microsoft infopath - workplace learning resource center ...€¦ · needs of the employee. the...

Program ReviewMerced College

20162017Faculty/Program Manager View

1. Name of Program

2. Degrees, Certificates or Services Associated with this Program

Section I: Program Summary

Workplace Learning Resource Center & Community Services

The Workplace Learning Resource Center (WpLRC) is Merced College’s Contract Education unit, providing local agencies and employers of the California Central Valley and greater Merced area with customized training, leadership, and development programs. Merced College’s WpLRC offerings can be provided in Credit, NotforCredit, and Noncredit modes. The WpLRC provides public and private agencies and companies with training at competitive pricing, service that is reflective of emerging justintime industry needs, and innovative delivery methods with cutting edge curriculum and technology, completely customized for the industry’s needs. The programs offered are exceptional enhancement skills that individuals can apply immediately to their job upon completion of the training.

Merced College WpLRC services include occupational skill and organizational needs assessments, need and task analysis of job requirements, basic skills instruction, English as a Second Language, analytical and problemsolving skills, teamwork performance sessions, industry certifications, and technical occupation training. In addition, the training programs that are currently offered through Merced College’s WpLRC include the Customer Service Academy (CSA), the Emerging Leaders Institute (ELI), Technology Series (Microsoft Office Suite, Adobe, and Social Media), Diversity Series (Generational and Cultural), and Technical (Basic Manufacturing Mechanics, Welding, Electrical, Pneumatics & Hydraulics, Refrigeration, Programmable Logic Controller [PLC, HMI, and SCADA], Solidworks). Local Certificates: Customer Service Academy (5 unit) and Emerging Leaders Institute (4 unit). More information can be found on the website at: www.mercedworkplacecenter.org.

These trainings are functional in context to the job providing skill enhancement that employees can apply immediately to their job after training. In addition, the Merced College WpLRC offers certifications in AB1825 & AB2053 Sexual Harassment and Bullying Prevention, ServSafe, Bureau of Automotive Repair (B.A.R.) Smog Update, American Hotel & Lodging Association (AH&LA) Guest Service Gold, OSHA10, and NCCER [Electrical Safety and Motor Controls]. Industry Certifications: OSHA10, ServSafe, Smog Update, Notary, AH&LA Guest Service Gold, and NCCER.

The Merced College WpLRC training approach is unique in that we offer training at the college or at the worksite based upon the needs of each employer partner. The Merced College WpLRC addresses all the needs of the employer as well as the special needs of the employee. The Merced College WpLRC specializes in training any number of employees from 1 to 1,000. Employees can be incorporated from several different companies into training groups of smaller or larger sizes. In this way, classes and workshops are not too small or too large, resulting in a more cooperative learning environment.

The Merced College WpLRC is dedicated to and dependent on, satisfied customers. That satisfied customer is the agency or employer that gains better prepared, trained, skilled, and/or competent incoming or existing employees as a result of training delivered by the Merced College WpLRC. In today’s ever changing job market it is paramount that agencies and employers, as well as their respective employees, remain poised to take on the challenges of a complex, global economy and marketplace.

Merced College Mission Statement:

Merced College serves as a gateway to the future, providing accessible, affordable, and relevant education and workforce training for students in our richly diverse region. The college offers programs of study that lead to transfer, associate degrees, and certificates. Merced College provides basic skills and noncredit courses, as well as community education for personal and professional enrichment.

3. Program Purpose Statement: How does the program contribute to the mission of the college? t

4. Faculty/Staff InvolvementThe dialogue that occurred while planning assessments, evaluating data results, and determining action plans took place

Other

No dialogue occurred

List Faculty/Staff involved in the assessment in the table below. To add rows select Insert Item.

Merced College's Workplace Learning Resource Center & Community Services programs provide relevant workforce training in our richly diverse region. In addition, these programs offer local and industry certifications as well as community education for personal and professional enrichment. The Workplace Learning Resource Center and Community Services programs contribute directly to the mission of the college as part of "providing accessible, affordable, and relevant education and workforce training for students in our richly diverse region" as well as providing "community education for personal and professional enrichment".

with others in my program/department during meetings (i.e. cohort, area, department meetings, small groups etc.) during oncampus workshops (i.e. flex workshops) over email with colleagues from outside the district with my dean and/or colleagues in my division

Name Participation

Autumn Gardia Program Review Author Discussion Participant Data Contributor

Jonae Pistoresi

Program Review Author Discussion Participant Data Contributor

Shelly Conner Program Review Author Discussion Participant Data Contributor

Jeanette Benson Program Review Author Discussion Participant Data Contributor

Seferina Ramirez Program Review Author Discussion Participant Data Contributor

Terry Plett Program Review Author Discussion Participant Data Contributor

Maria Ramirez Program Review Author Discussion Participant Data Contributor

Jim Andersen Program Review Author Discussion Participant Data Contributor

Patty Pistoresi

6. Means of Assessment (update any changes): List the program SLO/SAO in the space below.

Program Review Author Discussion Participant Data Contributor

Section II: Assessment Summary

Program SLO or SAO 20142015

Links to Institutional Learning Outcomes

Select means of assessment, or select Other and type in the means of assessment.

20152016 and 20162017 WpLRC Program SAOs:

WORKPLACE LEARNING RESOURCE CENTERa) Evaluate an increase by 5% in the number of Retail, Hospitality, or Tourism (RHT) industry contracts.b) Evaluate an increase by 10% in the number of Retail, Hospitality, or Tourism (RHT) participants in open enrollment classes at the Business Resource Center.

Communication Computation Cognition Global and Community Consciousness and Responsibility Personal Development and LifeLong Learning

Other

Benchmark Met

Assessment results of course SLOs linked to each program SLO Item analysis of exams, quizzes, problem sets, etc. (items linked to specific outcomes) Assignments based on rubrics (essays/reports, projects, performances, presentations, etc.) Assignments based on checklists Classroom Assessment Techniques (CATS, “clicker” mediated responses, etc.) Direct observation of performances, structured practice or drills, “practical” exams, small group work, etc. Capstone projects or final summative assessment (final exams, capstone projects, portfolios, etc.) Direct assessment of service activities

Access Database reports, Colleague rosters




20152016 and 20162017 Community Services Program SAOs:

COMMUNITY SERVICESc) Evaluate an increase of 10% in College for Kids registrations from 2013 to 2014 and 2014 to 2015 due to opening the process up earlier.d) Evaluate an increase of 5% in online enrollment by utilizing a variety of new marketing techniques.


Other

Benchmark Met


Augusoft Lumens reports




20152016 and 20162017 WpLRC Program SAOs:

WORKPLACE LEARNING RESOURCE CENTERa) Evaluate an increase by 5% in the number and/or revenue of Contract Education contracts.b) Evaluate an increase by 10% the number of contract and/or open class enrollments.


Other

Benchmark Met


Access Database reports, Colleague rosters




20152016 and 20162017 Community Services Program SAOs:

COMMUNITY SERVICESc) Evaluate an increase of 10% in College for Kids registrations from 2017 to 2018.d) Evaluate an increase of 5% year round enrollment in Adult InPerson Classes, Adult Online Classes, Trips, and/or Tours.


7. Assessment Data and Results for each PLO/SAO

20152016:

Other

Benchmark Met


Augusoft Lumens reports

20132014 and 20142015 Program SAOs:

WORKPLACE LEARNING RESOURCE CENTERa) Evaluate an increase by 5% in the number of Retail, Hospitality, or Tourism industry contracts.

RHTLE Contracts were:• 3 contracts / 443 enrollments / $24,350 revenue in 20142015• 8 contracts / 221 enrollments / $15,250.38 in 20152016

b) Evaluate an increase by 10% in the number of Retail, Hospitality, or Tourism participants in open enrollment classes at the Business Resource Center.

RHTLE Open/Community Service Class Enrollments were:• 32 participants / $6,326 revenue in 20142015• 350 participants / $19,781.50 revenue in 20152016

COMMUNITY SERVICESa) Evaluate an increase of 10% in College for Kids registrations from 2013 to 2014 and 2014 to 2015 due to opening the process up earlier.

20132015 Progress to Date:• 2013 Baseline = $96,050 or 1,766 participants• 2014 = $115,155 or 1,875 participants (19.89% increase in revenue and 6.17% increase in enrollment)• 2015 = $113,200 or 1,852 participants (an average increase of 18.87% over the past two years; an average increase of 5.52% over the past two years)

b) Evaluate an increase of 5% in online enrollment by utilizing a variety of new marketing techniques.

Overall Community Services Contracts (3rd Party Vendors) were:• 37 and 27 contracts (Gatlin & Ed2Go respectively) / 64 enrollments in 20142015• 11 and 3 contracts (Gatlin & Ed2Go respectively) / 14 enrollments in 20152016

20162017 and 20172018 Program SAOs:WORKPLACE LEARNING RESOURCE CENTERa) Evaluate an increase by 5% in the number and/or revenue of Contract Education contracts.

Overall WpLRC Contracts were (baseline):• 36 contracts / 1,553 enrollments in 20152016

b) Evaluate an increase by 10% the number of contract and/or open class enrollments.

Overall WpLRC Credit Class Enrollments were (baseline):• 2,016 enrollments (representing $274,104.52 in fees collected, contract revenue, and apportionment) in 20152016

Overall WpLRC NotforCredit Class Enrollments were (baseline):• 1,553 participants (representing $186,947.40 in revenue) in 20152016

20162017:

COMMUNITY SERVICESa) Evaluate an increase of 10% in College for Kids registrations from 2016 to 2017 due to opening the process up one month earlier.20162018 Progress to Date:• 2016 (baseline) = $123,923 or 1,969 participants (a 9.47% increase in revenue and 6.32% increase in enrollment over 2015)

b) Evaluate an increase of 5% year round enrollment in Adult InPerson Classes, Adult Online Classes, Trips, and/or Tours.

Community Services Adult Class Enrollments were (baseline):• 1,572 participants (representing $79,815 in revenue) in 20152016

Community Services Contracts (3rd Party Vendors) were (baseline):• 55 contracts / 172 enrollments (representing $62,018 in revenue) in 20152016

Community Services Trip Enrollments were (baseline):• 128 participants (representing $13,568 in revenue) in 20152016

Community Services Tour Enrollments were (baseline):• 22 participants (representing $68,384 in revenue) in 20152016

20152016 and 20162017 Program SAOs:

WORKPLACE LEARNING RESOURCE CENTERa) Evaluate an increase by 5% in the number of Retail, Hospitality, or Tourism industry contracts.

RHTLE Contracts were:• 8 contracts / 221 enrollments / $15,250.38 in revenue in 20152016 • 6 contracts / 279 enrollments / $29,348.63 in revenue 20162017 (a 25% decrease in the number of contracts, a 26% increase in enrollments, and a 92% increase in revenue)

b) Evaluate an increase by 10% in the number of Retail, Hospitality, or Tourism participants in open enrollment classes at the Business Resource Center.

RHTLE Open/Community Service Class Enrollments were:• 350 participants / $19,781.50 revenue in 20152016• 382 participants / $25,095.00 revenue in 20162017 (a 9% increase in participants and a 27% increase in revenue)

COMMUNITY SERVICESa) Evaluate an increase of 10% in College for Kids registrations from 2015 to 2016 and 2016 to 2017 due to adding a fourth session

2015 2017 Progress to Date:*Data was over reported in the 2015/2016 report.• 2015 Baseline = $111,765 or 1,846 participants• 2016 = $114,003 or 1,937 participants (a 2% increase in revenue and 4.9% increase in enrollment over 2015)• 2017 = $99,656 or 1,673 participants (a 12% decrease in revenue and a 13.6% decrease in enrollment compared to 2016)

b) Evaluate an increase of 5% in online enrollment by utilizing a variety of new marketing techniques.

Overall Community Services Contracts (3rd Party Vendors) were:• 11 and 3 contracts (Gatlin & Ed2Go respectively) / 14 enrollments in 20152016• 6 contracts (Gatlin & Ed2Go combined) / 27 enrollments in 20162017 (a 93% increase in enrollments)

8. Analysis and Interpretation of Results for each PLO/SAO (include benchmarks)

20152016:

See attachment Question #7 for analysis charts.

Interpretation of Results for Program SLO or SAO

WORKPLACE LEARNING RESOURCE CENTER

The following are the WpLRC team’s interpretation of the 20132015 SAOs:• There was a significant growth in RHT businesses served from 20132014 to 20152016 (a net increase of 199%)• There was a significant growth in RHT employees participating in Credit classes from 20132014 to 20152016 (net increase of 146%)• The amount of apportionment accrued for the district on average by RHT participants from 20132014 to 20152016 was $34,671 • The amount of contracts generated on average by RHT business partners from 20132014 to 20152016 was $31,853 (average growth rate of 28% over this timeframe)• Increase in numbers was partially due to redefining business/industry scope to include municipality and city/county parks as well as school districts with recreational focus• There continues to be local and regional opportunities for expansion in the RHT Sector, and moving forward the goal will be to incorporate a hybrid of offerings for RHT business/industry partners (crossmarketing of WpLRC and Community Services offerings)

COMMUNITY SERVICES

The following are the Community Services team’s interpretation of the 20132015 SAOs:

• The amount of revenue generated on average by Community Services’ College for Kids program from Summer 2013 to 2015 was $108,135 (average growth rate in revenue of 18.87% and enrollments of 5.52% over this timeframe)• Increase in numbers for College for Kids was partially due to an earlier release of marketing collateral in 2014 of 1 month earlier than historically opened registrations (April 1st) and in 2015 registrations opened 2 months earlier (March 1st)

20162017:

• The Community Services team will continue to strive for the March 1st registration opening date moving forward• Increase in numbers for College for Kids was partially due to opening up a 3rd Session (Aquatics ONLY) in 2014 – compared to 2013 – as well as adding classes in the 3rd Session in 2015• The Community Services team will look toward adding a 4th Session of College for Kids with a minimum of Aquatics offerings, but ideally Classes/Sport Camps as well moving forward• The online offerings significantly declined from 20132014 to 20152016 due to a number factors, including: Ed2Go (Cengage) disengaging their 3rd Party Agreement with Lumens for full integration in Augusoft/Lumens, changes in WorkNet priorities as federal funding shifted from WIA to WIOA priorities in training, and transition of the fulltime Community Services’ Extended Education Technician• Reworking of the marketing strategy for online courses with a larger platform of 3rd Party Vendors (Ed2Go, Career Step, World Education, ProTrain, and UGotClass) will be addressed in 20162017 by the Community Services team, including: reengagement with past business/agency/industry partners that have utilized these online course offerings, an explanation page online that describes the opportunities available through these instructional partners, and developing marketing strategies that involve outreach to caseworkers at HSA, WorkNet, EDD, and others as well as further training on options for Community Services’ staff• Crossmarketing of online offerings with WpLRC team will occur in 20162017, working to identify training dollars available with local business partners and offering training plan recommendations that include these online offerings, including proposals to ETP contract companies in the local area• An initial observation on the 20152016 baseline data for 20162018 SAOs highlighted the low enrollment numbers of Adult Class offerings and the need to explore adding classes and/or staff support to increase enrollment and revenue in this area• Additional focus areas for 20162018 to support new SAOs include: highlighting online classes more predominantly on the Community Services website and Lumens database, changing the marketing approach to new release of class terms with radio ads, ensuring that marketing includes both phone and website address on all promotional materials (brochures, flyers, banners, etc.), and releasing marketing materials more frequently (moving from two terms to 34 terms per year in yearround marketing) and crossdepartment offerings (including WpLRC classes, trainings, and offerings)

Interpretation of Results for Program SLO or SAO

WORKPLACE LEARNING RESOURCE CENTER

The following are the WpLRC team’s interpretation of the 20152017 SAOs:Interpretation of Results for Program SLO or SAO

WORKPLACE LEARNING RESOURCE CENTERThe following are the WpLRC team’s interpretation of the 20152017 SAOs:

• Due to the shift in focus away from “Businesses Served” and “Economic Development” through the RHT’s DSN’s program goals, there was a slight decrease in the number of contracts secured serving RHT businesses; however, the revenue generation increased significantly through securing a larger contract with Valley First Credit Union. • There was a 9% increase in the number of participants served under open/community services classes and a 27% increase inrevenue. Marketing efforts were increased this year including facetoface meetings between RHT businesses and the RHT Contract Training Coordinator.• There continues to be local and regional opportunities for expansion in the RHT Sector, and moving forward the goal will be to provide a regional RHT Summit in the fall of 2017 as well as working towards the ability to provide an RHT Fast Track program.• The increase in contract education revenue for 20162017 was significantly impacted by the number of contracts held with the Workforce Development Board which included training for Building Inspectors, Certified Nursing Assistants, and Preapprenticeship training in the field of Construction. Other large contracts included Merced County Department of Mental Health (CASRA training), Adult Education Block Grant workshops, and Valley First Credit Union (Emerging Leaders Institute). Contract Education revenue for 20162017 increased by 90%.

COMMUNITY SERVICES

The following are the Community Services team’s interpretation of the 20152017 SAOs:COMMUNITY SERVICESThe following are the Community Services team’s interpretation of the 20152017 SAOs:• Marketing efforts for College for Kids and other Community Services classes in 20162017 were impacted by the department’s turnover in staff during this timeframe. In addition, this was the first year the Merced City School District provided a free

9. Do your program outcomes represent learning appropriate to the standards of your discipline or profession? (This may not apply to all service areas.)

10. Plans for Improvement

N/A

As a result of these findings, the Workplace Learning Resource Center program is focused on:• Continuing partnerships with regional Workforce Development Boards, Human Services Agencies, UC Merced and local agencies and employers (particularly in priority and emerging sectors such as Manufacturing); we will also begin reaching out to new priority and emerging sectors employers as well as target growth areas such as Los Baños. • Developing an annual schedule of priority and emerging sector technical skill and certification offerings.• Research additional course offerings and curriculum development opportunities in sectors such as entrepreneurship and logistics/truck driving training.• Budgeting additional marketing funds for more frequent marketing reminders (i.e. ads in the newspaper, brochures, postcards, flyers, Constant Contact, and other electronic notification systems) and advertising campaigns for feebased class offerings and technical trainings.• Holding one large training event per year, such as the Manager and Supervisors Summit, which was held in 2012.• Reorganize the staffing for WpLRC to include the following:o 1 F/T = Contract Education Directoro 1 F/T = Contract Training Coordinator (in addition to current staffing)o 1 F/T = Training Assistant (to serve the Contract Education unit and Community Services)o 1 P/T = Admissions and Records Technician

As a result of these findings, the Community Services program is focused on:• Researching new class offerings particularly in the area of career and workforce related certifications.• Researching new class sites such as the Senior Center and the Anberry Rehabilitation Center to target specific demographics.• Developing a survey to inquire from our past/best participants to receive more feedback regarding course offerings and whether they are meeting the needs of our community. • Budgeting additional marketing funds for more frequent marketing (i.e. ads in the newspaper, brochures, postcards, flyers, Constant Contact, Lumens, and other electronic notification systems) and develop an advertising campaign for Adult InPerson/Online Classes, Trips, and Tours.• Increasing community awareness through improved marketing efforts that are both consistent and timely.• Reorganize the staffing for CS to include the following:o 1 F/T = Community Services Extended Education Coordinator

Program Review Data:

o 1 F/T = Professional Certification Coordinatoro 1 P/T = Trips and Tours Coordinatoro 1 P/T = Events Coordinator (To serve the Contract Education unit and Community Services)

As a result of the two program findings, the WpLRC and CS recognize the need to add the following positions to these programs:• 1 F/T = Data Analyst / Evaluator Specialist• 1 F/T = Business Development Specialist

To view the relevant data for the following questions select the link below, log into the MC4MePortal, then choose your area.Instructional Program Review Data (New datasets for the 20162017 cycle will be available over the summer)

11. Update trends, if any, identified using the 20162017 datasetsa. student demographics for your program compared to the district?

b. instructional demographics for your program compared to the district?

WORKPLACE LEARNING RESOURCE CENTER and COMMUNITY SERVICES

The following are the WpLRC and Community Services teams’ interpretation of student trends as they relate to the department’s programming:• There are a number of alternativelanguage options in the WpRLC programming, including textbooks for ServSafe (Spanish, Chinese) and informational translation amongst students in B.A.R. Smog Update and Manufacturing Technical Skillstrainings• RHT has Spanish curriculum for Hotel Maintenance training that we will be attempting to incorporate into a feebased,shortterm training and/or preapprenticeship, adult education offering• The WpLRC and Community Services participant ages tend to be opposite that of the district, typically serving an older adult population (business employees, adults utilizing the college for lifelong learning and participation opportunities)• The WpLRC classes/trainings have a higher number of White students/participants than the district atlarge (this may be due to business owner, managers, supervisors being the primary target audience for the program’s offerings which still trends more Caucasian atlarge in the community)

12. Are there any factors influencing the student access to services/programs?

WORKPLACE LEARNING RESOURCE CENTER and COMMUNITY SERVICES

The following are the WpLRC and Community Services teams’ interpretation of employee trends as they relate to the department’s programming:• Both programs have a high number of shortterm, hourly employees that the district does not track data on, however the diversity spectrum is quite diverse and reflects the student/participation population seen by the programs• With a growing Hispanic student population as well as demographic in the community atlarge, moving forward on WpRLC and Community Services’ teams will focus on hires of faculty/trainers/staff that are reflective and responsive to this particular ethnic group’s programming and language needs when appropriate

WORKPLACE LEARNING RESOURCE CENTER STAFFING NEEDS:Merced College’s Workplace Learning Resource Center is selfsupporting and therefore staffing is currently limiting the ability to increase activities and revenue.

There are several major areas of concern regarding maintenance and growth of the WpLRC staff, and ultimately the capacity of the WpLRC program to provide student access to the services: MAINTENANCE1) Two (2) fulltime Contract Training Coordinators (CTC's) are the minimum number of staff needed to support Contract Education services. 2) A minimum of one (1) parttime Training Assistant is needed to support Contract Education services.

GROWTH1) A fulltime Contract Education Director to oversee contracts, agency partnerships, incumbent worker training, and career technical education job and internship placements. This position would replace the former Workplace Learning Resource Center Director (prior to the RHT funding) who was able to devote 100% of their time to contract education. 2) Additional fulltime Contract Training Coordinators are needed to support Contract Education expansion into key target areas of the community such as one (1) Contract Training Coordinator per priority sector (Manufacturing, Health, and Agriculture) or targeted areas of service (Education, Government, and Manufacturing).3) Fulltime Training Assistant to provide instructional support for all Contract Education, Open Enrollment Credit, and Community Service classes.4) A parttime Admissions and Records Technician is needed to maintain existing classes and accommodate expansion of Credit and Noncredit classes from the main campus at the Business Resource Center.

As these programs continue to significantly grow, the Workplace Learning Resource Center will need additional support for the Contract Education unit from the district as well as grant funding. To maintain a selfsupporting status for the Merced College’s WpLRC, the addition of a fulltime Contract Education Director and additional Contract Training Coordinators as well as a fulltime districtsupported Training Assistant and parttime districtsupported Registrar to assist with registrations and billing of business and industry employees are critical.

COMMUNITY SERVICES STAFFING NEEDS:Community Services is intended to serve the needs of community members, businesses, and agency partners. This provides a significant part of the district’s Strategic Plan and Mission in "Growing our Community" and "Meeting Community Needs" as well as the

Remember to attach your goals sheet(s) in the Attachments section below. Please click here: An example of a template for an example of a template to use for recording your program goals.

Or for the LRC, AV, or ITS click on the link below to add your goals:

14. Have there been any internal/external changes to this program/department which have had a significant impact on the program's goals and/or effectiveness? If so, please explain.

Section III: Planning Summary

BRC Programs, Products, and Marketing Workplan 20162018 8.25.16.docxMicrosoft Word Document36.1 KB

WORKPLACE LEARNING RESOURCE CENTER For fiscal year 20172018, the California Community College Chancellor’s Office removed all sector metrics for the Deputy Sector Navigator tracking "Businesses Served" and "Economic Development." This change impacts the RHTLE DSN's ability to track contract education as part of overall outcomes related to the funding source. The shift in focus, beginning Fall 2017, in 20132014 to the Doing What Matters for Jobs and the Economy initiative, providing Deputy Sector Navigator funding in place of center initiative funds, the Merced College WpLRC underwent a very sharp change of direction. Starting in Spring 2016, there is yet another transition to the Strong Workforce Taskforce’s Getting the Job Done initiative, representing a new phase of focus and intension by the statewide Workforce & Economic Development Department. As Merced College’s WpLRC continues to foster both the Economic & Workforce Development (EWD) and the Career Technical Education (CTE) workforce training needs in the local and regional service area, this shifting of base funding for the Contract Education unit has posed the program with significant adjustments to the goals of the department. Needing to support an appropriate hostsite location for a regionallyfocused Deputy Sector Navigator in Retail, Hospitality, & Tourism/Learn & Earn (RHTLE) for the Central Valley/Mother Lode Region as well as adjusting the roles and responsibilities of the Business, Industry, and Community Services (BIC) Director to a more handson approach of the Contract Education services. Furthermore, the assignment of one fulltime Contract Training Coordinator to support the RHTLE grant has limited the focus of the contract education unit; whereas, in the past both Contract Training Coordinators were able to devote time and attention to any potential contracts regardless of the industry sector.

Resource Allocation

Click on the link below to enter your resource allocation requests for the 20161017 Cycle. (It will open up an excel spreadsheet)

In addition, in August 2017, the WpLRC/RHT Director resigned the position. Beginning September 2017, the current Contract Training Coordinator assigned to RHT will take over the Director's position on an interim basis which will create a vacancy of one Contract Training Coordinator.

COMMUNITY SERVICESA number of turnovers have impacted the Community Services department. In January 2017, the former Director of Business, Industry, and Community Services resigned, and an acting director took over the position. The Acting Director continued to serve as the Director of Special Projects and Grants until March 15, 2017 splitting 50% time between the two positions. Also in January 2017, there was a replacement of the fulltime Community Services Extended Education Technician. The person who held the parttime Secretary position moved on to another department of the college and the position was not replaced. A short term temporary hire was put in place to backfill for the Secretary position. At that time, the parttime Clerk Typist held the most seniority within the department. This created a significant learning curve within the department as a whole as new personnel learned the programs and services offered through Community Services as well as the day to day operations. Furthermore, January has historically been the time to commence instructional hiring and marketing for College for Kids. A part time short term Program Assistant was hired on a project basis to assist with College for Kids during the summer of 2017. In August 2017, the Clerk Typist resigned, leaving a vacancyin the position while the Secretary position was replaced on a short term hire basis in September 2017 during which time the recruitment process for this position will commence. Due to turnovers, staffing has been inconsistent within the Community Services department for the past two years.

While working on regular permanent staffing including the hire of the Director, it is Community Services' goal to increase marketing efforts and class offerings to increase revenue. Typically any new program changes take 1 year to implement, by the 2nd year these changes can be revised and refined, and by the 3rd year they are finally showing success. For 20152016, the Community Services team was in Phase I of this process; however, in spring 2017 due to turnovers and new staffing, Phase 1 will need to be reassessed and will begin again in 20172018.

Resource Allocation Requests for 2016-2017 Program Review

Resource Allocation 20142015

Resource Learning OutcomesSelect all that apply

Reason for ResourceSelect all that apply

Comments

BRC Signage(Approx. $2400)

Outcomes/Goals

Institutional SLOsCommunicationComputation Cognition Global Consciousness Personal Development

SAOs A, B, C, and D

Safety Compliance Maintain Program Grow Program

Additional BRC signage is needed for the building to increase visibility, especially with UCM building next door, as well as Public Parking identification to assist participants with accessible parking. Proper signage is critical and necessary in order to properly direct the public to the facility and will allow the WpLRC and Community Services programs to process a higher number of enrollments and increase revenues.Student Success: Increased enrollmentAssessment Method: Lumens/WpLRC Access Database

BRC PaintInterior (Approx. $35000)Exterior (Approximately $20000)

Outcomes/Goals


SAOs A, B, C, and D


New paint in the interior (lobbies, hallways, classrooms) and exterior (especially with the new construction occurring next door with UCM) of the building is critical and necessary in order to maintain the facility as a stateoftheart, justintime training facility for community agencies, businesses, and industry partners as well as be considered a place for expansion and growth in the downtown business community.Student Success: Increased enrollmentAssessment Method: Lumens/WpLRC Access Database

Instructional Equipment: Computers (Computer Labs,

Outcomes/Goals

Institutional SLOsCommunication

SAOs A, B, and D

Without proper equipment to instruct, the WpLRC and Community Services programs would not be able to maintain the level of current services and most definitely not be able to grow the programs' offerings to service the community atlarge.

Mobile Laptops, & Podiums) Approx. $242000Printers Approx. $7500Projectors Approx. $30000Screens Approx. $120000Interactive Whiteboards Approx. $50000DVD Players, Doc Cam, Digital Camera Approx. $6100Assistive Devices Approx. $12500 (2016 is the 4th Year of the Computer/Printer LifeCycle)

Computation Cognition Global Consciousness Personal Development


Student Success: Increased enrollmentAssessment Method: Lumens/WpLRC Access Database

Mobile Training Unit (Truck & Trailer) Licenses/Permits Approx. $300 per yearSmog Check Approx. $50 per yearWifi Approx. $2000 per year

Outcomes/Goals


SAOs A, B, and D


The Mobile Training Unit must be operational (including an appropriately sized generator for the A/C unit, internet access, and a Class A licensed driver) with all compliance issues maintained on an annual basis (smog, tags, etc.) in order for the BRC to offer and expand services in offsite locations.Student Success: Increased enrollments utilizing the MTUAssessment Method: Lumens/WpLRC Access Database

Generator Approx. $10000

Office EquipmentComputers Approx. $22,500Printers Approx. $5000Copiers Approx. $30000Laminating Machine Approx. $1500PA System & Mics Approx. $250.00(computers/printersare in the 4th Year of their LifeCycle; and CS Copier in 7+ Years/WpLRC Copier in 2nd Year)

Outcomes/Goals


SAOs A, B, C and D


Without proper equipment to operate, the WpLRC and Community Services staff would not be able to maintain the level of current services and most definitely not be able to grow the programs' offerings to service the community atlarge.Student Success: Increased enrollmentAssessment Method: Lumens/WpLRC Access Database

BRC Fixtures Seating Approx. $350000Bike Rack Approx. $120.00Shade Awnings Approx. $250.00ADA Compliant Doors Approx. $800.00Other Approx. $100.00

Outcomes/Goals


SAOs A, B, C, and D


Appropriate fixtures at the BRC will encourage students to engage with the facility, knowing that there are appropriate spaces for studying, breaks, and secure locations for their learning, studying, and alternative transportation needs.Student Success: Increased enrollmentAssessment Method: Lumens/WpLRC Access Database

13. Were any of your resource allocation requests fulfilled in the last year? YES NO N/AIf yes, explain why the item was needed, how it affected student success and how you measured student success related to the requested resource.

14. How is your program leveraging other resources? (update any changes):

15. List any resources your students would benefit from having in the LRC. (i.e. books, journals, media, etc. update any changes):

16. Is there anything else you would like to be considered in the annual planning document? (update any changes):

N/A

WORKPLACE LEARNING RESOURCE CENTER• 20162017 California Community College Chancellor’s Office SB1402 Grant #13161001 $200,000, to host RHTLE Sector DSN. • 20172019 California Community College Chancellor's Office Strong Workforce Funding to fund 50% salary of one Contract Training Coordinator to focus on internship development for Career Technical Education.

• Through community outreach and partnership contracts, the WpLRC's 20162017 program generated $383,309.53 in revenue.

• Through apportionment bearing classes, the WpLRC's 20162017 program generated $223,885.74 in revenue to the district.

COMMUNITY SERVICES• Donations: Educational Employees Credit Union (EECU) provided Community Services with a $3,000 donation which was used to provide scholarships for College for Kids. They have been a longstanding supporter of the College for Kids program which has allowed Community Services to provide scholarships to children who may otherwise not be able to attend.

• Through individual registrations (adult and youth programming), 3rd party vendor payments, and partnership contracts the Community Services' 20162017 program generated $227,945 in revenue.

Insert any resources the LRC can provide.

IV. Additional Information:

Business Resource Center

Partners: Anchor Employer/RHTLE Partnerships are as follows:

North Valley/Mother Lode: 1. Black Oak Casino/Tuolumne MiWuk2. Butler Amusements, Inc.3. California Welcome CenterMerced4. Children’s Museum of Stockton5. Creekside Golf Course6. DoubleTree by HiltonModesto7. Ebler’s Leather & Saddlery EmporiumColumbia8. Fun WorksModesto9. Gallo Center for the Arts10. Greater Merced Chamber11. Hilmar Cheese Company12. HMS13. Homewood Suites by HiltonMerced14. Ironstone Vineyards15. J&R TacosMerced16. John Muir Geotourism CenterCoulterville17. MauricesMerced18. Merced County Workforce Development Board19. Aramark Yosemite National Park20. StarbucksAtwater21. Stockton Convention & Visitor’s Bureau22. Stockton Visitors Bureau23. Taher24. The State TheatreModesto25. Toni’s Courtyard CaféMerced26. VIA/TrailwaysMerced

Central Valley: 1. Buffalo Wild Wings2. California Department of Parks and Recreation

3. Columbia Chamber of Commerce4. Delaware North Company/Sequoia & Kings Canyon National Parks5. Downtown Stockton Alliance6. Fossil Discovery CenterMadera7. Fresno High School ROP Programs8. Fresno/Clovis Convention & Visitor’s Bureau9. Fresno/Clovis Convention & Visitors Bureau10. Goodwill11. Journey’s Kidz12. Lyle Center for Entrepreneurship13. Mainland14. MeNEd’s PizzeriaClovis15. Merced Honda16. National Park Service17. Office DepotClovis18. Pismo’s Coastal GrillFresno19. Radisson/Fresno Hotel and Conference Center20. Urner's21. Visalia/Tulare High School ROP

South Valley: 1. Bakersfield Chamber2. Bakersfield High School ROP Business Program3. Bishop (Mono) High School ROP Business/Hospitality Program4. Kern County Workforce Development Board5. Russo’s BooksBakersfield6. Stinson’sBakersfield7. Taft High School ROP Business Program8. The Outlets at Tejon

Primary Manufacturing Partnerships are as follows:1. Dole Packaged Foods2. E&J Gallo Winery

3. Foster Farms4. Hilmar Cheese Company & Ingredients5. Ingomar Packing Company6. John B. Sanfillippo7. Joseph Gallo Farms8. Kagome9. Laird Manufacturing10. Liberty Packing 11. Malibu Boats12. McLane13. Quad Graphics14. Safeway, Inc.15. Scholle Packing16. Teasdale Quality Foods17. The Morning Star Company

Primary General Partnerships are as follows:1. ALIA Corporation/McDonalds2. Atwater Elementary School3. CalTrans District 104. Castle Family Health Centers5. Central Valley Collaborative (CVC)6. Central Valley Occupational Center (CVOC)7. City of Merced8. Greater Merced Chamber of Commerce9. Harnell College10. Los Banos Unified School District11. Merced College Career Advancement Academy12. Merced College Fiscal Services13. Merced College Maintenance14. Merced College Management Association15. Merced County Department of Mental Health16. Merced County Department of Public Health17. Merced County Office of Education (MCOE)

18. Merced School Employees Federal Credit Union19. Modesto Irrigation District20. Sutter Health Memorial Hospital Los Baños21. University of California, Merced 22. West Hills Community College District (WHCCD)23. Yosemite Community College District (YCCD)

COMMUNITY SERVICES

Partners:The following government agencies have joined with Merced College Community Services to provide online and inperson job training programs to their clients including:• California Department of Rehabilitation• Marin Employment Connection• Merced County Department of Human Resources• Merced County Department of Mental Health• Merced County Department of Workforce Investment• Merced County Sherriff’s Office• Mother Lode Job Training

In addition, we have also partnered with a number of local businesses and agencies to provide skills training for their employees including:• Central Valley Opportunity Center• Dos Palos Y Auction Yard• Greater Merced Chamber of Commerce• Hwy 140 Enterprises• Ingomar Packing• McSwain School District• Merced Rescue Mission• Merced School Employees Federal Credit Union• Merced Shakespearefest

Attachments

Please attach any relevant documents to the program review.

Include items like, current outcomes mapping, rubrics, assessment data, and the previous assessment, if possible.To attach multiple files select Insert Item.

• MERCO Credit Union• Park Merced: Mission Gardens• Providence Christian School• VIA Trailways• Winton School District

CFK 2017 Brochure_FINAL1.pdfAdobe Acrobat Document5.25 MB

File Attachment

File Attachment

File Attachment

Self - Evaluation of Program Review

Please perform a selfevaluation of the completed annual program review using the criteria for proficiency below. The purpose of the selfevaluation is to improve the quality of program review reports.

Criteria for Proficiency in Program Outcomes AssessmentReviewers: Select the score from the columns that best reflects the content of the report being reviewed

1. Means of Assessment

2. Assessment Data and Results

3. Analysis and Interpretation of Results

File Attachment

File Attachment

File Attachment

Section V: Document Evaluation:

2 Basic assessment procedure is clearly described.

2 For themost part results are reported in a clear format with benchmarks. Results provide information about student learn on the outcome.

4. Plans for Improvement

Process EvaluationPlease provide feedback to the Office of Institutional Effectiveness regarding the assessment process:

1. What changes to the review process or template would make program assessment more meaningful or useful to you?

2. What difficulties (if any) did you experience in completing the program review?

3. What resources (if any) would make the review easier to complete?

4. Do you have further comments or suggestions?

Once complete, submit by choosing one of the options below:

For All other programs:

3 Succinct analysis and reflection on the results is provided. Conclusions from collaboration and consenesus by approvpriate stakeholders.

2 Actionable plans for improvement provided, and for the most part appear to be appropriate.

I would suggest being able to cut and paste from a Word document without having formatting issues.

The document would not always save, and there were a few times I would go to save and I was kicked out of the document. Having to save often is cumbersome. It would be nice to have a document that saves automatically similar to Google Docs.

N/A

The reference points in this template do not support SAO programming well. It is aligned well for faculty, but not program aligned.

Select your COHORT from the list below:

MAKE SURE TO SAVE YOUR COMPLETED FORM BEFORE SUBMITTING FOR REVIEW:

Non-Credit

microsoft infopath - workplace learning resource center ...€¦ · needs of the employee. the...

Documents