Human Resource - SMART Goals

Internal Strengths

Internal Challenges- Weaknesses

· Robust CET faculty involvement

· Partnerships built into curriculum

that fits SOME cultural identity

· Apart of SOME strategic values

· CET allows for scholarships for students

· Experience linking Knowledge to program

· Experience linking knowledge to Practice

· Workforce training & educational resource networks

· Educational attainment (well- educated workforce)

· Proven model that work

· Student enthusiasm about program and culture

· CET has an externship program, many others don’t

· Engaged alumni network

· ABE/IBEST model, Support Services (holistic approach) all in one building/location

· 15 years of data collected in the work we do to help guide our decision making

· % of SOME staff were graduates of program

· We serve people other programs can’t – our CASAS entry score is below standard workforce

· Uneven engagement across departments

within SOME organization

· Uneven acceptance of CET

· No Community Engagement budget for program

· No social media access

· Limited faculty learning communities meant to expand and initiate collaborative work (PD)

· Tools and resources to promote online learning

· Funding shortfall for incentives and educational trainings

· Being fully staffed Recruiter

· No follow up process/ SOP for CET for communication, recruiting efforts

· Back log of graduates seeking employment or loss contact

· No strategy for engagement for current partners/ Externship, community providers for recruiting, employer partners to hire grads, Externship for Trade courses, partners for guest lecture, on campus PD events (career development days for students – IFMA in CET space)

· Student enthusiasm about program and culture

·

External Opportunities

External Threats

· External Opportunities? What are some of the opportunities

· Part of SOME marketing efforts

· Part of what draws faculty and students to SOME ?

· Population and workforce expansion due to the pandemic? Comment by Veronica Wright: Are you thinking about training of impacted sectors?

· Marketing qualify of life and economic opportunity to millennials? Agree here and would add marketing to non- millennials

· New CEO gives us an opportunity to re-introduce ourselves to community/funders

· New HVAC program

· Only training program in W7

· Conway affords us the opportunity to serve a large number of participants/ CET model (open -entry/open exit)

· Professional Development

· Highly competitive industries in neighboring states drawing many skilled workers out of the region ? Workers from DC not jobs, in the areas we train in (would like to hear more of your thoughts to better understand this)

· Policy mandates around customized trainings ? Not sure I understand this one

· We don’t pay a stipend to students vs we scholarship participants to cover the cost of their education <$10k

· Huge workforce system in DC; compete for same funding; here we are 1 of many WD programs

· Gentrification shrinking our client base; have to move across county lines, they have to travel further to get here, may need to get employment

· Parent SOME marketing strategy doesn’t include the population CET serves vs they’re targeting funders to donate to SOME

· Length of training course as compared to competitors; (research our competitors here)

· Who are CET competitors? Higher Education and Workforce

· Some training programs run a social enterprise and we don’t

· Proprietary Schools