19F - WIA STRATEGIC PLAN 2013-2017

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annual reports, offer important data but not any method beyond "counting" to support its theoretical basis. The advantages of the CSUF study are that it targets the Santa Ana WIB directly, explicitly lists the basis for its data collection, publishes its mathematical confidence level for quantitative and qualitative analysis, and lists the limits on its metrics. The advantages of the Orange County study are that it is regional and explains in plain language what its data means and the reasons that each metric is important. Metrics used to assess programs include: Internal measures. The WIB summarizes its program participation and expenditures on a quarterly and annual basis pegged to its July —June fiscal year. Each agency funded by the WIB or supporting its activities within Santa Ana's submits an annual strategic plan and projection. Each plan describes its vision and mission and goals for the year, its outreach approach as appropriate, and its process for determining success. Internal measures include numbers of client contacts, number of clients served, number who graduate from specific educational and vocational programs and job services, number of job orders, number of recruitments, cost per client, cost per job acquired, and career growth by supported workers. At a more detailed level, they included which services (eg. Internet search ,WIC, etc.) were utilized by participants and at what rates. External measures. External measures are provided by outside agencies hired by the WIB to insure an added level of objectivity in assessing its impact. They include (but are not limited to) the direct quantitative measures such as those listed for internal analysis, plus several others: • Secondary and induced jobs, using direct measures and multipliers standardized by industry; • Local, state, and federal taxes generated by direct and "multiplied" jobs; • Dollars saved as workers exit government social support systems; • Overall return on investment generated by combining these measures with the net present value of the expenditures; • Dates of job starts, job duration, pay upon entry and exit, time lag after program participation before employment or re- employment or promotion; and • Most intense calendar quarters for workforce services, as feedback for internal measures and staff planning. Qualitative results based on both comprehensive and selective random interviews with program participants to determine user satisfaction, learning, and perceived effectiveness: Taken during program participation, at program exit, and as follow -up interviews up to six months after program exit. • Correlated with age, sex, racial - ethnic, and other demographic characteristics. 14 19F -19