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Name :

Economic Development and Corporate Training (EDCT)

Principal Preparer
:

Dr. Matthew Isaac, Executive Director

Progress Report
Preparer :

Progress Report Type :

Objective Level Report

Version: 36
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

Instructions

1. Mission

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.

2. Description

Please describe concisely the following characteristics of your unit. Feel
free to use both narrative and quantitative information.

Purpose

Functions or services

Clientele(s)

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

One-time/Ongoing

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 EDCT

Priority Rank:

2

Objectives:

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:

2

Start Date:

07/01/2011

End Date:

06/30/2012

Responsible Person:

Executive Director of Economic Development and
Corporate Training Division

Resource Requests:

1.1.r1 - Printing and mailing

Description

A quarterly Newsletter needs to be published

Rationale

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:

Ongoing

Expenditure Category:

Services

First Year Cost/Savings:

$2,000.00/$0.00

Second Year Cost/Savings:

$2,000.00/$0.00

Third 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.

Priority Rank:

2

Objectives:

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:

2

Start Date:

07/01/2011

End Date:

06/30/2012

Responsible Person:

Executive Director, Director and Assistant Director
of Applied Technologies Training, Workforce Development Manager, and Manager
of Logistics Technology

Resource Requests:

2.1.r1 - Marketing and outreach

Description

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.

Rationale

EDCT has to build awareness about its programs and services in the
community through aggressive marketing and outreach.

Resource Type:

One-time

Expenditure Category:

Services

First Year Cost/Savings:

$10,000.00/$0.00

Second Year Cost/Savings:

$0.00/$10,000.00

Third 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 programs

Priority Rank:

1

Objectives:

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 workforce

Priority Rank:

1

Start Date:

07/01/2011

End Date:

06/30/2012

Responsible Person:

Workforce Development Manager, Director of ATT,
Director of Center of Excellence and Manager of Logistics
Technology

Resource Requests:

3.1.r1 - Hire a full-time Manager for Grant Management and
Development

Description

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-time

Expenditure Category:

Personnel

First Year Cost/Savings:

$99,000.00/$0.00

Second Year Cost/Savings:

$0.00/$99,000.00

Third 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 workforce

Priority Rank:

1

Objectives:

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 grants

Priority Rank:

1

Start Date:

07/01/2011

End Date:

06/30/2012

Responsible Person:

Executive Director, Workforce Development Manager,
Director of ATT, Logistics Technology Manager, Director of COE and Manager
of CTE Community Collaborative

Resource Requests:

4.1.r1 - Hire a Manager for Grants Management and
Development

Description

Please see Goal No. 3 and Objective No. 3.

Rationale

Please see Goal No. 3 and Objective No. 3.

Resource Type:

One-time

Expenditure Category:

Personnel

First Year Cost/Savings:

$0.00/$0.00

Second Year Cost/Savings:

$0.00/$0.00

Third Year Cost/Savings:

$0.00/$0.00

5 - Goal - Optimize the entrepreneurial and innovative
organizational capability of EDCT and maintain its self-supporting
status.

Priority Rank:

1

Objectives:

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
programs

Priority Rank:

1

Start Date:

07/01/2011

End Date:

06/30/2012

Responsible Person:

Executive Director and Staff of PDC, ATTC and
COE

Resource Requests:

5.1.r1 - Hire a Manager for Grant Management and
Development

Description

Please see Goal No. 3 and Objective No. 3

Rationale

Please see Goal No. 3 and Objective No. 3

Resource Type:

One-time

Expenditure Category:

Personnel

First Year Cost/Savings:

$0.00/$0.00

Second Year Cost/Savings:

$0.00/$0.00

Third Year Cost/Savings:

$0.00/$0.00

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

12. Supporting Documents

Program Review Data Analysis and Charts.xls

Organizational Chart - EDCT March 2011.docx

EDCT Program Review Survey 2011.doc

SBCCD © Copyright 2011