Workforce Development Benchmark Project

Workforce Development
Benchmark Project
Kathy Yeager
Business Solutions Director
Johnson County Community College
Center for Business and Technology
12345 College Boulevard
Overland Park, KS 66210-1299
913-469-3845
kyeager@jccc.edu
December, 2006
Table of Contents Workforce Development Benchmark Survey
Executive Summary............................................................................................................................... ......1

Major Survey Findings........................................................................................... ........................1
College Visitations Major Findings............................................................................................... ..2
Introduction............................................................................................................................ .....................3
Purpose........................................................................................................................ ...................3
Methodology............................................................................................................................... ....3
Community College Survey Participants.................................................................... ....................4
Demographics...................................................................................................................................... ........5
Sales Calls............................................................................................................................ .......................9
Revenue........................................................................................................................................ .............14
Curriculum.............................................................................................................................................. ...18
Customer Profiles................................................................................................................. .....................21
Instructors/Trainers.......................................................................................................................... ..........24
Marketing.......................................................................................................................... ........................27
ROI............................................................................................................................................... .............28
Evaluations............................................................................................................................. ...................29
Credit Contract Training............................................................................................................ ................31
Customer Loyalty.................................................................................................................. ....................33
Future Projections.............................................................................................................................. ........34
LIST OF FIGURES
Figure 1. Credit Enrollment...................................................................................... ..................5
Figure 2. Non-Credit Enrollment.......................................................................... ......................5
Figure 3. Service Area Population............................................................................ ..................6
Figure 4. Single vs. Multi-County........................................................................ .......................6
Figure 5. School Service Area Demographic....................................................... .......................7
Figure 6. Service Area Economy.................................................................................... .............7
Figure 7. Service Area Business Type.......................................................................................... 8
Figure 8. Number of Sales Calls Per Week.................................................................................. 9
Figure 9. Proactive Sales Calls......................................................................................... ..........9
Figure 10. Reactive Sales Calls...................................................................... ............................10
Figure 11. Organization Level Targeted for Approach........................................................ ........10
Figure 12. Vertical Market Targets for Sales Calls.................................................................... ..11
Figure 13. Length of Time to Close a Sale...................................................... ............................11
Figure 14. Sales Staff Sell Both Public Seminars and Contract Training?............................. .....12
Figure 15. Sales Person Complete Process From Approach to Delivery?.................................. .12
Figure 16. Sales Staff Receive Commission or Bonus?.......................................... .....................13
Figure 17. Which Services Generate Most Revenue?.......................................................... ........14
Figure 18. Average Contract Sale Amount....................................................................... ...........14
Figure 19. Sales Dept. Annual Retained Revenue Goal...................................... ........................15
Figure 20. College Expectations for Annual Net Revenue for Your Center.................................15
Figure 21. Percent Total Revenue Generated by Contract Training.......................................... ..16
Figure 22. Percent Revenue Generated by Public Enrollment Classes.......................................16
Figure 23. Percent Overhead College Charges Center............................................... ................17
Figure 24. Percent Discount for Volume Sales................................................................ ............17
Figure 25. Top Revenue Producing Products............................................................. .................18
Figure 26. Who Owns the Curriculum?............................................................. .........................19
Figure 27. Most Demanded Soft Skills...................................................................... ..................19
Figure 28. Most Demanded Computer Classes............................................................ ...............20
Figure 29 Where Leads Are Found.................................................................. ..........................21
i
Table of Contents Workforce Development Benchmark Survey
Figure 30. Are Prospects Qualified Before the Approach?........................................................ ..21

Figure 31. Industry of Top Two Customers...................................................... ...........................22
Figure 32. Company Size of Target Market...................................................................... ...........22
Figure 33. Are Customers Rewarded for Doing Business With Your Organization?...................23
Figure 34. Hourly Rate for Soft Skills Trainers................................................................... ........24
Figure 35. Hourly Rate for Computer Instructors............................................................... ........24
Figure 36. Are Full-Time Trainers Used?.............................................................. .....................25
Figure 37. What Do Full-Time Trainers Teach?......................................................................... .25
Figure 38. Pay Rate for Full-Time Trainers.................................................................... ............26
Figure 39. Target Audience for Marketing Materials....................................................... ...........27
Figure 40. How Marketing Materials Are Tracked.......................................... ...........................27
Figure 41. Is Return on Investment (ROI) Measured?.................................... ............................28
Figure 42. Level of Evaluation Used at Conclusion of Training........................... ......................29
Figure 43. What is the Charge for the Evaluations?............................................... ....................29
Figure 44. Is Pre-Assessment Given Before the Training is Provided?.......................................30
Figure 45. Is Post-Assessment Given After the Training?........................................ ...................30
Figure 46. Is Credit Contract Training Held at a Company’s Site?........................................... ..31
Figure 47. Dollar Volume for Credit Contract Training.......................................................... ....31
Figure 48. Top Credit Classes for Contract Training...................................................... ............32
Figure 49. Why Companies Use Your Center Over the Competition................................ ...........33
Figure 50. Wishes For the Ideal Sales Team........................................................ .......................34
Figure 51. Projected Sales Success This Year.......................................................... ...................34
Figure 52. Projected Sales Success in Three Years............................................. ........................35
Figure 53. Projected Sales Success in Five Years.............................................. .........................35
APPENDICES
Appendix A Tabled Survey Results................................................................................. ...............36
Appendix B Participating Colleges for Survey and Visitations............................... ......................61
Appendix C College Visitation Interview Grid............................................................ ..................63
Appendix D Corporate Training Survey.......................................................................... ..............85
ii
Executive Summary Workforce Development Benchmark Survey
During the 2006 spring semester at Johnson County Community College, a workforce development
benchmarking survey was conducted with 20 community colleges across the United States. The survey of
key people working in the continuing education/contract training area was designed to gain insight into
processes, procedures and best practices in the area of workforce development.
Of the 20 colleges surveyed by e-mail, 19 returned the survey for a 95% response rate. Two-day
visitations were also conducted with six community colleges during this time.
Major Survey Findings
• Respondents indicated that 3-5 proactive sales calls were conducted per week (36.8%).
• Healthcare and manufacturing are the top two vertical market targets (66.7% each).
• Respondents cited 5-8 weeks to close a sale (42.1%).
• Eighty four percent of institutions do not give sales staff commission or bonus.
• All institutions (100%) listed contract training as the service generating the most revenue for the
organization.
• Over half (52.6%) stated the average contract sale amount totals $4,000 - $7,999.
• The top five revenue producing products include Leadership (68.4%), Microsoft Products
(52.6%), Customer Service (42.1%), IT Courses (31.6%), and Lean (31.6%).
• Over half (52.6%) indicated public enrollment courses generated the smallest portion of revenue
(0% - 24%).
• The majority of institutions own their own curriculum (72.7%).
• The most demanded soft skills classes include Change (57.9%), Conflict (57.9%), Presentation
Skills (52.6%), Coaching (47.4%), and Performance Reviews (47.4%).
• Computer classes most demanded included Excel (89.5%), Word (63.2%), Access (52.6%),
Project Management (47.4%), and PowerPoint (42.1%).
• The largest lead generator came from referrals (94.7%).
• Over half (57.9%) of institutions target companies with 150 employees or more for their sales
calls.
• Marketing materials target the HR Director (73.7%) and the Training Director (73.9%).
• Over 60% of institutions don’t/can’t track their marketing materials.
• The level of evaluation used at the conclusion of the training is Level 1 (84.2%) and Level 2
(63.2%).
• Over 68% of institutions sell contract training for credit with a dollar volume on average of
$30,000 or more.
• Companies use the community college because of cost (89.5%), quality of instructors (84.2%)
and quality of programs (84.2%).
• Institutions wished their sales team had more staff (68.4%) and better leads (52.6%).
1
Executive Summary Workforce Development Benchmark Survey
College Visitation Major Findings:
• Five out of six colleges visited had a business plan.

• Over half of the colleges had a sales manager.
• Four out of six colleges visited had a bonus or compensation plan in place for the sales team.
• The main sales focus is on contracts—open enrollment classes are sold second or not at all.
• Revenue goals range from $415,000 to $8.2M for the business development area.
• All colleges visited indicated they sell the contract and then pass the project to a fulfillment team
for execution.
• Of those colleges using Banner for their registration system, they indicated it doesn’t work well
for non-credit.
• Four of the six colleges have on-line registration for non-credit.
• All six colleges knew their top 25 customers and nurture these customers for the long-term
relationship.
• All colleges have top officers of the college making sales calls and passing the leads to the sales
department.
• Colleges all use an assessment tool in different areas.
• One college out of six measured ROI.
• All colleges visited attempt to ‘run it like a business in an academic atmosphere” by treating
purchasing and registration as subcontractors, owning their own building, paying bonuses and by
being entrepreneurial.
• Half of the colleges visited sell credit classes.
• Best practices include clearly defined goals and processes, very customer focused, clear vision
and mission, selling solutions instead of classes, ability to move quickly, partnerships and
collaborations, bonus plans and good hiring practices.
• Best practices for the sales area include working in vertical markets, selling both credit and non-
credit, doing more consulting instead of selling classes, utilizing a fulfillment team after the sale,
commission plans, and solution selling.
• Challenges include competition, limited resources, working with Banner, long sales cycle, aging
workforce, economy and need for better branding.
• Colleges indicated what held them back from running it like a business included internal systems,
inflexibility of college system, working in a academic atmosphere, top level support, processes
and policies.
2
Introduction Workforce Development Benchmark Survey
Purpose
As part of Johnson County Community College’s ongoing commitment to improving its programs and
services, Kathy Yeager of the Center for Business and Technology at the college, decided to conduct a
benchmarking survey with other community colleges across the country. The purpose of the survey was
to gain insight into other colleges and how they conduct their workforce development open enrollment
and contract training programs. The survey was designed to gather information concerning all aspects of
the sales department, types of products offered, financial goals and achievements of the department,
expectations of the college, industries served, payment of instructors, marketing techniques, evaluations,
and future success goals. The main goal was to uncover best practices in small, medium and large
institutions.
Methodology
During the 2006 spring semester, surveys were e-mailed to 20 community colleges across the country. As
an incentive for completing and returning the survey, the colleges were offered a copy of the completed
benchmarking report. Of the 20 community colleges surveyed, 19 returned the results for a response rate
of 95%.
Visitation of six community colleges, funded by a National Council for Continuing Education (NCCET)
Special Grant, was conducted in Fall, 2006. The two-day visits consisted of in-depth interviews with
college personnel involved with workforce education, and tours to gather more in-depth information
about best practices in contract training and workforce development.
The six colleges visited include:
Anne Arundel Community College in Glen Burnie, Maryland

Central Piedmont Community College in Charlotte, North Carolina
Cuyahoga Community College in Cleveland, Ohio
Valencia Community College in Orlando, Florida
Employee Training Institute in San Diego, California
Pima County Community College in Tucson, Arizona
Major findings are summarized on the following pages. Tabled results from the survey are in Appendix
A, a list of colleges participating in the survey in Appendix B, a grid of the college visitation results is in
Appendix C, and a copy of the survey is in Appendix D.
Please direct any questions or comments about this survey to:
Kathy Yeager
Business Solutions Director
Center for Business and Technology
Johnson County Community College
12345 College Blvd.
Overland Park, KS 66210-1299
913-469-3845
kyeager@jccc.edu
3
Introduction Workforce Development Benchmark Survey
Community College Workforce Development

Benchmarking Project
Nineteen community colleges participated in a Workforce Development Benchmarking Survey. The
college data has been divided by size of non-credit enrollment per semester. The colleges were ranked by
the following sizes:
Large – 10,000 or more enrollment per semester

Medium – 5,000 – 9,999 enrollments per semester
Small – 4,999 or less enrollments per semester
Those colleges responding to the survey include:

Size by
College Name State Division Name Non-Credit
Enrollment
Anne Arundel Community College MD Center for Workforce Solutions Large
Bellevue Community College WA Business Training Institute Medium
Bill J. Priest Campus of El Centro TX Corporate Solutions Department Large
College (Dallas County CC)
Black Hawk Community College IL Business Training Center Small
Bucks County Community College PA Center for Workforce Development Large
Central Piedmont Community College NC Corporate and Continuing Large
Education
College of DuPage IL Center for Corporate Training Medium
Collin County Community College TX Business Solutions Group Medium
Cuyahoga Community College OH Corporate College Large
Delta College MI Corporate Services Large
Ivy Tech Community College IN Department of Workforce & Small
Economic Development
Kirkwood Community College IA Training and Outreach Services Large
Lane Community College OR The BIZ Center Small
Linn-Benton Community College OR Training and Business Small
Development Center
Moraine Valley Community College IL Workforce Development Medium
Rio Salado College AZ Rio Salado College Large
Tallahassee Community College FL Economic and Workforce Services Medium
Tarrant County Community College TX Corporate Services Large
Valencia Community College FL Valencia Enterprises Medium
4
Demographics Workforce Development Benchmark Survey
Even though credit enrollment was not a measurement for this survey, it was important to identify the
enrollments per semester to give a baseline of college sizes participating in the survey. Eleven
respondents had 15,000 enrollments or more, while two had 1,000-4,999, four had 5,000-9,999 and two
had 10,000-14,999. See Table 1, Appendix A, and Figure 1, below.
Figure 1
Credit Enrollment
57.90%
21.10%
10.50% 10.50%
1,000-4,999 5,000-9,999 10,000-14,999 15,000+
Note: The remainder of the report will refer to college sizes by non-credit enrollment per semester:
Large – 10,000 or more enrollments per semester

Medium – 5,000 – 9,999 enrollments per semester
Small – 4,999 or less enrollments per semester
Of the 19 institutions who responded to the survey, 47.4% had non-credit enrollments per semester of
10,000 or more, 26.3% had enrollments of 5,000 – 9,999 and 26.3% had enrollments of 4,999 or less. See
Table 2, Appendix A, and Figure 2, below.
Figure 2
Non-Credit Enrollment
42.1%
26.3% 26.3%
5.3%
1,000-4,999 5,000-9,999 10,000-14,999 15,000+
5
Smaller colleges generally had a population in the 100,000-249,000 range. Medium colleges focused on
the 250,000-499,999 range while large colleges concentrated in the 750,000 + population. See Table 3 in
Appendix A, and Figure 3, below.
Figure 3
Service Area Population
60% 60%
55.6%
40%
20% 22.2% 20%

11.1% 11.1%
0% 0% 0%
100,000-249,999 250,000-499,999 500,000-749,999 750,000+
Small >5000 Medium 5 - 10 K Large < 10,000
Of the respondents, 80% of small institutions operated in multi-counties, while medium and large
institutions operated in single counties with 60% and 66.7% respectively. See Table 4, Appendix A, and
Figure 4, below.
Figure 4
Single vs Multi-county
80%
66.6%
60%
40%
33.3%
20%
Single County Multi-County
Small Medium Large
6
Smaller institutions were located in urban and rural settings, medium institutions predominately were
suburban and large institutions were split between urban and suburban. See Table 5, Appendix A, and
Figure 5, below.
Figure 5
School Service Area Demographic
80%
55.6%
40% 44.4% 40%
20% 20%
0% 0%
Urban Suburban Rural
Small Medium Large
Because multiple responses were requested, small institutions indicated robust and flat, medium
institutions listed developing and large institutions were surrounded by robust economy. See Table 6,
Figure 6*
Service Area Economy
80%
66.7%
60% 60%
44.4%
40% 40%
20%
11.1% 11.1%
0% 0%
Robust Developing Flat Depressed
Small Medium Large
* Multiple responses allowed; therefore, percents may total more than 100%
7
Small institutions were predominately surrounded by manufacturing, medium institutions mainly had
service and large institutions had healthcare, banking and manufacturing. See Table 7, Appendix A, and
Figure 7, below.
Figure 7
Service Area Business Type
60%
44.4%
40% 40%
33.3%
20% 20% 20%

11.1% 11.1%
0% 0% 0.0% 0% 0%
Manufacturing Service Government Hi-tech Other
Small Medium Large
8
Sales Calls Workforce Development Benchmark Survey
Of institutions responding, 36.8% conducted 3-5 sales calls per week followed by 26.3% making 6-8
calls. Medium institutions conducted more sales calls per week than small or large institutions. See Table
8, Appendix A, and Figure 8, below.
Figure 8
Number of Sales Calls Per Week
60%
40% 40%
20% 22.2% 20% 22.2% 22.2% 20% 22.2%

11.1%
0% 0% 0% 0%
1-2 3-5 6-8 9-10 < 15
Small Medium Large
Of institutions surveyed, 32% indicated 50-74% of their sales calls are proactive. Small institutions
indicated a higher response in proactive sales calls than medium or large institutions. See Table 9,
Figure 9
Proactive Sales Calls
40% 40% 40%

33.3%
22.2% 22.2% 22.2%

20% 20% 20% 20%
0% 0% 0.0% 0%
Less than 10% 10%-24% 25%-49% 50%-74% 75%-100%
Small Medium Large
9
Of institutions surveyed, over 31% indicated they were reactive to the sales call approach. Large
institutions led the response with 44% indicating 75% or more of their calls are reactive. See Table 10,
Figure 10
Reactive sales Calls
44.4%
40%
22.2% 22.2%
20% 20% 20% 20% 20% 20% 20% 20%
11.1%
0% 0.0%
Less than 10% 10%-24% 25%-49% 50%-74% 75%-100%
Small Medium Large
Institutions indicated 89% of sales call approaches were targeted to the Training Director, Human
Resources followed at 68% and the CEO at 63%. See Table 11, Appendix A, and Figure 11, below.
Figure 11*
Organization Level Targeted for Approach
89.5%
68.4%
63.2%
42.1%
Training Director Human CEO Other

Resources
10
Of the institutions surveyed, Healthcare and Manufacturing were tied as the top vertical markets targeted
at 66% each, followed by Government at 50%. See Table 12, Appendix A, and Figure 12, below.
Figure 12*
Vertical Market Targets for Sales Calls
66.7% 66.7%
50.0%
44.4%
38.9% 38.9%
33.3%
27.8%
11.1%
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*Multiple responses allowed; therefore, percents may total more than 100%
Of the respondents to the survey, 42% indicated it took 5-8 weeks to close a sale followed by 37% taking
3-4 weeks. Large institutions closed sales in less time than small or medium institutions. See Table 13,
Figure 13
Length of Time to Close a Sale
60% 60%
44.4%
40%
22.2% 20% 22.2% 20%

11.1%
0% 0% 0% 0.0% 0% 0%
1-2 Weeks 3-4 Weeks 5-8 Weeks 9-12 Weeks More than 12
Weeks
Small Medium Large
11
Over 52% of respondents indicated they sell only contract training. However, 60% of small institutions
have their sales staff sell both public seminars and contract training. See Table 14, Appendix A, and
Figure 14, below.
Figure 14
Sales Staff Sell Both Public Seminars and Contract Training?
60% 60%
55.6%
44.4%
40% 40%
Yes No
Small Medium Large
College respondents indicated 52% of sales people do not complete the whole process from approach to
delivery, thus using a fulfillment team. However, 66.7% of large institutions do have sales staff complete
the process from approach to delivery. See Table 15, Appendix A, and Figure 15, below.
Figure 15
Sales Person Complete Process From Approach to Delivery?
80%
66.7%
60%
40%
33.3%
20%
Yes No
Small Medium Large
12
Overall, 84% of respondents do not give sales staff commission or bonus. Of those colleges giving
commission, only small and large institutions participated. See Table 16, Appendix A, and Figure 16,
below.
Figure 16
Sales Staff Receive Commission or Bonus?
100%
80% 77.8%
20% 22.2%
0%
Yes No
Small Medium Large
13
Revenue Workforce Development Benchmark Survey
When asked to pick three responses, small, medium and large institutions chose contract training 100% as
the service generating most revenue. Other top revenue services included Public enrollment 52% and on-
line courses 21%. See Table 17, Appendix A, and Figure 17, below.
Figure 17*
Which Services Generate Most Revenue?
100%
Contract Training 100%
100%
60%
Public Enrollment
40%
Classes
55.6%
0%
On-line Classes 0%
44.4%
20%
Assessments 0%
22.2%
0%
Executive Coaching 20%
11.1%
20%
One-on-One
0%
Consulting
0%
40%
Other 40%
33.3%
Small Medium Large
Fifty-two percent of institutions reported their average contract sale to be $4,000 - $7,999. Small
institutions led the average contract amount at 80%. See Table 18, Appendix A, and Figure 18, below.
Figure 18
Average Contract Sale Amount
80%
60%
40% 44.4%
33.3%
20%
11.1% 11.1%
0% 0% 0% 0%
$1,000-$3,999 $4,000-$7,999 $8,000-$14,999 $15,000-$24,999
Small Medium Large
14
The majority of sales departments within colleges surveyed had annual retained revenue goals of
$100,000 or more (61.1%). All medium institutions surveyed had this goal. See Table 19, Appendix A,
and Figure 19, below.
Figure 19
Sales Dept. Annual Retained Revenue Goal
100%
55.6%
25% 22.2% 25% 25% 25%

11.1% 11.1%
0% 0% 0%
$0-$4,999 $50,000-$74,999 $75,000-$99,999 $100,000 or More
Small Medium Large
Over 68% of the institutions surveyed had college expectations of $100,000 or more annual net revenue.
All medium institutions surveyed had this goal. See Table 20, Appendix A, and Figure 20, below.
Figure 20
College Expectations for Annual Net Revenue for Your Center
100%
66.7%
40%
20% 20% 20%

11.1% 11.1% 11.1%
0% 0% 0%
$0-$4,999 $50,000-$74,999 $75,000-$99,999 $100,000 or More
Small Medium Large
15
Over 42% of respondents indicated 50% – 74% of total revenue is generated by contract training. Small
and large institutions sold the most contract training in the 50% - 74% range. See Table 21, Appendix A,
Figure 21
Percent Total Revenue Generated by Contract Training
60%
44.4%
40% 40%
33.3%
20% 22.2% 20% 20%
0% 0% 0%
0%-24% 25%-49% 50%-74% 75%-100%
Small Medium Large
Over half (52.6%) of institutions indicated the smallest portion (0%-24%) came from Public Enrollment
Classes. Medium and large institutions generated the least amount of revenue from public enrollment
classes. See Table 22, Appendix A, and Figure 22, below.
Figure 22
Percent Revenue Generated by Public Enrollment Classes
66.7%
60% 60%
20% 20% 20% 22.2% 20%

11.1%
0% 0% 0%
0%-24% 25%-49% 50%-74% 75%-100%
Small Medium Large
16
Large institutions (42.9%) indicated the college charged their Center 0%-4% overhead, while small
institutions (40.0%) were charged 10%-19% overhead. Medium institutions were split between 5%-9%
and 30% or more. See Table 23, Appendix A, and Figure 23, below.
Figure 23
Percent Overhead College Charges Center
42.9%
40% 40% 40%
28.6%
20% 20% 20% 20%

14.3% 14.3%
0% 0% 0% 0% 0% 0% 0%
0%-4% 5%-9% 10%-19% 20%-29% 30% or More NA
Small Medium Large
Volume discounts on sales were Not Applicable in 55.6% of institutions. Of those institutions giving
volume discounts, 27.8% gave a 10% discount. When a discount was given, only large institutions gave
5%, 10% or 20%. See Table 24, Appendix A, and Figure 24, below.
Figure 24
Percent Discount for Volume Sales
80%
60%
40% 37.5%
25% 25%
20%
12.5%
0% 0% 0% 0%
5% 10% 20% NA
Small Medium Large
17
Curriculum Workforce Development Benchmark Survey
The top revenue producing products/areas at institutions surveyed were Leadership (68.4%), Microsoft
Products (52.6%), Customer Service (42.1%), IT courses (31.6%), Lean Manufacturing (31.6%) and
Teambuilding (31.6%). Medium institutions relied more heavily on Leadership and Lean Manufacturing
for revenue than small or larger institutions. See Table 25, Appendix A, and Figure 25, below.
Figure 25*
Top Revenue Producing Products
60%
Leadership 100%
55.6%
60%
Microsoft 60%
44.4%
40%
Customer Server 40%
44.4%
20%
IT 40%
33.3%
0%
Lean Manufacturing 60%
33.3%
20%
Teambuilding 0%
55.6%
20%
DDI 40%
22.2%
40%
AchieveGlobal 0%
22.2%
20%
Six Sigma 20%
22.2%
20%
Certificate Programs 20%
11.1%
Project 20%
20%
Management 11.1%
0%
Vital Learning 0%
0%
60%
Other 80%
55.6%
Small Medium Large
18
The majority of institutions (72.2%) indicated they owned the curriculum. See Table 26, Appendix A, and
Figure 26, below.
Figure 26
Who Owns the Curriculum?
72.2%
27.8%
The Center The Consultants
From the survey, Change and Conflict were the most demanded soft skills at 57.9% each. Presentation
Skills ranked third at 52.6%. Coaching and Performance Reviews followed with 47.4% each. See Table
27, Appendix A, and Figure 27, below.
Figure 27*
Most Demanded Soft Skills
57.9% 57.9%
52.6% 52.6%
47.4% 47.4%
42.1%
26.3%
10.5% 10.5% 10.5%

5.3%
Business
Trust
Conflict
Personality
Other
Coaching
Change
Presentation
Performance
Feedback
Management
Management
Writing
Profiles
Reviews
Stress
Skills
Time
19
The most demanded computer class was Excel (89.5%). Word ranked second at (63.2%), Access ranked
third at (52.6%) and Project Management ranked fourth at (47.4%). See Table 28, Appendix A, and
Figure 28, below.
Figure 28*
Most Demanded Computer Classes

89.5%
63.2%
52.6% 47.4% 42.1%
31.6%
21.1% 15.8%
0.0%
Access
Outlook
Windows
Other
Word
Excel
PowerPoint
Oracle
Management
Project
20
Customer Profiles Workforce Development Benchmark Survey
Institutions indicated the largest lead generator came from referrals (94.7%). Large institutions utilized
the most resources with referrals, marketing pieces, college representatives and grant leads. See Table 29,
Figure 29*
Where Leads are Found
100%
Referrals 80%
100%
60%
Marketing Piece 60%
66.7%
80%
Chamber Lists 60%
44.4%
40%
College Rep 20%
66.7%
40%
Grant 20%
55.6%
40%
Newspaper 40%
22.2%
Small Medium Large
Most institutions (68.4%) do not have someone qualifying prospects before the approach. Small
institutions qualify prospects more than medium or large institutions. See Table 30, Appendix A, and
Figure 30, below.
Figure 30
Are Prospects Qualified Before the Approach?
88.9%
60% 60%
40% 40%
31.6%
Yes No
Small Medium Large
21
Manufacturing was the leading industry for institution’s top customers at 63.2%. Healthcare was the
second leading industry at 36.8%. See Table 31, Appendix A, and Figure 31, below
Figure 31*
Industry of Top Two Customers

63.2%
36.8%
26.3% 26.3%
15.8%
10.5%
5.3% 5.3%
Banking &
Technology
Insurance
Other
Government
Manufacturing
Retail
Healthcare
Finance
Nearly 74% of institutions have a target market of 150 employees or more. See Table 32, Appendix A,
Figure 32*
Company Size of Target Market

73.7%
57.9%
42.1%
21.1%
0-49 Employees 50-99 Employees 100-149 Employees 150 Employees or

More
Multiple responses allowed; therefore, percents may total more than 100%
22
Over half (52.6%) of institutions do not reward customers for doing business with them. See Table 33,
Figure 33
Are Customers Rewarded for Doing Business With Your Organization?

52.6%
47.4%
Yes No
23
Instructors/Trainers Workforce Development Benchmark Survey
Most soft skills trainers received $50-$75 per hour (42.1%) or $75-$99 per hour (36.8%). Forty percent
of small institutions paid soft skills trainers $100 or more per hour. See Table 34, Appendix A, and Figure
34, below.
Figure 34*
Hourly Rate for Soft Skills Trainers
60%
40% 40% 40% 40% 40%

33.3% 33.3% 33.3%
20% 20%
11.1%
$25-$49 per Hour $50-$74 per Hour $75-$99 per Hour $100 or More per
Hour
Small Medium Large
Most computer instructors received $50-$75 per hour (52.6%). Medium and large institutions primarily
paid these rates. See Table 35, Appendix A, and Figure 35, below.
Figure 35
Hourly Rate for Computer Instructors
60%
55.6%
40% 40%
33.3%
20% 20% 20%

11.1%
0% 0% 0%
$25-$49 per Hour $50-$74 per Hour $75-$99 per Hour $100 or More per
Hour
Small Medium Large
24
The majority of all respondents indicated they did not use full-time trainers (84.2%). See Table 36,
Figure 36
Are Full-Time Trainers Used?

84.2%
15.8%
Yes No
Of the three institutions that responded using full-time trainers, these trainers taught soft skills (66.7%)
and computer classes (66.7%). See Table 37, Appendix A, and Figure 37, below.
Figure 37*
What Do Full-Time Trainers Teach?
100% 100% 100% 100% 100%
0% 0% 0% 0%
Soft Skills Training Computer Classes Other
Small Medium Large
25
Of the three institutions that responded using full-time trainers, these trainers were paid $25-$50 per hour
(66.7%). The large institution listed as “Other” paid $40,000/year for a full-time trainer. See Table 38,
Figure 38*
Pay Rate for Full-Time Trainers
100% 100% 100%
0% 0% 0%
$25-$50 per Hour Other
Small Medium Large
26
Marketing Workforce Development Benchmark Survey
Medium and large Institutions target their marketing materials primarily to HR Directors (73.7%) and
Training Directors (73.7%). See Table 39, Appendix A, and Figure 39, below.
Figure 39*
Target Audience for Marketing Materials
80%77.8% 80%77.8%
66.7%
60% 60%
40% 40% 40% 40%
20%22.2% 22.2%
11.1%
0% 0% 0%
HR Directors Training IT Directors Sales Other NA

Directors Directors
Small Medium Large
Over 63% of institutions responding do not track their marketing materials. See Table 40, Appendix A,
Figure 40*
How Marketing Materials Are Tracked
63.2%
21.1%
15.8%
10.5%
5.3%
Specific Name Tracking ID Color Coded Other NA

for Registration Number
27
ROI Workforce Development Benchmark Survey
Over 68% of institutions responding measure return on investment*. See Table 41, Appendix A, and
Figure 41, below.
Figure 41
Is Return on Investment (ROI) Measured?
68.4%
31.6%
Yes No
*Of small, medium, and large institutions responding yes to measuring ROI, their specific responses
included the following methods:
1. Primarily done with Lean Enterprises and Six Sigma.

2. We calculate improvement based on assigned learning projects.
2. Track a six-month change survey.
3. Pre and post testing with executive debriefing
4. Kirkpatrick up to Level 3
5. Technical validation vs. training
6. Contract projects related to a business objective with metrics along with pre and post testing.
7. Customer savings vs. training costs.
8. Customer’s Profit & Loss Statement
28
Evaluations Workforce Development Benchmark Survey
Level 1 evaluations are used most by institutions (84.2%). Level 2 evaluations are utilized next at
(63.2%). See Table 42, Appendix A, and Figure 42, below.
Figure 42*
Level of Evaluation Used At Conclusion of Training

84.2%
63.2%
31.6%
21.1%
Level 1 Level 2 Level 3 Level 4
The majority of institutions (94.7%) do not charge for evaluations. See Table 43, Appendix A, and Figure
43, below.
Figure 43
What is the Charge for the Evaluations?

94.7%
5.3%
$50 or More NA-No Charge
29
Evaluations Workforce Development Benchmark Survey
Over 89% of responding institutions give a pre-assessment before the training is provided. See Table 44,
Figure 44
Is a Pre-Assessment Given Before the Training is Provided?
89.5%
10.5%
Yes No
Over 84% of responding institutions give a post-assessment after the training is provided. See Table 45,
Figure 45
Is Post-Assessmnet Given After the Training?

84.2%
15.8%
Yes No
30
Credit Contract Training Workforce Development Benchmark Survey
The majority of all respondents indicated they do provide contract training for credit at a company’s site
(68.4%). Medium size institutions provide the most credit contract training. See Table 46, Appendix A,
Figure 46
Is Credit Contract Training Held at a Company's Site?
80%
66.7%
60%
40%
33.3%
20%
Yes No
Small Medium Large
About half of the institutions surveyed indicated a dollar volume of $30,000 or more for contract training
for credit per year (46.2%). Medium and large institutions generated the most revenue in this category.
See Table 47, Appendix A, and Figure 47, below.
Figure 47*
Dollar Volume for Credit Contract Training
50% 50% 50%
33.3% 33.3% 33.3%
25% 25%
0% 0% 0% 0%
$1,000-$4,999 $5,000-$9,999 $10,000-$29,999 $30,000 or More
Small Medium Large
*Responses only include those indicating they provide contract training for credit
31
Credit Contract Training Workforce Development Benchmark Survey
Business classes (69.2%) and Computer Information Systems (46.2%) are the top two credit classes
offered for contract training to businesses. Small institutions equally sold Business and Computer
Information Systems Classes while large institutions mainly sold Business Classes. See Table 48,
Figure 48*
Top Credit Classes for Contract Training
83.3%
75%
66.7% 66.7%
50% 50% 50%
33.3%
16.7% 16.7% 16.7%
0% 0% 0% 0%
Business Computer Mathematics English Other

Information
Systems
Small Medium Large
*Responses only include those indicating they provide contract training for credit at a company site.
Multiple responses allowed; therefore, percents may total more than 100%
32
Customer Loyalty Workforce Development Benchmark Survey
Companies used the specific institution as opposed to another vendor because of cost (89.5%), quality of
instructors (84.2%) and quality of programs (84.2%). See Table 49, Appendix A, and Figure 49, below.
Figure 49*
Why Companies Use Your Center Over the Competition
89.5%
84.2% 84.2%
68.4%
63.2%
Cost Quality of Quality of Convenience Other

Instructors Programs
33
Future Projections Workforce Development Benchmark Survey
Institutions wish their sales team had more staff (68.4%) and better leads (52.6%). See Table 50,
Figure 50*
Wishes For the Ideal Sales Team
68.4%
52.6%
36.8% 36.8%
31.6%
21.1%
More Staff Better Leads Larger No Someone to Other

Budget Boundaries Do
Fulfillment
Over half of institutions surveyed (52.6%) indicated they would experience $1 - $2 Million of sales
success for the team this fiscal year. Medium and large institutions were prominent in this area. See
Table 51, Appendix A, and Figure 51, below.
Figure 51
Projected Sales Success This Year
60%
55.6%
40% 40% 40%
22.2%
20%
11.1% 11.1%
0% 0% 0% 0% 0% 0%
Less than $1 $1-$2 Million $3-$4 Million $5-$6 Million $7 Million or

Million More
Small Medium Large
34
Future Projections Workforce Development Benchmark Survey
Large institutions responding to the three-year sales success still envisioned $1 - $2 Million (44.4%) and
up to $7 Million or more (24%). See Table 52, Appendix A, and Figure 52, below.
Figure 52
Projected Sales Success in Three Years
62.5%
60%
40%
25%
20% 20% 20% 20% 20%
12.5%
0% 0% 0% 0% 0%

Million More
Small Medium Large
Institutions responding to the five-year sales success envisioned $3 - $4 Million (42.1%) and up to $7
Million or more for small, medium and large institutions. See Table 53, Appendix A, and Figure 53,
below.
Figure 53
Projected Sales Success in Five Years
60%
40%
33.3% 33.3%
20% 20% 20% 20% 20% 22.1%
11.1%
0% 0% 0% 0%

Million More
Small Medium Large
35
Appendix A
Tabled Results
36
Table 1
Credit Enrollment per Semester
Frequency Percent
Under 1,000 0 0.0%
1,000-4,999 2 10.5
5,000-9,999 4 21.1
10,000-14,999 2 10.5
15,000+ 11 57.9
Total Responses 19 100%
Table 2
Non-credit Enrollment per Semester
Frequency Percent
Under 1,000 0 0.0%
1,000-4,999 5 26.3
5,000-9,999 5 26.3
10,000-14,999 1 5.3
15,000+ 8 42.1
Total Responses 19 100%
37
Table 3
What Is the Population of Your Service Area?
Small Medium Large

Total
Institutions Institutions Institutions
Under 5,000 0.0% 0.0% 0.0% 0.0%
5,000-49,999 0.0 0.0 0.0 0.0
50,000-99,999 0.0 0.0 0.0 0.0
100,000-249,999 60.0 0.0 11.1 21.1
250,000-499,999 20.0 60.0 22.2 31.6
500,000-749,999 0.0 0.0 11.1 5.3
750,000+ 20.0 40.0 55.6 42.1
Total Responses 5 5 9 19
Note: Institutional size categories are based on institutions’ non-credit enrollment per semester and will
appear on all subsequent tables (small=non-credit enrollment of 4,999 or less; medium=5,000 to 9,999;
large=10,000 or more). Refer to Table 2.
Table 4
Does Your Institution Operate within a Single County or Multi-County?
Small Medium Large

Total
Single County 20.0% 60.0% 66.7% 52.6%
Multi-County 80.0 40.0 33.3 47.4
38
Table 5
Is Your Institution Located in an Urban, Suburban, or Rural Setting?
Small Medium Large

Total
Urban 40.0% 20.0% 55.6% 42.1%
Suburban 20.0 80.0 44.4 47.4
Rural 40.0 0.0 0.0 10.5
Table 6
How Would You Describe the Local Economy Surrounding Your Institution?
Small Medium Large

Total
Robust 60.0% 40.0% 66.7% 57.9%
Developing 40.0 80.0 44.4 52.6
Flat 60.0 20.0 11.1 26.3
Depressed 0.0 0.0 11.1 5.3
Multiple responses allowed; therefore, percents may total more than 100%.
39
Table 7
What Is the Predominant Industry Surrounding Your Institution?
Small Medium Large

Total
Manufacturing 60.0% 20.0% 33.3% 36.8%
Service 40.0 40.0 11.1 26.3
Government 0.0 20.0 11.1 10.5
Hi-tech 0.0 20.0 0.0 5.3
Other 0.0 0.0 44.4 21.1
Table 8
How Many Sales Calls Are Conducted per Week by a Sales Representative?
Small Medium Large

Total
Zero 0.0% 0.0% 0.0% 0.0%
1-2 20.0 0.0 11.1 10.5
3-5 40.0 60.0 22.2 36.8
6-8 20.0 40.0 22.2 26.3
9-10 0.0 0.0 22.2 10.5
11-15 0.0 0.0 0.0 0.0
More than 15 20.0 0.0 22.2 15.8
40
Table 9
What Percent of Sales Calls Are Proactive?
Small Medium Large

Total
Less than 10% 20.0% 0.0% 33.3% 21.1%
10%-24% 20.0 40.0 22.2 26.3
25%-49% 0.0 20.0 0.0 5.3
50%-74% 40.0 40.0 22.2 31.6
75%-100% 20.0 0.0 22.2 15.8
Table 10
What Percent of Sales Calls Are Reactive?
Small Medium Large

Total
Less than 10% 20.0% 0.0% 0.0% 5.3%
10%-24% 20.0 40.0 22.2 26.3
25%-49% 20.0 20.0 11.1 15.8
50%-74% 20.0 20.0 22.2 21.1
75%-100% 20.0 20.0 44.4 31.6
41
Table 11
What Is the Level of the Organization Targeted for the Sales Call Approach?
Small Medium Large

Total
Training Director 80.0% 100% 88.9% 89.5%
Human Resources 60.0 60.0 77.8 68.4
CEO 60.0 60.0 66.7 63.2
Other 60.0 20.0 44.4 42.1
Table 12
To Which of the Following Vertical Markets Are Sales Calls Targeted?
Small Medium Large

Total
Healthcare 60.0% 60.0% 75.0% 66.7%
Manufacturing 60.0 60.0 75.0 66.7
Government 40.0 60.0 50.0 50.0
Finance 20.0 60.0 50.0 44.4
Insurance 20.0 40.0 50.0 38.9
IT Technical 0.0 60.0 50.0 38.9
Construction 0.0 40.0 37.5 27.8
Other 0.0 0.0 25.0 11.1
NA 40.0 40.0 25.0 33.3
42
Table 13
How Long Does It Take to Close a Sale?
Small Medium Large

Total
Less than a Week 0.0% 0.0% 0.0% 0.0%
1-2 Weeks 0.0 0.0 22.2 10.5
3-4 Weeks 20.0 40.0 44.4 36.8
5-8 Weeks 60.0 60.0 22.2 42.1
9-12 Weeks 20.0 0.0 0.0 5.3
More than 12 Weeks 0.0 0.0 11.1 5.3
Table 14
Does Your Sales Staff Sell Both Public Seminars and Contract Training?
Small Medium Large

Total
Yes 60.0% 40.0% 44.4% 47.4%
No 40.0 60.0 55.6 52.6
Table 15
Does Each Sales Person Complete the Whole Process from Approach to Delivery?
Small Medium Large

Total
Yes 20.0% 40.0% 66.7% 47.4%
No 80.0 60.0 33.3 52.6
43
Table 16
Does Your Sales Staff Receive Commission or Bonus?
Small Medium Large

Total
Yes 20.0% 0.0% 22.2% 15.8%
No 80.0 100 77.8 84.2
Table 17
Which Three Services Generate the Most Revenue for Your Center?
Small Medium Large

Total
Contract Training 100% 100% 100% 100%
Public Enrollment Classes 60.0 40.0 55.6 52.6
On-line Classes 0.0 0.0 44.4 21.1
Assessments 20.0 0.0 22.2 15.8
Executive Coaching 0.0 20.0 11.1 10.5
One-on-One Consulting 20.0 0.0 0.0 5.3
Other 40.0 40.0 33.3 36.8
44
Table 18
What Is the Average Contract Sale Amount?
Small Medium Large

Total
Less than $1,000 0.0% 0.0% 0.0% 0.0%
$1,000-$3,999 0.0 60.0 33.3 31.6
$4,000-$7,999 80.0 40.0 44.4 52.6
$8,000-$14,999 0.0 0.0 11.1 5.3
$15,000-$24,999 20.0 0.0 11.1 10.5
$25,000-$49,999 0.0 0.0 0.0 0.0
$50,000 or more 0.0 0.0 0.0 0.0
Table 19
What Is the Sales Department’s Annual Retained Revenue Goal?
Small Medium Large

Total
$0-$4,999 25.0% 0.0% 22.2% 16.7%
$5,000-$9,999 0.0 0.0 0.0 0.0
$10,000-$29,999 0.0 0.0 0.0 0.0
$30,000-$49,999 0.0 0.0 0.0 0.0
$50,000-$74,999 25.0 0.0 11.1 11.1
$75,000-$99,999 25.0 0.0 11.1 11.1
$100,000 or More 25.0 100 55.6 61.1
45
Table 20
What Are the College’s Expectations for Annual Net Revenue for Your Center?
Small Medium Large

Total
$0-$4,999 20.0% 0.0% 11.1% 10.5%
$5,000-$9,999 0.0 0.0 0.0 0.0
$10,000-$29,999 0.0 0.0 0.0 0.0
$30,000-$49,999 0.0 0.0 0.0 0.0
$50,000-$74,999 20.0 0.0 11.1 10.5
$75,000-$99,999 20.0 0.0 11.1 10.5
$100,000 or More 40.0 100 66.7 68.4
Table 21
What Percent of Total Revenue for Your Center Is Generated by Contract Training?
Small Medium Large

Total
0%-24% 0.0% 20.0% 22.2% 15.8%
25%-49% 40.0 20.0 0.0 15.8
50%-74% 60.0 20.0 44.4 42.1
75%-100% 0.0 40.0 33.3 26.3
46
Table 22
What Percent of Total Revenue for Your Center Is Generated by Public Enrollment Classes?
Small Medium Large

Total
0%-24% 20.0% 60.0% 66.7% 52.6%
25%-49% 20.0 0.0 0.0 5.3
50%-74% 60.0 20.0 22.2 31.6
75%-100% 0.0 20.0 11.1 10.5
Table 23
What Percentage Overhead Does the College Charge Your Center?
Small Medium Large

Total
0%-4% 20.0% 0 42.9% 23.5%
5%-9% 0 40.0 0 11.8
10%-19% 40.0 0 0 11.8
20%-29% 20.0 0 14.3 11.8
30% or More 0 40.0 14.3 17.6
NA 20.0 20.0 28.6 23.5
47
Table 24
What Is the Percent of Discount for Volume Sales?
Small Medium Large

Total
5% 0.0% 0.0% 12.5% 5.6%
10% 40.0 20.0 25.0 27.8
15% 0.0 0.0 0.0 0.0
20% 0.0 0.0 25.0 11.1
More than 20% 0.0 0.0 0.0 0.0
NA 60.0 80.0 37.5 55.6
Table 25
What Are the Top Five Products/Areas that Produce the Most Revenue for Your Center?
Small Medium Large

Total
Leadership 60.0% 100% 55.6% 68.4%
Microsoft 60.0 60.0 44.4 52.6
Customer Server 40.0 40.0 44.4 42.1
IT 20.0 40.0 33.3 31.6
Lean Manufacturing 0.0 60.0 33.3 31.6
Teambuilding 20.0 0.0 55.6 31.6
DDI 20.0 40.0 22.2 26.3
AchieveGlobal 40.0 0.0 22.2 21.1
Six Sigma 20.0 20.0 22.2 21.1
Certificate Programs 20.0 20.0 11.1 15.8
Project Management 20.0 20.0 11.1 15.8
Vital Learning 0.0 0.0 0.0 0.0
Other 60.0 80.0 55.6 63.2
48
Table 26
Who Owns the Curriculum?
Small Medium Large

Total
The Center 80.0% 50.0% 77.8% 72.2%
The Consultants 20.0 50.0 22.2 27.8
Table 27
Which Soft Skills Are Most in Demand by Your Customers?
Small Medium Large

Total
Change 60.0% 40.0% 66.7% 57.9%
Conflict 60.0 20.0 77.8 57.9
Presentation Skills 40.0 60.0 55.6 52.6
Coaching 40.0 40.0 55.6 47.4
Performance Reviews 60.0 40.0 44.4 47.4
Business Writing 0.0 80.0 44.4 42.1
Time Management 20.0 0.0 44.4 26.3
Feedback 20.0 20.0 0.0 10.5
Stress Management 0.0 0.0 22.2 10.5
Personality Profiles 0.0 0.0 22.2 10.5
Trust 20.0 0.0 0.0 5.3
Other 40.0 60.0 55.6 52.6
49
Table 28
Which Computer Classes Are Most in Demand by Your Customers?
Small Medium Large

Total
Excel 100% 60.0% 100% 89.5%
Word 60.0 60.0 66.7 63.2
Access 40.0 60.0 55.6 52.6
Project Management 60.0 40.0 44.4 47.4
PowerPoint 40.0 40.0 44.4 42.1
Outlook 20.0 40.0 11.1 21.1
Windows 0.0 40.0 11.1 15.8
Oracle 0.0 0.0 0.0 0.0
Other 0.0 80.0 22.2 31.6
Table 29
Where Do You Find Your Leads?
Small Medium Large

Total
Referrals 100% 80.0% 100% 94.7%
Response to Marketing
60.0 60.0 66.7 63.2
Piece
Chamber Lists 80.0 60.0 44.4 57.9
College Representative
40.0 20.0 66.7 47.4
Gives the Lead
Grant Lead 40.0 20.0 55.6 42.1
Newspaper 40.0 40.0 22.2 31.6
Purchased Lists 40.0 0.0 22.2 21.1

Other 0.0 60.0 22.2 26.3
50
Table 30
Does Someone on Your Staff Qualify Prospects before the Approach?
Small Medium Large

Total
Yes 60.0% 40.0% 11.1% 31.6%
No 40.0 60.0 88.9 68.4
Table 31
In What Industry Are Your Top Two Customers?
Small Medium Large

Total
Manufacturing 80.0% 80.0% 44.4% 63.2%
Healthcare 20.0 40.0 44.4 36.8
Government 20.0 20.0 33.3 26.3
Technology 20.0 40.0 22.2 26.3
Banking & Finance 0.0 20.0 11.1 10.5
Insurance 0.0 0.0 11.1 5.3
Retail 0.0 0.0 11.1 5.3
Construction 0.0 0.0 0.0 0.0
Other 40.0 20.0 0.0 15.8
51
Table 32
What Size Company Is Your Target Market?
Small Medium Large

Total
0-49 Employees 0.0% 40.0% 22.2% 21.1%
50-99 Employees 20.0 60.0 44.4 42.1
100-149 Employees 80.0 40.0 55.6 57.9
150 Employees or More 40.0 80.0 88.9 73.7
Table 33
Do You Reward Your Customers for Doing Business with Your Organization?
Small Medium Large

Total
Yes 60.0% 60.0% 33.3% 47.4%
No 40.0 40.0 66.7 52.6
Table 34
What Is the Hourly Rate for a Soft Skills Trainer?
Small Medium Large

Total
$15-$24 per Hour 0.0% 0.0% 0.0% 0.0%
$25-$49 per Hour 20.0 40.0 11.1 21.1
$50-$74 per Hour 40.0 60.0 33.3 42.1
$75-$99 per Hour 40.0 40.0 33.3 36.8
$100 or More per Hour 40.0 20.0 33.3 31.6
52
Table 35
What Is the Hourly Rate for a Computer Instructor?
Small Medium Large

Total
$15-$24 per Hour 0.0% 0.0% 0.0% 0.0%
$25-$49 per Hour 40.0 20.0 33.3 31.6
$50-$74 per Hour 40.0 60.0 55.6 52.6
$75-$99 per Hour 0.0 20.0 11.1 10.5
$100 or More per Hour 20.0 0.0 0.0 5.3
Table 36
Are Full-Time Trainers Used?
Small Medium Large

Total
Yes 20.0% 20.0% 11.1% 15.8%
No 80.0 80.0 88.9 84.2
Table 37
What Do Full-Time Trainers Teach?
Small Medium Large

Total
Soft Skills Training 100% 0.0% 100% 66.7%
Computer Classes 0.0 100 100 66.7
Other 0.0 0.0 100 33.3
Total Responses* 1 1 1 3
*Responses only include those indicating full-time trainers are used (refer to Table 36). Multiple responses allowed;
therefore, percents may total more than 100%.
53
Table 38
What Is the Pay Rate for Full-Time Trainers?
Small Medium Large

Total
$10-$14 per Hour 0.0% 0.0% 0.0% 0.0%
$15-$24 per Hour 0.0 0.0 0.0 0.0
$25-$50 per Hour 100 100 0.0 66.7
Other 0.0 0.0 100 33.3
*Responses only include those indicating full-time trainers are used (refer to Table 36).
Table 39
What Audience Is Targeted by Marketing Materials?
Small Medium Large

Total
HR Directors 60.0% 80.0% 77.8% 73.7%
Training Directors 60.0 80.0 77.8 73.7
IT Directors 0.0 20.0 22.2 15.8
Sales Directors 0.0 0.0 22.2 10.5
Other 40.0 40.0 66.7 52.6
NA 40.0 40.0 11.1 26.3
54
Table 40
How Are Marketing Materials Tracked?
Small Medium Large

Total
Specific Name for Registration 20.0% 40.0% 11.1% 21.1%
Tracking ID Number 20.0 0.0 11.1 10.5
Color Coded 0.0 0.0 11.1 5.3
Other 0.0 40.0 11.1 15.8
NA 80.0 20.0 77.8 63.2
Table 41
Is Return on Investment (ROI) Measured?
Small Medium Large

Total
Yes 80.0% 80.0% 55.6% 68.4%
No 20.0 20.0 44.4 31.6
Table 42
Which Level of Evaluation Is Used at the Conclusion of the Training?
Small Medium Large

Total
Level 1 60.0% 80.0% 100% 84.2%
Level 2 80.0 80.0 44.4 63.2
Level 3 40.0 80.0 0.0 31.6
Level 4 40.0 20.0 11.1 21.1
55
Table 43
How Much Do You Charge for These Evaluations?
Small Medium Large

Total
$5-$9 0.0% 0.0% 0.0% 0.0%
$10-$24 0.0 0.0 0.0 0.0
$25-$49 0.0 0.0 0.0 0.0
$50 or More 0.0 0.0 11.1 5.3
NA-No Charge 100 100 88.9 94.7
Table 44
Is a Pre-Assessment Given before the Training Is Provided?
Small Medium Large

Total
Yes 100% 80.0% 88.9% 89.5%
No 0.0 20.0 11.1 10.5
Table 45
Is a Post-Assessment Given after the Training Is Provided?
Small Medium Large

Total
Yes 80.0% 80.0% 88.9% 84.2%
No 20.0 20.0 11.1 15.8
56
Table 46
Does Your College Provide Contract Training for Credit at a Company’s Site?
Small Medium Large

Total
Yes 60.0% 80.0% 66.7% 68.4%
No 40.0 20.0 33.3 31.6
Table 47
What Is the Dollar Volume for Contract Training for Credit per Year?
Small Medium Large

Total
$1,000-$4,999 33.3% 25.0% 0.0% 15.4%
$5,000-$9,999 33.3 0.0 50.0 30.8
$10,000-$29,999 0.0 25.0 0.0 7.7
$30,000 or More 33.3 50.0 50.0 46.2
*Responses only include those indicating they provide contract training for credit at a company site (refer to Table 46).
57
Table 48
What Are the Top Two Credit Classes You Provide for Contract Training?
Small Medium Large

Total
Business 66.7% 50.0% 83.3% 69.2%
Computer Information Systems 66.7 75.0 16.7 46.2
Mathematics 0.0 0.0 16.7 7.7
English 0.0 0.0 16.7 7.7
Other 33.3 50.0 50.0 46.2
*Responses only include those indicating they provide contract training for credit at a company site (refer to Table 46).
Table 49
Why Do Companies Use Your Center Verses Another Vendor?
Small Medium Large

Total
Cost 60.0% 100% 100% 89.5%
Quality of Instructors 80.0 100 77.8 84.2
Quality of Programs 80.0 100 77.8 84.2
Convenience 60.0 60.0 77.8 68.4
Other 40.0 60.0 77.8 63.2
58
Table 50
What Do You Wish Your Sales Team Had Now That It Does Not Have?
Small Medium Large

Total
More Staff 40.0% 80.0% 77.8% 68.4%
Better Leads 40.0 60.0 55.6 52.6
Larger Budget 20.0 40.0 44.4 36.8
No Boundaries 20.0 40.0 33.3 31.6
Someone to Do Fulfillment 20.0 0.0 33.3 21.1
Other 20.0 40.0 44.4 36.8
Table 51
What Is the Most Optimistic Level of Sales Success You Can
Envision for Your Team this Fiscal Year?
Small Medium Large

Total
Less than $1 Million 40.0% 40.0% 22.2% 31.6%
$1-$2 Million 40.0 60.0 55.6 52.6
$3-$4 Million 20.0 0.0 0.0 5.3
$5-$6 Million 0.0 0.0 11.1 5.3
$7 Million or More 0.0 0.0 11.1 5.3
59
Table 52
Envision for Your Team in Three Years?
Small Medium Large

Total
$1-$2 Million 20.0 40.0 62.5 44.4
$3-$4 Million 0.0 20.0 12.5 11.1
$5-$6 Million 20.0 20.0 0.0 11.1
$7 Million or More 0.0 0.0 25.0 11.1
Table 53
Envision for Your Team in Five Years?
Small Medium Large

Total
$1-$2 Million 20.0 0.0 33.3 21.1
$3-$4 Million 40.0 60.0 33.3 42.1
$5-$6 Million 0.0 0.0 11.1 5.3
$7 Million or More 20.0 20.0 22.1 21.1
60
Appendix B
Participating Colleges for Survey and Visitations
61
Workforce Development Benchmarking Project
List of Participating Colleges
Kathy Yeager
December, 2006
Anne Arundel Community College – Glen Burnie, MD (visitation)
Bellevue Community College – Bellevue, WA
Bill Priest Institute for Economic Development – Dallas, TX
Black Hawk College – Moline, IL
Bucks County Community College – Newtown, PA
Central Piedmont Community College – Charlotte, NC (visitation)
College of DuPage – Glen Ellyn, IL
Collin County Community College – Plano, TX
Corporate College - Cuyahoga Community College– Westlake, OH (visitation)
Delta College Corporate Services – University Center, MI
Employee Training Institute – San Diego, CA (visitation)
Ivy Tech Community College – Lafayette, IN
Kirkwood Community College – Cedar Rapids, IA
Lane Community College – Eugene, OR
Linn-Benton Community College – Albany, OR
Moraine Valley Community College – Palos Hills, IL
Pima County Community College – Tucson, AZ (visitation)
Rio Salado College – Tempe, AZ
Tallahassee Community College – Tallahassee, FL
Tarrant County Community College – Fort Worth, TX
Valencia Enterprises – Orlando, FL
62
Appendix C
College Visitation Interview Grid
63
Questions for Community College Visitation (Appendix C)
Workforce Development Benchmarking Project
Kathy Yeager
Note: As part of the Workforce Development Benchmarking Project, visitations were conducted to Central Piedmont Community College,
Corporate College at Cuyahoga Community College, Anne Arundel Community College, Valencia Enterprises, Employee Training Institute in San
Diego and Pima County Community College. The responses to the interview questions are listed below.
Benchmarking Central Piedmont Cuyahoga Corporate Anne Arundel Valencia San Diego Pima County
Questions College Enterprises Employee Training Community
Institute College
Does the Center Yes. It is a Yes. There is a 10- Yes. There is a Yes. There is a 5- Yes. There is a The Center does
have a printed three-year plan year revenue 10-year strategic year business plan three-year plan. not have a plan,
business plan or with additional projection, a 3-year plan that is that is reviewed but each
strategic plan? If five-year goals. strategic plan and a reviewed yearly. quarterly. individual
so, what is the 1-year dashboard. program has a
timeframe? plan.
Why was the To help Help the board Living document The plan helped The plan was
business plan or restructure, for understand, helps with all the obtain funding and designed to launch
strategic plan upper us stay focused, college goals tied headcount. The growth and
created? management and a management to it. The organization runs funding.
buy-in and for tool for funding. President uses it this area as a
funding. to speak in the business, and the
community. plan show progress
back to the college.
What are the Exec. Summary, Business Priorities, Goals & objectives, Exec. Summary,
components of CCE Bus. Description, Strategies, Action report on sales, business over-view,
your strategic Model, Industry SWOT, Market Plan, Facilitator, plan for each marketing strategy,
plan? Competitive research, Start date and individual area, operations, and
Analysis, Competitor end date, and financials, methods financial overview,
SWOT, 3-year Analysis, Individual Goals. of measurement. income statements,
goals, tactics marketing plan, 3-year budget, and
tied to goals, 5- operations plan, 3-year contingency
year plan. management team. budget.
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Who Monitors The Associate The president, her The Board, the The COO monitors The
and updates the Dean updates. boss and the board President and the and updates. The Dean/Executive
strategic plan? Vice President reads and expects VPs. All college President, Sr. VP, Director monitors
Who reads and and Dean of results. The staff updates and Adm. Services and the plan.
expects results CCE reads and President and monitor. the Board expects
from this plan? expects results. Directors monitor Everyone is held the results.
and update the responsible.
plan.
Who approves the The Vice The Corporate College-wide The Chief The Board of San
plan and sets the President and College President strategic Operating Officer Diego CC
revenue goals? Dean. Revenue and the College planning approves the plan Auxiliary
goal is grow 6% President. committee and sets the Organization
per year. Revenue goal is approves the revenue goals. The approves the plan.
grow 5% per year. plan. Revenue President reviews The Dean sets the
and budget goals and approves. revenue goals.
are set by the
area and get
direction from
the VPs.
How is the plan This is the only Credit does not This is the only Credit does not Focuses on meeting
similar/different plan of its kind have such a plan. plan for the have such a plan. business needs.
from the credit at the college college. It is for There is no credit
plan? credit and non- business plan.
credit.
Is there a sales Yes. Manage Yes. Manage the Yes. Manage the Yes. Helps drive No. No. There is,
director? If so, the sales staff sales staff. team. Director of revenue through however, a
what are the and sell. Executive Director Workforce sales and position
responsibilities? Director of of Sales. Also has Solutions. marketing, daily approved for
What is the job Corporate other management of hiring.
title? Training responsibilities staff, and handles
marketing and sales
strategy.
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With respect to No. Sales No. Sales (Acct. No. The Center No. Sales staff No. A bonus plan Yes. All are paid
compensation, is people are Exec) get a base for Workforce receives a 4% has been in place the same. No
the same model assigned goals. salary plus Solutions team commission on since 1999. The bonus plan is in
used in sales as in Once the group compensation plan. receives a salary. sales. This is staff receives base place.
other areas of the makes the goal, Based on gross No commission monitored salary and a
college. Is a bonus of 1% is margin and tiered or bonus plan is quarterly. percentage based
performance paid to each layers. Layers start used. on the size of the
based pay and/or person. Another at $350,000 volume sale. The
viable pay a tool flat fee is paid to over $750,000 percentage ranges
used to date? for reaching volume and 5%- from 2.5% to 10%.
What does the goals attached to 13%.
comp model look strategic plan.
like?
Does the sales The sales team Sales team The team sells The sales team sells The sales team sells The sales group
team sell both sells contract primarily sells only contracts. mainly contract contract training. has a main focus
contract training training. If they contract training. They may direct training. They get Fee classes are on contract
and open do sell or They do sell open employees to credit if they sell marketed and training. Some
enrollment classes. recommend enrollment to the open enrollment open enrollment to managed by one of the larger
If so, how is that open top 10 clients. when their top 10 clients. person. contracts also
going? If not, why enrollment, they appropriate. hold public
not? track dollar classes that are
volume of open to outside
business people.
transferred.
Does the sales This year’s goal Yes. The sales Because of Yes. The team goal Yes. The team goal Yes. The
team have a is $663,000. team goal is $3.6M. reorganization is $1,350,000. is $300,000, but revenue goal is
quota? If so, The Director of Individual goals are and position Individual goals are may change based $2M.
what? Corporate $1.2M. Retained openings, there is $425,000, on projects that
Training decides revenue is 55%- no quota this $500,000, and come in.
the number. 65%. year. $425,000.
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Is solution selling This team sells Solution selling is Yes. Leads come Yes. Someone Yes. Leads are Yes. Sales staff
utilized? If so, the courses that utilized. An open in and contracts from the Business developed and then is proactive in
explain the are available. A enrollment are sold to Solutions Group listening becomes asking questions,
process. If not, needs schedule is also companies. This helps identify the key to uncover the listening and
please explain the assessment is housed on a could include need and the basic business formulating a
process for a sales used and selling company website both credit and solution. An need. From that, a solution. This
call. is based on for seamless non-credit assessment and solution is usually ends up
market segments information and options. Each performance developed for the in a customized
registration. can be consulting may be customer. format.
customized. utilized.
Are all sales All are regular Sales personnel are Both regular and All are regular All are regular All are regular
personnel regular employees. regular employees contract employees. None employees. employees.
employees, or are They would like hired from the employees. have contracts.
contract to get an business world.
employees apprentice for
utilized? additional help.
What is the total Corporate and The goal is $8.2M Targeting The goal is $4.7M. The goal is $2MD. The goal is $6M.
financial revenue Continuing with a stretch goal $415,000 in The group goal is The projected We count FTSE
goal for your Education does of $10.2M. This is Workforce to be totally self retained revenue is and utilize
Corporate $5.7M. Of this, all self-supporting. Solutions. The supporting (bldg. $80,000. general funds.
Training Center? $2.7M is self The retained overattainment lease, utilities,
What is your supporting and revenue is 55%- goal is usually salaries, etc.) in
retained $3.0M is state 65% and goes back 40-50%. five years. They
revenue/income? funded. The to the Corporate are currently 2 ½
sales goal in College. years into the plan.
contact training
is $685,389.
Who determines Vice President Finance and The Dean The COO and the The The campus
your financial and Dean. Business Services. determines the group determine Dean/Executive president and
goal? Does it financial goal and the financial goal Director of the dean determine
come from the the President as outlined in the Employee Training the financial
president of the approves the five-year business Institute goals. The board
college-the Board goal. plan. approves the
or others? general fund
budget.
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Are retained The college Retained revenue Utilize the Once breakeven is The dollars may go Retained
revenue dollars sweeps 22% for dollars are Enterprise obtained, the the college. The revenue goes
reinvested into overhead, and reinvested into the Budget which retained revenue funds go into the back to the
your Corporate 3% goes to IT Corporate College covers all costs dollars will be 501C3 as retained college as a
Training Center or Services. The and reinvests the reinvested into the earnings. whole. Our area
do they go to the plan calls for revenue into the organization and a is part of the
college as a whole? $100,000 Workforce portion given back college capital
retained revenue Solutions group to the college. cascading plan.
in year three or as needed.
20% of CCE.
What is the Year 1 – cover 55%-65% 40% - 50% 40% - 60% 40% Revenue consists
percent retained direct costs, of cash and Full-
revenue to the Year 2 – Cover Time Student
total financial direct costs & Equivalents
goal? admin. Costs (FTSE).
Year 3 - Retained
$100,000 or revenue is 14%
20% of CCE
income. Public
is 5% and CT
15%-20%.
How are revenue Spreadsheet. By own enrollment Reports from Through Continuity QuickBooks. Reports from
and expenses Each class and financial people on DataTel. Each 2000 and Oracle. Banner.
tracked on a contract is a contract training contract is Reports track
monthly basis? tracked and sheet. An expense tracked and revenue and
reviewed summary form is complete reports expenses for all
monthly. developed and done are reviewed programs. These
before & after the monthly. reports are
contract starts. reviewed monthly
and reported to the
President.
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Institute College
What are the Contract Contract sales, Contract sales in Contract training, Contract training in Contract
sources of training and open enrollment, training, Scenarios On-Line, Fiscal Project training, grants,
revenue? open enrollment facility rental, consulting, Center for Global Management tuition, credit
corporate lease, assessment, and Languages, Services, feeds, non-credit
subsidy. room rental. Consulting Organizational fees, and FTSE.
Services, Open Development &
Enrollment, facility Customer Training,
rental. Workforce Dev. &
fee based
Professional Dev.
How do you price Each contract is Cover expenses and Cover expenses Cover expenses and Cover expenses of $600/half day
your contracts? Is priced have 55%-65% and have a 40%- have 60% margin the contract and plus books for
there a specific individually to retained revenue. 50% in contract training, build in a 40% for soft skills. There
formula for include No specific overattainment. 40%-60% margin indirect. is a template for
pricing? expenses/costs, formula. Pricing is divided in consulting and automatic
overhead, profit by regular, 40% margin in calculation with
to program, etc. Government, open enrollment. 40% indirect
discount and costs and
minimum. program
charges.
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How are you CCE is divided Ex. Dirs. Report to Workforce Sales obtains the The business The Center for
structured? If you under a VP and President of Solutions is lead, conducts a developer obtains Business
could start over— a Dean. Corporate College. divided into sales call, then the lead and Solutions sells
would you Directors report Sales will sell a teams. Business brings in a rep from prescreens. The the contracts and
structure like this to Assoc. Deans. contract and pass Development the Business business developer we work with a
again? Sales will sell a lead to Program Manager sells the Solutions Group to and/or the coordinator and
contract, pass to Manager, but still contract. The assist with the executive director support staff to
a Program stay in the loop. Client Services solution, sales will call on the deliver. The
Developer, but The model is Manager works presents the lead. When whole division
still stay in the routinely reviewed on the contract proposal, closes, business is closed, was done by
loop for future and “tweeked.” details along with and passes back to it is passed to acquisition and
sales. This the Program the Solutions others for is slowly moving
structure is 2 Assistant. This is Group for fulfillment. Yes, into a new
years old. Yes. a new model. fulfillment. Yes, they would structure.
they would structure like this
organize like this again.
again.
What motivates We hire high Buy-in to mission Want to serve the Recognition and Bonuses, feeling Reputation of
staff members to achievers who and reward system customer and compensation plan. part of the team, programs,
do exemplary want to do good for lead generation. achieve success Everyone working love of the passion for
work? work. The Always tell the real with the contract. together to attain organization, sense programs, step
motivation story. Buy-in to the the same goal. of ownership, and progression plan,
comes from Learning College proud of the work success of
within. concept. they do. students now and
in the future, &
benefits.
What database DataTel. This Banner. It doesn’t DataTel. Works Continuity 2000. A customized Banner works
registration system was sold to the work well for non- well. Worked better than Access database for credit
are you using? “curriculum” credit. Trying to Banner. We prepared just for programs, but
How is it working? side with no use Astra. customized reports this area. It is doesn’t work for
plan for CE. It and hired an working great. Cntr. for Trng. &
has issues. administrator. Dev.
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Do you post Grades are Grades and Yes, grades and No No No. We show
grades or pass/fail and transcripts are transcripts are clock hours, but
transcripts in CE? transcripts are posted. posted. no grades. We
posted. do transcript
CEUs.
Is registration for Separate entity Registration is a Registration is Separate entity just Separate entity just Whole college.
the whole college just for CE separate entity. for the whole for this group. for ETI.
or is it a separate registration. college because
entity for CE? there are no lines
between credit
and non-credit.
Do you have on- Yes. We have No. Customers Yes. Yes. No. Yes. On-line is
line registration? phone and on- must still fax in for credit and
line, but it has paperwork or call. non-credit
issues. People classes if they
don’t like to are current
give SS#. students.
What activities are Direct mail, e- Catalog, print Print materials, Branding, lead Website, showcase, Flyers for
defined as mail blasts, collateral, media newspaper generation, direct collaborations in individuals
marketing in your radio, trade sponsorship, radio, advertising, TV mail, advertising, the county, page in programs.
organization? show, chamber advertising & Radio ads, E- networking, trade college schedule,
events, newsletter, shows, etc. co-sponsoring
community work, events, e-mail
foundation work. blasts, networking,
presence on district
website and
marketing packet.
71
Institute College
What is your The marketing The marketing The marketing The marketing The marketing The marketing
marketing budget for CCE budget for budget for the budget is $600,000. budget was budget is $5,000.
budget? How is it is $300,000. Corporate and whole college is The marketing ties $40,000, and now it It doesn’t tie in
determined? How The budget for Workforce College $450,000. This to the college is $10,000. Trying at this time.
does your sales is $23,000. is $1.2M. Ties to doesn’t include brand, but is very to be more
marketing tie in college brand, but $480,000 for the specific for aggressive with
with other areas of is separate from schedule. Valencia other areas of the
the college? credit. Workforce Enterprises. college and using a
Solutions has new seal containing
some marketing the district logo.
money.
Do you track your Not yet. We do No Non-credit is Yes. We use a Yes. Have tracked No.
marketing pieces? have two phone tracked—credit marketing code to marketing pieces
If so, please numbers, an isn’t tracked. differentiate before the current
explain how it is alias URL, Tracking is done between the course CRM database.
done. search feature, by website hits, flyer and the
etc. increase in phone catalog. Also did
calls, and asking specific mailings to
people on a homes and
survey. This is businesses and
still being tracked return.
developed. Customers were
sent to the web to
fill out a survey.
What has been the Radio has been Don’t know. Just Direct mail is the Direct mail of E-mail campaign, Getting in front
most effective the most started tracking hits most effective letters has been our website, of the customer.
marketing effective. NPR to web site and marketing most effective. showcase, Cold calling is
method? What is Talk Radio print material. May method. The Mass mailing is partnerships and the least
your least effective works. Tiny do away with distance learning least effective. We referrals are the effective
marketing calendars were catalog. brochure is the are discontinuing most effective method.
method? the least least effective. our course catalog. methods. The least
effective. effective method is
mailers
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Institute College
Do you know how We have one There is one brand There is one The brand is The brand is The Pima brand
effective your brand and one and one tagline. brand, one tagline becoming more getting more has wide
brand is in the tagline. We are Many people still and one logo. effective and recognizable. recognition. Our
marketplace? If phasing out the don’t know what Doing a generating more There is not a division brand
so, please explain. little brands. we do. communication’s leads. There were consistent look and has minimal
Does your college There is sub audit. multi logos, but feel with other recognition. The
have multiple brands (1) that is shrinking college marketing college doesn’t
brands, tag-lines college to into one. materials have multiple
and logos? business, (2) tag-line or logos.
college to We are working
student, (3) on our external
college to brand.
customer. We
focus on
audiences.
Do you know your Yes. Yes. Yes. Regular Yes. We know Yes. We know and Yes. Yes. Yes. Yes. They
top 25 customers? Spreadsheet. contact. Track on our top customers track our customers Customers are are tracked in
Do you have an Top customer is spreadsheet with 10 and track them in in Goldmine and tracked in our ACT! The
active and regular $79,000. They of top 30 meeting ACT! Top Continuity 2000. CRM system which largest customer
contact program like the content, quarterly on customer is The top customer is was customized is $4M since
with them? If so, instructor, & the networking basis. $300,000. $75,000. Our just for ETI. The 1998.
how do you track price. We are Top customer is Customers use customers work top customer is Customers work
them? What is the very responsive $1M. They like our the college with us because we $100,000. with us because
dollar volume of and have good programs, the because of are flexible, Customers use us of the long-term
your largest quality. people selling and quality, proximity independent, more because we seek to relationship.
customer? Why delivering the to college, and market driven, and understand their
are they your top product, and we grant money. it doesn’t take a needs, we respond
customer? guarantee our committee to quickly and treat
programs. decide if they can them well.
do it.
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Institute College
Do officers of your Yes. The Yes. President of Yes. Leads Yes. The President Yes. Many Yes. The
college make sales college college helped get routinely come of the college has contacts are made campus
lead calls to your president is very us into hard to from the college many contacts and throughout the president makes
top customers? connected. He approach company. President, brings back leads. college and not many contacts
(Executive Key passes off leads President opens Executive VPs necessarily and passes off
Accounts) to us. doors and helps sell and Deans. The coordinated leads.
huge sponsorships President of the through ETI.
for Jack Welch college is well-
Conference. known in the area
and obtains
specific leads.
Do you reward No No Yes. We have No. Yes. We provide a No.
customers for nominated luncheon with free
doing business customers for food and awards
with you? If so, awards. Also for our top
how? took 80 customers.
customers to
Anne Arundel
night at the
ballpark.
Please explain Put customers Don’t have one. We don’t say We are very We understand the We have open
your customer first. Improve “no”, or we find a customer focused, need, work on a communication
service model. the overall partner who can and don’t have the timeline, gather and promise to
customer assist. We strive word “no” in our resources, clearly always get the
expectations, for 100% vocabulary. communicate, answer for the
dev. quality customer make the customer customer. We
standards, & satisfaction. feel important, and are
evaluate the treat our internal entrepreneurial
results. Achieve customers well. and look for the
customer repeat best solutions for
ratio of 30%. the customer.
74
Institute College
Is an employee Yes. There is a Yes. Training needs Depends on the Yes. We use Yes. We use Yes. We use
pre-assessment questionnaire analysis training. We use Survey Monkey. Survey Monkey. Asset or
utilized? If so, they can fill out questionnaire. Each a pre-assessment We also use Causus Compass for the
please explain the on line. area has a different in ESL and also for ESL. basic skills area.
pre-assessment. pre and post IT from Element
assessment. K or the
instructor.
Is an employee Yes. There is a Yes. Could be on- A post- A post assessment Yes. We may Yes. A credit
post-assessment questionnaire line, fill in form or assessment is is sometimes used administer the same assessment is
utilized? If so, they can fill out observation. sometimes used, when we are battery of tests as built in
please explain the on line. but is often part measuring the pre-assessment. automatically.
post-assessment. of the course. performance. The instructor may
give a portfolio and
performance
assessment.
Do you charge for No. Not unless Yes/No. Depends We may charge, Yes. Depends on We charge for the No
these assessments? customized. on the type of but it is often part the type of language
If so, what is the assessment. of the course. assessment. assessment. It is
fee? $1,250 for a group
of 25 employees in
ESL.
Do you use other Yes. A 360 and Pre-employment Yes. We use Yes. We use Yes. We also Clep testing is
assessments? If on-line screening, assessments for Survey Monkey, conduct a skills used.
so, please explain. assessments placement & the Motor observation, one- assessment.
based on promotion, Vehicle on-one, focus
competencies. succession Association and groups, etc.
planning, employee others.
dev., 360, and
career development
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Do you measure No. However, No No Yes. The Senior No. However, we No
ROI? If so, please we are moving Performance are looking a
explain. If so, how in that area. Consultant company with an
is this articulated measures results at ROI worksheet.
back to the multiple levels and
customer? identified the
impact of solutions
on the organization.
Do you charge the
customer to
measure ROI? If
so, please discuss
the fee.
If you measure
and report ROI,
how beneficial is
this to build repeat
business?
How does the
college make
decisions on the
level of investment
it will make in this
area?
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How do you run Bonus plan for Run everything we Regularly talk We are a separate We are a 501C3 We do 90% of
your Corporate sales staff, can outside the with the staff unit from the organization and all the contracts
Training Center easily hire & college system. about goals and college with our generally separate of the college
like a business in fire, retained Treat purchasing achievements. own building, staff from the rest of the and the majority
an academic revenue goes and registration as Utilize the to operate the college. We have a is for credit. We
atmosphere? back to the subcontractor, and Enterprise building, and grant that assists can turn a credit
Corporate build in time for Budget to bring responsibility to with some salaries, contract for a
Center, Upper them to do what the money back cover all the costs our own CRM company in 48
Management they need to do. to the Center. of rent, utilities, database, hours in a
totally supports Ticket booth at payroll, expenses accounting, HR, customized
us, Fulfillment BWI airport. of the programs, operations, manner. There is
team takes over Credit and & etc. We follow a marketing, and no curriculum
the account after Non-credit work business plan and business developer. council approval.
it is sold, together for the specific goals to be We have our own We have the full
Everyone says right solution for successful in this board. The group support from our
the same 30- the customer. start-up business. is entrepreneurial, campus
second We measure cost and we have paid president and
commercial and yield on bonuses to staff can be
everything. We members since entrepreneurial.
handle our own 1999. We found ways
registration and around using
billing, etc. Banner.
Do you sell Little credit No Yes. Very No. Not yet. Yes. We sell credit Yes. This is
training for training is sold. successful. We with any of the highly successful
credit? If so, how Leads are can modify credit colleges in the as we conduct
successful is this. passed to credit. courses and offer district. The the majority of
What is the fee? Most companies to businesses. faculty is paid by our business in
don’t want There is a 15% the college and ETI credit contract
semester markup. reimburses the training.
training. college.
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How is your They work for They report to Support staff Support staff report Any support staff is The support staff
support staff individual individual report to different to different also responsible for is organized in a
organized? (Do directors and directors. There is directors. directors. a program area. pool to be
they work in a have specific four support staff. The staff is cross- utilized by the
pool or report to duties trained and does workforce.
just one director?) administrative
work as needed.
What are the titles Exec. Sec. Sr., Adm. Coord. II Program Solution Program Assistants Support Tech,
for your support Exec. Sec., Coordinator II Assistant, Specialists. They Fiscal Support
staff? Adm. Sec. Sr., Office Mgr. III Administrative used to be Training Specialist and
Adm. Sec., Adm. Assistant Assistant I, and Support Specialists. Program
Program Program Assistant
Assistant, Adm. Developer.
Assistant, Adm.
Clerk.
Does your support Yes, the Yes. This includes Yes. They use Yes. They use Yes. They enter Yes
staff enter data Administrative instructional DataTel to enter Continuity 2000 to data into their
into the college Secretary Senior contracts, course sections, enter course CRM system which
database? enters data into scheduling new date, times, sections, date, is Access.
DataTel classes, budget instructors, times, instructors,
change requests, sponsorships, 3rd etc.
PO’s. Banner is party billing, etc.
cumbersome, and They also enter
trying to obtain a data into ACT!
“work around”.
Please explain the The Program Admin Coord. II The support staff They would enter They work with the The courses are
role of your Developer and and Coordinator II helps with the date and rooms instructors to scheduled by the
support staff in Program get the class implementation, in the system for schedule the classes managers and
scheduling of Assistant do the schedule from the paperwork and the class. They and then enter this then the support
classes. scheduling—not program manager room scheduling. would also change information into the staff enter the
the support staff. containing dates. The coordinator dates. However, CRM. information into
They do order They create a gets the they don’t actually Banner.
books and call section and then instructors and schedule the class
the instructor, call the instructor feeds information with the instructor.
however. with date and time. to support staff.
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Institute College
How closely does The Program Not closely. They don’t They don’t actually They are They work
your support staff Assistants work Support staff can’t actually register. register people for registration. They directly with the
work with closely with register people. They do review classes. They keep use the CRM to registration staff.
registration? registration. the forms for track until after the register students
accuracy. class goes, and then into classes.
operations does the
registration.
Please explain the The Program No direct role. Business It is all related to They order books, They track
role of your Assistant helps Everyone assists in Development implementation. schedule dates, do student issues,
support staff in the Program selling. Support Manager sells, The Order Entry contracts, and invoicing,
the fulfillment of Developer fulfill staff prepares gives info to Form comes from prepare everything produce class
contract sales. the contracts. materials and Program the Sales Team to for the class. materials, order
schedules Assistant to enter the Business books, track data
rooms/food if on in DataTel. They Solutions Group and do research.
college site. also work with and those support
clients with staff. They work as
special needs, a team. They will
certificates, enter the class into
evaluations, Continuity 2000,
deliver books, order books,
start a class, post materials, prepare
grades, print instructor packets,
certificates, etc. tent cards,
evaluations, roster
and put them in the
plastic bins for the
instructors to pick
up. All upcoming
contracts or classes
for the next four
weeks show up on
the “Radar Screen”.
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Institute College
What are the best (1) Strategic Flexibility—can (1) Blurred lines (1) Created a (1) Leverage (1) Insist on
practices for your Plan with buy-in move on a dime (2) between credit Corporate Culture multiple projects quality (2)
Corporate from all levels. Employees are and non-credit. (2) Team incentives for overall benefit Student
Training Center? (2) Clearly from business (3) Can use when the whole of the organization outcomes
defined goals Very customer curriculum from org. reaches the (2) Mix contracted focuses (3) Fair
with Director focused (4) Very the different goal (3) Sell services with pricing (4)
performance entrepreneurial (5) Institutes on solutions instead of government grants Creativity (5)
goals & Everyone is held campus (2) classes (4) with fee class Willingness to
processes accountable (6) Utilize Enterprise Consulting operations that collaborate (6)
identified. (3) Expanding the Budget to hire practices using funding can be Customer
Business model vendor partnerships additional people Performance leveraged to create service (7) High
of sales, for on-line training or launch new Management (5) a full service level of
marketing, (7) Quality area (8) projects (3) BWI Autonomy from the consulting/training information flow
programming & Technology Satellite Center college (6) operation. (3) (8) Handle
operations. (4) solutions (9) (4) Streamlined Directors report to Entrepreneurial (4) conflict
Collaboration Internal curriculum processes with COO (7) Ability to Partnerships & immediately.
with created for checklists (5) move quickly and collaborations that We don’t do
“curriculum” or leadership (10) Strategic Plan is a make needed build win-win. (5) conflict
credit area (5) facilities (11) Clear living document changes. (8) New Bonus plan (6) avoidance (9)
Ability to create vision & mission— and guides the instructor process Grant to help cover Hire good
new programs. everyone says the Workforce and tool kit (9) salaries personnel
same thing. Solutions Group. Ability to hire
positions as
needed.
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Institute College
What are the best (1) (1) Come from (1) Divided into (1) Bring the (1) Attitude of (1) Checklist for
practices for your Implementation business teams (2) Grant content team to the customer service tasks (2) Open
sales area? of sales team background (2) money for customer’s area. (2) “can do” and communication
two years ago. Work in vertical corporate training Solution Selling (3) confidence (2) (3) Standardized
(2) Work in markets (3) Selling (3) Ability to sell Consistent in Business budget model (4)
vertical markets a wide variety of the “whole” pricing (4) Getting Development Flexibility of
or segments. (3) programs as college rather it away from just person locates the credit and non-
Training Matrix solutions including be credit or non- selling classes (5) leads and credit for our
tracks & gives Lean, Six Sigma, credit to provide Consulting prescreens (3) customers
leads (4) E- etc. (4) Team a solution (4) All practices (6) Have React quickly to
Newsletter sent selling (5) contract training our own P&L and organize resources,
monthly to Commission plan goes though the autonomy. (7) get team in place
targeted Center for Commission plan and take advantage
segments (5) Workforce of opportunities.
Pass lead to Solutions (5)
Program ACT (6)
Developer. (6) Instructor review
Get leads from process (7)
college Orientation
President (7) packet & process
Use of ACT. (8) Immediate
written follow up
of evaluation to
company (9)
Comprehensive
curriculum and
product line.
Who decided these Vice President President and staff. President, VP, President, COO The The Dean
best practices? and Dean Customers and and Dean. and Directors. The Dean/Executive
Who would leadership team. COO and Directors Director of ETI
change or update would change or
them? update them.
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Institute College
How do you By revenue & Repeat business, Key indicators By asking if we are Contributions we Evaluations,
measure success? enrollment, by sales volume, such as better today than make to the return business,
repeat customer enrollment, yesterday. By organization, passing rate on
customers, and testimonials, revenue, FTE, checking revenue, diversity of exams, revenue
by attainment of customer referrals. customer and bottom line. projects, and generation, and
performance satisfaction expertise to meet SBDC is loans
goals by ratings and the needs, and if we and venture
Directors. number of complete the year capital.
clients. in the black.
What are the (1)Competition Banner – can’t (1) Not fully (1) Obtaining (1) Aging (1) Economy (2)
biggest challenges (2)Limit to register on-line, staffed (2) enough sales workforce (2) Not Lack of large
facing your resources college systems we Quantity of work volume to strategic as an private sector to
Corporate (3)Finding the have to follow, (3) Becoming a breakeven (2) Long overall organization conduct business
Training Center? right partners to funding for the cohesive team (4) sales cycle (3) Not (some classes are (3) Marketing
work with us college, Limited resources everyone in the free) (3) Building (4) Balance
independent (5) Changing college understands even stronger between
consultants who systems and what we do (4) collaborations and academic &
compete. processes Getting the partnerships revenue side of
message out to our house (5)
customers (5) Companies do
Changing the internal training.
culture (6) If we (6) Need better
have all the right external
people and they are branding
“on board”.
82
Institute College
What holds you Internal systems Working in an Keeping pace We are “running it Top level support. Community
back from – ITS and HR, academic with demand, like a business”. college structure
“Running it like a registering on- atmosphere and finding qualified We weigh each approval
business?” line, financial certain processes. instructors, and hiring decision processes &
system that is space. heavily as it will policies.
always real affect the P&L.
time, Everyone is
inflexibility of working hard to
community reach the goals.
college system,
and DataTel.
What is the From $5.7M, $10.2M. 80% Four or five more Breakeven and $3M given the right Grow programs
greatest level of grow the Client Service begin making a funding streams. to $6.5M. This
success that you revenue 6% per Teams and 20% profit in 2 ½ years. Not likely. is very likely.
can envision for year. Very of Continuing Ed.
your group in the likely. FTE.
future? What is
the likelihood of
achieving it?
83
Institute College
What are the Personality type Business oriented, Detail oriented, Business Intelligent, Flexibility,
critical profiles of is critical. We customer focused, good with background, can excellent verbal initiative,
types of look for very agile, customers, sales accept change, a and written creativity,
individuals that motivated self- understand knowledge, positive attitude, communication collegial, change
are necessary for starters who solutions, want to ability to write very creative and skills, team player, agent,
your success as want CCE to be work hard, have good proposals not caught up in all embraces curriculum
employees? To successful. Our fun, like what they and contracts, the smallest details. challenges, expertise,
what degree is staff is do. The staff is a good follow up, In the operations insightful with negotiation
your group staffed proportioned good mix, and with and team player. area, all are trained good analytical skills, sales,
by the “right type” well. The mix is future “tweeking” We are not totally to do each other’s skills, consulting, and
of blends of skills, good and many will be positioned staffed yet. We job. This ensures entrepreneurial understanding of
background and have only been for success. must go through the business keeps tendencies, wants both business
character? Is here 1-3 years. all levels of the going even if to grow and learn and academia.
there any way you When we grow process to get the someone is absent. personally,
can envision that the programs, right people. appreciates people,
you can accelerate we can warrant integrity, ethics,
the growth of the more staff. great facilitator,
types of human resourceful/organiz
resources that you ed, comfortable
ideally need? existing within a
bureaucracy and
adapting in a
business arena.
84
Appendix D
Survey Instrument
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90
91
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94
95
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Workforce Development

Executive Summary............................................................................................................................... ......1

Figure 30. Are Prospects Qualified Before the Approach?........................................................ ..21

Major Survey Findings

College Visitation Major Findings:

• Five out of six colleges visited had a business plan.

The six colleges visited include:

Anne Arundel Community College in Glen Burnie, Maryland

Please direct any questions or comments about this survey to:

Community College Workforce Development

Large – 10,000 or more enrollment per semester

Those colleges responding to the survey include:

1,000-4,999 5,000-9,999 10,000-14,999 15,000+

Large – 10,000 or more enrollments per semester

1,000-4,999 5,000-9,999 10,000-14,999 15,000+

20% 22.2% 20%

100,000-249,999 250,000-499,999 500,000-749,999 750,000+

Small >5000 Medium 5 - 10 K Large < 10,000

Single County Multi-County

Small Medium Large

Urban Suburban Rural

Small Medium Large

Robust Developing Flat Depressed

Small Medium Large

20% 20% 20%

Manufacturing Service Government Hi-tech Other

Small Medium Large

20% 22.2% 20% 22.2% 22.2% 20% 22.2%

1-2 3-5 6-8 9-10 < 15

Small Medium Large

40% 40% 40%

22.2% 22.2% 22.2%

Less than 10% 10%-24% 25%-49% 50%-74% 75%-100%

Small Medium Large

Less than 10% 10%-24% 25%-49% 50%-74% 75%-100%

Small Medium Large

Organization Level Targeted for Approach

Training Director Human CEO Other

Vertical Market Targets for Sales Calls

22.2% 20% 22.2% 20%

Small Medium Large

Small Medium Large

Small Medium Large

Small Medium Large

Small Medium Large

$1,000-$3,999 $4,000-$7,999 $8,000-$14,999 $15,000-$24,999

Small Medium Large

25% 22.2% 25% 25% 25%

$0-$4,999 $50,000-$74,999 $75,000-$99,999 $100,000 or More

Small Medium Large

20% 20% 20%

$0-$4,999 $50,000-$74,999 $75,000-$99,999 $100,000 or More

Small Medium Large

20% 22.2% 20% 20%

0%-24% 25%-49% 50%-74% 75%-100%

Small Medium Large

20% 20% 20% 22.2% 20%

0%-24% 25%-49% 50%-74% 75%-100%

Small Medium Large

20% 20% 20% 20%

0%-4% 5%-9% 10%-19% 20%-29% 30% or More NA

Small Medium Large

Small Medium Large

Small Medium Large