1
Instructional Services Program Review
Annual Program Review 2014-2015
Workplace Learning Resource Center (WpLRC)
Students are our focus and we are known by their success.
February 2015
The Merced College’s Workplace Learning Resource Center is grant-funded through the
Workforce & Economic Development Department (WEDD) at the California Community College Chancellor’s Office (CCCCO) as a
Deputy Sector Navigator (DSN) for Retail, Hospitality, Tourism / Learn & Earn (RHTLE).
2
PROGRAM REVIEW SCHEDULE & TEAM MEMBERS
Name of Program: Merced College Community Services
Name of Person Preparing Document: Shelley Attix, Director of Workplace Learning
Resource Center / RHTLE Deputy Sector
Names of Program Peer Review Participants and Titles:
Name Title/Position
Vacant Dean of Economic Development, Non-Credit, &
Community Services
Becky Barabé Director of Business, Industry, & Community
Services
Jeanette Benson Director of the Center for International Trade
Development / GTL Deputy Sector Navigator
Janet Lyle Director of Non-Credit
Marilyn Scorby Director of Child Development Center
Shelley Attix Director of Workplace Learning
Resource Center / RHTLE Deputy Sector Navigator
Year of Last Comprehensive Review: 2013
Next Comprehensive Review: 2018
Semester/Year: Spring 2015
Start Date: January 5, 2015
Completion Date: February 26, 2015
Date of Peer Review Meeting: March 12, 2015
3
TABLE OF CONTENTS
Section I: Program Service Area Outcome(s) Page 4
Section II: Changes in the Program Page 4
Section III: Progress on SAOs Page 5
Section IV: Plan for Assessing SAOs Page 6
Section V: Other Relevant Data Page 7
Section VI: Status Update on the 5-Year Planning Goals Page 7
Section VII: Program Goals/Projects Not Completed Page 16
Section VIII: Additional Resources Page 17
Section IX: Updates on Grants, External Reviewers, & Page 17
Advisory Committees
Section X: Awards and Honors Page 18
Section XI: Partnerships Page 18
Section XII: Community Events Page 21
Section XIII: Resource Requests Page 21
Section XIV: Yearly Objectives Page 25
Section XV: Other Page 28
Section XVI: Evaluation Page 28
Report Signature & Routing Page Page 29
Section I: Program Service Area Outcome(s)
4
What are your Program Service Area Outcome(s)?
The Workplace Learning Resource Center Service Area Outcomes 2014-2015 for the program
include the following:
a) Increase by 5% the number of Retail, Hospitality, or Tourism industry contracts.
b) Increase by 10% the number of Retail, Hospitality, or Tourism participants in open
classes.
Section II: Changes in the Program
Have there been any changes in this program over the last years which have had a
significant impact on your program’s goals and/or effectiveness? If so, please explain the
changes that have occurred and how the changes have impacted your program.
The Doing What Matters for Jobs and the Economy initiative, launched by the CCCCO in 2012,
represents a new phase of expansion, for the WpLRC, in fostering both the EWD and the CTE
Workforce Training required by the Retail, Hospitality, and Tourism (RHT) industries within the
Central Valley/Mother Lode Region. New grant funding, which now subsidizes WpLRC staffing
and operations, is shifting from the previously “WpLRC” branded centers, through a new five
year initiative (2013-2018) to enhance our CCC EWD/CTE training capacities, across eight
growth Sectors in the Central Valley/Mother Lode, including RHTLE.
This is associated with a new push towards alignment between EWD-CTE Workforce Training
(from the High School Career Academies, all the way through 4-Year University Transfer). In
this capacity, the Director of the WpLRC has assumed a new role as Deputy Sector Navigator
(DSN) for the Retail, Hospitality and Tourism-Learn & Earn Sector, in the Central
Valley/Mother Lode (hosted at Merced College). The RHTLE Sector is identified by EDD:
#1/#2 for State Job Growth; #3/#4 within the Central Region (2014). In the time since the
Regional RHTLE Industry Sector was launched at Merced College, RHTLE-related training
contracts for MCCD district companies, have expanded. WpLRC was already known as a
specialist in Customer Service trainings, as 15 years of the Customer Service Academy (CSA)
modules have demonstrated. Merced College’s CSA Model has been infused into 72 of 112
Community Colleges in California. The hosting of RHTLE enhanced this reputation for training
expertise. [Note: the CSA is conjoined; Credit & WpLRC. Mrs. Jonae Pistoresi, Full-Time
Business Professor in traditional credit programming originated the CSA program and modules
are requisite Business Courses.
5
Section III: Progress on SAOs
Please summarize the progress this program has made on Service Area Outcomes/Student
Learning Outcomes (SAO/SLOs) assessments at the course and program level since its last
review.
2013-2014
c) Increase by 5% the number of Retail, Hospitality, or Tourism industry contracts.
d) Increase by 10% the number of Retail, Hospitality, or Tourism participants in open
classes.
Program Year
2013/14
Program Year
2014/15
[through 2nd Qtr] % Increased
Total Number of Businesses
Served: 61 103 168%
Number of Students Served: 305 102 33%
Number of Employees Served: 317 1,116 352%
Total Program Completions: 522 1,219 233%
Total Hours Credit/Not-for-Credit 2,714 5,774 212%
How the findings of those assessments have been utilized to improve service/student
learning.
As a result of these findings, the Workplace Learning Resource Center program is focused on:
Established ongoing partnerships with:
Inside CC System Outside CC System
CCCCO (EDPAC, Sector
Navigators, TAs, Deputy
Sector Navigators)
Central Valley Higher
Education Consortium
(CVHEC)
Central California
Community Colleges
Committed to Change (C6)
Consortium
California Community
Colleges Success Network
(3CSN)
California Partnership for the San Joaquin Valley
California Central Valley Economic Development Corporation
Central California Workforce Collaborative
Great Valley Center
Local Schools, Offices of Education (Academies, ROCP's)
San Joaquin Valley College, Heald College, and ITT Institute
California Association of Bed and Breakfast Inns (CABBI)
California Hotel and Lodging Association (CH&LA)
American Hotel and Lodging Association (AH&LA)
Western Association of Food Chains (WAFC)
Delaware North Companies Parks and Resorts
Native American Gaming Association
Merced Mall, Fig Garden Village Association, Sierra Vista Mall
Mother Lode Job Training and Tuolumne County Business Alliance
Regional Retail, Hospitality, and Tourism businesses
6
Developed Skills Standard process, to receive more feedback into our course offerings
and whether they are meeting the needs of our regional industry employers/associations
or not.
Budgeted funds for advisory meeting and/or surveying expenses as well as additional
marketing funds for advertising campaigns.
Staff development on additional online offerings and effective marketing techniques.
Also, involving staff in offering trend research and analysis as well as Return On
Investment scenarios.
2014-2015
Section IV: Plan for Assessing SAOs
Include a plan for assessing the course and program SAOs that have not been assessed at
this time.
2013-2014
Workplace Learning Resource Center plan for assessing the program SAOs that have not been
assessed at this time.
SAO Grid
Communication Computation Cognition Global and Community
Consciousness &
Responsibility
Personal
Development and
Life Long Learning
Program SAO #1
Increase by 5% the
number of Retail,
Hospitality, or
Tourism industry
contracts.
X X X
Program SAO #2
Increase by 10% the
number of Retail,
Hospitality, or
Tourism participants
in open classes.
X X X
Assessment Method Time period of assessment
WpLRC
Program SAO #1 Increase by 5% the number of Retail,
Hospitality, or Tourism industry contracts.
Direct: Excel Contract
Spreadsheet
Monthly – Quarterly
Program SAO #2 Increase by 10% the number of Retail,
Hospitality, or Tourism participants in open
classes.
Direct: Participant Forms
Direct: Launchboard
Monthly
Quarterly – Annually
7
WpLRC anticipates a shift, starting this year, into the use of LaunchBoard reporting (per the new
requirements of a Doing What Matters CTE/EWD metrics dashboard, initiated in July 2014).
The exact standards for loading Not-for-Credit EWD enrollment/completion data into
LaunchBoard, via MIS, is still being determined by the CCCCO. WpLRC utilizes an
Augusoft/Lumens 3rd
party proprietary registration platform to track fee-based and not-for-credit
student course data (joint subscription with other BRC Programs), but has already proceeded to
revise the Class Climate Surveying tool used by students (in WpLRC course evaluations), to
better track if they’re attending class under the auspices of the Retail, Hospitality, Tourism
Industry. Further updates are anticipated from CCCCO in 2015-2016. “Momentum Points”
(MPs) will be selected for tracking, annually (per stipulations from CCCCO; Central Regional
Consortium; California RHTLE Sector Navigator; and CA-State EWD Legislation).
Section V: Other Relevant Data
Please summarize any other relevant data that has occurred since completion of the last
planning document, whether a comprehensive review or annual planning document.
The Skill Standards for Customer Service, a 166 page Report that details feedback from over
forty (40) Regional RHT Employers, was published in October 2014. The level of detail
included, regarding the performance required from future graduates of our Educational System
(K-12; Community College; University: Central Valley/Mother Lode), requires further
consideration in Program Reviews. Full report data is loaded at: www.centralvalley-
motherlodeRHT.org [a new RHTLE Regional website].
Section VI: Status Update on the 5-Year Planning Goals
The Workplace Learning Resource Center program status update on the 5-year Planning
Goals identified in the most recent comprehensive program review are as follows:
A. Strengths and Improvements Needed
1. Summarize the strengths of the program’s services and outcomes.
Work with other Economic and Workforce Development Centers to develop outcome
measurement tools.
On Target? Yes
8
Still Relevant? Yes, but with a title change from Centers Network of
Sector Navigators, Deputy Sector Navigators, and Central/Mother Lode
Region Consortium Chair
Change in the priority of your 5 Year Planning Goals? No
Follow guidelines set by the Chancellor’s office for reporting.
On Target? Yes
Still Relevant? Yes
Change in the priority of your 5 Year Planning Goals? No
Expand regional partnerships with business, industry, college and other economic and
workforce development providers.
On Target? Yes
Still Relevant? Yes
Change in the priority of your 5 Year Planning Goals? Yes, primary
industry of focus is Retail, Hospitality, and Tourism
Identify alternative funding sources to provide additional WpLRC and Contract
Education services to regional clients.
o On Target? Yes
o Still Relevant? Yes
o Change in the priority of your 5 Year Planning Goals? No
2. Summarize the areas where the program’s services and outcomes could be
improved.
Utilization of the Skill Standards for Customer Service integrated into of Retail,
Hospitality, and/or Tourism training curriculum.
o On Target? Yes
o Still Relevant? Yes
o Change in the priority of your 5 Year Planning Goals? Yes, new industry
priority and therefore new opportunities for training modules
The work activities are prescribed in the grant work plan. Adjustments may be
required, in the nearer term (before the next scheduled WpLRC 5-year
Comprehensive Review, in 2018), based on revised funding/RFA priorities from the
CCCCO’s Doing What Matters campaign, now underwriting the RHTLE DSN (as
described above). Staff turnover and revenues are expected to also affect relevancy.
o On Target? Yes
o Still Relevant? Yes
o Change in the priority of your 5 Year Planning Goals? Yes, new industry
priority and metrics
More emphasis on Regional collaboration in project development and Workforce
Training (EWD). More emphasis on tracking completion and enrollment data in the
new LaunchBoard CTE/EWD metrics dashboard. Possibly a staffing reorganization.
o On Target? Yes
o Still Relevant? Yes
9
o Change in the priority of your 5 Year Planning Goals? Yes, new industry
priority and tracking system
B. Plan for Improvement
What strategies/activities will you employ to increase program effectiveness? How are these
strategies related to your program’s goals and objectives? How would they improve program
outcomes?
2013-2014
a. GOAL: To increase industry contracts by 5% from the Retail, Hospitality, or Tourism
industry.
Strategy: Refresh marketing tools to target Retail, Hospitality, or Tourism
businesses.
Activity: Create marketing plan to outreach to Retail, Hospitality, or Tourism
businesses.
o On Target? Yes
o Still Relevant? Yes
o Change in the priority of your 5 Year Planning Goals? Yes, new
industry priority
a. GOAL: To increase the number of employees enrollment by 10% from the Retail,
Hospitality, or Tourism industry.
a. Strategy: Refresh marketing tools to target Retail, Hospitality, or Tourism
individuals.
b. Activity: Create marketing plan to outreach to Retail, Hospitality, or Tourism
employees.
o On Target? Yes
o Still Relevant? Yes
o Change in the priority of your 5 Year Planning Goals? Yes, new
industry priority
The team has worked toward the following product and service, programs, and marketing goals
and listed below are some of the targets for research and implementation for the next 2 years
(2013-2015):
Products & Services
Goal: Description: Action Steps: Priority
a. Online
Webinar
Learning
(OWL)
Webinars available 24/7 taught by WpLRC presenters
and including:
1. All CSA and other WpLRC classes.
2. PowerPoint, video inset, audio.
3. Interactive pre- and post- assessments.
4. Evaluations and feedback.
5. Support products: manuscripts, CD pack.
6. Support email help desk.
7. Support phone for relaying requests to pertinent
support person.
A. Research and select webinar apps
B. Connect with Coastline College to
explore options for hosting online
courses
C. Produce pilot webinar
D. Evaluate, improve, test, and expand
E. Webinar promotion and sales
Med
b. Hybrid Classes combining of scheduled face-to-face and A. Connect with Coastline College to High
10
Online
Learning
(HOL)
online interaction with an instructor plus 24/7 various
online interactions and learning.
1. Live on-site class sessions at least for first
(orientation) and final (commencement).
2. Middle classes either live-onsite or live-online.
3. Learning Assignments for each session.
4. Social media group forum to resource and interact
with participants. Instructor checks in
periodically.
5. Blackboard group forum to resource and interact
with participants. Instructor checks in
periodically.
6. Conference calls as scheduled in-between class
sessions.
explore options for hosting online
courses
B. Inaugurate “Supervisors’ Boot Camp”
six class program as a pilot. Length 3-
6 months.
C. Facebook group setup
D. Conference call set up
E. Evaluate, improve, test, expand
c. Learning
Products &
Sales Aides
Product productions and sales of:
1. Manuals,
2. Books,
3. Binders,
4. Workbooks,
5. CDs and/or DVDs, and
6. Other media related to trainers, instructional
topics.
Sold at events, at the BRC, MC bookstores, and at
WpLRC online store.
A. Create a CSA book, e-book,
workbook and CD set.
B. Bundle the product(s) and train
instructors and sales reps.
C. Promote and sell.
D. Evaluate, improve, test, and expand.
Med
d. Promotional
Products
WpLRC themes, mottos, and sayings in collaboration
with event related promotional products such as:
1. T-shirts and caps,
2. Pin, keychain, and mugs
3. Training tools, and
4. Video packages, etc.
To be sold in a Business Resource Center venue
(online store, shop, or exhibit booth).
A. Test and develop WpLRC themes,
mottos, and sayings.
B. Create pilot set of products.
C. Promote and sell.
D. Evaluate, improve, test, and expand.
Med
e. Participant
Affiliation &
Membership
Membership in the WpLRC Alumni Association
affording participants an on-going relationship with the
WpLRC team and participants.
A. Create an alumni association with
special entrance requirements (e.g.,
completion of all 10 CSAs, etc.),
privileges, and products.
B. Platinum, gold, and silver
memberships.
C. Promote events, discounts, products to
continue engagement, loyalty,
goodwill, and future sales.
D. Free lunchtime/evening chat calls for
former and future participants.
Record and place online.
Med
f. Customized
Executive &
Staff
Development
Programs
(Inner Circle
Program)
WpLRC provides and promotes customized, high-end,
outcome-based coaching and mentoring. Executive
and Staff Consulting, Coaching, Mentoring Programs
to train, facilitate, and package for companies and
organizations looking for more than classroom training.
A. Design coaching module.
B. Design mentorship module.
C. Design resource tool and website for
group interaction and resourcing of
clients.
D. Train consultants.
E. Publish on website.
F. Promote and sell.
G. Evaluate, improve, test, and expand.
High
g. Facility Usage Testing Center A. Conduct In-Depth Research on High
11
GRE
GED
SAT/ACT
NCLX
NISM
Industry Certifications
Others (On Demand)
Rentals
Conference center
Business incubator space
Coop office space
HR/Payroll Virtual Office Asst space
Exemplary Testing Centers (minimum of
3)
B. Becoming A Testing Center Affiliate
(minimum of 25 tests)
C. Recruit/Hire Proctor (once testing
profits exceed $1,500/mo)
D. Expand Hours of Operation (once
testing exceeds 20 people per day)
E. Develop Marketing Piece/Online
Presence as a Testing Center
F. Establish A Marketing Campaign &
Plan
A. Conduct In-Depth Research on Rental
Agreements/Fee Structures (minimum of 3
in the local area, and 3 in the region)
B. Revise rental agreement package
C. Develop Marketing Piece/Online
Presence as a Rental Facility
D. Establish A Marketing Campaign &
Plan
E. Recruit/Hire weekend host (once
weekend rental agreements exceed 1
event/month)
Programs
Goal: Description: Action Steps: Priority
a. WpLRC/
Contract
Education
Academies
Customer Service Academy (10 modules)
Technology Academy (Microsoft Office, Social
Media for Your Business, Skype, Adobe Creative
Suite, Mobile Device Applications, Google Docs,
Blogging, Podcasting, Business Communication,
Constant Contact)
Communication Academy (Successful Business
Speaking, Professional Business Writing, Effective
Meetings, Trainer Facilitation Skills)
Diversity Academy (Generational and Cultural
Diversity)
Supervisor Boot Camp (6 sessions)
Certification Academy (Sexual Harassment AB
1825, ServSafe, Smog Update; Other Options:
HazMat, OSHA, Emergency Response, TI & TII
Water Certifications, Forklift, Trucking, etc.)
Leadership Excellence Institute (Maximizing Your
Leadership, Managing People, and Moving with
Change)
A. Develop Targeted Industry Marketing
Pieces
B. Establish A Marketing Campaign &
Plan
A. Develop/Massage Curriculum
B. Develop Targeted Industry Marketing
Pieces
C. Establish A Marketing Campaign &
Plan
A. Develop/Massage Curriculum
B. Develop Targeted Industry Marketing
Pieces
C. Establish A Marketing Campaign &
Plan
A. Develop Targeted Industry Marketing
Pieces
B. Establish A Marketing Campaign &
Plan
A. Develop/Massage Curriculum
B. Develop Marketing Piece
C. Establish A Marketing Campaign &
Plan
A. Develop Marketing Piece
B. Establish A Marketing Campaign &
Plan
C. Explore Additional Certifications
(HazMat, etc.)
A. Develop Curriculum
High
High
Med
High
Med
High
12
B. Develop Marketing Piece
C. Establish A Marketing Campaign &
Plan
Med
b. Contract
Education
Industry
Training
Certifications
Health Care
Agriculture
Manufacturing
Education
o In-services
o Parent leadership training
o Volunteer training
Hospitality & Retail
o Casinos
Indian Territory
o Hotels/Lodging
Holiday Inn Express,
Courtyard Marriott
o Restaurants
o Corporate
o Shopping Strips/Malls
Merced Mall
o Financial Institutions (banks, credit unions)
o Supply Stores (office, home/garden)
o Fast Food
Taco Bell
McDonalds (Abbate)
A. Conduct In-Depth Research on
Potential Certifications for Primary
Industry Sectors
B. Explore Merits of In-Person vs. Online
Training for Each Training
C. Recruit Instructors
D. Develop/Adopt Curriculum
E. Develop Targeted Industry Marketing
Pieces
F. Establish A Marketing Campaign &
Plan (working with WpLRC,
local/regional/state associations, chambers,
and EDCs)
G. Write Grant(s) for Additional Seed
Funding
High
c. Other
Training
Options
Organizational Change
Advanced Conflict Management/Resolution
Advanced Communication
Facilitation Workshops
Retreats (hospitals, management teams, leadership
teams, non-profits)
Aviation Mechanic
CASRA (regional/statewide)
Call Center (phone etiquette, customer service)
A. Conduct In-Depth Research on
Potential Clients
B. Explore Merits of In-Person vs. Online
Training for Each Training
C. Recruit Instructors
D. Develop/Adopt Curriculum
E. Develop Targeted Client Marketing
Pieces
F. Establish A Marketing Campaign &
Plan (working with WpLRC,
local/regional/state associations, chambers,
EDCs, schools, hospitals)
G. Write Grant(s) for Additional Seed
Funding
High
d. Summit Local
Regional
1-Day
MARKETING PLAN AUGUST 2012:
o Sending notes and a few brochures to all speakers
and panelists encouraging them to send some of
their people.
o Marketing the Summit to MC Management Team
(maybe a discount??)
o Personally calling people who came last year who
have not signed up yet (Safeway, Curves, Amy
Marchini, MSEFCU, etc.)
MERCED – Fall (Sept 14, 2012)
LOS BANOS – Spring
A. Develop Agenda Ideas/Workshop
Topics – Jan
B. Recruit Sponsors (min of $5,000) –
Feb-Mar
C. Identify Presenters/Panelist – Feb-Mar
D. Create Registration Brochure – Mar-
Apr
E. Set Up Staffing Plan – Roles &
Responsibilities – Apr
F. Arrange for Facilities – Apr
G. Establish A Marketing Campaign &
Plan – Apr
Med
13
o Full page ad in Sun-Star
o Press Releases to newspapers (Sun-Star might not
print yet, but Merced County Times will) – Last 3
weeks of Aug through date of Summit (Tues &
Sat)
o Email blast from Chamber – Jun, Jul, Aug
o Posters around town (50-100) – Aug (1st 2 weeks)
o Press release (mid-August)
o Merced Matters article (end of August)
o Pass out brochures at all CSA classes at BRC and
on campus – Aug
H. Set Up Registration Systems (Phone,
Online, In-Person) & Reprographics
Printing of Brochures (Start Registrations
by 6/1/12) – May
I. Arrange for Catering – Jul-Aug
J. Order Materials/Supplies/
Marketing Pieces/Panelist Gifts – Jul-Aug
K. Email Sponsors w/Summit Details &
Request 3 Free Participants/Marketing
Goals for Summit (1 month ahead of time)
– Jul-Aug
L. Email Presenters w/Summit Details &
Request Presentation Materials –
PowerPoint & Handouts (1 month ahead of
time) – Aug
M. Email Panelists & Monitors w/Summit
Details (1 month ahead of time) – Aug
N. Place Duplication Orders for Presenter
Presentations (2 weeks ahead of time) –
Aug
O. Email Presenters, Panelists, Monitors,
Sponsors, & Volunteers w/Summit Is Here
Information (1 week ahead of time) – Sep
P. Confirm Final #s w/Catering
Q. Volunteer Recruitment & Training (3
days ahead of time)
R. Review Room/Facility Set Up
w/Janitorial Staff
S. Review Room Layout &
Registration/Pre-Conference Stations
T. Thank You Letters to T. Thank You
Letters to Presenters/Panelist/MCCD
Administration, Staff, Volunteers (w/in 3
days of Summit)
U. Follow Up Email to all Participants
(w/in 3 days of Summit)
V. Follow Up Appts (w/in 14 days of
Summit)
e. Conference Regional
Statewide
National
3-Day
MARKETING PLAN SEPTEMBER 2012:
o Sending notes and a few brochures to all speakers
and panelists encouraging them to send some of
their people.
o Marketing at the League of California Cities
Conference in San Diego (Sept 4-7, 2012 – John
Parker/Becky Barabe)
o Marketing at the RCRC Annual Meeting (Sept
19-21, 2012 – John Parker/Terry Plett??)
o Personally calling people who have left business
cards at outreach events
MONTEREY – May 2-4, 2013
LAS VEGAS – Fall 2013-Spring 2014
HAWAII – Spring 2014-Spring 2015
A. Identify Location for Conference
B. Arrange Specifications for Conference
Location & Execute Contract – Rooms,
Technology, Lodging, Catering (minimum
of 9 months ahead of time)
C. Develop Agenda Ideas/Workshop
Topics (minimum of 9 months ahead of
time)
D. Recruit Sponsors (min of $25,000)
E. Identify & Invite Presenters/Panelists to
Conference (minimum of 8-9 months
ahead of time)
F. Create Registration Brochure (minimum
High
14
o Conference article and registration information in
next CalED newsletter (Sept-Oct 2012)
o Press Releases to newspapers and/or city/county
magazines
o Email blast from CalED and/or League of
California Cities
o Posters mailed out to cities/counties
of 7-8 months ahead of time)
G. Set Up Staffing Plan – Roles &
Responsibilities
H. Establish A Marketing Campaign &
Plan (minimum of 7-8 months ahead of
time)
I. Set Up Registration Systems (Phone,
Online, In-Person) & Print Services for
Registration Packets (Release 7-8 months
prior to conference)
J. Order Materials/Supplies/
Marketing Pieces/Panelist Gifts (3-4
months ahead of time)
K. Email Sponsors w/Conference Details
& Request 3 Free Participants/Marketing
Goals for Conference (2-3 months ahead
of time)
L. Email Presenters w/Conference Details
& Request Presentation Materials –
PowerPoint & Handouts (6 weeks ahead of
time)
M. Email Panelists & Monitors
w/Conference Details (6 weeks ahead of
time)
N. Confirm Final #s for Lodging (4-6
weeks ahead of time)
O. Place Duplication Orders for Presenter
Presentations (4 weeks ahead of time)
P. Confirm Final #s for Catering (2-4
weeks ahead of time)
Q. Email Presenters, Panelists, Monitors,
Sponsors, & Volunteers w/Conference Is
Here Information (2 weeks ahead of time)
R. Volunteer Recruitment & Training (3
days ahead of time)
S. Review Room/Facility Set Up
w/Conference Facility Staff (1 week ahead
of time)
T. Review Room Layout &
Registration/Pre-Conference Stations (1
day ahead of time)
U. Test all technology to confirm all is
functioning (1 day ahead of time)
V. Thank You Letters to
Presenters/Panelist/MCCD Administration,
Staff, Volunteers (w/in 3 days of
Conference)
W. Follow Up Email to all Participants
(w/in 3 days of Conference)
X. Follow Up Appts (w/in 30 days of
Conference)
Marketing
Goal: Description: Action Steps: Priority
a. Live & In Fairs and other public events A. Create prospect lists High
15
Person Service Organizations free promo and presentations
(Chamber, Rotary, Kiwanis, Lions, etc.)
Company or organization free promo
B. Design free promotional PowerPoint
presentations and literature
C. Develop and train presenter team-
members
D. Publish, promote, and book free
events
E. Follow up with emails, live calls, and
visits
F. Book paid events and participants
b. Radio & TV Public Service Announcements (PSAs)
Regular promo interviews
Business card ads
A. Research radio and TV free publicity
opportunities
B. Event schedule and staff booking
Med
c. Direct
Marketing
Campaigns
Postcards
Letters
Flyers
Brochures
Post posters/flyers (Senior Center, City Hall, County
Admin Building, Mental Health, Human Services
Agency, Multicultural Arts Center, J&R Tacos, etc.)
A. Research, plan, train staff, schedule,
do
B. Evaluate, improve, test, expand
High
d. E-Marketing
Campaigns My Merced
Craigslist
MC-ALL Notices
C. Research, plan, train staff, schedule,
do
D. Evaluate, improve, test, expand
High
e. E-Newsletter/
Newspaper Inserts
Email Connie Hodges at Merced SunStar for
“Around Town” column articles/press releases
Email Robin Shepard for press releases
Place ads with Impact Marketing
E. Research, plan, train staff, schedule,
do
F. Evaluate, improve, test, expand
High
f. Constant
Contact/Blog
E-Blasts
Weekly posts
Monthly announcement/updates
Quarterly article(s)/video(s)
A. Design processes to capture emails in:
a. Trainings
b. On website
c. From meetings
d. Through email communications
B. Create plan, train staff, schedule, do
C. Evaluate, improve, test, expand
g. Phone Live Calls based on referrals, leads, and market
demographics
G. Research, plan, train staff, schedule,
do
H. Evaluate, improve, test, expand
Med
h. Website
development Website pages enhancement
o Participant resources
o Events
o Testimonials
o Services
o Staff
o Store
o Menu
A. Analyze current site
B. Set up Google metrics or similar
C. Add / Improve pages
D. Evaluate, improve, test, expand
High
i. eZIne Blog: eZine weekly tips and news A. Analyze current
B. Schedule blog themes, articles
C. Recruit blog writers
D. Evaluate, improve, test, expand
High
j. Email
subscription
and sales
Opt-in subscription portal
Auto-responder prescheduled emails leading to
product sales and class sign-ups
A. Create opt-in portals for WpRLC
website and eZine, and WpLRC-SM
sites
B. Select Shopping cart or other provider
Med
16
back site
C. Write schedule and post auto
responder articles
D. Target events, product, service sales
and sell
E. Evaluate, improve, test, expand
k. Social Media
Management HootSuite, or similar, coordinating dashboard of
multiple SM provides consistency and continuity
D. HootSuite subscribe, train, and get
certification
E. Coordinate all major SM
F. Train staff to maintain
High
l. Social Media
Facebook Facebook fan page, groups, store A. Create FB use plan for WpLRC
B. Staff and Inaugurate FB use plan for
WpLRC
C. Evaluate, improve, test, expand
Med
m. Social
Media Twitter Follower capture leading to product sales and class
sign-ups
A. Create FB use plan for WpLRC
B. Staff and Inaugurate FB use plan for
WpLRC
C. Evaluate, improve, test, expand
Med
n. Social Media
LinkedIn Instructors, Staffers sign-up
Start groups
Join Groups
A. Create FB use plan for WpLRC
B. Staff and Inaugurate FB use plan for
WpLRC
C. Evaluate, improve, test, expand
Med
o. Social Media
YouTube YouTube WpLRC TV Shows –
Get acquainted interviews presenters/leaders
4-8 minutes presentation of various topics by
presenters
On the spot interviews of participants
A. Set up simple studio at the BRC
B. Schedule and produce mini-shows
C. Publish and promote show
D. Evaluate, improve, test, expand
High
p. Google
AdWords Pay per click keywords to capture interested
customers
A. Research cost of keywords
B. Estimate budget
C. Set up program
D. Evaluate, improve, test, adjust
Low
Section VII: Program Goals/Projects Not Completed
Were there goals or projects that your program was not able to complete? List the items
and provide a summary of the barriers that kept your program from attaining the goals.
As the planned 5-year CCCCO Doing What Matters for Jobs and the Economy initiative rolls-
out, time constraints on the dual role as both DSN/WpLRC Director, have become obvious.
Merced College’s new Strategic Plan focuses on increasing partnerships with our Business
Community; the WpLRC will be integral to this effort. The WpLRC already maintains ties
with almost all our major stakeholders, across the District. Whenever area Employers need the
College to service their training/workforce needs, WpLRC’s historic ability to deliver high
quality services speaks volumes. Its continuation will depend on adequate staffing and support
staff is critical to the services delivered through WpLRC.
17
Current WpLRC funding contractually obligates the DSN to service all twelve community
colleges in the Central/Mother Lode Region, on an 80% load-time basis. The host college
receives 20% of the DSN’s load-time. The time required to service the entire Central Valley/
Mother Lode Region (California’s largest), precludes a full-time, on-site presence for the
WpLRC Director at the BRC. This Region encompasses: Kern, Kings, Tulare, Fresno, Madera,
Merced, Stanislaus, San Joaquin, Mariposa, Tuolumne, Calaveras, Amador, Inyo, and Mono
Counties as well as eleven (soon to be twelve) California Community Colleges. Fortunately,
DSNs have not been required to travel 80% of the time, and Regional business may be conducted
(whenever possible), via various electronic communication channels. At the same time, many
CCCCO Regional or Sector wide meetings and RHT events are not announced far in-advance,
and require expedited out-of-district travel. Currently the on-site BRC presence for the
DSN/WpLRC Director is estimated to have averaged 20 Hrs/Wk, in the first full year of the new
grant-funding. Revenues have been maintained and have grown.
Section VIII: Additional Resources
Provide a summary of donations received and activity/use of donation.
Donations: N/A.
Match: Employer/Chamber staffing to participate in a Skill Standards process, meeting facilities
for gatherings and events, and public relations outreach and support.
Provide a summary of the fundraiser and the use of the generated funds. Explain why the
categorical budget could not provide funding.
Fundraising: N/A.
Section IX: Updates on Grants, External Reviewers, & Advisory Committees
Provide an update on any Grants, External Reviewers, and Advisory Committees.
Grants:
2013-2014 California Community College Chancellor’s Office SB1402 Grant #13-161-
001 $200,000, to host RHTLE Sector DSN.
2013-2014 California Community College Chancellor’s Office 1070 Grant #13-161-001
$100,000 for DSN service of K-12/Career Pathway Trust partners in the Region.
2014-2015 California Community College Chancellor’s Office SB1402 Grant #14-161-
001 $200,000 (renewed), to host RHTLE Sector DSN.
18
2014-2015 El Camino College EWD/Workforce Training Sub-Contract $50,000, to
complete four (4) regional RHTLE Boot Camps.
Expected in Spring 2015: 2014-2015 Renewal of California Community College
Chancellor’s Office 1070 Grant #14-161-001 $100,000 for DSN service of K-12/Career
Pathway Trust partners in the Region.
2014-2015 California Community College Chancellor’s Office Industry-Driven Regional
Collaborative (in partnership with West Hills College Lemoore and College of the
Sequoias) for $258,280.
External Reviewer: RHTLE Grant 2014-2015: CCCCO fiscal monitor is Mr. Jean Claude
Mbomeda and program monitor is Laura Casillas; RHTLE Statewide Sector Navigator is Phil
Sutton; and Central/Mother Lode Region Consortium Chair is Shelly Connor (State Center
Community College District).
Advisory Committee:
Customer Service Skill Standards RHT Industry Advisory (Report; October 2014).
HR Directors Gatherings of WpLRC Client Companies/Area Employers: 8/20/2014 & 2/04/2015.
Merced College Joint WpLRC- Business Department Annual Advisory Meeting: 1/14/2015.
Section X: Awards and Honors
Provide a list of awards, honors and recognition your program has received. List the
award and explain the purpose of the award. If funding was included with the award or
honor, include the amount and how the funds were utilized by the program.
Awards: N/A
Honors:
Certificate of Special Congressional Recognition; CSA 15th Anniversary; Congressman Jim Costa
Certificate of Recognition; California Assembly; CSA 15th Anniversary; State A.M. Adam Gray
Certificate of Recognition; California Senate; CSA 15th Anniversary; Senator Anthony Cannella
Section XI: Partnerships
Provide a summary list of partners in your program. Include the name and their role in
partnering with your program.
Anchor Employer/RHTLE Partnerships are as follows (also on www.CentralValley-
MotherLodeRHT.org linked at a landing page through the Business Solutions Icon):
19
North Valley/Mother Lode: Stanislaus Culinary Arts Academy/ROP, Black Oak
Casino/Tuolumne Mi-Wuk, Stockton Convention & Visitor’s Bureau, Merced Chamber, Merced
County Workforce Investment Board (WIB), DoubleTree Hilton-Modesto, and VIA Trailways.
HOTELS, F & B CONCESSIONS, CASINO, VINEYARD, M.I.C.E., CHEESE FACTORY TOUR
GOLF COURSES, MUSEUMS, THEATRE VENUES, GAMES, PARKS, AIRPORT, C.V.B.s,
PARTICIPATING COMPANIES IN THE “SKILL STANDARDS FOR CUSTOMER SERVICE” PROJECT:
RETAIL STORES, E-COMMERCE,, OUTLET SHOPPING MALL, MAIN STREET PROGRAM
20
Central Valley: Delaware North Company (Yosemite & Kings Canyon-Sequoia), Fresno/Clovis
Convention & Visitor’s Bureau, Fresno H.S. ROP Programs, Visalia/Tulare H.S. ROP Programs,
Lyle Center for Entrepreneurship.
South Valley: Bakersfield H.S. ROP Business Program, Taft H.S. ROP Business Program,
Kern County Workforce Investment Board (WIB), Bakersfield Chamber; Bishop (Mono) H.S.
ROP Biz/Hospitality Program.
Primary Manufacturing Partnerships are as follows:
1. Blue Diamond Growers
2. Dole Packaged Foods
3. E&J Gallo Winery
4. Foster Farms
5. Hilmar Cheese Company & Ingredients
6. Ingomar Packing Company
7. Joseph Gallo Farms
8. Kagome
9. Laird Manufacturing
10. Liberty Packing
11. Malibu Boats
12. McLane
13. Mercer Foods
14. Quad Graphics
15. Safeway, Inc.
16. SunTherm Inc.
17. Teasdale Quality Foods
18. The Morning Star Company
19. Veolia Water
Primary General Partnerships are as follows:
1. ALIA Corporation/McDonalds
2. Black Oak Casino
3. California State University, Stanislaus (CSUS)
4. Castle Family Health Centers
5. Central Valley Collaborative (CVC)
6. Central Valley Occupational Center (CVOC)
7. City of Los Baños
8. City of Merced
9. Dignity Health Medical Group Merced
10. Educational Employees Credit Union (EECU)
11. Golden Valley Health Center
12. Greater Merced Chamber of Commerce
13. Livingston Medical Group
14. Livingston Union School District
21
15. Los Baños Unified School District (LBUSD)
16. Merced City Schools
17. Merced College Career Advancement Academy
18. Merced College Fiscal Services
19. Merced College Human Resources
20. Merced College Management Association
21. Merced County Department of Mental Health
22. Merced County Human Resources
23. Merced County Office of Education (MCOE)
24. Merced County Office of Education (MCOE) Head Start
25. Merced Irrigation District
26. Merced Mall, Ltd.
27. Merced School Employees Federal Credit Union
28. Merced Union High School District (MUHSD)
29. Merced Union High School District (MUHSD) ASSETS Program
30. Modesto Irrigation District
31. Sutter Health Memorial Hospital Los Baños
32. Tachi Palace Hotel & Casino
33. The Superior Court of California, Merced County
34. Travis Credit Union
35. Turlock Irrigation District
36. University of California, Merced
37. Valley First Credit Union
38. Wells Fargo
39. West Hills Community College District (WHCCD)
40. Yosemite Community College District (YCCD)
Section XII: Community Events (to-date)
Provide a summary of community events your program participated in during review year.
Annual RHTLE Regional Advisory Meet-Ups:
o N. Valley/ML > Oakdale (Stanislaus Culinary Arts Academy): October 31, 2014
o S. Valley > Bakersfield (Chamber of Commerce): November 13, 2014
o Central Valley > Fresno (UC-Merced Extension Center): November 19, 2014
Madera Co. High School “Careers Day” Workshop (at-risk youth): November 21, 2014
Jr. Leadership Merced (Chamber), UC-Merced Tour Day Hostess: November 24, 2014
World Ag. Expo - Tulare, “H.S. Careers Day” [CITD Booth #1305]: February 12, 2015.
MCCD Transfer Fair, WpLRC/RHTLE “Career Training” Booth: September, 2014.
22
Section XIII: Resource Requests - detail your program’s specific needs.
Please briefly explain why the need(s) listed below are necessary to improve your program.
In your justification, please focus on program outcomes.
1. Equipment:
a. Needs: New/Replacement equipment needed in a 3-5 year life cycle might include:
Assisted hearing devices
Podium computers
Podium document cameras
Classroom projectors
Classroom screens
Mobile interactive whiteboard
Instructor laptops
Staff computers/printers
Office copier
Capacity for online courses (webcams, video equipment, editing equipment)
Maintenance and repairs on Mobile Training Unit
New/Replacement technology needed in a 3-5 year life cycle might include:
Instructional supplies of VHS to DVD replacement needed
Digital camera
Updated Microsoft Office software
Lumens subscription
Constant Contact subscription
Salesforce membership (free now)
LERN membership
Capacity for online courses (servers, platform such as Blackboard/Moodle)
b. Updated Justification: The 3-year lifecycle of staff computers will be outdated by
2015 and we will need to replace the existing machines. The 3-year lifecycle of the
office printers are currently outdated as of 2013. The 3-year lifecycle of the office
copier is currently outdated as of 2013. In addition, with the increase focus in
online/distance education opportunities, we will need to purchases and maintain
servers, platform supports in order to continue offering just-in-time training for the
community.
o On Target? Yes
o Still Relevant? Yes
o Change in the priority of your 5 Year Planning Goals? Yes, need to add Office
printers and copier as well as online training set up and equipment.
2. Staffing:
a. Needs: Recognizing that the Workplace Learning Resource Center is self-supporting,
staffing for the Workplace Learning Resource Center program is limited in its ability
to grow exponentially. However, there are two areas of growth that could elicit the
23
need for additional staffing in the future: 1) Online Training Programs, and 2)
Expansion of MCCD Credit Class. If these programs were to grow significantly and
the Workplace Learning Resource Center remained self-supported, then we would
need to add an Online Specialist and/or Marketer as well as additional District
Supported Training Assistants and/or Registrar. Lastly, there is one facility area of
growth that could elicit the need for additional staffing in the future: 1.) Events
Support – one full-time or two part-time event/program technicians in meeting the
increased community training and functions located at the Business Resource Center.
b. Justification: If sufficient growth is achieved in these areas, then the Workplace
Learning Resource Center would like to research the feasibility of adding these
positions to accommodate these areas. If additional growth is achieved in the
Business Resource Center facility, then WpLRC in conjunction with the District
would like to research the feasibility of adding the additional positions to
accommodate this area.
o On Target? Not yet launched
o Still Relevant? Yes
o Change in the priority of your 5 Year Planning Goals? No
3. Facilities:
Updated Needs: The Business Resource Center is in need of paint, signage, lighting,
carpet; lobby, classroom, and office furniture; outside seating and awning (Prop 39
funding may be an option as there are DSA approved covers that could be appropriate at
the BRC); restroom maintenance; No kitchen option for staff (sink needed,
microwave/refrigerator replacement). In addition, the Business Resource Center is in
need of professional food services equipment to support holding events and serving foods
such as: countertops, cabinets, food warming and holding equipment, refrigerator,
microwave, serving dishes, utensils, rubber mats, etc.
New Justification: Since the WpLRC is a self-sufficient program, this would be a district
contribution to the staff in updating the facilities in which the program operates. Lastly,
in order to provide additional food services for participants and partners in the
Community Service program, there is a need for complete installation of a food
prep/warming kitchen in Room 124 of the Business Resource Center (as designated in the
original blueprints). Conversion of this room would support a fully equipped food
prep/warming kitchen along with custodial and event storage.
o On Target? Yes
o Still Relevant? Yes
o Change in the priority of your 5 Year Planning Goals? Yes, need support to
maintain office, classroom, and open spaces for the program in order to serve the
community businesses.
4. Supplies, Technology, etc.:
Updated Needs: The WpLRC program utilizes a variety of technologies that are critical
to the process of proving services to the community, such as: updated Microsoft Office
software, Adobe Suite, Augusoft/Lumens subscriptions for registrations and online class
24
access, Constant Contact subscription for communication with potential participants,
LERN membership for technical assistance and reporting, and various association
memberships for industry partnerships.
New Justification: Since the WpLRC is a self-sufficient program, this would be a partial
district and partial categorical contribution to the program in sustaining the program’s
operations and functionality. o On Target? Yes
o Still Relevant? Yes
o Change in the priority of your 5 Year Planning Goals? Yes, need to maintain
these technologies in order to function effectively as a program and serve the
community participants and businesses/employers in a seamless manner.
5. Staff Development:
a. Needs: The current staff development needs are in computer software: Intermediate
and Advanced Microsoft Excel, Adobe InDesign and Photoshop, Intermediate
PowerPoint, Social Media (Facebook, Blogging, Word Press, YouTube), and video
editing/design software tools. Additionally, there is a need for training on
Augusoft/Lumens, EventBrite, and Launchboard functions and software capabilities
(the online registration systems that the WpLRC/DSN uses for workshops, classes,
trainings, and activities). Lastly, as the need for seeking outside funding, the
possibility of grant writer training and/or marketing is becoming more prevalent).
b. Justification: Training and development in these areas will better equip our staff to
serve the customers and businesses participating in our program.
o On Target? Yes
o Still Relevant? Yes
o Change in the priority of your 5 Year Planning Goals? Yes, need to add
InDesign and Photoshop staff development as well.
25
Section XIV: Yearly Objectives
Each objective should be connected to a 5-year planning goal, and, when applicable, to a program SAO, an Institutional SLO,
and a Merced College Strategic Planning Goal. Objectives should be entered in priority order, with Objective 1 being most
important. Some yearly objectives may arise that do not directly connect to the 5 Year Planning Goals; if so, provide a brief
rationale as to how this objective is relevant to the strength of the program.
Priority Objective 5 Year Planning
Goal
Person(s)
Responsible
Timeline Resources Program
SAOs
Institutional SLOs Strategic
Planning Goals
1. LaunchBoard MP18 Align WpLRC
programs/curricula
w/RHTLE Sector
employer training
needs
Contract
Education
Industry Training
DSN
Contract-
Coordinator
Contract-
Assistant
RHTLE
GRANT S
TIMELINE
2013-2018
Augusoft/
Lumens
Subscription
Class
Climate
Program
SAOs :
#1 & #2
Communication
Global and
Community
Consciousness &
Responsibility
Personal
Development and
Life Long Learning
Work with other
EWD Centers to
develop
measurement
tools.
2. LaunchBoard MP19
Align RHTLE Work
Readiness/Soft Skills
training programs to
Employer needs
WpLRC/
Contract
Education
Academies
DSN
Contract-
Coordinator
Contract-
Assistant
RHTLE
GRANTS
TIMELINE
2013-2018
Augusoft/
Lumens
Subscription
Class
Climate
Program
SAOs:
#1 & #2
Communication
Global and
Community
Consciousness &
Responsibility
Personal
Development and
Life Long Learning
Expand regional
partnerships
26
3 LaunchBoard MP 23
Update skills/
knowledge of RHTLE
Advisors/Faculty/Staff
via Regional RHTLE
Sector Website
Learning Products
& Sales Aides
h. Website
development
DSN
Contract-
Coordinator
RHTLE
GRANTS
TIMELINE
2013-2018
Image West
Web Hosting
services
retainer
Program
SAOs:
#1 & #2
Communication
Global and
Community
Consciousness &
Responsibility
Personal
Development and
Life Long Learning
Expand regional
partnerships
4 LaunchBoard MP31
Align Incumbent
Worker Training Skill
Sets to Occupation/
Market.
WpLRC/
Contract
Education
Academies
DSN
Contract-
Coordinator
RHTLE
GRANTS
TIMELINE
2013-2018
Augusoft/
Lumens
Subscription
Class
Climate
Program
SAOs:
#1 & #2
Communication
Global and
Community
Consciousness &
Responsibility
Personal
Development and
Life Long Learning
Expand regional
partnerships
5 LaunchBoard MP 29
Offer recognized 3rd-
party Industry
Certifications
(Nat’l/Trade/CA/Empl
oyer) or Credential
Contract
Education
Industry Training
DSN
Contract-
Coordinator
RHTLE
GRANTS
TIMELINE
2013-2018
Affiliation
Agreements
with RHTLE
recognized
Trade
Associations
Program
SAOs:
#1 & #2
Communication
Global and
Community
Consciousness &
Responsibility
Personal
Development and
Life Long Learning
Expand regional
partnerships
6 LaunchBoard MPs:
18/19/29
Sponsor additional
Workforce Readiness
Boot Camps and
WpLRC/
Contract
Education
Academies
DSN
Contract-
Coordinator
RHTLE
GRANTS
TIMELINE
2013-2018
Affiliation
Agreements
with RHTLE
recognized
Trade
Program
SAOs:
#1 & #2
Communication
Global and
Community
Consciousness &
Expand regional
partnerships
27
professional
development trainings
[$50K: July 2015]
Associations Responsibility
Personal
Development and
Life Long Learning
7 Maintain/Expand
current Client Base for
WpLRC Contract
Training
WpLRC/
Contract
Education
Academies
DSN
Contract-
Coordinator
Contract-
Assistant
RHTLE
GRANTS
TIMELINE
2013-2018
Staff Time &
Mileage
adequate
enough for
Sales Calls
2012-13
SAOs:
#1 - #4
Communication
Global and
Community
Consciousness &
Responsibility
Personal
Development and
Life Long Learning
Increase contracts
by 5%.
Enrollments by
10%: from
RHTLE Sector
8 DSN/Sector Support:
Back-Up While DSN
Covers Regional
Events (Travel)
Phone Support
Electronic Media-
Marketing
Confer Calls
DSN
Contract-
Coordinator
Contract-
Assistant
RHTLE
GRANT
TIMELINE
S
2013-2018
Staff
adequate
enough to
support Sales
Calls
2012-13
SAOs:
#1 - #4
Communication
Global and
Community
Consciousness &
Responsibility
Personal
Development and
Life Long Learning
Increase contracts
by 5%.
Enrollments by
10%: from
RHTLE Sector
28
Section XV: Other
If there is anything else you would like to be considered in your annual planning document,
please describe it here.
N/A.
Section XVI: Evaluation
1. Was the time frame for completion of the Program Review adequate? Yes
2. Was the Review Module clear and understandable? No
3. Was it easy to use? No
4. Were the questions relevant? Yes
5. Did you find the Program Review process to have value? Yes
6. Was the data you reviewed complete and presented in a clear format? Yes
7. Explain and offer suggestions: N/A
8. Please identify data source(s) used to provide data for this review: Augusoft/Lumens,
Participant Evaluations and Surveys, Launchboard (by 2018)
9. Explain and offer suggestions: N/A
10. Would you like additional data? N
11. Please offer any comment that could improve and/or streamline Program Review: N/A