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    Workforce Development

    Benchmark Project

    Kathy YeagerBusiness Solutions Director

    Johnson County Community CollegeCenter for Business and Technology

    12345 College BoulevardOverland Park, KS 66210-1299

    [email protected], 2006

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    Table of Contents Workforce Development Benchmark Survey

    Executive Summary............................................................................................................................... ......1Major Survey Findings........................................................................................... ............... .........1College Visitations Major Findings............................................................................................... ..2

    Introduction............................................................................................................................ .............. .......3Purpose........................................................................................................................ ................ ...3Methodology............................................................................................................................... ....3

    Community College Survey Participants.................................................................... .............. ......4Demographics...................................................................................................................................... ........5Sales Calls............................................................................................................................ ................ .......9Revenue........................................................................................................................................ .............14Curriculum.............................................................................................................................................. ...18Customer Profiles................................................................................................................. ................. ....21Instructors/Trainers.......................................................................................................................... ..........24Marketing.......................................................................................................................... .............. ..........27ROI............................................................................................................................................... .............28Evaluations............................................................................................................................. ............... ....29Credit Contract Training............................................................................................................ ................31Customer 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...................................................................... ............... .............10Figure 11. Organization Level Targeted for Approach........................................................ ........10Figure 12. Vertical Market Targets for Sales Calls.................................................................... ..11Figure 13. Length of Time to Close a Sale...................................................... ................ ............11Figure 14. Sales Staff Sell Both Public Seminars and Contract Training?............................. .....12Figure 15. Sales Person Complete Process From Approach to Delivery?.................................. .12Figure 16. Sales Staff Receive Commission or Bonus?.......................................... ................. ....13Figure 17. Which Services Generate Most Revenue?.......................................................... ........14 Figure 18. Average Contract Sale Amount....................................................................... ...........14 Figure 19. Sales Dept. Annual Retained Revenue Goal...................................... .............. ..........15Figure 20. College Expectations for Annual Net Revenue for Your Center....................... ..........15

    Figure 21. Percent Total Revenue Generated by Contract Training.......................................... ..16Figure 22. Percent Revenue Generated by Public Enrollment Classes................... ............... .....16Figure 23. Percent Overhead College Charges Center............................................... ................17Figure 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

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    Executive Summary Workforce Development Benchmark Survey

    During the 2006 spring semester at Johnson County Community College, a workforce developmentbenchmarking survey was conducted with 20 community colleges across the United States. The survey ofkey people working in the continuing education/contract training area was designed to gain insight intoprocesses, 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 dont/cant 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%).

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    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 contractsopen 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 doesnt 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 bybeing 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 andcollaborations, 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, processesand policies.

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    Introduction Workforce Development Benchmark Survey

    Purpose

    As part of Johnson County Community Colleges ongoing commitment to improving its programs andservices, Kathy Yeager of the Center for Business and Technology at the college, decided to conduct abenchmarking survey with other community colleges across the country. The purpose of the survey wasto gain insight into other colleges and how they conduct their workforce development open enrollmentand 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 largeinstitutions.

    Methodology

    During the 2006 spring semester, surveys were e-mailed to 20 community colleges across the country. Asan incentive for completing and returning the survey, the colleges were offered a copy of the completedbenchmarking report. Of the 20 community colleges surveyed, 19 returned the results for a response rateof 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 withcollege personnel involved with workforce education, and tours to gather more in-depth informationabout best practices in contract training and workforce development.

    The six colleges visited include:

    Anne Arundel Community College in Glen Burnie, MarylandCentral Piedmont Community College in Charlotte, North CarolinaCuyahoga Community College in Cleveland, OhioValencia Community College in Orlando, FloridaEmployee Training Institute in San Diego, CaliforniaPima County Community College in Tucson, Arizona

    Major findings are summarized on the following pages. Tabled results from the survey are in AppendixA, a list of colleges participating in the survey in Appendix B, a grid of the college visitation results is inAppendix C, and a copy of the survey is in Appendix D.

    Please direct any questions or comments about this survey to:

    Kathy YeagerBusiness Solutions DirectorCenter for Business and TechnologyJohnson County Community College

    12345 College Blvd.Overland Park, KS [email protected]

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    Introduction Workforce Development Benchmark Survey

    Community College Workforce Development

    Benchmarking Project

    Nineteen community colleges participated in a Workforce Development Benchmarking Survey. Thecollege data has been divided by size of non-credit enrollment per semester. The colleges were ranked bythe following sizes:

    Large 10,000 or more enrollment per semesterMedium 5,000 9,999 enrollments per semesterSmall 4,999 or less enrollments per semester

    Those colleges responding to the survey include:

    College Name State Division Name

    Size by

    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 CentroCollege (Dallas County CC) TX Corporate Solutions Department Large

    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 ContinuingEducation

    Large

    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 &Economic Development

    Small

    Kirkwood Community College IA Training and Outreach Services LargeLane Community College OR The BIZ Center Small

    Linn-Benton Community College OR Training and BusinessDevelopment Center

    Small

    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

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    Demographics Workforce Development Benchmark Survey

    Even though credit enrollment was not a measurement for this survey, it was important to identify theenrollments per semester to give a baseline of college sizes participating in the survey. Elevenrespondents had 15,000 enrollments or more, while two had 1,000-4,999, four had 5,000-9,999 and twohad 10,000-14,999. See Table 1, Appendix A, and Figure 1, below.

    Figure 1

    Credit Enrollment

    10.50%21.10%

    10.50%

    57.90%

    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 semesterMedium 5,000 9,999 enrollments per semesterSmall 4,999 or less enrollments per semester

    Of the 19 institutions who responded to the survey, 47.4% had non-credit enrollments per semester of10,000 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

    26.3% 26.3%

    5.3%

    42.1%

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

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    Demographics Workforce Development Benchmark Survey

    Smaller colleges generally had a population in the 100,000-249,000 range. Medium colleges focused onthe 250,000-499,999 range while large colleges concentrated in the 750,000 + population. See Table 3 inAppendix A, and Figure 3, below.

    Figure 3

    Service Area Population

    60%

    20%

    0%

    20%

    0%

    60%

    0%

    40%

    11.1%

    22.2%

    11.1%

    55.6%

    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 largeinstitutions operated in single counties with 60% and 66.7% respectively. See Table 4, Appendix A, andFigure 4, below.

    Figure 4

    Single vs Multi-county

    20%

    80%

    60%

    40%

    66.6%

    33.3%

    Single County Multi-County

    Small Medium Large

    6

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    Demographics Workforce Development Benchmark Survey

    Smaller institutions were located in urban and rural settings, medium institutions predominately weresuburban and large institutions were split between urban and suburban. See Table 5, Appendix A, andFigure 5, below.

    Figure 5

    School Service Area Demographic

    40%

    20%

    40%

    20%

    80%

    0%

    55.6%

    44.4%

    0%

    Urban Suburban Rural

    Small Medium Large

    Because multiple responses were requested, small institutions indicated robust and flat, mediuminstitutions listed developing and large institutions were surrounded by robust economy. See Table 6,Appendix A, and Figure 6, below.

    Figure 6*

    Service Area Economy

    60%

    40%

    60%

    0%

    40%

    80%

    20%

    0%

    66.7%

    44.4%

    11.1% 11.1%

    Robust Developing Flat Depressed

    Small Medium Large

    * Multiple responses allowed; therefore, percents may total more than 100%

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    Demographics Workforce Development Benchmark Survey

    Small institutions were predominately surrounded by manufacturing, medium institutions mainly hadservice and large institutions had healthcare, banking and manufacturing. See Table 7, Appendix A, andFigure 7, below.

    Figure 7

    Service Area Business Type

    60%

    40%

    0% 0% 0%

    20%

    40%

    20% 20%

    0%

    33.3%

    11.1% 11.1%

    0.0%

    44.4%

    Manufacturing Service Government Hi-tech Other

    Small Medium Large

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    Sales Calls Workforce Development Benchmark Survey

    Of institutions responding, 36.8% conducted 3-5 sales calls per week followed by 26.3% making 6-8calls. Medium institutions conducted more sales calls per week than small or large institutions. See Table8, Appendix A, and Figure 8, below.

    Figure 8

    Number of Sales Calls Per Week

    20%

    40%

    20%

    0%

    20%

    0%

    60%

    40%

    0% 0%

    11.1%

    22.2% 22.2% 22.2% 22.2%

    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 institutionsindicated a higher response in proactive sales calls than medium or large institutions. See Table 9,Appendix A, and Figure 9, below.

    Figure 9

    Proactive Sales Calls

    20% 20%

    0%

    40%

    20%

    0%

    40%

    20%

    40%

    0%

    33.3%

    22.2%

    0.0%

    22.2% 22.2%

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

    Small Medium Large

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    Sales Calls Workforce Development Benchmark Survey

    Of institutions surveyed, over 31% indicated they were reactive to the sales call approach. Largeinstitutions led the response with 44% indicating 75% or more of their calls are reactive. See Table 10,Appendix A, and Figure 10, below.

    Figure 10

    Reactive sales Calls

    20% 20% 20% 20% 20%

    0%

    40%

    20% 20% 20%

    0.0%

    22.2%

    11.1%

    22.2%

    44.4%

    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, HumanResources 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

    Resources

    CEO Other

    * Multiple responses allowed; therefore, percents may total more than 100%

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    Sales Calls Workforce Development Benchmark Survey

    Of the institutions surveyed, Healthcare and Manufacturing were tied as the top vertical markets targetedat 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%27.8%

    11.1%

    33.3%

    Healthcare

    Man

    ufacturin

    g

    Governm

    ent

    Financ

    e

    Insu

    ranc

    e

    ITTechn

    ical

    Cons

    tructio

    n

    Othe

    rNA

    *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% taking3-4 weeks. Large institutions closed sales in less time than small or medium institutions. See Table 13,Appendix A, and Figure 13, below.

    Figure 13

    Length of Time to Close a Sale

    0%

    20%

    60%

    20%

    0%0%

    40%

    60%

    0% 0%

    22.2%

    44.4%

    22.2%

    0.0%

    11.1%

    1-2 Weeks 3-4 Weeks 5-8 Weeks 9-12 Weeks More than 12

    Weeks

    Small Medium Large

    11

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    Sales Calls Workforce Development Benchmark Survey

    Over 52% of respondents indicated they sell only contract training. However, 60% of small institutionshave their sales staff sell both public seminars and contract training. See Table 14, Appendix A, andFigure 14, below.

    Figure 14

    Sales Staff Sell Both Public Seminars and Contract Training?

    60%

    40%40%

    60%

    44.4%

    55.6%

    Yes No

    Small Medium Large

    College respondents indicated 52% of sales people do not complete the whole process from approach todelivery, thus using a fulfillment team. However, 66.7% of large institutions do have sales staff completethe process from approach to delivery. See Table 15, Appendix A, and Figure 15, below.

    Figure 15

    Sales Person Complete Process From Approach to Delivery?

    20%

    80%

    40%

    60%66.7%

    33.3%

    Yes No

    Small Medium Large

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    Sales Calls Workforce Development Benchmark Survey

    Overall, 84% of respondents do not give sales staff commission or bonus. Of those colleges givingcommission, only small and large institutions participated. See Table 16, Appendix A, and Figure 16,below.

    Figure 16

    Sales S taff Receive Commiss ion or Bonus?

    20%

    80%

    0%

    100%

    22.2%

    77.8%

    Yes No

    Small Medium Large

    13

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    Revenue Workforce Development Benchmark Survey

    When asked to pick three responses, small, medium and large institutions chose contract training 100% asthe 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%

    60%

    0%

    20%

    0%

    20%

    40%

    100%

    40%

    0%

    0%

    20%

    0%

    40%

    100%

    55.6%

    44.4%

    22.2%

    11.1%

    0%

    33.3%

    Contract Training

    Public Enrollment

    Classes

    On-line Classes

    Assessments

    Executive Coaching

    One-on-One

    Consulting

    Other

    Small Medium Large

    *Multiple responses allowed; therefore, percents may total more than 100%

    Fifty-two percent of institutions reported their average contract sale to be $4,000 - $7,999. Smallinstitutions led the average contract amount at 80%. See Table 18, Appendix A, and Figure 18, below.

    Figure 18

    Average Contract Sale Amount

    0%

    80%

    0%

    20%

    60%

    40%

    0% 0%

    33.3%44.4%

    11.1% 11.1%

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

    Small Medium Large

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    Revenue Workforce Development Benchmark Survey

    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

    25% 25% 25% 25%

    0% 0% 0%

    100%

    22.2%

    11.1% 11.1%

    55.6%

    $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

    20% 20% 20%

    40%

    0% 0% 0%

    100%

    11.1% 11.1% 11.1%

    66.7%

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

    Small Medium Large

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    Revenue Workforce Development Benchmark Survey

    Over 42% of respondents indicated 50% 74% of total revenue is generated by contract training. Smalland large institutions sold the most contract training in the 50% - 74% range. See Table 21, Appendix A,and Figure 21, below.

    Figure 21

    Percent Total Revenue Generated by Contract Training

    0%

    40%

    60%

    0%

    20% 20% 20%

    40%

    22.2%

    0%

    44.4%

    33.3%

    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 EnrollmentClasses. Medium and large institutions generated the least amount of revenue from public enrollmentclasses. See Table 22, Appendix A, and Figure 22, below.

    Figure 22

    Percent Revenue Generated by Public Enrollment Classes

    20% 20%

    60%

    0%

    60%

    0%

    20% 20%

    66.7%

    0%

    22.2%

    11.1%

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

    Small Medium Large

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    Revenue Workforce Development Benchmark Survey

    Large institutions (42.9%) indicated the college charged their Center 0%-4% overhead, while smallinstitutions (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

    20%

    0%

    40%

    20%

    0%

    20%

    0%

    40%

    0% 0%

    40%

    20%

    42.9%

    0% 0%

    14.3% 14.3%

    28.6%

    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 givingvolume discounts, 27.8% gave a 10% discount. When a discount was given, only large institutions gave5%, 10% or 20%. See Table 24, Appendix A, and Figure 24, below.

    Figure 24

    Percent Dis count for Volume Sales

    0%

    40%

    0%

    60%

    0%

    20%

    0%

    80%

    12.5%

    25% 25%

    37.5%

    5% 10% 20% NA

    Small Medium Large

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    Curriculum Workforce Development Benchmark Survey

    The top revenue producing products/areas at institutions surveyed were Leadership (68.4%), MicrosoftProducts (52.6%), Customer Service (42.1%), IT courses (31.6%), Lean Manufacturing (31.6%) andTeambuilding (31.6%). Medium institutions relied more heavily on Leadership and Lean Manufacturingfor revenue than small or larger institutions. See Table 25, Appendix A, and Figure 25, below.

    Figure 25*

    Top Revenue Producing Products

    60%

    60%

    40%

    20%

    0%

    20%

    20%

    40%

    20%

    20%

    20%

    0%

    60%

    100%

    60%

    40%

    40%

    60%

    0%

    40%

    0%

    20%

    20%

    20%

    0%

    80%

    55.6%

    44.4%

    44.4%

    33.3%

    33.3%

    55.6%

    22.2%

    22.2%

    22.2%

    11.1%

    11.1%

    0%

    55.6%

    Leadership

    Microsoft

    Customer Server

    IT

    Lean Manufacturing

    Teambuilding

    DDI

    AchieveGlobal

    Six Sigma

    Certificate Programs

    Project

    Management

    Vital Learning

    Other

    Small Medium Large

    *Multiple responses allowed; therefore, percents may total more than 100%

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    Curriculum Workforce Development Benchmark Survey

    The majority of institutions (72.2%) indicated they owned the curriculum. See Table 26, Appendix A, andFigure 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. PresentationSkills ranked third at 52.6%. Coaching and Performance Reviews followed with 47.4% each. See Table27, Appendix A, and Figure 27, below.

    Figure 27*

    Most Demanded Soft Skills

    57.9% 57.9%52.6%

    47.4% 47.4%42.1%

    26.3%

    10.5% 10.5% 10.5%5.3%

    52.6%

    Change

    Conflict

    Presentation

    S

    kills

    Coaching

    Performance

    Reviews

    B

    usiness

    Writing

    T

    ime

    Management

    Fe

    edback

    Stress

    Management

    Personality

    Profiles

    Trust

    Other

    *Multiple responses allowed; therefore, percents may total more than 100%

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    Curriculum Workforce Development Benchmark Survey

    The most demanded computer class was Excel (89.5%). Word ranked second at (63.2%), Access rankedthird at (52.6%) and Project Management ranked fourth at (47.4%). See Table 28, Appendix A, andFigure 28, below.

    Figure 28*

    Most Demanded Computer Classes89.5%

    63.2%52.6% 47.4% 42.1%

    21.1% 15.8%

    0.0%

    31.6%

    Excel

    Word

    Access

    Project

    Ma

    nagement

    P

    owerPoint

    Outlook

    Windows

    Oracle

    Other

    * Multiple responses allowed; therefore, percents may total more than 100%

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    Customer Profiles Workforce Development Benchmark Survey

    Institutions indicated the largest lead generator came from referrals (94.7%). Large institutions utilizedthe most resources with referrals, marketing pieces, college representatives and grant leads. See Table 29,Appendix A, and Figure 29, below.

    Figure 29*

    Where Leads are Found

    100%

    60%

    80%

    40%

    40%

    40%

    80%

    60%

    60%

    20%

    20%

    40%

    100%

    66.7%

    44.4%

    66.7%

    55.6%

    22.2%

    Referrals

    Marketing Piece

    Chamber Lists

    College Rep

    Grant

    Newspaper

    Small Medium Large

    *Multiple responses allowed; therefore, percents may total more than 100%

    Most institutions (68.4%) do not have someone qualifying prospects before the approach. Smallinstitutions qualify prospects more than medium or large institutions. See Table 30, Appendix A, andFigure 30, below.

    Figure 30

    Are Prospects Qualified Before the Approach?

    60%

    40%40%

    60%

    31.6%

    88.9%

    Yes No

    Small Medium Large

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    Customer Profiles Workforce Development Benchmark Survey

    Manufacturing was the leading industry for institutions top customers at 63.2%. Healthcare was thesecond 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%

    10.5%5.3% 5.3%

    15.8%

    M

    anufacturing

    Healthcare

    Government

    Technology

    Banking&

    Finance

    Insurance

    Retail

    Other

    *Multiple responses allowed; therefore, percents may total more than 100%

    Nearly 74% of institutions have a target market of 150 employees or more. See Table 32, Appendix A,and Figure 32, below.

    Figure 32*

    Company Size of Target Market

    21.1%

    42.1%

    57.9%

    73.7%

    0-49 Employees 50-99 Employees 100-149 Employees 150 Employees or

    More

    Multiple responses allowed; therefore, percents may total more than 100%

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    Customer Profiles Workforce Development Benchmark Survey

    Over half (52.6%) of institutions do not reward customers for doing business with them. See Table 33,Appendix A, and Figure 33, below.

    Figure 33

    Are Customers Rewarded for Doing Business With Your Organization?

    47.4%

    52.6%

    Yes No

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    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 percentof small institutions paid soft skills trainers $100 or more per hour. See Table 34, Appendix A, and Figure34, below.

    Figure 34*

    Hourly Rate for Soft Skills Trainers

    20%

    40% 40% 40%40%

    60%

    40%

    20%

    11.1%

    33.3% 33.3% 33.3%

    $25-$49 per Hour $50-$74 per Hour $75-$99 per Hour $100 or More per

    Hour

    Small Medium Large

    *Multiple responses allowed; therefore, percents may total more than 100%

    Most computer instructors received $50-$75 per hour (52.6%). Medium and large institutions primarilypaid these rates. See Table 35, Appendix A, and Figure 35, below.

    Figure 35

    Hourly Rate for Computer Instructors

    40% 40%

    0%

    20%20%

    60%

    20%

    0%

    33.3%

    55.6%

    11.1%

    0%

    $25-$49 per Hour $50-$74 per Hour $75-$99 per Hour $100 or More per

    Hour

    Small Medium Large

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    Instructors/Trainers Workforce Development Benchmark Survey

    The majority of all respondents indicated they did not use full-time trainers (84.2%). See Table 36,Appendix A, and Figure 36, below.

    Figure 36

    Are Full-Time Trainers Used?

    15.8%

    84.2%

    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%

    0% 0%0%

    100%

    0%

    100% 100% 100%

    Soft Skills Training Computer Classes Other

    Small Medium Large

    *Multiple responses allowed; therefore, percents may total more than 100%

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    Instructors/Trainers Workforce Development Benchmark Survey

    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,Appendix A, and Figure 38, below.

    Figure 38*

    Pay Rate for Full-Time Trainers

    100%

    0%

    100%

    0%0%

    100%

    $25-$50 per Hour Other

    Small Medium Large

    *Multiple responses allowed; therefore, percents may total more than 100%

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    Marketing Workforce Development Benchmark Survey

    Medium and large Institutions target their marketing materials primarily to HR Directors (73.7%) andTraining Directors (73.7%). See Table 39, Appendix A, and Figure 39, below.

    Figure 39*

    Target Audience for Marketing Materials

    60% 60%

    0% 0%

    40% 40%

    80% 80%

    20%

    0%

    40% 40%

    77.8% 77.8%

    22.2% 22.2%

    66.7%

    11.1%

    HR Directors Training

    Directors

    IT Directors Sales

    Directors

    Other NA

    Small Medium Large

    *Multiple responses allowed; therefore, percents may total more than 100%

    Over 63% of institutions responding do not track their marketing materials. See Table 40, Appendix A,and Figure 40, below.

    Figure 40*

    How Marketing Materials Are Tracked

    21.1%

    10.5%5.3%

    15.8%

    63.2%

    Specific Name

    for Registration

    Tracking ID

    Number

    Color Coded Other NA

    *Multiple responses allowed; therefore, percents may total more than 100%

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    ROI Workforce Development Benchmark Survey

    Over 68% of institutions responding measure return on investment*. See Table 41, Appendix A, andFigure 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 responsesincluded 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 debriefing4. Kirkpatrick up to Level 35. 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. Customers Profit & Loss Statement

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    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 Conclus ion of Training

    84.2%

    63.2%

    31.6%

    21.1%

    Level 1 Level 2 Level 3 Level 4

    *Multiple responses allowed; therefore, percents may total more than 100%

    The majority of institutions (94.7%) do not charge for evaluations. See Table 43, Appendix A, and Figure43, below.

    Figure 43

    What is the Charge for the Evaluations?

    5.3%

    94.7%

    $50 or More NA-No Charge

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    Evaluations Workforce Development Benchmark Survey

    Over 89% of responding institutions give a pre-assessment before the training is provided. See Table 44,Appendix A, and Figure 44, below.

    Figure 44

    Is a Pre-Ass essment 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,Appendix A, and Figure 45, below.

    Figure 45

    Is Post-Assessmnet Given After the Training?

    84.2%

    15.8%

    Yes No

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    Credit Contract Training Workforce Development Benchmark Survey

    The majority of all respondents indicated they do provide contract training for credit at a companys site(68.4%). Medium size institutions provide the most credit contract training. See Table 46, Appendix A,and Figure 46, below.

    Figure 46

    Is Credit Contract Training Held at a Company's Site?

    60%

    40%

    80%

    20%

    66.7%

    33.3%

    Yes No

    Small Medium Large

    About half of the institutions surveyed indicated a dollar volume of $30,000 or more for contract trainingfor 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

    33.3% 33.3%

    0%

    33.3%

    25%

    0%

    25%

    50%

    0%

    50%

    0%

    50%

    $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

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    Credit Contract Training Workforce Development Benchmark Survey

    Business classes (69.2%) and Computer Information Systems (46.2%) are the top two credit classesoffered for contract training to businesses. Small institutions equally sold Business and ComputerInformation Systems Classes while large institutions mainly sold Business Classes. See Table 48,Appendix A, and Figure 48, below.

    Figure 48*

    Top Credit Classes for Contract Training

    66.7% 66.7%

    0% 0%

    33.3%

    50%

    75%

    0% 0%

    50%

    83.3%

    16.7% 16.7% 16.7%

    50%

    Business Computer

    Information

    Systems

    Mathematics English Other

    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%

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    Customer Loyalty Workforce Development Benchmark Survey

    Companies used the specific institution as opposed to another vendor because of cost (89.5%), quality ofinstructors (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

    Instructors

    Quality of

    Programs

    Convenience Other

    *Multiple responses allowed; therefore, percents may total more than 100%

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    Future Projections Workforce Development Benchmark Survey

    Institutions wish their sales team had more staff (68.4%) and better leads (52.6%). See Table 50,Appendix A, and Figure 50, below.

    Figure 50*

    Wishes For the Ideal Sales Team

    68.4%

    52.6%

    36.8%31.6%

    21.1%

    36.8%

    More Staff Better Leads Larger

    Budget

    No

    Boundaries

    Someone to

    Do

    Fulfillment

    Other

    *Multiple responses allowed; therefore, percents may total more than 100%

    Over half of institutions surveyed (52.6%) indicated they would experience $1 - $2 Million of salessuccess for the team this fiscal year. Medium and large institutions were prominent in this area. SeeTable 51, Appendix A, and Figure 51, below.

    Figure 51

    Projected Sales Success This Year

    40% 40%

    20%

    0% 0%

    40%

    60%

    0% 0% 0%

    22.2%

    55.6%

    0%

    11.1% 11.1%

    Less than $1

    Million

    $1-$2 Million $3-$4 Million $5-$6 Million $7 Million or

    More

    Small Medium Large

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    Future Projections Workforce Development Benchmark Survey

    Large institutions responding to the three-year sales success still envisioned $1 - $2 Million (44.4%) andup to $7 Million or more (24%). See Table 52, Appendix A, and Figure 52, below.

    Figure 52

    Projected Sales Success in Three Years

    60%

    20%

    0%

    20%

    0%

    20%

    40%

    20% 20%

    0%0%

    62.5%

    12.5%

    0%

    25%

    Less than $1Million

    $1-$2 Million $3-$4 Million $5-$6 Million $7 Million orMore

    Small Medium Large

    Institutions responding to the five-year sales success envisioned $3 - $4 Million (42.1%) and up to $7Million 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

    20% 20%

    40%

    0%

    20%20%

    0%

    60%

    0%

    20%

    0%

    33.3% 33.3%

    11.1%

    22.1%

    Less than $1

    Million

    $1-$2 Million $3-$4 Million $5-$6 Million $7 Million or

    More

    Small Medium Large

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    Appendix A

    Tabled Results

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    Table 1Credit 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 2Non-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%

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    Table 3What Is the Population of Your Service Area?

    SmallInstitutions

    MediumInstitutions

    LargeInstitutions

    Total

    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 19Note: Institutional size categories are based on institutions non-credit enrollment per semester and willappear 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 4Does Your Institution Operate within a Single County or Multi-County?

    Small

    Institutions

    Medium

    Institutions

    Large

    Institutions Total

    Single County 20.0% 60.0% 66.7% 52.6%

    Multi-County 80.0 40.0 33.3 47.4

    Total Responses 5 5 9 19

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    Table 5Is Your Institution Located in an Urban, Suburban, or Rural Setting?

    SmallInstitutions

    MediumInstitutions

    LargeInstitutions

    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

    Total Responses 5 5 9 19

    Table 6

    How Would You Describe the Local Economy Surrounding Your Institution?

    SmallInstitutions

    MediumInstitutions

    LargeInstitutions

    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

    Total Responses 5 5 9 19

    Multiple responses allowed; therefore, percents may total more than 100%.

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    Table 7What Is the Predominant Industry Surrounding Your Institution?

    SmallInstitutions

    MediumInstitutions

    LargeInstitutions

    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

    Total Responses 5 5 9 19

    Table 8How Many Sales Calls Are Conducted per Week by a Sales Representative?

    SmallInstitutions

    MediumInstitutions

    LargeInstitutions

    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

    Total Responses 5 5 9 19

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    Table 9What Percent of Sales Calls Are Proactive?

    SmallInstitutions

    MediumInstitutions

    LargeInstitutions

    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

    Total Responses 5 5 9 19

    Table 10What Percent of Sales Calls Are Reactive?

    SmallInstitutions

    MediumInstitutions

    LargeInstitutions

    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

    Total Responses 5 5 9 19

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    Table 11What Is the Level of the Organization Targeted for the Sales Call Approach?

    SmallInstitutions

    MediumInstitutions

    LargeInstitutions

    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

    Total Responses 5 5 9 19

    Multiple responses allowed; therefore, percents may total more than 100%.

    Table 12To Which of the Following Vertical Markets Are Sales Calls Targeted?

    SmallInstitutions

    MediumInstitutions

    LargeInstitutions

    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

    Total Responses 5 5 8 18

    Multiple responses allowed; therefore, percents may total more than 100%.

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    Table 13How Long Does It Take to Close a Sale?

    SmallInstitutions

    MediumInstitutions

    LargeInstitutions

    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

    Total Responses 5 5 9 19

    Table 14Does Your Sales Staff Sell Both Public Seminars and Contract Training?

    SmallInstitutions

    MediumInstitutions

    LargeInstitutions

    Total

    Yes 60.0% 40.0% 44.4% 47.4%

    No 40.0 60.0 55.6 52.6

    Total Responses 5 5 9 19

    Table 15Does Each Sales Person Complete the Whole Process from Approach to Delivery?

    SmallInstitutions

    MediumInstitutions

    LargeInstitutions

    Total

    Yes 20.0% 40.0% 66.7% 47.4%

    No 80.0 60.0 33.3 52.6

    Total Responses 5 5 9 19

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    Table 16Does Your Sales Staff Receive Commission or Bonus?

    SmallInstitutions

    MediumInstitutions

    LargeInstitutions

    Total

    Yes 20.0% 0.0% 22.2% 15.8%

    No 80.0 100 77.8 84.2

    Total Responses 5 5 9 19

    Table 17Which Three Services Generate the Most Revenue for Your Center?

    SmallInstitutions

    MediumInstitutions

    LargeInstitutions

    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

    Total Responses 5 5 9 19

    Multiple responses allowed; therefore, percents may total more than 100%.

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    Table 18What Is the Average Contract Sale Amount?

    SmallInstitutions

    MediumInstitutions

    LargeInstitutions

    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

    Total Responses 5 5 9 19

    Table 19What Is the Sales Departments Annual Retained Revenue Goal?

    SmallInstitutions

    MediumInstitutions

    LargeInstitutions

    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

    Total Responses 4 5 9 18

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    Table 20What Are the Colleges Expectations for Annual Net Revenue for Your Center?

    SmallInstitutions

    MediumInstitutions

    LargeInstitutions

    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

    Total Responses 5 5 9 19

    Table 21What Percent of Total Revenue for Your Center Is Generated by Contract Training?

    SmallInstitutions

    MediumInstitutions

    LargeInstitutions

    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

    Total Responses 5 5 9 19

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    Table 22What Percent of Total Revenue for Your Center Is Generated by Public Enrollment Classes?

    SmallInstitutions

    MediumInstitutions

    LargeInstitutions

    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

    Total Responses 5 5 9 19

    Table 23What Percentage Overhead Does the College Charge Your Center?

    SmallInstitutions

    MediumInstitutions

    LargeInstitutions

    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

    Total Responses 5 5 7 17

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    Table 26Who Owns the Curriculum?

    SmallInstitutions

    MediumInstitutions

    LargeInstitutions

    Total

    The Center 80.0% 50.0% 77.8% 72.2%

    The Consultants 20.0 50.0 22.2 27.8

    Total Responses 5 4 9 18

    Table 27Which Soft Skills Are Most in Demand by Your Customers?

    SmallInstitutions

    MediumInstitutions

    LargeInstitutions

    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

    Total Responses 5 5 9 19

    Multiple responses allowed; therefore, percents may total more than 100%.

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    Table 28Which Computer Classes Are Most in Demand by Your Customers?

    SmallInstitutions

    MediumInstitutions

    LargeInstitutions

    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

    Total Responses 5 5 9 19

    Multiple responses allowed; therefore, percents may total more than 100%.

    Table 29Where Do You Find Your Leads?

    Small

    Institutions

    Medium

    Institutions

    Large

    InstitutionsTotal

    Referrals 100% 80.0% 100% 94.7%

    Response to MarketingPiece

    60.0 60.0 66.7 63.2

    Chamber Lists 80.0 60.0 44.4 57.9

    College RepresentativeGives the Lead

    40.0 20.0 66.7 47.4

    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

    Total Responses 5 5 9 19

    Multiple responses allowed; therefore, percents may total more than 100%.

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    Table 30Does Someone on Your Staff Qualify Prospects before the Approach?

    SmallInstitutions

    MediumInstitutions

    LargeInstitutions

    Total

    Yes 60.0% 40.0% 11.1% 31.6%

    No 40.0 60.0 88.9 68.4

    Total Responses 5 5 9 19

    Table 31In What Industry Are Your Top Two Customers?

    SmallInstitutions

    MediumInstitutions

    LargeInstitutions

    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

    Total Responses 5 5 9 19

    Multiple responses allowed; therefore, percents may total more than 100%.

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    Table 32What Size Company Is Your Target Market?

    SmallInstitutions

    MediumInstitutions

    LargeInstitutions

    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

    Total Responses 5 5 9 19

    Multiple responses allowed; therefore, percents may total more than 100%.

    Table 33Do You Reward Your Customers for Doing Business with Your Organization?

    SmallInstitutions

    MediumInstitutions

    LargeInstitutions

    Total

    Yes 60.0% 60.0% 33.3% 47.4%

    No 40.0 40.0 66.7 52.6

    Total Responses 5 5 9 19

    Table 34What Is the Hourly Rate for a Soft Skills Trainer?

    SmallInstitutions

    MediumInstitutions

    LargeInstitutions

    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

    Total Responses 5 5 9 19

    Multiple responses allowed; therefore, percents may total more than 100%.

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    Table 35What Is the Hourly Rate for a Computer Instructor?

    SmallInstitutions

    MediumInstitutions

    LargeInstitutions

    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

    Total Responses 5 5 9 19

    Table 36Are Full-Time Trainers Used?

    SmallInstitutions

    MediumInstitutions

    LargeInstitutions

    Total

    Yes 20.0% 20.0% 11.1% 15.8%

    No 80.0 80.0 88.9 84.2

    Total Responses 5 5 9 19

    Table 37What Do Full-Time Trainers Teach?

    SmallInstitutions

    MediumInstitutions

    LargeInstitutions

    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%.

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    Table 38What Is the Pay Rate for Full-Time Trainers?

    SmallInstitutions

    MediumInstitutions

    LargeInstitutions

    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

    Total Responses* 1 1 1 3

    *Responses only include those indicating full-time trainers are used (refer to Table 36).

    Table 39What Audience Is Targeted by Marketing Materials?

    SmallInstitutions

    MediumInstitutions

    LargeInstitutions

    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

    Total Responses 5 5 9 19

    Multiple responses allowed; therefore, percents may total more than 100%.

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    Table 40How Are Marketing Materials Tracked?

    SmallInstitutions

    MediumInstitutions

    LargeInstitutions

    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

    Total Responses 5 5 9 19

    Multiple responses allowed; therefore, percents may total more than 100%.

    Table 41Is Return on Investment (ROI) Measured?

    SmallInstitutions

    MediumInstitutions

    LargeInstitutions

    Total

    Yes 80.0% 80.0% 55.6% 68.4%

    No 20.0 20.0 44.4 31.6

    Total Responses 5 5 9 19

    Table 42Which Level of Evaluation Is Used at the Conclusion of the Training?

    SmallInstitutions

    MediumInstitutions

    LargeInstitutions

    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

    Total Responses 5 5 9 19

    Multiple responses allowed; therefore, percents may total more than 100%.

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    Table 46Does Your College Provide Contract Training for Credit at a Companys Site?

    SmallInstitutions

    MediumInstitutions

    LargeInstitutions

    Total

    Yes 60.0% 80.0% 66.7% 68.4%

    No 40.0 20.0 33.3 31.6

    Total Responses 5 5 9 19

    Table 47What Is the Dollar Volume for Contract Training for Credit per Year?

    SmallInstitutions MediumInstitutions LargeInstitutions 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

    Total Responses* 3 4 6 13

    *Responses only include those indicating they provide contract training for credit at a company site (refer to Table 46).

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    Table 48What Are the Top Two Credit Classes You Provide for Contract Training?

    SmallInstitutions

    MediumInstitutions

    LargeInstitutions

    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

    Total Responses* 3 4 6 13

    *Responses only include those indicating they provide contract training for credit at a company site (refer to Table 46).Multiple responses allowed; therefore, percents may total more than 100%.

    Table 49Why Do Companies Use Your Center Verses Another Vendor?

    SmallInstitutions

    MediumInstitutions

    LargeInstitutions

    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

    Total Responses 5 5 9 19

    Multiple responses allowed; therefore, percents may total more than 100%.

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    Table 50What Do You Wish Your Sales Team Had Now That It Does Not Have?

    SmallInstitutions

    MediumInstitutions

    LargeInstitutions

    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

    Total Responses 5 5 9 19

    Multiple responses allowed; therefore, percents may total more than 100%.

    Table 51What Is the Most Optimistic Level of Sales Success You Can

    Envision for Your Team this Fiscal Year?

    SmallInstitutions

    MediumInstitutions

    LargeInstitutions

    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

    Total Responses 5 5 9 19

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    Table 52What Is the Most Optimistic Level of Sales Success You Can

    Envision for Your Team in Three Years?

    SmallInstitutions

    MediumInstitutions

    LargeInstitutions

    Total

    Less than $1 Million 60.0% 20.0% 0.0% 22.2%

    $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

    Total Responses 5 5 8 18

    Table 53What Is the Most Optimistic Level of Sales Success You Can

    Envision for Your Team in Five Years?

    SmallInstitutions

    MediumInstitutions

    LargeInstitutions

    Total

    Less than $1 Million 20.0% 20.0% 0.0% 10.5%

    $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

    Total Responses 5 5 9 19

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    Appendix B

    Participating Colleges for Survey and Visitations

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    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

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    Appendix C

    College Visitation Interview Grid

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    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 SanDiego and Pima County Community College. The responses to the interview questions are listed below.

    Benchmarking

    Questions

    Central Piedmont Cuyahoga Corporate

    College

    Anne Arundel Valencia

    Enterprises

    San Diego

    Employee Training

    Institute

    Pima County

    Community

    CollegeDoes the Center

    have a printed

    business plan or

    strategic plan? If

    so, what is the

    timeframe?

    Yes. It is athree-year planwith additionalfive-year goals.

    Yes. There is a 10-year revenue

    projection, a 3-yearstrategic plan and a1-year dashboard.

    Yes. There is a10-year strategic

    plan that isreviewed yearly.

    Yes. There is a 5-year business planthat is reviewedquarterly.

    Yes. There is athree-year plan.

    The Center doesnot have a plan,

    but eachindividual

    program has aplan.

    Why was the

    business plan or

    strategic plan

    created?

    To helprestructure, foruppermanagement

    buy-in and forfunding.

    Help the boardunderstand, helpsus stay focused,and a managementtool for funding.

    Living documentwith all thecollege goals tiedto it. ThePresident uses itto speak in thecommunity.

    The plan helpedobtain funding andheadcount. Theorganization runsthis area as a

    business, and theplan show progressback to the college.

    The plan wasdesigned to launchgrowth andfunding.

    What are the

    components ofyour strategic

    plan?

    Exec. Summary,

    CCE Bus.Model, IndustryCompetitiveAnalysis,SWOT, 3-yeargoals, tacticstied to goals, 5-year plan.

    Business

    Description,SWOT, Marketresearch,CompetitorAnalysis,marketing plan,operations plan,management team.

    Priorities,

    Strategies, ActionPlan, Facilitator,Start date andend date, andIndividual Goals.

    Goals & objectives,

    report on sales,plan for eachindividual area,financials, methodsof measurement.

    Exec. Summary,

    business over-view,marketing strategy,operations, andfinancial overview,income statements,3-year budget, and3-year contingency

    budget.

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    Benchmarking

    Questions

    Central Piedmont Cuyahoga Corporate

    College

    Anne Arundel Valencia

    Enterprises

    San Diego

    Employee Training

    Institute

    Pima County

    Community

    College

    Who Monitors

    and updates the

    strategic plan?

    Who reads and

    expects results

    from this plan?

    The AssociateDean updates.Vice Presidentand Dean ofCCE reads andexpects results.

    The president, herboss and the boardreads and expectsresults. ThePresident andDirectors monitorand update the

    plan.

    The Board, thePresident and theVPs. All collegestaff updates andmonitor.Everyone is heldresponsible.

    The COO monitorsand updates. ThePresident, Sr. VP,Adm. Services andthe Board expectsthe results.

    TheDean/ExecutiveDirector monitorsthe plan.

    Who approves theplan and sets the

    revenue goals?

    The VicePresident andDean. Revenuegoal is grow 6%

    per year.

    The CorporateCollege Presidentand the CollegePresident.Revenue goal isgrow 5% per year.

    College-widestrategic

    planningcommitteeapproves the

    plan. Revenueand budget goalsare set by thearea and getdirection fromthe VPs.

    The ChiefOperating Officerapproves the planand sets therevenue goals. ThePresident reviewsand approves.

    The Board of SanDiego CCAuxiliaryOrganizationapproves the plan.The Dean sets therevenue goals.

    How is the plansimilar/different

    from the creditplan?

    This is the onlyplan of its kindat the college

    Credit does nothave such a plan.

    This is the onlyplan for thecollege. It is forcredit and non-

    credit.

    Credit does nothave such a plan.

    Focuses on meetingbusiness needs.There is no credit

    business plan.

    Is there a sales

    director? If so,what are the

    responsibilities?What is the job

    title?

    Yes. Managethe sales staffand sell.Director ofCorporateTraining

    Yes. Manage thesales staff.Executive Directorof Sales. Also hasotherresponsibilities

    Yes. Manage theteam. Director ofWorkforceSolutions.

    Yes. Helps driverevenue throughsales andmarketing, dailymanagement ofstaff, and handlesmarketing and salesstrategy.

    No. No. There is,however, a

    positionapproved forhiring.

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    Benchmarking

    Questions

    Central Piedmont Cuyahoga Corporate

    College

    Anne Arundel Valencia

    Enterprises

    San Diego

    Employee Training

    Institute

    Pima County

    Community

    College

    With respect to

    compensation, is

    the same model

    used in sales as in

    other areas of the

    college. Is

    performance

    based pay and/or

    viable pay a toolused to date?

    What does the

    comp model looklike?

    No. Salespeople areassigned goals.Once the groupmakes the goal,a bonus of 1% is

    paid to each person. Another

    flat fee is paidfor reachinggoals attached tostrategic plan.

    No. Sales (Acct.Exec) get a basesalary pluscompensation plan.Based on grossmargin and tieredlayers. Layers startat $350,000 volume

    to over $750,000volume and 5%-13%.

    No. The Centerfor WorkforceSolutions teamreceives a salary.

    No commissionor bonus plan isused.

    No. Sales staffreceives a 4%commission onsales. This ismonitoredquarterly.

    No. A bonus planhas been in placesince 1999. Thestaff receives basesalary and a

    percentage basedon the size of thesale. The

    percentage rangesfrom 2.5% to 10%.

    Yes. All are paidthe same. No

    bonus plan is inplace.

    Does the sales

    team sell both

    contract trainingand open

    enrollment classes.If so, how is that

    going? If not, whynot?

    The sales teamsells contracttraining. If theydo sell orrecommendopenenrollment, theytrack dollarvolume of

    businesstransferred.

    Sales teamprimarily sellscontract training.They do sell openenrollment to thetop 10 clients.

    The team sellsonly contracts.They may directemployees toopen enrollmentwhenappropriate.

    The sales team sellsmainly contracttraining. They getcredit if they sellopen enrollment totheir top 10 clients.

    The sales team sellscontract training.Fee classes aremarketed andmanaged by one

    person.

    The sales grouphas a main focuson contracttraining. Someof the largercontracts alsohold publicclasses that areopen to outside

    people.

    Does the sales

    team have aquota? If so,

    what?

    This years goalis $663,000.The Director ofCorporateTraining decidesthe number.

    Yes. The salesteam goal is $3.6M.Individual goals are$1.2M. Retainedrevenue is 55%-65%.

    Because ofreorganizationand positionopenings, there isno quota thisyear.

    Yes. The team goalis $1,350,000.Individual goals are$425,000,$500,000, and$425,000.

    Yes. The team goalis $300,000, butmay change basedon projects thatcome in.

    Yes. Therevenue goal is$2M.

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    Benchmarking

    Questions

    Central Piedmont Cuyahoga Corporate

    College

    Anne Arundel Valencia

    Enterprises

    San Diego

    Employee Training

    Institute

    Pima County

    Community

    College

    Is solution selling

    utilized? If so,

    explain the

    process. If not,

    please explain the

    process for a sales

    call.

    This team sellsthe courses thatare available. Aneedsassessment isused and sellingis based onmarket segments

    Solution selling isutilized. An openenrollmentschedule is alsohoused on acompany websitefor seamlessinformation and

    registration.

    Yes. Leads comein and contractsare sold tocompanies. Thiscould include

    both credit andnon-creditoptions. Each

    can becustomized.

    Yes. Someonefrom the BusinessSolutions Grouphelps identify theneed and thesolution. Anassessment and

    performance

    consulting may beutilized.

    Yes. Leads aredeveloped and thenlistening becomeskey to uncover the

    basic businessneed. From that, asolution isdeveloped for the

    customer.

    Yes. Sales staffis proactive inasking questions,listening andformulating asolution. Thisusually ends upin a customized

    format.

    Are all sales

    personnel regular

    employees, or are

    contract

    employees

    utilized?

    All are regularemployees.They would liketo get anapprentice foradditional help.

    Sales personnel areregular employeeshired from the

    business world.

    Both regular andcontractemployees.

    All are regularemployees. Nonehave contracts.

    All are regularemployees.

    All are regularemployees.

    What is the total

    financial revenue

    goal for your

    CorporateTraining Center?

    What is yourretained

    revenue/income?

    Corporate andContinuingEducation does$5.7M. Of this,$2.7M is selfsupporting and$3.0M is state

    funded. Thesales goal incontact trainingis $685,389.

    The goal is $8.2Mwith a stretch goalof $10.2M. This isall self-supporting.The retainedrevenue is 55%-65% and goes back

    to the CorporateCollege.

    Targeting$415,000 inWorkforceSolutions. Theoverattainmentgoal is usually40-50%.

    The goal is $4.7M.The group goal isto be totally selfsupporting (bldg.lease, utilities,salaries, etc.) infive years. They

    are currently 2 years into the plan.

    The goal is $2MD.The projectedretained revenue is$80,000.

    The goal is $6M.We count FTSEand utilizegeneral funds.

    Who determinesyour financial

    goal? Does itcome from the

    president of the

    college-the Board

    or others?

    Vice Presidentand Dean.

    Finance andBusiness Services.

    The Deandetermines thefinancial goal andthe Presidentapproves thegoal.

    The COO and thegroup determinethe financial goalas outlined in thefive-year business

    plan.

    TheDean/ExecutiveDirector of theEmployee TrainingInstitute

    The campuspresident anddean determinethe financialgoals. The boardapproves thegeneral fund

    budget.

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    Benchmarking

    Questions

    Central Piedmont Cuyahoga Corporate

    College

    Anne Arundel Valencia

    Enterprises

    San Diego

    Employee Training

    Institute

    Pima County

    Community

    College

    Are retained

    revenue dollars

    reinvested into

    your Corporate

    Training Center or

    do they go to the

    college as a whole?

    The collegesweeps 22% foroverhead, and3% goes to ITServices. The

    plan calls for$100,000retained revenue

    in year three or20% of CCE.

    Retained revenuedollars arereinvested into theCorporate College

    Utilize theEnterpriseBudget whichcovers all costsand reinvests therevenue into theWorkforceSolutions group

    as needed.

    Once breakeven isobtained, theretained revenuedollars will bereinvested into theorganization and a

    portion given backto the college.

    The dollars may gothe college. Thefunds go into the501C3 as retainedearnings.

    Retainedrevenue goes

    back to thecollege as awhole. Our areais part of thecollege capitalcascading plan.

    What is the

    percent retained

    revenue to the

    total financial

    goal?

    Year 1 coverdirect costs,Year 2 Coverdirect costs &admin. CostsYear 3 -$100,000 or20% of CCEincome. Publicis 5% and CT15%-20%.

    55%-65% 40% - 50% 40% - 60% 40% Revenue consistsof cash and Full-Time StudentEquivalents(FTSE).Retainedrevenue is 14%

    How are revenueand expenses

    tracked on amonthly basis?

    Spreadsheet.Each class and

    contract istracked andreviewedmonthly.

    By own enrollmentfinancial people on

    a contract trainingsheet. An expensesummary form isdeveloped and done

    before & after thecontract starts.

    Reports fromDataTel. Each

    contract istracked andcomplete reportsare reviewedmonthly.

    Through Continuity2000 and Oracle.

    Reports trackrevenue andexpenses for all

    programs. Thesereports arereviewed monthlyand reported to thePresident.

    QuickBooks. Reports fromBanner.

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    Benchmarking

    Questions

    Central Piedmont Cuyahoga Corporate

    College

    Anne Arundel Valencia

    Enterprises

    San Diego

    Employee Training

    Institute

    Pima County

    Community

    College

    Do you post

    grades or

    transcripts in CE?

    Grades arepass/fail andtranscripts are

    posted.

    Grades andtranscripts are

    posted.

    Yes, grades andtranscripts are

    posted.

    No No No. We showclock hours, butno grades. Wedo transcriptCEUs.

    Is registration for

    the whole college

    or is it a separate

    entity for CE?

    Separate entityjust for CEregistration.

    Registration is aseparate entity.

    Registration isfor the wholecollege because

    there are no linesbetween creditand non-credit.

    Separate entity justfor this group.

    Separate entity justfor ETI.

    Whole college.

    Do you have on-

    line registration?

    Yes. We havephone and on-line, but it hasissues. Peopledont like togive SS#.

    No. Customersmust still fax in

    paperwork or call.

    Yes. Yes. No. Yes. On-line isfor credit andnon-creditclasses if theyare currentstudents.

    What activities are

    defined as

    marketing in your

    organization?

    Direct mail, e-mail blasts,radio, tradeshow, chamberevents,

    Catalog, printcollateral, mediasponsorship, radio,advertising

    Print materials,newspaperadvertising, TV& Radio ads, E-newsletter,community work,

    foundation work.

    Branding, leadgeneration, directmail, advertising,networking, tradeshows, etc.

    Website, showcase,collaborations inthe county, page incollege schedule,co-sponsoringevents, e-mail

    blasts, networking,presence on districtwebsite andmarketing packet.

    Flyers forindividuals

    programs.

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    Benchmarking

    Questions

    Central Piedmont Cuyahoga Corporate

    College

    Anne Arundel Valencia

    Enterprises

    San Diego

    Employee Training

    Institute

    Pima County

    Community

    College

    What is your

    marketing

    budget? How is it

    determined? How

    does your

    marketing tie in

    with other areas of

    the college?

    The marketingbudget for CCEis $300,000.The budget forsales is $23,000.

    The marketingbudget forCorporate andWorkforce Collegeis $1.2M. Ties tocollege brand, butis separate fromcredit.

    The marketingbudget for thewhole college is$450,000. Thisdoesnt include$480,000 for theschedule.Workforce

    Solutions hassome marketingmoney.

    The marketingbudget is $600,000.The marketing tiesto the college

    brand, but is veryspecific forValenciaEnterprises.

    The marketingbudget was$40,000, and now itis $10,000. Tryingto be moreaggressive withother areas of thecollege and using a

    new seal containingthe district logo.

    The marketingbudget is $5,000.It doesnt tie inat this time.

    Do you track your

    marketing pieces?

    If so, please

    explain how it is

    done.

    Not yet. We dohave two phonenumbers, analias URL,search feature,etc.

    No Non-credit istrackedcreditisnt tracked.Tracking is done

    by website hits,increase in phonecalls, and asking

    people on asurvey. This isstill beingdeveloped.

    Yes. We use amarketing code todifferentiate

    between the courseflyer and thecatalog. Also didspecific mailings tohomes and

    businesses andtracked return.Customers weresent to the web tofill out a survey.

    Yes. Have trackedmarketing pieces

    before the currentCRM database.

    No.

    What has been the

    most effectivemarketing