A Program Survey Instrument was developed, revised and adopted
- A survey was administered to a convenient sample of training participants and employer partners by the Program Managers
- Data compiled from the survey was analyzed using SPSS Analytical Software
- Data, valid percentages, and the charts for each question were created, reviewed and analyzed
- The final Program Review report was prepared and revised
b. List the name and function of each participant in that process
Dr. Matthew Isaac, Executive Director - Development of the Program Review Survey Instrument, analysis of the data, and writing the Program Review Plan and report.
Dr. Jamail Carter, Assistant Director - Assisted in the development and revision of the Survey Instrument
Evgeniya Lindstrom, Director of Center of Excellence - Assisted in the development and revision of the Survey Instrument
Robert Levesque, Workforce Development Manager - Administration of the Survey
Albert Maniaol, Director of Applied Technologies Training - Administration of the Survey
Alan Braggins, Logistics Technology Manager - Administration of Survey
Dr. Jamail Carter, Assistant Director - Analyzed the Data using SPSS Analytical Software
Lori Sanchez, Manager of Environmental Scanning/Labor Market Researcher - Formatting and Revision of Charts