workforce development benchmark project

8/14/2019 Workforce Development Benchmark Project

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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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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

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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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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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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


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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

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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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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

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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


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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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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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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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


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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


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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


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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


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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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


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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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


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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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


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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


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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


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


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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


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


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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


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


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


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


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


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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


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


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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



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



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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


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


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


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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


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



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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


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


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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


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


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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


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


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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


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



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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



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



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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


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



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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



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


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



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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


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


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


*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



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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



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


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



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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


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


*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


*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



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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



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


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Envision for Your Team in Three Years?

SmallInstitutions

MediumInstitutions

LargeInstitutions

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



Envision for Your Team in Five Years?

SmallInstitutions

MediumInstitutions

LargeInstitutions

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


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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


College


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


College


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


College


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


College


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


College


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


College


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

workforce development benchmark project

Documents