Objectives
• Presentation of Successes and Challenges to Contract Training at WITCC.
• Have a discussion concerning the Critical Elements needed for Successful (Sustainable) Contract Training.
Background
• Data sources come from Iowa Community Colleges LMS, Iowa Workforce Development, and Iowa Department of Education
• Dissertation of a multiple case study approach to develop a grounded theory to identify the critical elements of successful contract training and why they are critical
Mission
Under the …• Corporate College Brand, our mission is to
partner with our customers by providing consulting and learning services to achieve value-added, client-driven results.
• WITCC Brand, our mission is to provide lifelong community and continuing learning opportunities that help fulfill personal and professional goals of the customers we serve.
Vision
What do we want to be? Vision Statement: To be the preferred provider of organizational development through the delivery of customized consulting and learning services for our partners and to be the preferred provider of community and continuing education by providing customer-driven programming.
What do you not see?
TRAINING
Mission
Under the …• Corporate College Brand, our mission is to
partner with our customers by providing consulting and learning services to achieve value-added, client-driven results.
• WITCC Brand, our mission is to provide lifelong community and continuing learning opportunities that help fulfill personal and professional goals of the customers we serve.
Vision
What do we want to be? Vision Statement: To be the preferred provider of organizational development through the delivery of customized consulting and learning services for our partners and to be the preferred provider of community and continuing education by providing customer-driven programming.
Successes
WITCC CC 2 CC 3 CC 4 CC 5 CC 6 CC 7 CC 8 CC 9 CC 10 CC 11 CC 12 CC 13 CC 14 CC 15
(80%)
(60%)
(40%)
(20%)
0%
20%
40%
60%
Noncredit Contact Hour Growth for FY07-11 in Iowa CCs
Source: Iowa Department of Education’s Annual Condition of Iowa Community Colleges
Successes
2007 2008 2009 2010 2011 2012 20130
20,000
40,000
60,000
80,000
100,000
120,000
140,000
Contract Training Contact Hours
364%
Successes364% Growth
2007 2008 2009 2010 2011 2012 20130
20,000
40,000
60,000
80,000
100,000
120,000
140,000
Contract Training Contact Hours
MeasurementsCorporate College: Contract Training by Seat Count & Contact Hours as of September 2013
13/ FY Active Students Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
CAHS Allied Health Services 6 8 32CAPP Apprenticeship 23CBUS Business/Management 74 86 162CCDP Computers Data Processing 45 61 66CCON ConstructionCMNT Mechanical/Technical 78 86 146CNUR Nursing Continue Ed 9CSAF Safety 24 55 151CSPI Special InterestsCTRA Transportation 2 2 2CTST Testing
FY14 229 298 591FY13 213 426 639 852 1,065 1,448 1,712 2,283 2,854 3,438 4,100 5,431Difference 16 (128) (48)
% Growth YTY 8% (30%) (8%)
13/ FY Total Contact Hours Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May JunCAHS Allied Health Services 72 192 480CAPP Apprenticeship 3,220CBUS Business/Management 5,781 5,855 7,039CCDP Computers Data Processing 138 196 208CCON ConstructionCMNT Mechanical/Technical 2,184 2,504 4,488CNUR Nursing Continue Ed 22CSAF Safety 102 147 579CSPI Special InterestsCTRA Transportation 12 12 12CTST Testing
FY14 8,289 8,906 16,048FY13 4,007 8,015 12,022 16,029 20,037 26,143 59,491 79,321 99,151 112,822 124,694 132,919Difference 4,282 891 4,026% Growth YTY 107% 11% 33%
Measurements
FY8 FY9 FY10 FY11 FY12 FY13 FY140
2,000
4,000
6,000
8,000
10,000
12,000
14,000
16,000
18,000
20,000
Contract Training - FY14 Contact Hoursas of 09-30-13
Successes
2006 2007 2008 2009 2010 2011 2012 2013 -
0.50
1.00
1.50
2.00
2.50
3.00
3.50
4.00
4.50
Revenue FTE Contact Hours
Successes
2006 2007 2008 2009 2010 2011 2012 2013 -
0.50
1.00
1.50
2.00
2.50
3.00
3.50
4.00
4.50
Revenue FTE Contact Hours
INVESTMENT
IMPACT
ROI
WHY is this happening?
Study
• Dissertation of a multiple case study approach to develop a grounded theory to identify the critical elements of successful contract training and why they are critical
• Mix Methodology– QUATITATIVE: LMS & State Data and Surveys
(What)– QUALITATIVE: Interviews (How and WHY?)
QUANTITATIVE: Data
• Revenue• Contact Hours• Revenue per District Employment• Contact Hours per District Employment• Revenue per Contact Hour
QUANTITATIVE: Surveys
• 45 questions based around leadership, organizational structure, and resources
WHAT
QUALITATIVE: Interviews
• 45 questions based around leadership, organizational structure, and resources
HOW & WHY
Elements of Success
• 16 of the 45 elements are rated critical.• These elements include consistency in vision;
professional drive to succeed; consistency in execution; ability to market programs; external partnerships; focused business-to-business marketing plan; flexible delivery; customized curriculum; executive leadership support and direction; passionate, engaging, and entertaining instructors; formalized strategic and operational plans; knowledgeable instructors; formalized mission and vision statements; culture of innovation; onsite training; and fiscally operating in the black.
AdaptableEngagingEducation
Sustainability
Business/CommunityPartnerships
Successful Contract Learning
AdaptableEngagingEducation
Successful Learning = Business Success
Adaptable Engaging Education
• Curriculum customized to achieve institutional goals & complimentary to accredited programming
• Services delivered in a learner-focused manner
• Multiple modalities: Face-to-Face, Online, Blended, 3D Virtual, On-site Mobile labs
AdaptableEngagingEducation
Business Partnerships
Successful Learning = Business Success
Business Partnerships
• Provide long-term solutions– Corporate University Model• Assess current workforce skills• Identify learning and skills gaps• Incorporate learning across the business to achieve
corporate vision• Consult with area businesses on strategic plans• Engage Financial/Managerial Decision Makers
AdaptableEngagingEducation
Sustainability Structure and Delivery
Business Partnerships
Successful Learning = Business Success
Sustainability
• ROI: Adding Value (investment, not an expense)– HVAC Services Company: Reduce time the new
hires need to practice alone– Service Company: Ability to pass customer
service audits– Manufacturing Companies: The ability to prevent
or minimize downtime– Manufacturer: Productivity v sister companies
Sustainable Success
• Creating 2-5 year learning programs with area businesses
• Greater depth and breath– Grow the amount of learning within company
Sustainable Success
• Creating 2-5 year learning programs with area businesses
• Greater depth and breath– Grow the amount of learning within company– Grow the number of businesses served
Sustainable Success
• Creating 2-5 year learning programs with area businesses
• Greater depth and breath– Grow the amount of learning within company– Grow the number of businesses served– Grow the type of learning
Barriers to Success
Insufficient executive buy-inLack of funds
Lack of personnelShrinking marketLack of expertise
Lack of technologyIncreased competition
Greater constraints or oversightCustomer needs changing too fast
Poor or lack of brand image
Insufficient Executive Buy-in
• Create a business plan that demonstrates sustainability (aka profitable)
• Demonstrate what happens when we don’t act
• Take calculated risks
Lack of Personnel
Lack of Personnel
Expanding Coverage – Old
Responsibility
ResponsibilityResponsibility
Ownership
Ownership Ownership
Expanding Coverage – New
Responsibility
ResponsibilityResponsibility
Lack of Expertise
Train
Train
Train
TrainTrain
Lack of Expertise
Cross-Train
Cross-Train
Cross-Train
Cross-TrainCross-Train
AdaptableEngagingEducation
Sustainability
Business/CommunityPartnerships
Successful Learning