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