Instructional Support Services Program Review

1

Instructional Services Program Review

Annual Program Review 2014-2015

Workplace Learning Resource Center (WpLRC)

Students are our focus and we are known by their success.

February 2015

The Merced College’s Workplace Learning Resource Center is grant-funded through the

Workforce & Economic Development Department (WEDD) at the California Community College Chancellor’s Office (CCCCO) as a

Deputy Sector Navigator (DSN) for Retail, Hospitality, Tourism / Learn & Earn (RHTLE).

2

PROGRAM REVIEW SCHEDULE & TEAM MEMBERS

Name of Program: Merced College Community Services

Name of Person Preparing Document: Shelley Attix, Director of Workplace Learning

Resource Center / RHTLE Deputy Sector

Names of Program Peer Review Participants and Titles:

Name Title/Position

Vacant Dean of Economic Development, Non-Credit, &

Community Services

Becky Barabé Director of Business, Industry, & Community

Services

Jeanette Benson Director of the Center for International Trade

Development / GTL Deputy Sector Navigator

Janet Lyle Director of Non-Credit

Marilyn Scorby Director of Child Development Center

Shelley Attix Director of Workplace Learning

Resource Center / RHTLE Deputy Sector Navigator

Year of Last Comprehensive Review: 2013

Next Comprehensive Review: 2018

Semester/Year: Spring 2015

Start Date: January 5, 2015

Completion Date: February 26, 2015

Date of Peer Review Meeting: March 12, 2015

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TABLE OF CONTENTS

Section I: Program Service Area Outcome(s) Page 4

Section II: Changes in the Program Page 4

Section III: Progress on SAOs Page 5

Section IV: Plan for Assessing SAOs Page 6

Section V: Other Relevant Data Page 7

Section VI: Status Update on the 5-Year Planning Goals Page 7

Section VII: Program Goals/Projects Not Completed Page 16

Section VIII: Additional Resources Page 17

Section IX: Updates on Grants, External Reviewers, & Page 17

Advisory Committees

Section X: Awards and Honors Page 18

Section XI: Partnerships Page 18

Section XII: Community Events Page 21

Section XIII: Resource Requests Page 21

Section XIV: Yearly Objectives Page 25

Section XV: Other Page 28

Section XVI: Evaluation Page 28

Report Signature & Routing Page Page 29

Section I: Program Service Area Outcome(s)

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What are your Program Service Area Outcome(s)?

The Workplace Learning Resource Center Service Area Outcomes 2014-2015 for the program

include the following:

a) Increase by 5% the number of Retail, Hospitality, or Tourism industry contracts.

b) Increase by 10% the number of Retail, Hospitality, or Tourism participants in open

classes.

Section II: Changes in the Program

Have there been any changes in this program over the last years which have had a

significant impact on your program’s goals and/or effectiveness? If so, please explain the

changes that have occurred and how the changes have impacted your program.

The Doing What Matters for Jobs and the Economy initiative, launched by the CCCCO in 2012,

represents a new phase of expansion, for the WpLRC, in fostering both the EWD and the CTE

Workforce Training required by the Retail, Hospitality, and Tourism (RHT) industries within the

Central Valley/Mother Lode Region. New grant funding, which now subsidizes WpLRC staffing

and operations, is shifting from the previously “WpLRC” branded centers, through a new five

year initiative (2013-2018) to enhance our CCC EWD/CTE training capacities, across eight

growth Sectors in the Central Valley/Mother Lode, including RHTLE.

This is associated with a new push towards alignment between EWD-CTE Workforce Training

(from the High School Career Academies, all the way through 4-Year University Transfer). In

this capacity, the Director of the WpLRC has assumed a new role as Deputy Sector Navigator

(DSN) for the Retail, Hospitality and Tourism-Learn & Earn Sector, in the Central

Valley/Mother Lode (hosted at Merced College). The RHTLE Sector is identified by EDD:

#1/#2 for State Job Growth; #3/#4 within the Central Region (2014). In the time since the

Regional RHTLE Industry Sector was launched at Merced College, RHTLE-related training

contracts for MCCD district companies, have expanded. WpLRC was already known as a

specialist in Customer Service trainings, as 15 years of the Customer Service Academy (CSA)

modules have demonstrated. Merced College’s CSA Model has been infused into 72 of 112

Community Colleges in California. The hosting of RHTLE enhanced this reputation for training

expertise. [Note: the CSA is conjoined; Credit & WpLRC. Mrs. Jonae Pistoresi, Full-Time

Business Professor in traditional credit programming originated the CSA program and modules

are requisite Business Courses.

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Section III: Progress on SAOs

Please summarize the progress this program has made on Service Area Outcomes/Student

Learning Outcomes (SAO/SLOs) assessments at the course and program level since its last

review.

2013-2014

c) Increase by 5% the number of Retail, Hospitality, or Tourism industry contracts.

d) Increase by 10% the number of Retail, Hospitality, or Tourism participants in open

classes.

Program Year

2013/14

Program Year

2014/15

[through 2nd Qtr] % Increased

Total Number of Businesses

Served: 61 103 168%

Number of Students Served: 305 102 33%

Number of Employees Served: 317 1,116 352%

Total Program Completions: 522 1,219 233%

Total Hours Credit/Not-for-Credit 2,714 5,774 212%

How the findings of those assessments have been utilized to improve service/student

learning.

As a result of these findings, the Workplace Learning Resource Center program is focused on:

Established ongoing partnerships with:

Inside CC System Outside CC System

CCCCO (EDPAC, Sector

Navigators, TAs, Deputy

Sector Navigators)

Central Valley Higher

Education Consortium

(CVHEC)

Central California

Community Colleges

Committed to Change (C6)

Consortium

California Community

Colleges Success Network

(3CSN)

California Partnership for the San Joaquin Valley

California Central Valley Economic Development Corporation

Central California Workforce Collaborative

Great Valley Center

Local Schools, Offices of Education (Academies, ROCP's)

San Joaquin Valley College, Heald College, and ITT Institute

California Association of Bed and Breakfast Inns (CABBI)

California Hotel and Lodging Association (CH&LA)

American Hotel and Lodging Association (AH&LA)

Western Association of Food Chains (WAFC)

Delaware North Companies Parks and Resorts

Native American Gaming Association

Merced Mall, Fig Garden Village Association, Sierra Vista Mall

Mother Lode Job Training and Tuolumne County Business Alliance

Regional Retail, Hospitality, and Tourism businesses

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Developed Skills Standard process, to receive more feedback into our course offerings

and whether they are meeting the needs of our regional industry employers/associations

or not.

Budgeted funds for advisory meeting and/or surveying expenses as well as additional

marketing funds for advertising campaigns.

Staff development on additional online offerings and effective marketing techniques.

Also, involving staff in offering trend research and analysis as well as Return On

Investment scenarios.

2014-2015

Section IV: Plan for Assessing SAOs

Include a plan for assessing the course and program SAOs that have not been assessed at

this time.

2013-2014

Workplace Learning Resource Center plan for assessing the program SAOs that have not been

assessed at this time.

SAO Grid

Communication Computation Cognition Global and Community

Consciousness &

Responsibility

Personal

Development and

Life Long Learning

Program SAO #1

Increase by 5% the

number of Retail,

Hospitality, or

Tourism industry

contracts.

X X X

Program SAO #2

Increase by 10% the

number of Retail,

Hospitality, or

Tourism participants

in open classes.

X X X

Assessment Method Time period of assessment

WpLRC

Program SAO #1 Increase by 5% the number of Retail,

Hospitality, or Tourism industry contracts.

Direct: Excel Contract

Spreadsheet

Monthly – Quarterly

Program SAO #2 Increase by 10% the number of Retail,

Hospitality, or Tourism participants in open

classes.

Direct: Participant Forms

Direct: Launchboard

Monthly

Quarterly – Annually

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WpLRC anticipates a shift, starting this year, into the use of LaunchBoard reporting (per the new

requirements of a Doing What Matters CTE/EWD metrics dashboard, initiated in July 2014).

The exact standards for loading Not-for-Credit EWD enrollment/completion data into

LaunchBoard, via MIS, is still being determined by the CCCCO. WpLRC utilizes an

Augusoft/Lumens 3rd

party proprietary registration platform to track fee-based and not-for-credit

student course data (joint subscription with other BRC Programs), but has already proceeded to

revise the Class Climate Surveying tool used by students (in WpLRC course evaluations), to

better track if they’re attending class under the auspices of the Retail, Hospitality, Tourism

Industry. Further updates are anticipated from CCCCO in 2015-2016. “Momentum Points”

(MPs) will be selected for tracking, annually (per stipulations from CCCCO; Central Regional

Consortium; California RHTLE Sector Navigator; and CA-State EWD Legislation).

Section V: Other Relevant Data

Please summarize any other relevant data that has occurred since completion of the last

planning document, whether a comprehensive review or annual planning document.

The Skill Standards for Customer Service, a 166 page Report that details feedback from over

forty (40) Regional RHT Employers, was published in October 2014. The level of detail

included, regarding the performance required from future graduates of our Educational System

(K-12; Community College; University: Central Valley/Mother Lode), requires further

consideration in Program Reviews. Full report data is loaded at: www.centralvalley-

motherlodeRHT.org [a new RHTLE Regional website].

Section VI: Status Update on the 5-Year Planning Goals

The Workplace Learning Resource Center program status update on the 5-year Planning

Goals identified in the most recent comprehensive program review are as follows:

A. Strengths and Improvements Needed

1. Summarize the strengths of the program’s services and outcomes.

Work with other Economic and Workforce Development Centers to develop outcome

measurement tools.

On Target? Yes

http://www.centralvalley-motherloderht.org/


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Still Relevant? Yes, but with a title change from Centers Network of

Sector Navigators, Deputy Sector Navigators, and Central/Mother Lode

Region Consortium Chair

Change in the priority of your 5 Year Planning Goals? No

Follow guidelines set by the Chancellor’s office for reporting.

On Target? Yes

Still Relevant? Yes

Change in the priority of your 5 Year Planning Goals? No

Expand regional partnerships with business, industry, college and other economic and

workforce development providers.

On Target? Yes

Still Relevant? Yes

Change in the priority of your 5 Year Planning Goals? Yes, primary

industry of focus is Retail, Hospitality, and Tourism

Identify alternative funding sources to provide additional WpLRC and Contract

Education services to regional clients.

o On Target? Yes

o Still Relevant? Yes

o Change in the priority of your 5 Year Planning Goals? No

2. Summarize the areas where the program’s services and outcomes could be

improved.

Utilization of the Skill Standards for Customer Service integrated into of Retail,

Hospitality, and/or Tourism training curriculum.

o On Target? Yes


o Change in the priority of your 5 Year Planning Goals? Yes, new industry

priority and therefore new opportunities for training modules

The work activities are prescribed in the grant work plan. Adjustments may be

required, in the nearer term (before the next scheduled WpLRC 5-year

Comprehensive Review, in 2018), based on revised funding/RFA priorities from the

CCCCO’s Doing What Matters campaign, now underwriting the RHTLE DSN (as

described above). Staff turnover and revenues are expected to also affect relevancy.

o On Target? Yes



priority and metrics

More emphasis on Regional collaboration in project development and Workforce

Training (EWD). More emphasis on tracking completion and enrollment data in the

new LaunchBoard CTE/EWD metrics dashboard. Possibly a staffing reorganization.

o On Target? Yes


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priority and tracking system

B. Plan for Improvement

What strategies/activities will you employ to increase program effectiveness? How are these

strategies related to your program’s goals and objectives? How would they improve program

outcomes?

2013-2014

a. GOAL: To increase industry contracts by 5% from the Retail, Hospitality, or Tourism

industry.

Strategy: Refresh marketing tools to target Retail, Hospitality, or Tourism

businesses.

Activity: Create marketing plan to outreach to Retail, Hospitality, or Tourism

businesses.

o On Target? Yes


o Change in the priority of your 5 Year Planning Goals? Yes, new

industry priority

a. GOAL: To increase the number of employees enrollment by 10% from the Retail,

Hospitality, or Tourism industry.

a. Strategy: Refresh marketing tools to target Retail, Hospitality, or Tourism

individuals.

b. Activity: Create marketing plan to outreach to Retail, Hospitality, or Tourism

employees.

o On Target? Yes


o Change in the priority of your 5 Year Planning Goals? Yes, new

industry priority

The team has worked toward the following product and service, programs, and marketing goals

and listed below are some of the targets for research and implementation for the next 2 years

(2013-2015):

Products & Services

Goal: Description: Action Steps: Priority

a. Online

Webinar

Learning

(OWL)

Webinars available 24/7 taught by WpLRC presenters

and including:

1. All CSA and other WpLRC classes.

2. PowerPoint, video inset, audio.

3. Interactive pre- and post- assessments.

4. Evaluations and feedback.

5. Support products: manuscripts, CD pack.

6. Support email help desk.

7. Support phone for relaying requests to pertinent

support person.

A. Research and select webinar apps

B. Connect with Coastline College to

explore options for hosting online

courses

C. Produce pilot webinar

D. Evaluate, improve, test, and expand

E. Webinar promotion and sales

Med

b. Hybrid Classes combining of scheduled face-to-face and A. Connect with Coastline College to High

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Online

Learning

(HOL)

online interaction with an instructor plus 24/7 various

online interactions and learning.

1. Live on-site class sessions at least for first

(orientation) and final (commencement).

2. Middle classes either live-onsite or live-online.

3. Learning Assignments for each session.

4. Social media group forum to resource and interact

with participants. Instructor checks in

periodically.

5. Blackboard group forum to resource and interact

with participants. Instructor checks in

periodically.

6. Conference calls as scheduled in-between class

sessions.

explore options for hosting online

courses

B. Inaugurate “Supervisors’ Boot Camp”

six class program as a pilot. Length 3-

6 months.

C. Facebook group setup

D. Conference call set up

E. Evaluate, improve, test, expand

c. Learning

Products &

Sales Aides

Product productions and sales of:

1. Manuals,

2. Books,

3. Binders,

4. Workbooks,

5. CDs and/or DVDs, and

6. Other media related to trainers, instructional

topics.

Sold at events, at the BRC, MC bookstores, and at

WpLRC online store.

A. Create a CSA book, e-book,

workbook and CD set.

B. Bundle the product(s) and train

instructors and sales reps.

C. Promote and sell.

D. Evaluate, improve, test, and expand.

Med

d. Promotional

Products

WpLRC themes, mottos, and sayings in collaboration

with event related promotional products such as:

1. T-shirts and caps,

2. Pin, keychain, and mugs

3. Training tools, and

4. Video packages, etc.

To be sold in a Business Resource Center venue

(online store, shop, or exhibit booth).

A. Test and develop WpLRC themes,

mottos, and sayings.

B. Create pilot set of products.

C. Promote and sell.

D. Evaluate, improve, test, and expand.

Med

e. Participant

Affiliation &

Membership

Membership in the WpLRC Alumni Association

affording participants an on-going relationship with the

WpLRC team and participants.

A. Create an alumni association with

special entrance requirements (e.g.,

completion of all 10 CSAs, etc.),

privileges, and products.

B. Platinum, gold, and silver

memberships.

C. Promote events, discounts, products to

continue engagement, loyalty,

goodwill, and future sales.

D. Free lunchtime/evening chat calls for

former and future participants.

Record and place online.

Med

f. Customized

Executive &

Staff

Development

Programs

(Inner Circle

Program)

WpLRC provides and promotes customized, high-end,

outcome-based coaching and mentoring. Executive

and Staff Consulting, Coaching, Mentoring Programs

to train, facilitate, and package for companies and

organizations looking for more than classroom training.

A. Design coaching module.

B. Design mentorship module.

C. Design resource tool and website for

group interaction and resourcing of

clients.

D. Train consultants.

E. Publish on website.

F. Promote and sell.

G. Evaluate, improve, test, and expand.

High

g. Facility Usage Testing Center A. Conduct In-Depth Research on High

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GRE

GED

SAT/ACT

NCLX

NISM

Industry Certifications

Others (On Demand)

Rentals

Conference center

Business incubator space

Coop office space

HR/Payroll Virtual Office Asst space

Exemplary Testing Centers (minimum of

3)

B. Becoming A Testing Center Affiliate

(minimum of 25 tests)

C. Recruit/Hire Proctor (once testing

profits exceed $1,500/mo)

D. Expand Hours of Operation (once

testing exceeds 20 people per day)

E. Develop Marketing Piece/Online

Presence as a Testing Center

F. Establish A Marketing Campaign &

Plan

A. Conduct In-Depth Research on Rental

Agreements/Fee Structures (minimum of 3

in the local area, and 3 in the region)

B. Revise rental agreement package

C. Develop Marketing Piece/Online

Presence as a Rental Facility

D. Establish A Marketing Campaign &

Plan

E. Recruit/Hire weekend host (once

weekend rental agreements exceed 1

event/month)

Programs


a. WpLRC/

Contract

Education

Academies

Customer Service Academy (10 modules)

Technology Academy (Microsoft Office, Social

Media for Your Business, Skype, Adobe Creative

Suite, Mobile Device Applications, Google Docs,

Blogging, Podcasting, Business Communication,

Constant Contact)

Communication Academy (Successful Business

Speaking, Professional Business Writing, Effective

Meetings, Trainer Facilitation Skills)

Diversity Academy (Generational and Cultural

Diversity)

Supervisor Boot Camp (6 sessions)

Certification Academy (Sexual Harassment AB

1825, ServSafe, Smog Update; Other Options:

HazMat, OSHA, Emergency Response, TI & TII

Water Certifications, Forklift, Trucking, etc.)

Leadership Excellence Institute (Maximizing Your

Leadership, Managing People, and Moving with

Change)

A. Develop Targeted Industry Marketing

Pieces

B. Establish A Marketing Campaign &

Plan

A. Develop/Massage Curriculum

B. Develop Targeted Industry Marketing

Pieces

C. Establish A Marketing Campaign &

Plan


B. Develop Targeted Industry Marketing

Pieces


Plan

A. Develop Targeted Industry Marketing

Pieces


Plan


B. Develop Marketing Piece


Plan

A. Develop Marketing Piece


Plan

C. Explore Additional Certifications

(HazMat, etc.)

A. Develop Curriculum

High

High

Med

High

Med

High

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B. Develop Marketing Piece


Plan

Med

b. Contract

Education

Industry

Training

Certifications

Health Care

Agriculture

Manufacturing

Education

o In-services

o Parent leadership training

o Volunteer training

Hospitality & Retail

o Casinos

Indian Territory

o Hotels/Lodging

Holiday Inn Express,

Courtyard Marriott

o Restaurants

o Corporate

o Shopping Strips/Malls

Merced Mall

o Financial Institutions (banks, credit unions)

o Supply Stores (office, home/garden)

o Fast Food

Taco Bell

McDonalds (Abbate)

A. Conduct In-Depth Research on

Potential Certifications for Primary

Industry Sectors

B. Explore Merits of In-Person vs. Online

Training for Each Training

C. Recruit Instructors

D. Develop/Adopt Curriculum

E. Develop Targeted Industry Marketing

Pieces


Plan (working with WpLRC,

local/regional/state associations, chambers,

and EDCs)

G. Write Grant(s) for Additional Seed

Funding

High

c. Other

Training

Options

Organizational Change

Advanced Conflict Management/Resolution

Advanced Communication

Facilitation Workshops

Retreats (hospitals, management teams, leadership

teams, non-profits)

Aviation Mechanic

CASRA (regional/statewide)

Call Center (phone etiquette, customer service)

A. Conduct In-Depth Research on

Potential Clients

B. Explore Merits of In-Person vs. Online

Training for Each Training

C. Recruit Instructors

D. Develop/Adopt Curriculum

E. Develop Targeted Client Marketing

Pieces


Plan (working with WpLRC,

local/regional/state associations, chambers,

EDCs, schools, hospitals)

G. Write Grant(s) for Additional Seed

Funding

High

d. Summit Local

Regional

1-Day

MARKETING PLAN AUGUST 2012:

o Sending notes and a few brochures to all speakers

and panelists encouraging them to send some of

their people.

o Marketing the Summit to MC Management Team

(maybe a discount??)

o Personally calling people who came last year who

have not signed up yet (Safeway, Curves, Amy

Marchini, MSEFCU, etc.)

MERCED – Fall (Sept 14, 2012)

LOS BANOS – Spring

A. Develop Agenda Ideas/Workshop

Topics – Jan

B. Recruit Sponsors (min of $5,000) –

Feb-Mar

C. Identify Presenters/Panelist – Feb-Mar

D. Create Registration Brochure – Mar-

Apr

E. Set Up Staffing Plan – Roles &

Responsibilities – Apr

F. Arrange for Facilities – Apr

G. Establish A Marketing Campaign &

Plan – Apr

Med

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o Full page ad in Sun-Star

o Press Releases to newspapers (Sun-Star might not

print yet, but Merced County Times will) – Last 3

weeks of Aug through date of Summit (Tues &

Sat)

o Email blast from Chamber – Jun, Jul, Aug

o Posters around town (50-100) – Aug (1st 2 weeks)

o Press release (mid-August)

o Merced Matters article (end of August)

o Pass out brochures at all CSA classes at BRC and

on campus – Aug

H. Set Up Registration Systems (Phone,

Online, In-Person) & Reprographics

Printing of Brochures (Start Registrations

by 6/1/12) – May

I. Arrange for Catering – Jul-Aug

J. Order Materials/Supplies/

Marketing Pieces/Panelist Gifts – Jul-Aug

K. Email Sponsors w/Summit Details &

Request 3 Free Participants/Marketing

Goals for Summit (1 month ahead of time)

– Jul-Aug

L. Email Presenters w/Summit Details &

Request Presentation Materials –

PowerPoint & Handouts (1 month ahead of

time) – Aug

M. Email Panelists & Monitors w/Summit

Details (1 month ahead of time) – Aug

N. Place Duplication Orders for Presenter

Presentations (2 weeks ahead of time) –

Aug

O. Email Presenters, Panelists, Monitors,

Sponsors, & Volunteers w/Summit Is Here

Information (1 week ahead of time) – Sep

P. Confirm Final #s w/Catering

Q. Volunteer Recruitment & Training (3

days ahead of time)

R. Review Room/Facility Set Up

w/Janitorial Staff

S. Review Room Layout &

Registration/Pre-Conference Stations

T. Thank You Letters to T. Thank You

Letters to Presenters/Panelist/MCCD

Administration, Staff, Volunteers (w/in 3

days of Summit)

U. Follow Up Email to all Participants

(w/in 3 days of Summit)

V. Follow Up Appts (w/in 14 days of

Summit)

e. Conference Regional

Statewide

National

3-Day

MARKETING PLAN SEPTEMBER 2012:

o Sending notes and a few brochures to all speakers

and panelists encouraging them to send some of

their people.

o Marketing at the League of California Cities

Conference in San Diego (Sept 4-7, 2012 – John

Parker/Becky Barabe)

o Marketing at the RCRC Annual Meeting (Sept

19-21, 2012 – John Parker/Terry Plett??)

o Personally calling people who have left business

cards at outreach events

MONTEREY – May 2-4, 2013

LAS VEGAS – Fall 2013-Spring 2014

HAWAII – Spring 2014-Spring 2015

A. Identify Location for Conference

B. Arrange Specifications for Conference

Location & Execute Contract – Rooms,

Technology, Lodging, Catering (minimum

of 9 months ahead of time)

C. Develop Agenda Ideas/Workshop

Topics (minimum of 9 months ahead of

time)

D. Recruit Sponsors (min of $25,000)

E. Identify & Invite Presenters/Panelists to

Conference (minimum of 8-9 months

ahead of time)

F. Create Registration Brochure (minimum

High

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o Conference article and registration information in

next CalED newsletter (Sept-Oct 2012)

o Press Releases to newspapers and/or city/county

magazines

o Email blast from CalED and/or League of

California Cities

o Posters mailed out to cities/counties

of 7-8 months ahead of time)

G. Set Up Staffing Plan – Roles &

Responsibilities

H. Establish A Marketing Campaign &

Plan (minimum of 7-8 months ahead of

time)

I. Set Up Registration Systems (Phone,

Online, In-Person) & Print Services for

Registration Packets (Release 7-8 months

prior to conference)

J. Order Materials/Supplies/

Marketing Pieces/Panelist Gifts (3-4

months ahead of time)

K. Email Sponsors w/Conference Details

& Request 3 Free Participants/Marketing

Goals for Conference (2-3 months ahead

of time)

L. Email Presenters w/Conference Details

& Request Presentation Materials –

PowerPoint & Handouts (6 weeks ahead of

time)

M. Email Panelists & Monitors

w/Conference Details (6 weeks ahead of

time)

N. Confirm Final #s for Lodging (4-6

weeks ahead of time)

O. Place Duplication Orders for Presenter

Presentations (4 weeks ahead of time)

P. Confirm Final #s for Catering (2-4

weeks ahead of time)

Q. Email Presenters, Panelists, Monitors,

Sponsors, & Volunteers w/Conference Is

Here Information (2 weeks ahead of time)

R. Volunteer Recruitment & Training (3

days ahead of time)

S. Review Room/Facility Set Up

w/Conference Facility Staff (1 week ahead

of time)

T. Review Room Layout &

Registration/Pre-Conference Stations (1

day ahead of time)

U. Test all technology to confirm all is

functioning (1 day ahead of time)

V. Thank You Letters to

Presenters/Panelist/MCCD Administration,

Staff, Volunteers (w/in 3 days of

Conference)

W. Follow Up Email to all Participants

(w/in 3 days of Conference)

X. Follow Up Appts (w/in 30 days of

Conference)

Marketing


a. Live & In Fairs and other public events A. Create prospect lists High

15

Person Service Organizations free promo and presentations

(Chamber, Rotary, Kiwanis, Lions, etc.)

Company or organization free promo

B. Design free promotional PowerPoint

presentations and literature

C. Develop and train presenter team-

members

D. Publish, promote, and book free

events

E. Follow up with emails, live calls, and

visits

F. Book paid events and participants

b. Radio & TV Public Service Announcements (PSAs)

Regular promo interviews

Business card ads

A. Research radio and TV free publicity

opportunities

B. Event schedule and staff booking

Med

c. Direct

Marketing

Campaigns

Postcards

Letters

Flyers

Brochures

Post posters/flyers (Senior Center, City Hall, County

Admin Building, Mental Health, Human Services

Agency, Multicultural Arts Center, J&R Tacos, etc.)

A. Research, plan, train staff, schedule,

do

B. Evaluate, improve, test, expand

High

d. E-Marketing

Campaigns My Merced

Craigslist

MC-ALL Notices

C. Research, plan, train staff, schedule,

do

D. Evaluate, improve, test, expand

High

e. E-Newsletter/

Newspaper Inserts

Email Connie Hodges at Merced SunStar for

“Around Town” column articles/press releases

Email Robin Shepard for press releases

Place ads with Impact Marketing

E. Research, plan, train staff, schedule,

do

F. Evaluate, improve, test, expand

High

f. Constant

Contact/Blog

E-Blasts

Weekly posts

Monthly announcement/updates

Quarterly article(s)/video(s)

A. Design processes to capture emails in:

a. Trainings

b. On website

c. From meetings

d. Through email communications

B. Create plan, train staff, schedule, do

C. Evaluate, improve, test, expand

g. Phone Live Calls based on referrals, leads, and market

demographics

G. Research, plan, train staff, schedule,

do

H. Evaluate, improve, test, expand

Med

h. Website

development Website pages enhancement

o Participant resources

o Events

o Testimonials

o Services

o Staff

o Store

o Menu

A. Analyze current site

B. Set up Google metrics or similar

C. Add / Improve pages


High

i. eZIne Blog: eZine weekly tips and news A. Analyze current

B. Schedule blog themes, articles

C. Recruit blog writers


High

j. Email

subscription

and sales

Opt-in subscription portal

Auto-responder prescheduled emails leading to

product sales and class sign-ups

A. Create opt-in portals for WpRLC

website and eZine, and WpLRC-SM

sites

B. Select Shopping cart or other provider

Med

16

back site

C. Write schedule and post auto

responder articles

D. Target events, product, service sales

and sell

E. Evaluate, improve, test, expand

k. Social Media

Management HootSuite, or similar, coordinating dashboard of

multiple SM provides consistency and continuity

D. HootSuite subscribe, train, and get

certification

E. Coordinate all major SM

F. Train staff to maintain

High

l. Social Media

Facebook Facebook fan page, groups, store A. Create FB use plan for WpLRC

B. Staff and Inaugurate FB use plan for

WpLRC


Med

m. Social

Media Twitter Follower capture leading to product sales and class

sign-ups

A. Create FB use plan for WpLRC


WpLRC


Med

n. Social Media

LinkedIn Instructors, Staffers sign-up

Start groups

Join Groups

A. Create FB use plan for WpLRC


WpLRC


Med

o. Social Media

YouTube YouTube WpLRC TV Shows –

Get acquainted interviews presenters/leaders

4-8 minutes presentation of various topics by

presenters

On the spot interviews of participants

A. Set up simple studio at the BRC

B. Schedule and produce mini-shows

C. Publish and promote show


High

p. Google

AdWords Pay per click keywords to capture interested

customers

A. Research cost of keywords

B. Estimate budget

C. Set up program

D. Evaluate, improve, test, adjust

Low

Section VII: Program Goals/Projects Not Completed

Were there goals or projects that your program was not able to complete? List the items

and provide a summary of the barriers that kept your program from attaining the goals.

As the planned 5-year CCCCO Doing What Matters for Jobs and the Economy initiative rolls-

out, time constraints on the dual role as both DSN/WpLRC Director, have become obvious.

Merced College’s new Strategic Plan focuses on increasing partnerships with our Business

Community; the WpLRC will be integral to this effort. The WpLRC already maintains ties

with almost all our major stakeholders, across the District. Whenever area Employers need the

College to service their training/workforce needs, WpLRC’s historic ability to deliver high

quality services speaks volumes. Its continuation will depend on adequate staffing and support

staff is critical to the services delivered through WpLRC.

17

Current WpLRC funding contractually obligates the DSN to service all twelve community

colleges in the Central/Mother Lode Region, on an 80% load-time basis. The host college

receives 20% of the DSN’s load-time. The time required to service the entire Central Valley/

Mother Lode Region (California’s largest), precludes a full-time, on-site presence for the

WpLRC Director at the BRC. This Region encompasses: Kern, Kings, Tulare, Fresno, Madera,

Merced, Stanislaus, San Joaquin, Mariposa, Tuolumne, Calaveras, Amador, Inyo, and Mono

Counties as well as eleven (soon to be twelve) California Community Colleges. Fortunately,

DSNs have not been required to travel 80% of the time, and Regional business may be conducted

(whenever possible), via various electronic communication channels. At the same time, many

CCCCO Regional or Sector wide meetings and RHT events are not announced far in-advance,

and require expedited out-of-district travel. Currently the on-site BRC presence for the

DSN/WpLRC Director is estimated to have averaged 20 Hrs/Wk, in the first full year of the new

grant-funding. Revenues have been maintained and have grown.

Section VIII: Additional Resources

Provide a summary of donations received and activity/use of donation.

Donations: N/A.

Match: Employer/Chamber staffing to participate in a Skill Standards process, meeting facilities

for gatherings and events, and public relations outreach and support.

Provide a summary of the fundraiser and the use of the generated funds. Explain why the

categorical budget could not provide funding.

Fundraising: N/A.

Section IX: Updates on Grants, External Reviewers, & Advisory Committees

Provide an update on any Grants, External Reviewers, and Advisory Committees.

Grants:

2013-2014 California Community College Chancellor’s Office SB1402 Grant #13-161-

001 $200,000, to host RHTLE Sector DSN.

2013-2014 California Community College Chancellor’s Office 1070 Grant #13-161-001

$100,000 for DSN service of K-12/Career Pathway Trust partners in the Region.

2014-2015 California Community College Chancellor’s Office SB1402 Grant #14-161-

001 $200,000 (renewed), to host RHTLE Sector DSN.

18

2014-2015 El Camino College EWD/Workforce Training Sub-Contract $50,000, to

complete four (4) regional RHTLE Boot Camps.

Expected in Spring 2015: 2014-2015 Renewal of California Community College

Chancellor’s Office 1070 Grant #14-161-001 $100,000 for DSN service of K-12/Career

Pathway Trust partners in the Region.

2014-2015 California Community College Chancellor’s Office Industry-Driven Regional

Collaborative (in partnership with West Hills College Lemoore and College of the

Sequoias) for $258,280.

External Reviewer: RHTLE Grant 2014-2015: CCCCO fiscal monitor is Mr. Jean Claude

Mbomeda and program monitor is Laura Casillas; RHTLE Statewide Sector Navigator is Phil

Sutton; and Central/Mother Lode Region Consortium Chair is Shelly Connor (State Center

Community College District).

Advisory Committee:

Customer Service Skill Standards RHT Industry Advisory (Report; October 2014).

HR Directors Gatherings of WpLRC Client Companies/Area Employers: 8/20/2014 & 2/04/2015.

Merced College Joint WpLRC- Business Department Annual Advisory Meeting: 1/14/2015.

Section X: Awards and Honors

Provide a list of awards, honors and recognition your program has received. List the

award and explain the purpose of the award. If funding was included with the award or

honor, include the amount and how the funds were utilized by the program.

Awards: N/A

Honors:

Certificate of Special Congressional Recognition; CSA 15th Anniversary; Congressman Jim Costa

Certificate of Recognition; California Assembly; CSA 15th Anniversary; State A.M. Adam Gray

Certificate of Recognition; California Senate; CSA 15th Anniversary; Senator Anthony Cannella

Section XI: Partnerships

Provide a summary list of partners in your program. Include the name and their role in

partnering with your program.

Anchor Employer/RHTLE Partnerships are as follows (also on www.CentralValley-

MotherLodeRHT.org linked at a landing page through the Business Solutions Icon):



19

North Valley/Mother Lode: Stanislaus Culinary Arts Academy/ROP, Black Oak

Casino/Tuolumne Mi-Wuk, Stockton Convention & Visitor’s Bureau, Merced Chamber, Merced

County Workforce Investment Board (WIB), DoubleTree Hilton-Modesto, and VIA Trailways.

HOTELS, F & B CONCESSIONS, CASINO, VINEYARD, M.I.C.E., CHEESE FACTORY TOUR

GOLF COURSES, MUSEUMS, THEATRE VENUES, GAMES, PARKS, AIRPORT, C.V.B.s,

PARTICIPATING COMPANIES IN THE “SKILL STANDARDS FOR CUSTOMER SERVICE” PROJECT:

RETAIL STORES, E-COMMERCE,, OUTLET SHOPPING MALL, MAIN STREET PROGRAM

20

Central Valley: Delaware North Company (Yosemite & Kings Canyon-Sequoia), Fresno/Clovis

Convention & Visitor’s Bureau, Fresno H.S. ROP Programs, Visalia/Tulare H.S. ROP Programs,

Lyle Center for Entrepreneurship.

South Valley: Bakersfield H.S. ROP Business Program, Taft H.S. ROP Business Program,

Kern County Workforce Investment Board (WIB), Bakersfield Chamber; Bishop (Mono) H.S.

ROP Biz/Hospitality Program.

Primary Manufacturing Partnerships are as follows:

1. Blue Diamond Growers

2. Dole Packaged Foods

3. E&J Gallo Winery

4. Foster Farms

5. Hilmar Cheese Company & Ingredients

6. Ingomar Packing Company

7. Joseph Gallo Farms

8. Kagome

9. Laird Manufacturing

10. Liberty Packing

11. Malibu Boats

12. McLane

13. Mercer Foods

14. Quad Graphics

15. Safeway, Inc.

16. SunTherm Inc.

17. Teasdale Quality Foods

18. The Morning Star Company

19. Veolia Water

Primary General Partnerships are as follows:

1. ALIA Corporation/McDonalds

2. Black Oak Casino

3. California State University, Stanislaus (CSUS)

4. Castle Family Health Centers

5. Central Valley Collaborative (CVC)

6. Central Valley Occupational Center (CVOC)

7. City of Los Baños

8. City of Merced

9. Dignity Health Medical Group Merced

10. Educational Employees Credit Union (EECU)

11. Golden Valley Health Center

12. Greater Merced Chamber of Commerce

13. Livingston Medical Group

14. Livingston Union School District

21

15. Los Baños Unified School District (LBUSD)

16. Merced City Schools

17. Merced College Career Advancement Academy

18. Merced College Fiscal Services

19. Merced College Human Resources

20. Merced College Management Association

21. Merced County Department of Mental Health

22. Merced County Human Resources

23. Merced County Office of Education (MCOE)

24. Merced County Office of Education (MCOE) Head Start

25. Merced Irrigation District

26. Merced Mall, Ltd.

27. Merced School Employees Federal Credit Union

28. Merced Union High School District (MUHSD)

29. Merced Union High School District (MUHSD) ASSETS Program

30. Modesto Irrigation District

31. Sutter Health Memorial Hospital Los Baños

32. Tachi Palace Hotel & Casino

33. The Superior Court of California, Merced County

34. Travis Credit Union

35. Turlock Irrigation District

36. University of California, Merced

37. Valley First Credit Union

38. Wells Fargo

39. West Hills Community College District (WHCCD)

40. Yosemite Community College District (YCCD)

Section XII: Community Events (to-date)

Provide a summary of community events your program participated in during review year.

Annual RHTLE Regional Advisory Meet-Ups:

o N. Valley/ML > Oakdale (Stanislaus Culinary Arts Academy): October 31, 2014

o S. Valley > Bakersfield (Chamber of Commerce): November 13, 2014

o Central Valley > Fresno (UC-Merced Extension Center): November 19, 2014

Madera Co. High School “Careers Day” Workshop (at-risk youth): November 21, 2014

Jr. Leadership Merced (Chamber), UC-Merced Tour Day Hostess: November 24, 2014

World Ag. Expo - Tulare, “H.S. Careers Day” [CITD Booth #1305]: February 12, 2015.

MCCD Transfer Fair, WpLRC/RHTLE “Career Training” Booth: September, 2014.

22

Section XIII: Resource Requests - detail your program’s specific needs.

Please briefly explain why the need(s) listed below are necessary to improve your program.

In your justification, please focus on program outcomes.

1. Equipment:

a. Needs: New/Replacement equipment needed in a 3-5 year life cycle might include:

Assisted hearing devices

Podium computers

Podium document cameras

Classroom projectors

Classroom screens

Mobile interactive whiteboard

Instructor laptops

Staff computers/printers

Office copier

Capacity for online courses (webcams, video equipment, editing equipment)

Maintenance and repairs on Mobile Training Unit

New/Replacement technology needed in a 3-5 year life cycle might include:

Instructional supplies of VHS to DVD replacement needed

Digital camera

Updated Microsoft Office software

Lumens subscription

Constant Contact subscription

Salesforce membership (free now)

LERN membership

Capacity for online courses (servers, platform such as Blackboard/Moodle)

b. Updated Justification: The 3-year lifecycle of staff computers will be outdated by

2015 and we will need to replace the existing machines. The 3-year lifecycle of the

office printers are currently outdated as of 2013. The 3-year lifecycle of the office

copier is currently outdated as of 2013. In addition, with the increase focus in

online/distance education opportunities, we will need to purchases and maintain

servers, platform supports in order to continue offering just-in-time training for the

community.

o On Target? Yes


o Change in the priority of your 5 Year Planning Goals? Yes, need to add Office

printers and copier as well as online training set up and equipment.

2. Staffing:

a. Needs: Recognizing that the Workplace Learning Resource Center is self-supporting,

staffing for the Workplace Learning Resource Center program is limited in its ability

to grow exponentially. However, there are two areas of growth that could elicit the

23

need for additional staffing in the future: 1) Online Training Programs, and 2)

Expansion of MCCD Credit Class. If these programs were to grow significantly and

the Workplace Learning Resource Center remained self-supported, then we would

need to add an Online Specialist and/or Marketer as well as additional District

Supported Training Assistants and/or Registrar. Lastly, there is one facility area of

growth that could elicit the need for additional staffing in the future: 1.) Events

Support – one full-time or two part-time event/program technicians in meeting the

increased community training and functions located at the Business Resource Center.

b. Justification: If sufficient growth is achieved in these areas, then the Workplace

Learning Resource Center would like to research the feasibility of adding these

positions to accommodate these areas. If additional growth is achieved in the

Business Resource Center facility, then WpLRC in conjunction with the District

would like to research the feasibility of adding the additional positions to

accommodate this area.

o On Target? Not yet launched


o Change in the priority of your 5 Year Planning Goals? No

3. Facilities:

Updated Needs: The Business Resource Center is in need of paint, signage, lighting,

carpet; lobby, classroom, and office furniture; outside seating and awning (Prop 39

funding may be an option as there are DSA approved covers that could be appropriate at

the BRC); restroom maintenance; No kitchen option for staff (sink needed,

microwave/refrigerator replacement). In addition, the Business Resource Center is in

need of professional food services equipment to support holding events and serving foods

such as: countertops, cabinets, food warming and holding equipment, refrigerator,

microwave, serving dishes, utensils, rubber mats, etc.

New Justification: Since the WpLRC is a self-sufficient program, this would be a district

contribution to the staff in updating the facilities in which the program operates. Lastly,

in order to provide additional food services for participants and partners in the

Community Service program, there is a need for complete installation of a food

prep/warming kitchen in Room 124 of the Business Resource Center (as designated in the

original blueprints). Conversion of this room would support a fully equipped food

prep/warming kitchen along with custodial and event storage.

o On Target? Yes


o Change in the priority of your 5 Year Planning Goals? Yes, need support to

maintain office, classroom, and open spaces for the program in order to serve the

community businesses.

4. Supplies, Technology, etc.:

Updated Needs: The WpLRC program utilizes a variety of technologies that are critical

to the process of proving services to the community, such as: updated Microsoft Office

software, Adobe Suite, Augusoft/Lumens subscriptions for registrations and online class

24

access, Constant Contact subscription for communication with potential participants,

LERN membership for technical assistance and reporting, and various association

memberships for industry partnerships.

New Justification: Since the WpLRC is a self-sufficient program, this would be a partial

district and partial categorical contribution to the program in sustaining the program’s

operations and functionality. o On Target? Yes


o Change in the priority of your 5 Year Planning Goals? Yes, need to maintain

these technologies in order to function effectively as a program and serve the

community participants and businesses/employers in a seamless manner.

5. Staff Development:

a. Needs: The current staff development needs are in computer software: Intermediate

and Advanced Microsoft Excel, Adobe InDesign and Photoshop, Intermediate

PowerPoint, Social Media (Facebook, Blogging, Word Press, YouTube), and video

editing/design software tools. Additionally, there is a need for training on

Augusoft/Lumens, EventBrite, and Launchboard functions and software capabilities

(the online registration systems that the WpLRC/DSN uses for workshops, classes,

trainings, and activities). Lastly, as the need for seeking outside funding, the

possibility of grant writer training and/or marketing is becoming more prevalent).

b. Justification: Training and development in these areas will better equip our staff to

serve the customers and businesses participating in our program.

o On Target? Yes


o Change in the priority of your 5 Year Planning Goals? Yes, need to add

InDesign and Photoshop staff development as well.

25

Section XIV: Yearly Objectives

Each objective should be connected to a 5-year planning goal, and, when applicable, to a program SAO, an Institutional SLO,

and a Merced College Strategic Planning Goal. Objectives should be entered in priority order, with Objective 1 being most

important. Some yearly objectives may arise that do not directly connect to the 5 Year Planning Goals; if so, provide a brief

rationale as to how this objective is relevant to the strength of the program.

Priority Objective 5 Year Planning

Goal

Person(s)

Responsible

Timeline Resources Program

SAOs

Institutional SLOs Strategic

Planning Goals

1. LaunchBoard MP18 Align WpLRC

programs/curricula

w/RHTLE Sector

employer training

needs

Contract

Education

Industry Training

DSN

Contract-

Coordinator

Contract-

Assistant

RHTLE

GRANT S

TIMELINE

2013-2018

Augusoft/

Lumens

Subscription

Class

Climate

Program

SAOs :

#1 & #2

Communication

Global and

Community

Consciousness &

Responsibility

Personal

Development and

Life Long Learning

Work with other

EWD Centers to

develop

measurement

tools.

2. LaunchBoard MP19

Align RHTLE Work

Readiness/Soft Skills

training programs to

Employer needs

WpLRC/

Contract

Education

Academies

DSN

Contract-

Coordinator

Contract-

Assistant

RHTLE

GRANTS

TIMELINE

2013-2018

Augusoft/

Lumens

Subscription

Class

Climate

Program

SAOs:

#1 & #2

Communication

Global and

Community

Consciousness &

Responsibility

Personal

Development and

Life Long Learning

Expand regional

partnerships

26

3 LaunchBoard MP 23

Update skills/

knowledge of RHTLE

Advisors/Faculty/Staff

via Regional RHTLE

Sector Website

Learning Products

& Sales Aides

h. Website

development

DSN

Contract-

Coordinator

RHTLE

GRANTS

TIMELINE

2013-2018

Image West

Web Hosting

services

retainer

Program

SAOs:

#1 & #2

Communication

Global and

Community

Consciousness &

Responsibility

Personal

Development and

Life Long Learning

Expand regional

partnerships

4 LaunchBoard MP31

Align Incumbent

Worker Training Skill

Sets to Occupation/

Market.

WpLRC/

Contract

Education

Academies

DSN

Contract-

Coordinator

RHTLE

GRANTS

TIMELINE

2013-2018

Augusoft/

Lumens

Subscription

Class

Climate

Program

SAOs:

#1 & #2

Communication

Global and

Community

Consciousness &

Responsibility

Personal

Development and

Life Long Learning

Expand regional

partnerships

5 LaunchBoard MP 29

Offer recognized 3rd-

party Industry

Certifications

(Nat’l/Trade/CA/Empl

oyer) or Credential

Contract

Education

Industry Training

DSN

Contract-

Coordinator

RHTLE

GRANTS

TIMELINE

2013-2018

Affiliation

Agreements

with RHTLE

recognized

Trade

Associations

Program

SAOs:

#1 & #2

Communication

Global and

Community

Consciousness &

Responsibility

Personal

Development and

Life Long Learning

Expand regional

partnerships

6 LaunchBoard MPs:

18/19/29

Sponsor additional

Workforce Readiness

Boot Camps and

WpLRC/

Contract

Education

Academies

DSN

Contract-

Coordinator

RHTLE

GRANTS

TIMELINE

2013-2018

Affiliation

Agreements

with RHTLE

recognized

Trade

Program

SAOs:

#1 & #2

Communication

Global and

Community

Consciousness &

Expand regional

partnerships

27

professional

development trainings

[$50K: July 2015]

Associations Responsibility

Personal

Development and

Life Long Learning

7 Maintain/Expand

current Client Base for

WpLRC Contract

Training

WpLRC/

Contract

Education

Academies

DSN

Contract-

Coordinator

Contract-

Assistant

RHTLE

GRANTS

TIMELINE

2013-2018

Staff Time &

Mileage

adequate

enough for

Sales Calls

2012-13

SAOs:

#1 - #4

Communication

Global and

Community

Consciousness &

Responsibility

Personal

Development and

Life Long Learning

Increase contracts

by 5%.

Enrollments by

10%: from

RHTLE Sector

8 DSN/Sector Support:

Back-Up While DSN

Covers Regional

Events (Travel)

Phone Support

Electronic Media-

Marketing

Confer Calls

DSN

Contract-

Coordinator

Contract-

Assistant

RHTLE

GRANT

TIMELINE

S

2013-2018

Staff

adequate

enough to

support Sales

Calls

2012-13

SAOs:

#1 - #4

Communication

Global and

Community

Consciousness &

Responsibility

Personal

Development and

Life Long Learning

Increase contracts

by 5%.

Enrollments by

10%: from

RHTLE Sector

28

Section XV: Other

If there is anything else you would like to be considered in your annual planning document,

please describe it here.

N/A.

Section XVI: Evaluation

1. Was the time frame for completion of the Program Review adequate? Yes

2. Was the Review Module clear and understandable? No

3. Was it easy to use? No

4. Were the questions relevant? Yes

5. Did you find the Program Review process to have value? Yes

6. Was the data you reviewed complete and presented in a clear format? Yes

7. Explain and offer suggestions: N/A

8. Please identify data source(s) used to provide data for this review: Augusoft/Lumens,

Participant Evaluations and Surveys, Launchboard (by 2018)

9. Explain and offer suggestions: N/A

10. Would you like additional data? N

11. Please offer any comment that could improve and/or streamline Program Review: N/A

29

Merced College Instructional Services

Program Review Report

Signature & Routing Page

1) Program Manager: __________________________________________

2) Area Dean: ________________________________________________

3) IMPC Co-chairs: _____________________________________________

Documents

Instructional Support Services Program Review