2R1 Results in Accomplishing Other Distinctive Objectives
The number of contracts written, business process measures listed in Figure 2.4, and new deliverables are key process measures, providing in-progress indicators of process effectiveness and leading indicators for results. Key results for FVTC’s distinctive objective in the areas of enterprise and workforce, partnership, and entrepreneurial development follow.
Enterprise and Workforce Development Results
In 2005-06, the College served approximately 1,940 employers through 1,233 individual contracts and 335 professional development contracts (these contracts may consist of more than one class offering per contract). Revenue comes from contracts for customized instruction, technical assistance, high school agreements, and facility rentals. Results for 2005-06 (as yet unaudited) show improvement in almost all measures.
Figure 2.5 FVTC Contract Revenue Remains Strong
Source: WTCS Contract Reporting System
According to the cost recovery formula of the WTCS, the College more than achieves cost recovery on its contracts for services. FVTC’s formula for net revenue includes overhead costs such as personnel, professional development, and other expenses that are expected to be recovered. The 2004-05 decline in net revenue based on FVTC’s formula is due to the decision of the Oshkosh Area School District to discontinue a successful 10+ year $400,000 annual contract for an alternative high school and create its own charter school aligned with No Child Left Behind legislation. In addition, the non-fulfillment of a $350,000 contract by a client in Criminal Justice contributed to a negative 2004-05 year-end result in contracting in spite of significant efforts to both increase revenue and reduce expenses.
Figure 2.6 Revenue and Cost Recovery on Contract Significantly Higher Than State Average
|
'01-02
|
'02-03
|
'03-04
|
'04-05
|
'05-06**
|
FVTC Revenue *
|
$4.6M
|
$4.8M
|
$5.5M
|
$5.4M
|
$6.0M
|
WTCS Average College Revenue*
|
$1.2M
|
$1.2M
|
$1.5M
|
$1.5M
|
N/A
|
FVTC Cost Recovery %*
|
120.90%
|
121.81%
|
119.96%
|
126.61%
|
N/A
|
WTCS Cost Recovery%*
|
94.11%
|
95.37%
|
94.99%
|
95.83%
|
N/A
|
FVTC Net Revnue%**
|
96.59%
|
98.53%
|
91.93%
|
89.23%
|
102.70%
|
Source: *WTCS Contract Reporting System **FVTC Internal Accounting
Figure 2.7 FTEs Produced by Contracting Continue to Exceed State Average
|
'01-02
|
'02-03
|
'03-04
|
'04-05
|
'05-06
|
|
FVTC FTEs
|
453
|
448
|
445
|
385
|
391
|
|
WTCS College Average FTEs
|
152
|
161
|
158
|
142
|
N/A
|
|
% of Total FVTC FTEs
|
9%
|
8%
|
8%
|
7%
|
6%
|
Source: WTCS Contract Reporting System
Figure 2.8 External Employees Trained Through Contracting Remains Well Above State Average
|
'01-02
|
'02-03
|
'03-04
|
'04-05
|
'05-06
|
|
FVTC Enrollments
|
27,694
|
25,298
|
21,204
|
19,506
|
18,143
|
|
WTCS Average College Enrollments
|
8,111
|
7,579
|
7,093
|
6,995
|
N/A
|
|
% of Total FVTC Enrollments
|
37%
|
34%
|
31%
|
30%
|
26%
|
Figure 2.9 Value of Services to Employers Three Months After Delivery
|
'00-01
|
'01-02
|
'02-03
|
'03-04
|
'04-05
|
-05-06*
|
Was good value
|
4.7
|
4.3
|
4.6
|
4.5
|
4.3
|
4.4
|
|
Obtained expected results
|
4.6
|
4.4
|
4.5
|
4.4
|
4.3
|
4.3
|
Source: Business and Industry Services Office *Data incomplete for 2005-06
Scale: 1=strongly disagree; 5=strongly agree
Participant satisfaction with contracted training (Figure 3.15) and employer satisfaction with contracted services (Figure 3.20) are reported in Category 3.
Partnership Development Results
Partnership development is measured both by the success of existing partnerships and by the creation of new partnerships. Some results of existing partnerships are discussed in Figure 2.11. FVTC entered into two significant new partnerships in 2005 that enrich College offerings.
-
An agreement with KUKA Robotics Corporation, a leading global manufacturer of industrial robotics, named FVTC as KUKA’s national robotics training center.
-
A partnership with the Association Production Inventory Control Society (APICS) enabled FVTC to offer results-oriented education in inventory control through classroom and alternative delivery options.
Figure 2.10 Donations/In-Kind Value
|
'03-04
|
'04-05
|
'05-06
|
|
Value of equipment and in-kind donations
|
$215,533
|
$191,655
|
$391,928
|
Source: FVTC Foundation Office
Figure 2.11 Partnership Developmetn Results (Examples)
|
College Partnership
|
Results
|
| Robotics Technology Center – KUKA Robotics, USA | - Over $2M of consigned robotics equipment, hardware, and software to College
- Over $530,000 of contract training delivered first year
- Over 370 employees trained first year
|
| Online Instruction – APICS National Association
|
-
Developed APICS curriculum for online delivery worldwide
-
Over $125,000 of contract training delivered annually
-
Approximately 430 employees trained over the last three years
|
|
Health Simulation Technology – Medical Education Technologies, Inc. (METI)
|
- Technology discounts to the College of up to 30%
- Faculty expertise tapped for curriculum integration and scenario development projects then provided to FVTC at no cost
- Potential METI customers visit FVTC
- METI provides conference support for faculty
- METI makes training contract referrals to FVTC
|
Flexographic Printing – International Corrugated Packaging Foundation (ICPF)
|
- $2M corrugated press and die cutter donated to the College
- Over $50,000 in seminar training delivered annually
- Over 300 employees trained nationally and internationally over the last
five years - ICPF has invested an estimated $50,000 in program marketing over the last five years
- Support for faculty attendance at trade shows and other industry conferences
|
Figure 2.12 Venture Center Results for 2005-06 Fiscal Year
Description
| Actual/Target |
| Participating e-seed students | 151/147 |
| Seminar/workshop/event attendees | 597/1405 |
| Consulting/training, revenue generating (in $K) | 169/252 |
| Counseling hours | 268/155 |
| Marketing Venture Center to community (# individuals) | 1135/92 |
| Survey data: average satisfaction score (5-pt. scale) | 4.7/5.0 |
| Private/Community support of Venture Center (in $K) | 60/0 |
| Financial and in-kind supporters of Venture Center | 25/0 |
Source: Venture Center Office
Entrepreneurial Development Results
As a new enterprise, the Venture Center is focusing on start-up activities and monitoring use of its services in the first year. Utilization data creates a baseline for the Center with results expected to have a major positive economic impact as the Venture Center matures.
The Center builds upon a 12-week entrepreneurship training (E-seed) series started in 2000, which has supported 107 business starts or expansions to date.
2R2 Results Comparison with Other Institutions and Organizations
The College’s key results for this objective, revenue from contracted training, FTEs generated, and employees trained, show that FVTC remains strong and is leading the WTCS. The College has no comparative data on partnership and entrepreneurial development.
As the Venture Center continues collecting impact data, such as the number of businesses started, it anticipates concurrently collecting comparative data from other such centers.
2R3 Strengthening the Institution and Relationships with Our Community and Region
Each major thrust of the economic development initiative strengthens FVTC in unique ways.
Enterprise and Workforce Development
- Keeps staff current in technology and business practices
- Generates revenue, FTEs, and state aid, filling a gap caused by declining state resources
- Enhances the reputation and credibility of the College as a leader in economic development services with influence at regional, state, national and international levels
Partnership Development
- Significantly increases College performance results in key areas
- Results in students learning skills while working with state-of-the-art technology
- Promotes the College to target audiences
- Provides access to emerging growth opportunities
- Enhances the reputation and credibility of the College as a world-class education provider
Entrepreneur Development
- Provides access to an underserved market
- Supports the Wisconsin initiative to build and support small businesses to sustain the economy
Collectively, these initiatives enhance the relationship of the College to the community by making it a full partner in economic development. The College is not just a place for individuals to gain skills and for employers to find trained workers. The College is, as a result of the economic development objective, a proactive partner in creating favorable economic conditions, networking community resources to better advantage, and bringing new resources to the community.