Allan Hancock Joint Community College District DSN RFA #

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2 Chancellor s Office California Community Colleges Grant Number: CONTACT PAGE District/College: Allan Hancock Joint Community College Address: 800 South College Drive City: Santa Maria State: CA Zip+4: District Superintendent/President (or authorized Designee) Name: Elizabeth A. Miller, Ed. D. Title: Interim Superintendent/President Phone: (805) ext Date: April 30, 2013 Fax: (805) Address: emiller@hancockcollege.edu Responsible Administrator (Should not be the same as Project Director) Name: Roanna Bennie Title: Dean, Academic Affairs Phone: (805) ext Date: April 30, 2013 Fax: (805) Address: rbennie@hancockcollege.edu Project Director (Person responsible for conducting the daily operation of the grant) Name: Anne Cremarosa, DB. A., MBA Title: Faculty Coordinator Phone: (805) ext Date: April 30, 2013 Fax: (805) Address: acremarosa@hancockcollege.edu Person Responsible for Data Entry Name: Anne Cremarosa, DB. A., MBA Title: Faculty Coordinator Phone: (805) ext Date: April 30, 2013 Fax: (805) Address: acremarosa@hancockcollege.edu Business Officer (or authorized Designee) Name: Richard Carmody Title: Director, Business Services Phone: (805) ext Date: April 30, 2013 Fax: (805) Address: rcarmody@hancockcollege.edu Person Responsible for Budget Certification Name: Elizabeth A. Miller, Ed. D. Title: Assoc. Supt./Vice President, Admin. Services Phone: (805) ext Date: April 30, 2013 Fax: (805) Address: emiller@hancockcollege.edu

3 ABSTRACT The South Central Regional Consortium identified Small Business as a primary sector for attention and support. As fiscal agent, Allan Hancock Joint Community College District seeks to designate Dr. Anne Cremarosa as the full-time Deputy Sector Navigator (DSN). As director of the Small Business Entrepreneurship Center at AHC, she is uniquely qualified to fill this role. As a workforce system integrator, the DSN will identify and connect needs and resources, including judicious allocation of SB 1402 and SB 1070 funds. She will: COLLABORATE IN A NETWORK COMPRISED OF THE SECTOR NAVIGATOR AND OTHER DSNS WITHIN THE SMALL BUSINESS SECTOR; CHAIR AND CO-CHAIR OF THE SOUTH CENTRAL REGIONAL CONSORTIUM (SCRC); AND INDIVIDUAL COLLEGES WITHIN THE REGION Dr. Cremarosa will commit 100% participation in meetings with the Sector Navigator, fellow Small Business DSNs, and SCRC leadership and member colleges to implement statewide and regional initiatives and projects. She will expand on the existing regional task force for Small Business to better and more efficiently align needs of employers with programs and curriculum, and to promote and strengthen curriculum and program alignment. WORK WITH EMPLOYERS, INDUSTRY AND LABOR, AND WIBS TO PROMOTE AND SUPPORT GROWTH OF THE SECTOR WITHIN THE REGIONAL ECONOMY The Small Business sector workgroup will include academic, industry, labor, and WIB representation. They will inventory and map programs and curriculum, and determine and address gaps. Strategies include curriculum development, faculty professional development, middle and high school and community college educational outreach, mapping of student internship opportunities, and incumbent worker training. IDENTIFY WORKFORCE GAPS, PRIORITIZE NEEDS AND IMPLEMENT CORRECTIVE STRATEGIES Strategies to address initial gaps include development of contextualized Small Business curriculum modules for inclusion across the disciplines and support of community collaborative projects in the region. PROVIDE INCUMBENT WORKER TRAINING Dr. Cremarosa will utilize and leverage an extensive network of industry, government, education, and workforce and economic development stakeholders to deliver a minimum of 15 skills development, performance enhancing modules to 300 incumbent workers. COLLECT AND REPORT DATA ON ALL REQUIRED ACCOUNTABILITY MEASURES IN SUPPORT OF THE LAUNCHBOARD INITIATIVE Dr. Cremarosa will participate in LaunchBoard training; collect, report, summarize activities, and broadly disseminate information and work products. She will also participate in annual evaluation of the regional Small Business sector. iii

4 TABLE OF CONTENTS Cover Letter... i Contact Page... ii Abstract... iii Need... 1 Response to Need... 6 Annual Workplan Application Budget Summary Application Budget Detail Sheets Project Management Organization Chart Deputy Sector Navigator Resume Letter of Reference #1 Hub Letter of Reference #2 Santa Maria Valley Chamber of Commerce Letter of Reference #3 Economic Development Commission Dissemination... 44

5 NEED 1. Define the size, common characteristics of the businesses and workforce, locations, industry associations, educational partners (including high schools, ROCPs, community colleges, universities, and others), competitors, projected growth and prospect for positive outcomes in serving this regional industry sector. Please identify supply and demand gaps in this sector s regional workforce. The south Central Coast (Region 6) is a large and diverse area encompassing over 160 miles of California s central coast from San Luis Obispo County south through Santa Barbara and Ventura Counties, then extending east another 75 miles towards the Antelope Valley in north Los Angeles County. Situated within this vast region are eight community colleges in six districts: Cuesta College, Allan Hancock College (AHC), Santa Barbara City College (SBCC), Ventura College, Oxnard College, Moorpark College, College of the Canyons (COC), and Antelope Valley College (AVC). The South Central Coast Region represents a diverse workforce as indicated by census and labor market data reported by the US Department of Commerce (State and County QuickFacts, 2011) and EDD (February 2013), respectively. The South Central Regional Consortium (SCRC) has selected Small Business as one of its primary sectors of focus for economic development because at least eight of the top 20 fastest-growing occupations (EDD) in at least two of the four counties in the region are opportunities for small business development. TABLE 1: CENSUS AND LABOR MARKET STATISTICS County San Luis Santa Barbara Obispo (SLO) (SB) Ventura Los Angeles* Hispanic or Latino origin 21.3% 43.4% 40.9% 48.1% White (not Hispanic) 70.2% 47.2% 48.1% 27.6% Black 2.4% 2.4% 2.2% 9.3% Asian 3.7% 5.5% 7.2% 14.2% Median household income $58,630 $61,896 $76,728 $56,266 Total non-farm employment (2/2013) 103, , ,800 3,904,800 Total farm employment 4,500 15,900 26,500 5,000 (2/2013) Unemployment (2/2013) 7.0% 7.7% 8.1% 10.3% Note: Some communities within each county continue to Arroyo Grande-7.2% Paso Robles-8.4% Guadalupe-13.1% Lompoc-13.5% Fillmore-11.2% Oxnard-11.1% Lancaster- 14.5% struggle in a persistently Nipomo-9.4% Los Alamos-11.0% Piru-14.3% Palmdale-12.8% fragile economic climate. Oceano-13.3% Santa Maria-12.0% Santa Paula- Santa Clarita- Pismo Beach-7.2% 13.5% 6.3% SLO-7.7% * Census data for Los Angeles County, for the most part, could not be disaggregated to report information applicable to Northern Los Angeles County, where Antelope Valley College (Lancaster/Palmdale) and College of the Canyons (Santa Clarita) are located. 1

6 Much of the region is characterized by a large Hispanic population that seeks educational attainment and economic opportunity within the Central Coast so they can remain close to immediate and extended family. For that reason, there is considerable interest in promoting small business and micro-enterprise development to stimulate the economy. With its newly established, yet already successful, Small Business Entrepreneurship Center (SBEC), Allan Hancock College is well-positioned to provide training and promote economic development in all of Region 6. CHARACTERISTICS OF SMALL BUSINESS SECTOR. Unlike the other industry sectors supported by the EWD programs, Small Business in not easily definable as a sector because small businesses are found in every sector and vary widely in their relative size and gross annual receipts. Per the Small Business Administration (SBA), a small business is an independently owned and operated profit-seeking enterprise, and, depending on the industry sector, has (1) a finite number of employees, or (2) does not exceed a specific level of income. The small business limitations for the sectors specifically identified by the Region 6 SCRC are: Health: annual receipts may not exceed $10-35 million, depending on the particular service being provided; Manufacturing: maximum number of employees range from 500 to 1500 depending on the type of product manufactured; ICT: annual receipts not exceeding $25 million or fewer than 1,500 employees; Water/Ag: annual receipts not exceeding $ million, depending on the agricultural product; Small Business: annual receipts not exceeding $35 million or fewer than 1,500 employees depending on SBA size standards. POSITIVE OUTCOMES. California s small businesses are key to the state s well-being. According to the SBA, small businesses account for a significant share of the state s economic production and hiring. Various data sources (including SBA) indicate that 92% of all businesses in California are classified as small business. Since the Small Business Sector encompasses all industry sectors, it is difficult to articulate statistics unique to small business. Using data prepared by the Centers of Excellence (COE) and focusing on the five sectors chosen by the SCRC (Health, Manufacturing, ICT, Water/Ag/EnvTech and Small Business) the following value chain data is provided. Statewide, the Health, Manufacturing, ICT, and Water/Ag/EnvTech sectors have revenues in excess of $8.5 billion annually. Within the SCRC region, those industries employ nearly 500,000 employees with an average annual salary of $58K. In salaries alone, these sectors represent more than $42 billion contributed to the local economies on an annual basis. PROJECTED GROWTH. According to The Fiscal Times, more Americans are becoming entrepreneurs than any time in the past 15 years. In the article, The 10 Hottest Spots to Start a Small Business, they credit that influx to the massive corporate layoffs and weak economy as a result of the recession. Even those who still have their jobs are feeling a bit insecure and therefore starting to build their own companies after hours as a safety net. In the article, Small Businesses Make a Great Big Comeback, The Fiscal Times 2

7 cites studies indicating that small proprietors are feeling good about the future. Between November 2010 and November 2011, at least 51% of all jobs created in the U.S. were created by small businesses. According to CNN, the rate of new business startups is higher than it has been in 15 years. This information is supported by the Kauffman Foundation s Index of Entrepreneurial Activity. Approximately 12.3% of the U.S. adult population is engaged in entrepreneurial/small business activity. Per the Kauffman Index, California is the 4 th highest state in entrepreneurial activity over the past decade. The GEM Report indicates a 17% increase in the number of established small businesses in 2011, and this unprecedented jump in entrepreneurial activity in 2011 is expected to continue as survey responders not already in business were intending to start new businesses in the next 3 years. REGIONAL PARTNERS Business/Industry Partners include: Educational Partners include: Government/Econ omic & Workforce Development Partners include: HUB 81, Your People Professionals, SM Valley Manufacturers Association, Santa Maria Valley Women s Network, Valley Premier Bank, Community West Bank, Toastmasters, Burgess Consulting & Forensics, Comstock & Wagner, Defined Business Solutions, PreBeta, Inc, Softec, Law Office of Kim Mistretta, State Farm Ins, Brightscope, Inc., Haven Partners, Inc. Charles Eason, Small Business Sector Navigator; SCRC Chair and Co-Chair; Regional Consortium Colleges; Regional DSNs; Center for Employment Training; Regional High School Districts and ROCPs; Cal Poly SLO; UCSB. Economic Vitality Corporation of SLO; Santa Barbara Co. WIB/Workforce Resource Centers; Ventura Co. WIB; Chambers of Commerce within the region, Economic Development Agencies in the region, EconNSBC, SBCC, SCORE SLO, Women s Economic Ventures. COMPETITORS The Small Business Sector Navigator, Charles Easton at Solano CC, identified an entrepreneurship education continuum consisting of entrepreneurial studies, entrepreneurial training, and entrepreneurial counseling, each of which represents a different target audience. While entrepreneurial studies are typically found at both public and private colleges and universities, training and counseling is also provided by the private sector and government agencies, which can be considered competitors. Competitors also include private trainers and consultants as well as private career technical institutes, all of which offer varying levels of technical expertise and instructor/trainer qualifications. However, fees for specialized business training may involve out-of-area travel, are often cost prohibitive, and strain employers tight budgets in a fragile economy. As a region, however, we strive to collaborate, not compete. A critical role for the DSN will be to coordinate delivery methods along the continuum and involve all the different delivery entities as best as possible. 2. Discuss curricular challenges and opportunities with respect to skill gaps facing your regional industry sector including the relationship between available workforce and employer need within the community 3

8 college tier of education and between higher education and industry. Discuss efforts to establish and articulate career pathways in this sector for region-wide stackable certificates across multiple colleges and districts, strategies as they relate to a new candidate pool or incumbent workers. In January 2013, the South Central Regional Consortium (SCRC) convened a Small Business sector workgroup comprised of deans and faculty throughout the region. The group was established to begin a regional environmental scan of the assets and gaps in services to the sector. A preliminary inventory of programs and courses has begun, and preliminary dialog has resulted in linkages among colleagues within and outside the region to expand access to resources. Preliminary findings from the workgroup indicate there is a need to develop contextualized entrepreneurship training modules for inclusion across the CTE curriculum, a priority activity for the SCRC and a project that has already begun at AHC s SBEC. The work of the group will continue under the DSN to create a plan to leverage resources and assets in the region. The group will be expanded to include business/industry representative and economic development entities in the region, as well as faculty and deans. In addition to the work completed by the workgroup, evidence points to the need for: 1) increased outreach and better recruitment tools for career awareness at lower grade levels (such as middle school); 2) development and/or modification of curriculum in small business/ entrepreneurship; 3) increased access to internships for students in all phases of small business; and 4) more short-term training leading to stackable certificates. To that end, the U.S. Department of Labor Competency Model will be brought to the workgroup to consider how its framework can be utilized in the region to standardize education and training. The Entrepreneurship Competency Model identifies the knowledge, skills, and attitudes that entrepreneurs believe are important to be successful. The model illustrates how occupational and industry competencies build on a foundation of personal effectiveness, academic, and workplace competencies and form an ideal basis for creating several tiers of stackable certificates that include competencies ranging from personal effectiveness like interpersonal skills and professionalism, to industry-wide technical competencies such as innovation and invention, marketing, financial management, and risk assessment. To address the need for future entrepreneurs, AHC s SBEC and Business Education department have worked with the CTE Community Collaborative and the Central Coast Articulation Group to increase articulation agreements with high schools and identify career pathways in Business-related programs of study. However, new potential entrepreneurs cannot wait years or even months to complete basic academic preparation before they can take courses that provide business management skills. Different phases of the entrepreneurship education continuum involve different delivery methods, such as credit programs and certificates, noncredit workshops and seminars. 3. Discuss the inventory of organizations, bodies, advisories, hubs, centers, collaboratives, and other entities inside and outside of the community college system that are currently active in-region for this industry sector. Identify the gaps, overlaps, and opportunities for improvement and discuss plans to leverage assets into the current structure. 4

9 Active Resources Statewide BECs South Central Regional Consortium (SCRC) SB 70 Community Collaboratives Economic Development Entities Location Cuesta, Shasta, Cabrillo, Rancho Santiago, Bakersfield, MiraCosta, Napa Valley Colleges Chair and Co-chairs, hosted by SBCC Cuesta/AHC, SBCC, COC, and AVC WIBs in Ventura, SB, SLO; SB County One- Stops; Chambers of Commerce/EDCs in Santa Maria, Lompoc and others Plans to Leverage Although he BECs will be transformed, they have acquired considerable subject matter expertise and developed models of best practices, which will be leveraged to improve services on the Central Coast. Eight consortium colleges meet regularly to plan and support CTE initiatives; assist with outreach and event dissemination. The SCRC will convene an annual forum for CEO/CIOs and will regularly engage the SN and DSN. Four community collaboratives within the region focus on middle/high school outreach, articulation and career pathways, faculty externships, and various sub-region sector initiatives. WIBs actively participate in SCRC meetings, support outreach activities and initiatives, and help disseminate information. Chambers of Commerce/EDCs host, support, and promote outreach activities. WRC sponsors industry-focused summits to identify training needs. 4. Describe the opportunity for more effective regional communication and collaboration with constituents, including the regional consortia leadership, community college faculty and administration, K-12 and 4-year partner education institutions, the workforce system, trade associations, and other interested parties. The South Central Regional Consortium already plays a vital role in workforce system collaboration, which will be strengthened under the Doing What Matters framework. Not lacking in sector resources and partners, the challenge is to better integrate key assets across private and public sector domains. Effective communication will be based upon developing and nurturing relationships through face-to-face interactions augmented with web-based communication tools. The website will incorporate opportunities for communication via , FaceBook, Twitter, or blogs that are fresh, relevant, and targeted to the audience. In addition to regular meetings of the Regional Consortium members, sector workgroups and faculty collaboratives will share progress on projects. The DSN will work closely with other statewide and regional DSNs to ensure the missions of SB 1402 and SB 1070 are fulfilled. 5

10 RESPONSE TO NEED/OBJECTIVES In response to the south central coast s regional needs within the Small Business sector/cluster, Allan Hancock Joint Community College District is pleased to act as fiscal agent and designate Dr. Anne Cremarosa as Deputy Sector Navigator (DSN). As a dean, she regularly participated in regional consortium activities and she maintains good working relationships with the members of the regional consortium. In her present role, director of AHC s Small Business Entrepreneurship Center, she provides the highest quality small business related workshops, activities and events. Moving forward in the new DSN capacity, she will meet all RFA objectives in support of the Doing What Matters for Jobs and the Economy framework by working collaboratively and strategically to improve career technical education pathways, support continuous workforce improvement and business development, and thereby advance regional economic growth and global competitiveness with small business development. 1. The Deputy Sector Navigator (DSN) will work collaboratively in a network comprised of the statewide sector navigator and other DSNs within the sector. The DSN will work collaboratively with the Chair and/or Co-Chairs of the Regional Consortia to align the needs of sector employers with the program and curriculum offered by colleges within the regional consortium. Additionally, the DSN will work with the Regional consortium, and individual colleges within the sector, to develop faculty collaboratives, connect programs within the sector, and promote and strengthen curriculum and program alignment. COLLABORATION WITH THE SMALL BUSINESS SECTOR NAVIGATOR (SN) AND OTHER DEPUTY SECTOR NAVIGATORS (DSNS) WITHIN THE SECTOR (QS 2, 4) As the South Central Regional DSN, Dr. Cremarosa will support the Doing What Matters industry sector-focused leadership and communications structure as designed by the California Community Colleges Workforce and Development Division. She will communicate and be available to meet frequently with Mr. Charles Easton, the statewide Sector Navigator, and other DSNs to support, promote, strengthen, and advance statewide and cross-regional sector initiatives and projects. Acting as a bridge, Dr. Cremarosa will serve as the South Central Regional Consortium s (SCRC) liaison, facilitator, and sector spokesperson. She will link knowledge exchanges and technical support from the regional consortium level to and from the statewide Sector Navigator, the Statewide Sector Advisory Committee, and fellow Small Business DSNs. She will collaborate with the SN and Small Business DSNs to develop and implement a marketing plan for the sector and effectively apply the sector s brand on all promotional outreach materials and products created and developed for public distribution and use. COLLABORATION WITH THE SOUTH CENTRAL REGIONAL CONSORTIUM CHAIR AND CO-CHAIR AND INDIVIDUAL COLLEGES (QS 2, 4) The Co-Chairs of the SCRC created five workgroups corresponding to the region s identified priority and emergent industry sectors. The Small Business sector workgroup, made up of regional deans and faculty, initiated a survey of offerings in the region, resulting in a preliminary mapping of current sector degree and certificate programs and indication of college s stand-alone courses if not tied to a degree or certificate. Results 6

11 of the survey were summarized and discussed in subsequent workgroup teleconferences and meetings, and together, a provisional regional inventory of sector programs and curriculum was mapped to identify potential gaps in programming or services, as summarized below: Small Business Programs AA Business Admin - Transfer AS Business Admin Career path AA Management AA, Accounting AS, Human Resource Management AA, Marketing AA, Business Administration - Entrepreneurship AS, Entrepreneurship Cert. Entrepreneurship Locations COC, Cuesta, Moorpark, Ventura, AHC, SBCC, Oxnard Cuesta, Ventura, AHC, Oxnard AHC, COC, Moorpark, SBCC, Ventura, Moorpark COC, AHC, SBCC COC COC, Cuesta, AHC SBCC AHC AHC AHC = Allan Hancock Coll.; AVC = Antelope Valley Coll.; COC = Coll. of the Canyons; SBCC = Santa Barbara City Coll. Identified resources also include active and robust industry advisory groups, engagement with WIBs and One-Stops, and contract education/fee-based certification/training programs. The workgroup identified a primary need that resonated across the region and across subsectors for contextualized entrepreneurship training modules for inclusion across the CTE curriculum, a project that has already begun at AHC s SBEC. In addition to the work completed by the workgroup, evidence points to the need for: 1) increased outreach and better recruitment tools for career awareness at lower grade levels (middle school) and 2) increased access to internships for students in all phases of small business. Additionally, using the Entrepreneurship Competency Model (ECM), a model developed by the Consortium for Entrepreneurship Education, curriculum for small business, entrepreneurship, & microenterprise will to be developed and/or modified as needed and more short-term training leading, to stackable certificates, will be explored. Going forward, the sector workgroup structure will be maintained, and as DSN, Dr. Cremarosa will continue to lead, coordinate, and support sector capacity (QS 4). She will ensure its robust vitality and expanded engagement of workgroup stakeholders. Because everyone has extensive duties/responsibilities collaboratives 7

12 will become more focused and efficient by design and the sector workgroup as a whole strengthened (QS 2) so the critical mandate is met to address specific workforce needs. In addition, honing in on sector-specific needs will lead to stronger industry-driven and validated portfolio of programs and services; and improved alignment along the high school-community college-university continuum to ensure a right-skilled labor supply that is attuned accurately, responsively, and effectively to specific labor demands across the South Central Coast Region. As DSN, Dr. Cremarosa will collaborate and support the regional consortium s Chair and Co-Chair; participate in all regional consortium meetings, provide sector workgroup updates, and share grant materials and products; and regularly interface with and support the region s DSNs for Water/Ag, Health, Advanced Manufacturing, ICT, Global Trade and Logistics. 2. The DSN will work with employers, industry and labor organizations, and Workforce Investment Boards within the region to determine gaps in the workforce; promote integration of workforce training and employment; strengthen programs within the sector at regional colleges and high schools; provide incumbent worker training; promote opportunities for contract education and faculty professional growth; and thereby, promote and support growth of the sector within the regional economy. Dr. Cremarosa will continue to proactively engage, enhance and expand an existing, robust network of industry and labor organizations, WIBs, and academic stakeholders across commercial and government domains, as she has excelled at doing in her current capacity as director of the SBEC at Allan Hancock College. A partial listing of current regional stakeholder partnerships is characterized and tabulated below: Business & Industry Partners include: Educational Partners include: Government, Economic & Workforce Development Partners include: HUB 81, Your People Professionals, SM Valley Manufacturers Association, Santa Maria Valley Women s Network, Valley Premier Bank, Community West Bank, Toastmasters, Burgess Consulting & Forensics, Comstock & Wagner, Defined Business Solutions, PreBeta, Inc, Softec, Law Office of Kim Mistretta, State Farm Ins, Brightscope, Inc., Haven Partners, Inc, Charles Eason, Small Business Sector Navigator; SCRC Chair and Co-Chair; Regional Consortium Colleges; Regional DSNs; Center for Employment Training; Regional High School Districts and ROCPs; Cal Poly SLO; UCSB. Economic Vitality Corporation of SLO; Santa Barbara Co. WIB/Workforce Resource Centers; Ventura Co. WIB; Chambers of Commerce within the region, Economic Development Agencies in the region, EconNSBC, SBCC, SCORE SLO, Women s Economic Ventures TO DETERMINE GAPS IN THE WORKFORCE AND PROMOTE INTEGRATION OF WORKFORCE TRAINING AND EMPLOYMENT, Dr. Cremarosa will fully access and engage with the resources available throughout all tiers of the Doing What Matters framework. Through 8

13 regular communication with the SN and DSNs in the same sector, and especially through engagement with the sector s Statewide Advisory Group, she will communicate to and from the region, findings of workforce gaps and integrated strategies that are developed to meet identified gaps. At the regional level, she will retain and build upon the existing regional Small Business workgroup structure which has preliminarily mapped locations of in-region programs and courses, as previously described. In the first year a regional workgroup for Small Business will be established and meet via regular web-conference and at least three face-to-face meetings to evaluate/confirm capacity, map inventory, identify and validate gaps across the region, and establish strategies to resolve the gaps. She will uphold the goals and objectives of SB 1070 and 1402 to ensure that the Small Business workgroup/collaborative engages diverse stakeholder groups and maintains an industry-driven approach that results in: Alignment of skillsets within a program (or set of courses) to occupations and needs of the labor market (LI 1) Regional stackable certificates aligned with particular occupation ladders and lattices (LI 2) Alignment of certificates with state-, industry-, nationally-, and/or employerrecognized certification (LI 3) Articulation of curriculum along a career or multiple-career educational pathway (LI 5) TO STRENGTHEN PROGRAMS WITHIN THE SECTOR AT REGIONAL COLLEGES AND HIGH SCHOOLS, Dr. Cremarosa continues to build and fortify partnerships with and among education and industry partners (QS 2). With and through the sector workgroup, and in her role as workforce integrator among an ever-expanding network of industry and workforce/economic development stakeholders, she will support regional colleges and high schools in building capacity and facilitate expansion of advisories and collaborative communities (QS 4). Specific categories of activities and grant investment to address regional Small Business needs and support the goals and objectives of SB 1070 and SB 1402 include: Activity Curriculum development or modification facilitated through faculty collaborative and/or sector workgroup using the Entrepreneurship Competencies Model as a guide Acquisition of instructional equipment and other instructional Purpose/Regional Need Addressed To maintain currency and alignment with industry needs, practices, and advances in technology (LI 1, 2, 3) To support, where appropriate and feasible, online modes of curriculum delivery, thereby expanding access to training by prospective and incumbent workers across the region and beyond (LI 1, 3) To expand/customize curriculum portfolio to respond to industry need and fortify regional colleges feebased or contract education capacity (MP 34) To support curriculum articulation along a career or multi-career educational pathway (LI 5) To support currency and alignment with industry needs, practices, and advances in technology (LI 1) 9

14 resources Professional development, including support of faculty externships, and participation in CCCAOE and other educational and industry conferences Educational outreach; support of community collaborative; creation and dissemination of promotional materials; two regionally coordinated events: 1) Startup Weekend Central Coast; 2) Mujer Poderosa/Powerful Woman a workshop in support of Latinas in Business Identifying openings for student internships throughout the region To increase the pool of qualified adjunct faculty to teach and/or to teach online (QS 4) To update skills of faculty, teachers, counselors, and supporting staff (LI 6) To support and enhance effectiveness of career exploration, awareness, student participation, and possibly adjunct faculty recruitment (MP 1) To utilize and engage sector workgroup and partners to recruit more industry participation and expand access to workplace learning opportunities (MP 27) TO PROVIDE INCUMBENT WORKER TRAINING AND PROMOTE OPPORTUNITIES FOR CONTRACT EDUCATION (MP 34), Dr. Cremarosa will utilize and leverage technical expertise and resources found among a broad diversity of sector stakeholders to expand and enhance the ability to serve incumbent workers. Her strategic partnerships with SCORE SLO, SBDC at Santa Barbara City College, and Women s Economic Ventures (WEV) provide access to a pool of professional experts available for technical assistance. She will also utilize a cadre of professional consultants to service the demand for customized, on and off-site training in all aspects of Small Business. Going forward, she will utilize SBEC resources to aid in the training opportunities for small business sector. In collaboration with regional colleagues and business and industry partners, two annual events will be launched, concurrently hosted on at least two college campuses in the region. They will include: 1) Startup Weekend South Central Coast and 2) Mujer Poderosa/Powerful Woman, a workshop to help Latinas enter the world of business. With the continuing support of partners in industry, government, and academia, these events will be offered at multiple locations, will include live stream projection for greater inclusion, and be archived for later viewing. Promotional material will be developed, distributed, and broadly disseminated through established networks and contacts. TO PROVIDE FACULTY PROFESSIONAL DEVELOPMENT (QS 4, LI 6), and as stated previously in this section, Dr. Cremarosa will facilitate engagement and support of partners and stakeholders to offer quality professional development opportunities at CCCAOE, NACCE, and other conferences for educators and/or industry professionals. She will ensure access to professional development (LI 6) opportunities for faculty and expand potential contract ed opportunities at colleges in the region (MP34). 10

15 3. Gaps within the workforce will be identified and prioritized, and strategies developed and implemented using SB 1402 and/or SB 1070 funding. Examples of strategies to address workforce gaps include: creating community collaboratives, professional development opportunities, curriculum development, articulation of curriculum in a career pathway, career lattice, or in a system of stackable credentials, career guidance module development, seminars, workshops, and collaboration between faculty. Dr. Cremarosa plans to utilize the regional sector workgroup structure to identify and prioritize needs, and develop, implement, and evaluate strategies to fill unmet needs. Plans for professional development, curriculum development and articulation, have also been previously described. To further integrate the needs of employers and address the job skills and competencies required for employment and advancement in the Small Business sector, the DSN proposes to support community collaborative projects and initiatives (QS 4, LI 5, LI 6, MP 1, MP 8) as planned and executed in cooperation and consultation with the SCRC leadership and member colleges. Currently, there are four SB-70 collaboratives in the region, focusing on middle/high school outreach, articulation and career pathways, faculty externships, and various sub-region sector initiatives. Engagement with stakeholders participating in community collaboratives will serve to increase awareness of the high-skilled, high-demand, high-paying occupations within the Small Business value chain industry clusters. 4. The DSN will work with representatives of business, labor, and professional trade organizations to develop and implement courses and programs to train incumbent workers in the regional industry sector. To enable incumbent workers to become more competitive in the south central coast s labor market, increase competency, and identify career pathways to economic sufficiency and lifelong access to well-paying jobs, Dr. Cremarosa proposes to: utilize and build upon existing partnerships to increase employers regional access to a variety of free or low-cost training and technical assistance, and seminars to learn about new developments in research-based, industry best practices (QS 2, QS 4, MP 34) facilitate and promote attainment of industry-recognized stackable and portable credentials, certifications, and/or certificate/degrees within the Small Business sector that support seamless transitions into occupations at various steps along the educational continuum (QS 4, LI 3, LI 5, MP 29). utilize, coordinate, and enhance existing inventory of instructional materials, talent, and capabilities to offer a variety of courses, seminars and workshops that meet the needs of employers. As allowable by Ed Code, curriculum may be offered through credit, noncredit, fee-based community service, or contract education and accommodate English language learners to the extent feasible and practicable (MP 29, MP 34). participate in industry networking and educational outreach events to engage and educate regional employers and increase awareness of the sector s portfolio of programs, services, and resources (QS 2, QS 4). 11

16 5. The DSN will collect and report data on all required accountability measures working with common metrics and accountability measures, and working with the statewide LaunchBoard initiative. As DSN, Dr. Cremarosa will exercise due diligence and transparency in administering the grant project, monitoring activities, and managing resources, in full compliance with the terms and conditions stated in the RFA. To support regional accountability and decision making for the Small Business sector (QS 0), she will document, track, and report activities conducted under the auspices of the Small Business Entrepreneurship Center to the Project Monitor, SN, and to regional consortium leadership during the interim period prior to regional implementation of LaunchBoard. She will participate in LaunchBoard training, and thereafter, ensure complete and timely uploading of metrics into LaunchBoard with which to utilize as a tool for 360-degree evaluation of the DSN (QS 0). 12

17 Chancellor s Office District: Allan Hancock Joint CCD California Community Colleges College: Allan Hancock College ANNUAL WORKPLAN Grant Number: Objective Number*: 1 DSN will work collaboratively in a network comprised of the SN and DSNs within the Small Business sector; Chair and Co-Chair of the Regional Consortium and colleges within the Consortium, develop faculty collaboratives, connect programs and employers, and promote/strengthen curriculum and programs. Activities Timelines Responsible Person(s) Performance Outcomes Deputy Sector Navigator In-Region Investment Metric(s) No. 1.1 Collaborate with SN and DSNs in the Small Business Sector Participate in monthly conference calls, quarterly site visits and semi-annual sector meetings with SN and other DSNs Monthly Quarterly Semi-annually DSN DSN DSN % participation in Small Business Sector monthly conference calls, quarterly site visits and semi-annual sector meetings with SN and DSNs as documented by meeting minutes 100% QS Collaborate with Regional Consortium leadership and member colleges to support implementation of initiatives and projects Aug 2013 June 2014 SCRC Chair/Co- Chair; DSN; Consortium Colleges % participation in SCRC meetings as convened by Regional Chair and Co-Chair, as documented by meeting minutes % % QS 2, Expand on existing SCRC Small Business workgroup and convene meetings to create a plan of action ensuring alignment of employer needs with curriculum Jul-Nov 2013 Dec 2013-Mar 2014 Apr-May 2014 DSN; regional sector workgroups (inc. faculty, industry, labor, WIBs, and other workforce stakeholders) 1.3a Small Bus work group expanded; course/program inventory completed, and survey of gaps started 1.3b Gaps identified and needs prioritized 1.3c Action plan addressing gaps is developed and shared with SN, SCRC leadership, and stakeholders for validation. 1.3a 20% 1.3b 10% 1.3c 10% 1.3a 80% 1.3b 90% 1.3c 90% QS 2, 4 LI 1-3, 5 QS2, 4; LI 1-3, 5 QS2, 4 LI 1-3, 5 13

18 Chancellor s Office California Community Colleges District: Allan Hancock Joint CCD College: Allan Hancock College ANNUAL WORKPLAN Grant Number: Objective Number*: 2 The DSN will work with employers, industry and labor organizations, and WIBs within the region to determine gaps in the workforce; promote integration of workforce training and employment; strengthen programs within the sector at regional colleges and high schools; provide incumbent worker training; promote opportunities for contract education and faculty professional growth; and thereby promote and support growth of the sector within the regional economy. Activities 2.1 Expand faculty collaborative/ workgroup and convene meetings to create a plan of action ensuring alignment of employer needs with accessible program and curriculum 2.2 Develop/modify curriculum to ensure currency and alignment with industry needs and practices. Timelines Jul-Nov 2013 Dec 2013-Mar 2014 Apr-May 2014 Sep 2013 May 2014 Responsible Person(s) DSN; regional sector workgroups (inc. faculty, industry, labor, WIBs, and other workforce stakeholders) 2.2 DSN and sector workgroup Deputy Sector Performance Outcomes Navigator 2.1a Small Bus work group expanded; 2.1a 20% course/program inventory completed, 2.1b Gaps identified and needs prioritized 2.1b 10% 2.1c Action plan addressing gaps is developed, shared with SN, SCRC and stakeholders for validation. 2.1c 10% 2.2Curriculum is written and, as appropriate, instructional packages created and readied for deployment, pending institutional approval % In-Region Investment 2.1a 70% 2.1b 90% 2.1c 90% % Metric(s) No. QS 2, 4 LI 1-3, 5, QS2, 4; LI 1-3, 5, QS2, 4 LI 1-3, 5, LI 1-3, 5 MP Coordinate acquisition of instructional resources and office equipment to support currency and alignment with advances in industry Sep 2013 Feb DSN, small business faculty and deans 2.3 Grant-supported office equipment purchases will be appropriately tagged and inventoried % % QS2, 4 LI 1, Offer/support participation in professional development activities, such as CCCAOE, NACCE and other professional organizations Jul 2013-Jun DSN; faculty/staff/dean 2.4 Grant-supported participants provide documentation of attendance and a written report, including evaluation of the activity, to the DSN % % QS 4, LI 6 14

19 Activities Timelines 2.5 Support educational outreach Aug 2013 June including regional collaborative 2014 project(s) and creation and distribution of Small Business career awareness and student recruitment materials identify and collaborate April 2014 with at least 1 of the colleges in the region to host Startup Weekend events Responsible Person(s) DSN, workgroup, and community collaboratives DSN, regional Small Business faculty Deputy Sector Performance Outcomes Navigator 2.5 promotional/outreach materials for % activities and work products credit the CCCCO and grant program and are approved by the Project Monitor prior to distribution concurrent Startup Weekend is % held in April at AHC and at least 1 other college in the region In-Region Investment % % Metric(s) No. QS 4, MP 1 QS 2, identify and collaborate with at least 1 of the colleges in the region to concurrently host Latinas in Business seminar Nov 2013 DSN, regional Small Business faculty and others concurrent Latinas in Business seminar held in Nov 2013 at AHC and at least 1 other college in the region % % QS 2, develop regional sector focused website linked to statewide website July 2013-June 2014 DSN, subcontracted web design specialist website includes economic data for the region, educational resources in the region and internship opportunities % % QS 2,4 MP Develop and maintain a regional inventory of student internship opportunities July Sep 2013 DSN, workgroup 2.6 Inventory of regional internship opportunities created and maintained % % QS 2, 4, MP Offer 15+ skill development modules via f-2-f, online, and hybrid delivery methods July 2013-May 2014 DSN, Faculty, Industry experts 2.7 Verifiable documentation of 300+ incumbent workers served; applicable industry-recognized certification issued % QS 2, 4 MP 29, Develop a model of Small Business Entrepreneurship Center that includes best practices and suggested resources July 2013 May 2014 DSN, faculty, service providers (SCORE, SBDC at SBCC, and WEV) 2.8 A model is developed for replication on other community college campuses % QS 2,4 15

20 Chancellor s Office California Community Colleges District: Allan Hancock Joint CCD College: Allan Hancock College Grant Number: ANNUAL WORKPLAN Objective Number*: 3 Gaps within the workforce will be identified and prioritized, and strategies developed and implemented using SB 1402 and/or SB 1070 funding. Examples of strategies to address include creating community collaboratives, professional development opportunities, curriculum development, articulation of curriculum in a career pathway, etc., with an outcome of integrating the needs of employers and addressing within the curriculum and programs the job skills and competencies required for employment and advancement. Activities 3.1 Expand SCRC Small Business workgroup; convene meetings to create a plan of action ensuring alignment of employer needs with program and curriculum Timelines Jul-Nov 2013 Dec 2013-Mar 2014 Apr-May 2014 Responsible Person(s) DSN; workgroup (faculty, industry, labor, WIBs, other stakeholders) Performance Outcomes 3.1a Small Bus work group expanded; course/program inventory completed, and survey of gaps started 3.1b Gaps identified; needs prioritized 3.1c Action plan developed, validated by SN, SCRC, and stakeholders. Deputy Sector Navigator 3.1a 20% 3.1b 10% 3.1c 10% In-Region Investment 3.1a 80% 3.1b 90% 3.1c 90% Metric(s) No. QS 2, 4 LI 1-3, 5 QS2, 4; LI 1-3, 5 QS2, 4 LI 1-3, Support SCRC in deployment of professional development for CTE instructors/industry experts to enhance teaching skills and strategies. Create modules by Jan 2014; Implement by March 2014 SCRC Chair, DSN, workgroup, Contractors 3.2 Teachers indicate improvement in teaching abilities and outcomes by 85% in self-surveys after participating in the modules % % LI Support regional SB70 community collaborative projects, promoting middle-high school students career exploration; course articulation; faculty externships. Aug 2013 May 2014 DSN, Regional Consortium Chair, Community Collaborative leads 3.4 Support three community collaborative projects in the region % % QS 4 LI 5, 6 MP 1, 8 16

21 Chancellor s Office California Community Colleges District: College: Allan Hancock Joint Allan Hancock College CCD ANNUAL WORKPLAN Grant Number: Objective Number*: 4 The DSN will work with representatives of business, labor, and professional trade organizations to develop and implement courses and programs to train incumbent workers in the regional industry sector. Activities Timelines 4.1 Offer 15+ skill development / July 2013-May performance-enhancing modules, such 2014 as Introduction to Supervision, Customer Service, Ethics, Issues in Internet Law, Leadership Style, People Skills, and Conflict Management; delivered face to face, online or hybrid Responsible Person(s) DSN, Faculty, Industry experts Performance Outcomes 4.1 documentation of 300+ incumbent workers served are maintained and reported, along with any applicable issuance of industry-recognized certification Deputy Sector Navigator % In-Region Investment Metric(s) No. QS 2, 4 MP 34 MP 29 may apply 4.2 Provide co-working space to startup businesses (at the Small Business Entrepreneurship Center) providing participants access to service providers such as SCORE, SBDC, WEV Aug 2013-May 2014 DSN, faculty, service providers (SCORE, SBDC at SBCC, and WEV) 4.2 documentation of services offered via SCORE, SBDC and WEV % QS 2 QS 4 MP 34 MP 29 may apply 17

22 Chancellor s Office District: Allan Hancock Joint CCD California Community Colleges College: Allan Hancock College ANNUAL WORKPLAN Grant Number: Objective Number*: 5 The DSN will collect and report data on all required accountability measures, working with common metrics and accountability measures, and working with the statewide LaunchBoard initiative. Activities 5.1 Participate in LaunchBoard training Timelines As scheduled by SCRC Chair and Co-Chair Responsible Person(s) Regional Consortium Chair and Co-Chair, DSN Performance Outcomes 5.1 documentation of participation Deputy Sector Navigator 100% In-Region Investment Metric(s) No. QS 0 QS 1 QS Collect and report data on accountability measures, summarize activities and achievements, and disseminate information to stakeholders, including Project Monitor, SN, SCRC Chair, and Small Business workgroup participants. Quarterly DSN, Project Monitor, SN, SCRC Chair and Co-Chair 5.2 Quarterly reports are submitted on a timely basis 100% QS 0 QS 1 QS Participate in annual evaluation of the Small Business sector Annually in June Project Monitor, SN, DSN, SCRC Chair and Co- Chair, Consortium Colleges 5.3 Annual evaluation is conducted and a determination made by Regional Consortium regarding ongoing status as an emerging industry sector 100% QS 0 QS 1 QS 4 18

23 19

24 Chancellor s Office District: Allan Hancock Joint CCD California Community Colleges College: Allan Hancock College Grant Number: APPLICATION BUDGET DETAIL SHEET Object of Expenditure Classification Academic Salaries DSN Anne Cremarosa 175 day contract (100%) $77,955 DSN Anne Cremarosa add l 22 days summer/winter intersession $445) $9,790 Classified Salaries Office Services Tech II 19 hr week, 12 mos $15,831 Benefits DSN health = $9,574 DSN Taxes = $8,831 DSN Stipend 11.33% = $1, Office Services Tech II - $487 Supplies & Materials Printing (DSN) $5,250 Printing (In Region) $3,000 Supplies (DSN) $1,530 Tech Supplies (DSN) - $1,700 Tech Supplies (In Region) $2,500 Other Operating Expenses & Services DSN CCCAOE Conference (DSN $1,400) - $2,800 NACCE Conference Oct 13-16, Charlotte, NC DSN & 8 regional $2,222.22) = $20,000 Sector Nav meetings (DSN x = $2,000 Website Development (prof $10,000) $10,000 Advertising - $20,000 Other Operating Expenses & Services In Region Regional leads compensation $5,000 - $40,000 Prof Development Workshops 10@ $1,000 = $10,000 Regional Events (Startup 2 colleges, Latinas in Business (Mujer 2 colleges - $10,000 each = $20,000 Funds Requested Deputy Sector Navigator $200,000 87,745 15,831 20,001 Funds Requested In-Region Investments $100,00 8,480 5,500 54,800 90,654 20

25 NACCE conference Charlotte NC (DSN & 8 regional leads = 9@$555.55) = $5,000 Career Exploration = $4,500 Advertising = $10,000 Mileage (DSN regional meetings ) $1, Capital Outlay Office Equipment $5,450 (includes office equipment, fixtures & furnishings, price exceeds $200 and life > 1 yr 5,450 Total Direct Costs 192,307 96,154 Total Indirect Costs (Not to Exceed 4% of Direct Costs) 7,692 3,843 Total Costs 200, ,000 21

26 Chancellor s Office District: Allan Hancock Joint CCD California Community Colleges College: Allan Hancock College Grant Number: APPLICATION BUDGET DETAIL SHEET MATCH Object of Expenditure Classification Match Academic Salaries Acad Administrator (supervising FTE - $6,262 Faculty (15 workshops@$400) = $6,000 12,262 Classified Salaries Clerical support FT- 37 hrs week, % = $34,683 34,683 Benefits Acad Administrator (supervising 5% FTE Prorated 26,739 mandatory $709 + $267 = $976 Faculty mandatory 11.33% = $680 Classified $16,343 + $8,740 Other Operating Expenses &Services Center Space 2,908 sq $2 pr ft (inc util, janitorial) $69,000 Your People Professionals & Consultants 125 $100 = $12,500 SM Chamber of Commerce (meeting space, promotion & consultation) $32,816 Co-Working Space 10@ $100 X 12 mos = $12, ,316 Total Direct Costs 200,000 Total Indirect Costs (Not to Exceed 4% of Direct Costs) 0 Total Costs 200,000 22

27 PROJECT MANAGEMENT PLAN 1. Explain the Deputy Sector Navigator s professional experience in this sector, including direct work experience; specific expertise; existing networks and partnerships; major accomplishments in both the public and private sector work; and recognition or awards that serve as a testimony to subject matter expertise. Allan Hancock Joint Community College District, as fiscal agent, supports the full-time (100%) candidacy of Dr. Anne Cremarosa as Deputy Sector Navigator (DSN) for Small Business, serving Region 6. Dr. Cremarosa s extensive entrepreneurial and professional background, coupled with her academic experience, make her a perfect candidate for the DSN for Small Business. Having successfully launched four small businesses in a variety of industries (construction, specialty retail, business services and property/asset management), she is well aware of the needs of small business. In addition to launching her own businesses, she has provided management and business expertise to multiple businesses in various professional positions. The following brief summary highlights her 26 years of management experience. OWNER/MANAGER: The Country Gentleman Morro Bay ( ) o a small, boutique smoke shop specializing is fine cigars, imported pipes and tobaccos and specialty gifts for smokers. OWNER/MANAGER: AC Business Services Cambria ( ) o a small, personal services firm providing clients with secretarial, accounting and temporary employee placement. OWNER, RMO, PRESIDENT &FINANCIAL MANAGER: Cremo Construction, Inc. Cambria, CA ( ) o a small, custom construction company specializing in general engineering projects such as landscaping, sanitation systems and roads. PROJECTS COORDINATOR: Flexalon, Inc. San Luis Obispo, CA ( ) o a medium sized construction company specializing in the construction of water features for public/private properties including golf courses located in California, Hawaii, Oregon, Pennsylvania and Arizona as well as methane barrier systems for construction projects located in the Miracle Mile area of Southern California. LICENSED RE AGENT/PROPERTY MANAGER: Arroyo Grande Property Management Arroyo Grande, CA ( ) o a subsidiary of Arroyo Grande Realty, specializing in property management services. GENERAL MANAGER & MARKETING DIRECTOR: Investec Management Corporation Santa Barbara, CA ( ) o a commercial property management firm specializing in shopping centers and outlet centers on the central coast of California. Assignments included Santa Maria Town Center West and the Atascadero Factory Outlet Center. OWNER/MANAGER: Blacklake Enterprises Nipomo, CA ( ) o a property and asset management firm providing services to individuals and accounting & property management firms. 23

28 For the past 14 years, Dr. Cremarosa has been a dedicated educator specializing in business administration, management and entrepreneurship studies. As a faculty member (9 years), she experienced all aspects of curriculum/program development. As an administrator (4 years), she successfully managed multiple grants, worked with business and industry to aid in the development of a new Entrepreneurship certificate and degree as well as the Small Business Entrepreneurship Center (SBEC) at Allan Hancock College (AHC). As an administrator, Dr. Cremarosa was a regular participant in SCRC meetings and still maintains an excellent rapport with the chair/co-chairs and members of the consortium. Since February 2012, Dr. Cremarosa has served as the Director of the SBEC and in that role has established a 20-member advisory committee dedicated to the success of the center and Entrepreneurship education at AHC. Advisory Committee members represent a wide array of business, economic development agencies and education. As director of the SBEC, she has organized and presented multiple workshops, launched an Entrepreneurs in Film series, hosted the first Startup Weekend Santa Maria, and has counseled countless students and community members in multiple aspects of business launch/management. She is also: working with SCORE (San Luis Obispo) to bring consultation services to northern Santa Barbara County. in negotiations with the Schienfeld Center for Innovation and Entrepreneurship/SBDC satellite office to provide SBDC resources and consultation services in northern Santa Barbara County. negotiating with Women s Economic Ventures (WEV) of Santa Barbara/Ventura to provide northern Santa Barbara County small businesses and startups access to SBA guaranteed microenterprise loans. Serving as team member innovation and entrepreneurship team EconNSBC, a grassroots organization working to develop a strategic plan for northern Santa Barbara County. Recognition and awards include: ACT Certified Profiler (2006) Certificate of Recognition for multiple conference presentations: NACCE, Educating for Careers and Virtual Enterprise New York and California Train-the-Trainer, Customer Service Academy ( ) Association of California Community College Administrators (ACCCA) Mentor Program class of ACCCA Administration 101 class of 2007 Recruited for State Center CCD International Education Committee Recommended and selected to serve as Faculty Grant Advisor Center for International Trade Development State Center CCD Recruited to attend North American Small Business International Trade Educators annual conference - Vancouver Selected to participate in Faculty Development program - International Business Program - Hong Kong and China's Pearl River Delta (2004) 24

29 2. Describe the DSN s past successes in creating educational products and/or services that address skills gaps for industry, including but not limited to development and adoption of curriculum. What were the goals? What were the outcomes attributable to the DSN s efforts? Dr. Cremarosa has successfully created a wide array of educational products including short term courses, full-term courses of varied unit values, certificates and degree programs. As an adjunct faculty member at Allan Hancock in 1999, Dr. Cremarosa coauthored/taught multiple Fast Track courses (1/2 unit topics style courses specifically beneficial to small businesses) including Ethics in Business, Introduction to Supervision, and Customer Service. As a full-time faculty member at Reedley College, she created and updated curriculum in the business division, developed and offered the first online business courses, trained other business faculty in online education, cochaired/authored the Business department Program Review, and based on business/industry input developed a course sequencing plan allowing students to enter the pipeline at multiple entry points during the academic year. This sequencing plan increased by 50% the number of students completing the sequence. 3. Describe how the DSN has taken a leadership role in creating a vision, identifying opportunities, and acquiring resources to organize cross-organizational and cross-functional teams to achieve a common set of goals. Under Dr. Cremarosa s leadership, the Small Business Entrepreneurship Center (SBEC) at AHC went from a concept to a reality in just two years. First proposed as contextualized instructional modules for CTE students, the idea grew into the concept of a full-service center to serve both students and community members interested in learning about small business. The next step is a plan to expand the SBEC to include Co-Working space for startups as a way of networking, having access to consultation services provided by specialty agencies and having access to interns via the college s Cooperative Work Experience program Dr. Cremarosa has made a concerted and deliberate effort to establish a stellar advisory committee for Entrepreneurship/Small Business in northern Santa Barbara County. She is committed to developing partnerships to broaden the scope of services available to small business in the region. 4 Describe the DSN s experience in outcome-centric environments/projects with strong emphasis in data collection, performance baselining, measurement, reporting, and analysis. As the CTE Dean at AHC for 4 years, Dr. Cremarosa managed the Perkins 1c CTEA grant, with strong data-driven outcome requirements. Its goals included: 1) Increase support for a wider array of CTE programs; 2) increase services to CTE students; and 3) improve outcomes (enrollment, persistence, retention, and transfer) of special populations in CTE programs. In drafting progress reports at quarterly and annual intervals, she gathered data from participating programs, reviewed progress of grant activities and completed requisite reporting. Additionally, Dr. Cremarosa committed many hours to coordinating and leading educational outreach projects, such as: 25

30 Co-chaired Career Exploration Day, a one-day event for area high school juniors and seniors on the AHC campus. Working with a team of volunteers, sponsors were identified and funds were raised to support the event. Each year, area businesses participated, as did AHC s CTE programs, complete with demonstrations and hands-on activities. Last year, 1500 high school juniors and seniors participated in the event. Coordination, data collection and analysis, record keeping and management, and reporting were essential elements of project management to produce such result. Planned and coordinated Annual Campus-Wide Advisory Committee meetings. Working with a team of event volunteers, all active CTE program advisory committee members, CTE program staff, and administration were invited. Venue selection and price negotiations were critical to the success of the event. She prepared a custom program for each annual meeting, highlighting various CTE programs at AHC, hosted the evening and collected feedback from participants. Program coordination, data collection and analysis, record keeping and management, and reporting were essential elements of the success of this event. Planned and coordinated Startup Weekend Santa Maria. Working with a team of volunteers, a venue was identified, budget developed, sponsors recruited, sources of funding identified, outreach plans developed and participants were recruited. The 54-hour event, held over the course of one weekend, was deemed a success by the 40+ startup participants, 16+ coaches/mentors, 5 judges, and countless volunteers who provided support to the event. So much so, that the next Weekend is scheduled for April Program coordination, data collection and analysis, record keeping and management, and reporting were essential elements of the success of this event. 4. Describe how the DSN will manage the project in order to leverage personnel, in-kind funding, and network connections for project success. If it is true that past performance is an indicator of future performance, the information provided in response to the previous three questions should provide evidence of Dr. Cremarosa s fit for the role of Deputy Sector Navigator. Her leadership skills and project management style will serve her well in the role. She is committed to lifelong education, as demonstrated by her educational path, success of students and highest quality customer service. She has excellent interpersonal, organizational, time management and communication skills, all of which will enable her to successfully perform the activities identified in the annual workplan. She will achieve all performance outcomes on time, within budget and in alignment with the goals of SB 1402, SB 1070 and RFA. 5 For those DSNs who currently are operating from fixed asset facilities previously developed with EWD funding (previously center grants), describe how you will utilize those assets in fulfilling the regional objectives of this grant. N/A 26

31 ORGANIZATION CHART (PAGE 1 OF 2) DSN Central Valley Region DSN San Diego/Imperial DSN Far North DSN Desert/Inland Empire DSN North DSN Orange South Central Regional Consortia Deputy Sector Navigator DSN Bay Area DSN Interior Bay Area DSN Los Angeles DSN South Central Coast 27

32 ORGANIZATION CHART (PAGE 2 OF 2) President V.P. Academic Affairs Dean CTE Programs Deputy Sector Navigator 28

33 DR. ANNE L. CREMAROSA Allan Hancock College SBEC Office: (805) ext So. College Drive, K-12 SBEC: (805) ext 3607 Santa Maria, CA Message: (805) ext Cell: (805) Education CONCORD LAW SCHOOL KAPLAN UNIVERSITY LOS ANGELES, CA Juris Doctorate (in progress) ARGOSY UNIVERSITY ORANGE, CA Doctor of Business Administration & Management (2004) Dissertation: The Role of Virtual Enterprise, a Business Simulation, in Developing Workplace Skills for Improved Workforce Preparation. REGIS UNIVERSITY DENVER, CO Master of Business Administration & Management (1999) CALIFORNIA POLYTECHNIC STATE UNIVERSITY SAN LUIS OBISPO, CA Bachelor of Science Business Administration & Management (1994) Administrative and Non-Instructional Academic Experience DIRECTOR: SMALL BUSINESS ENTREPRENEURSHIP CENTER (SBEC), Allan Hancock College, Santa Maria, California (February 2012 present) Director: SBEC provides oversight to the operations and management of the Small Business Entrepreneurship Center. Manages grant funds allocated in support of the Center and instructional program and provides oversight and management to the Cooperative Work Experience program. Accomplishments: Small Business Entrepreneurship Center (SBEC): Initiated, developed and supervised the launch of the SBEC Identified & applied for grant funding in support of the Center s operations and staffing Developed an advisory team consisting of area business, community and government entities Recruited, trained and supervised Center staff (paid and volunteer) Experience in writing and actively seeking additional funding sources in support of the Center 29

34 Administrative and Non-Instructional Academic Experience (cont.) Provide consultation services for Center participants in the area of business plan development, financial management, human resource management, and other general business topic areas. Recruited mentors/advisors to work with Center participants and coordinated opportunities for face to face meetings. Developed and launched multiple projects including, but not limited to: o New Venture Lab class providing participants the opportunity to develop a product/service idea, validate it and pitch the concept to a panel of judges o National Entrepreneurship Week celebrations o Workshops for staff (professional development) and students/community o Launched a Entrepreneurs in Film series o Organized, managed, and identified funding streams in support of Startup Weekend Santa Maria o Identified and recruited judges and mentors for Startup Weekend Santa Maria o Initiated projects slated for offering over the next 12 months including but not limited to: Develop/launch Co-Working space in conjunction with SBEC (August 2013) Follow-up Startup Weekend Santa Maria to be simultaneously offered at 2 other campuses in the region (April 2014) Latinas in Business forum to be simultaneous at 3 campuses in the region (November 2013) Fundraising campaign in support of the Center (launch July 2013) Junior Entrepreneurs Camp (July 2014) Worked with area k-12 programs/faculty to promote entrepreneurship/small business at the high school level Identified K-12 programs for possible program development and articulation with AHC Cooperative Work Experience (CWE): Identified and recruited faculty as mentors/advisors Promoted internship opportunities both on and off campus Solicited internship opportunities in the local business communities Presented various workshops/presentations to service organizations, business groups and others in support of internships and work opportunities for students Updated/modified the CWE handbooks, providing greater clarity for students, staff and employers in the program. 30

35 Administrative and Non-Instructional Academic Experience (cont.) Updated the orientation process for CWE, allowing students greater flexibility in completing the orientation process Streamlined the program for students, staff and employers DEAN ACADEMIC AFFAIRS: Allan Hancock College, Santa Maria, California (January 2008 February 2012) Dean Academic Affairs: Dean of Career Technical Education Programs specifically serving Business Education, Industrial Technology, Public Safety and the Career Technical Education Center (CTEC). Additionally, has direct management responsibility for the CTEA grant (ranging from $700,000 to $1,000,000+ annually), provides oversight to Cooperative Work Experience and provides oversight to multiple CTE grants. Accomplishments: Career Technical Education Center (CTEC): Formerly known as Job Placement/Career Services, the CTEC is now a fullservice center providing a broader range of services to students including a wider array of career exploration software Recently launched a new online job-board with state-of-the art features that will benefit students and area employers both. Relocated the CTEC into a more centralized location providing students easier access Worked with CTEC staff to determine what additional services to add to the center, including WorkKeys, ACT Testing services and CTE academic counseling services within the CTEC Cooperative Work Experience (CWE): Re-wrote the CWE curriculum to include Title V updates Prepared student, faculty and employer CWE handbooks specific to the needs of AHC Recruited/trained clerical staff to support the CWE program Career Technical Education Act (CTEA): Managed the application and allocation process for the CTEA grant (ranging in value from $1,000,000+ to $700,000) since Wrote the 5 year CTEA plan in partnership with the grants office Write the annual plan each year based on requests from various departments across campus 31

36 Administrative and Non-Instructional Academic Experience (cont.) Developed a new application process for those interested in applying for CTEA funds which includes a formal application packet, an application timeline, workshops to assist applicants, and a planning team to review/rate/rank the applications. Over the course of 3+ years, the application process has been opened up to all programs across campus with the requirement that their project must be designed to serve CTE students. Small Business Entrepreneurship Center (SBEC): Working with Business Dept. staff, explored the validity of an entrepreneurship lab to serve the needs of CTE students at AHC Met with business, industry and city leaders to discuss entrepreneurship Expanded the lab concept into full-fledged SBEC to serve students of all discipline at AHC as well as the community at large. Center is operational, located in K-12 of the Business Education building co-located with CTEC and Computer Resource Center Established an AHC Foundation account for the Center and currently working with AHC Foundation director on a fundraising campaign in support of the center for future growth and sustainability. PARTNERSHIP & PROGRAM DEVELOPMENT: Reedley College, Reedley, California (August 2006 January 2008) Reedley College: Reedley College and its South Centers are part of the State Center Community College District which covers an area of 6000 square miles in the heart of the San Joaquin Valley and serves 225,000 residents. In excess of 67 areas of study taught by approximately 156 full-time faculty and 400 part-time faculty. Since fall 2000, the combined sites under the Reedley College umbrella have provided services to over 102,000 individuals, amounting to an average of over 11,000 students per semester. Partnership & Program Development: A 100% reassigned time project focusing on Career & Technical Education programs at Reedley College (RC), responsibilities of the position include the coordination of the RC Cooperative Work Experience program, outreach to area secondary schools/businesses to expand existing/develop new partnerships and exploration of potential new CTE programs. Additional responsibilities include representing Reedley College 32

37 Administrative and Non-Instructional Academic Experience (cont.) Accomplishments: Cooperative Work Experience (CWE): CWE program handbooks created and distributed to 350 students enrolled in CWE Spring o Faculty and employer handbooks will be introduced to new CWE faculty and employers beginning Summer 2007 Database of CWE faculty, students and employers developed and used to track student progress in CWE (increasing successful completions) and employer participation in CWE program. Employer recognition plan developed to include personalized correspondence, regular newsletters, and certificates of appreciation. Planned for implementation end of spring Campus and community CWE faculty and employer recruitment outreach project currently under development estimated time of implementation is late April/early May Outreach to Promote Career & Technical Education (CTE): Outreach to area secondary schools including: Multiple site visits to area secondary CTE programs, development of a database of area secondary and RC CTE programs developed and disseminated to all interested CTE faculty and coordination of a joint CTE Partnership and Articulation Summit, with approximately 75 participants from RC and area secondary CTE programs. Partnership developed with Valley ROP (CTE) programs to develop new curriculum created Participation in Workforce Investment Board (WIB) strategic planning Red Team o Coordinated the development of an inventory of RC CTE programs, degrees and certificates, detailing total units, costs and capacity for all CTE programs at Reedley College o Working with Fresno WIB to increase the number of RC CTE certificates/degrees on the WIB Eligible Training Providers List (ETPL) Grant & Program research: Grants researched: Researched/co-authored a faculty development grant Faculty & Counselor Work Experience awarded in the amount of $50,000. Funds to be used for the research and development of new, articulated, course curriculum in Logistics and Supply Chain Management Multiple programs researched include: o San Joaquin Regional Work Readiness Certificate: participating in the regional consortium development of a regional certificate based on WorkKeys assessment tools. o Logistics & Supply Chain Management: co-authored grant for the development of new program curriculum to be offered Spring

38 Administrative and Non-Instructional Academic Experience (cont.) o Maintenance Mechanic Program: participated in the research and development of a maintenance mechanic program at Ruiz Foods, Dinuba o Customer Service Academy: participated in train the trainer workshop and co-authoring new program curriculum in the area of customer service to be offered Spring 2008 Conferences & Workshops o American Association of Community Colleges (AACC) Workforce Development Institute San Diego, CA o Association of California Community College Administrators (ACCCA) annual conference San Francisco o Economic and Workforce Development Conference, San Francisco o California Community College Association for Occupational Education (CCCAOE) Fall conference Anaheim and Spring conference Sacramento o North American Small Business International Trade Educators (NASBITE International) annual conference Vancouver Instructional Experience NON-TENURED, FULL-TIME ENTREPRENEURSHIP INSTRUCTOR: Allan Hancock College, Santa Maria, California (Feb 2012 present) Fulltime Entrepreneurship Instructor: taught various Entrepreneurship courses including Introduction to Entrepreneurship, New Venture Laboratory, Entrepreneurship Projects and Business Communications. Accomplishments: Teaching and Curriculum: (1) Scheduled and presented semester length and special topics entrepreneurship classes, (2) Provided guidance, management and support to New Venture Lab class an opportunity for students to take a product idea to the pre-launch phase, (3) Mentored students and provided guidance regarding educational planning. Department Focus (1) Created new and updated existing curriculum, (2) prepared Program Review Annual Report, (3) provide input for departmental schedule preparation, (4) recruiting/mentoring adjunct faculty Student Focus (1) Provide oversight to student club Entrepreneurship Club, (2) work with CWE students, (3) mentor students & provide course sequencing information TENURED BUSINESS INSTRUCTOR: Reedley College, Reedley, California (Aug 2001 January 2008) Fulltime Business Instructor: Taught General Business and Business Administration Courses including Introduction to Business, Management, Human Resources and Marketing, participated in departmental and campus committees and 34

39 participated in the development of various departmental projects including curriculum development, program review, scheduling and staffing. Accomplishments: Teaching and Curriculum (1) Created new and updated existing curriculum, (2) Prepared and delivered the first online courses offered by the Business department, (3) Mentored and trained business faculty to teach online in order to increase the offerings of online courses leading to a 100% online business degree, (4) Regularly taught minimum of two online courses per semester, (5) Maintained teaching load at, or near, maximum allowable load for 6 years Department Focus (1) Co-chaired and co-authored Business Department Program Review, (2) Co-authored department schedule of courses, course sequencing plans and budgets (3) Co-authored and coordinated the development of VTEA plans for 4 years (4) Recruited, selected and mentored adjunct faculty (5) Chaired two business faculty hiring committees, (6) Serve on multiple tenure committees, (7) Mentored tenure-track faculty members Student Focus (1) Established/revitalized Students in Free Enterprise (SIFE) student leadership organization, (2) Worked with SIFE students leading the team to win multiple regional and national awards, (3) Developed and obtained funding for TBC Jobs and Service Learning Center, (4) Supervise the TBC Jobs and Service Learning - online job-placement service for Reedley College Outreach (1) Developed the Kaleidoscope Mall a Virtual Enterprise (VE) trade fair presented during Kaleidoscope, bringing an average of 350 high school VE students to Reedley College each spring for the past 5 years, (2) Served on Reedley Chamber of Commerce Board of Directors, (3) Serve on Advisory Committees for several area high schools Instructional Experience (cont.) ADJUNCT BUSINESS INSTRUCTOR: Allan Hancock College, Santa Maria, CA (Aug 1999 July 2001) Adjunct Business Instructor: Responsible for the development and presentation of instructional materials in various topic areas in the General Business and Business Administration program areas. Accomplishments: Taught courses as assigned at maximum allowable adjunct load Developed curriculum Business Department Representative on Western Association of Food Chains Management Certificate Program Co-authored Virtual Enterprise curriculum Co-authored multiple grant applications 35

40 Selected College Experiences Association of California Community College Administrators (ACCCA) Mentor Program class of ACCCA Administration 101 class of 2007 Reedley College Strategic Planning Support Team State Center Community College District International Education Committee Faculty Grant Advisor Center for International Trade Development State Center Community College District Previous Reedley College Curriculum & Academic Senate Committee (former dept. rep) AHC Campus Rep for ACCCA since 2008 Attend CCCAOE conference each spring and fall Attended North American Small Business International Trade Educators (NASBITE International) annual conference - Vancouver Attended National Association Community College Entrepreneurship (NACCE) national conference Entrepreneurial & Other Private Sector Experience OWNER/MANAGER: Blacklake Enterprises Nipomo, CA ( ) Blacklake Enterprises: a property and asset management firm providing services to individuals and small accounting & property management firms. Accomplishments: Managed multiple properties, including maintenance and improvement projects, increasing the values of properties for various owners. Provided consultation services for multiple start-up business service firms and property management businesses GENERAL MANAGER & MARKETING DIRECTOR: Investec Management Corporation Santa Barbara, CA ( ) Investec Management Corporation: a commercial property management firm providing management services specializing in shopping centers and outlet centers on the Central Coast of California. Assignments included Santa Maria Town Center West in Santa Maria, CA and the Atascadero Factory Outlet Center in Atascadero, CA. 36

41 Entrepreneurial & Other Private Sector Experience (cont) Facilities Manager: Duties included general management and maintenance of commercial properties. Accomplishments: Developed and maintained ongoing property inspection and maintenance programs Researched, hired and supervised the work of numerous sub-contractors hired for various property improvement and maintenance projects Designed and implemented safety plans for multiple shopping centers Conducted regularly site inspections, identified opportunities for improvements, implemented plans and increased safety ratings General Manager & Marketing Director: Duties included general management of commercial properties, human resource management (including recruitment, training and supervision), supervision of maintenance, establishment of public relations campaigns, interaction with tenants, government entities and media personnel. Accomplishments: Designed and implemented numerous promotional events, increasing traffic flow and public awareness of Center offerings Established and directed Center sponsored annual fundraising events in support of local non-profit agencies, doubling revenues raised annually. Improved occupancy rates and decreased costs associated with maintenance and operations through careful budgeting and financial management. LICENSED RE AGENT/PROPERTY MANAGER: Arroyo Grande Property Management Arroyo Grande, CA ( ) Arroyo Grande Property Management: provided contracted services as a subsidiary of Arroyo Grande Realty, provided property management services to approximately 50 property owners in and around Arroyo Grande, CA. Property Management: Duties of the position included property management and maintenance, public relations, tenant recruitment and management as well as financial management. Accomplishments: Increased the number of clients served by 100% in year 1 and by another 50% in year 2 ultimately serving 150 property owners owning more than 200 properties Institutionalized a computerized management system increasing productivity, customer satisfaction and revenues 37

42 Entrepreneurial & Other Private Sector Experience (cont) PROJECTS COORDINATOR: Flexalon, Inc San Luis Obispo, CA ( ) Flexalon, Inc: a medium sized construction company specializing in the construction of water features for public/private properties including golf courses located in California, Hawaii, Oregon, Pennsylvania and Arizona as well as methane barrier systems for construction projects located in the Miracle Mile area of Southern California. Projects Coordinator: Duties of the position included the coordination of construction teams working in the field, costs estimates, bid generation and interaction with suppliers, customers and governmental entities. Accomplishments: Developed a complete job tracking system using multiple technology based tools coordinating bidding department, supplier and field personnel activities. Increased organizational productivity by nearly 50% - leading to greater retained earnings. RMO, PRESIDENT &FINANCIAL MANAGER: Cremo Construction, Inc Cambria, CA ( ) Cremo Construction, Inc: a small, custom construction company specializing in general engineering projects such as landscaping, sanitation systems and roads. RMO, President & Financial Manager: As the owner and Responsible Managing Officer (RMO) duties of the position included maintaining the licensure for the business as well as field supervision of employees, bidding, financial management, marketing and office management. Accomplishments: Successfully expanded the offerings of the firm Guided the incorporation of the business Successfully managed projects valued at more than $500,000 Increased revenues annually 38

43 Entrepreneurial & Other Private Sector Experience (cont) OWNER/MANAGER: AC Business Services Cambria ( ) A.C. Business Services: a small, personal services firm providing clients with secretarial, accounting and temporary employee placement. Owner/Manager: As owner/manager duties of the position included identifying services to be offered, recruiting/selecting/hiring/placing of temporary staff in local businesses, as well as hiring and supervising subordinate staff. Accomplishments: Successfully launched the first full-service business services business in Cambria Provided quality temporary employees to local businesses, often leading to fulltime, permanent placement Computerized business services projects/products to helping to increase efficiency for clients in various industries, including: construction, agriculture, specialty and general retail, food service, and management firms. OWNER/MANAGER: The Country Gentleman Morro Bay ( ) The Country Gentleman: a small, boutique smoke shop specializing is fine cigars, imported pipes and tobaccos and specialty gifts for smokers. Owner/Manager: As the owner/manager duties of the position included selecting/ordering stock, maintaining inventories, financial records and customer data files, as well as supervising subordinate staff. Accomplishments: Successfully launched the first boutique smoke shop in the tri counties (SLO, SB & Ventura) Designed and hosted multiple trunk shows with various vendors drastically increasing sales and customer base. Developed a customer tracking system (pre-computers) enabling the business to capitalize on its strong customer base at times of sales and special events etc. 39

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