Effective, viable, and cost saving methods for delivering the South Carolina Department of Social Services' training programs that were different from the delivery methods currently utilized is the purpose of this project.  Better use of the Agency's existing technological capabilities might be one avenue to explore. Additionally, computer-based training has been a recurring suggestion from training program participants

Cokley, Allyssa B.

South Carolina State Documents Depository

Digitized by South Carolina State Library
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~, G57
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CERTIFIED PUBLIC MANAGER (CPM)
PROJECT PAPER
COST SAVING DELIVERY OF TRAINING
SUBMIT1ED BY:
ALLYSSA B. COKLEY
SOUTH CAROLINA DEPARTMENT OF SOCIAL SERVICES
MARCH 26, 2002
S. G. STATE LIBRARY
STATE DOCUMENTS
Digitized by South Carolina State Library
PROBLEM STATEMENT
Due to budget constraints, I wanted to explore effective, viable, and cost saving methods
for delivering the Agency's training programs that were different from the delivery
methods currently utilized. I chose this topic because the Agency currently conducts
most ofthe training in the Columbia area and at off-site facilities. Using this method of
training delivery has resulted in expenses related to (l) travel for the participants (e.g.;
vehicle mileage & gas, lodging, food expenses, and staff salaries for travel time); and (2)
staff salaries for time to pack, transport, and set-up training materials.
I speculated that better use ofthe Agency's existing technological capabilities might be
one avenue to explore. Additionally, computer-based training has been a recurring
suggestion from training program participants. I used the Transportation Training
program to illustrate the pros and cons ofan alternate training delivery method.
The strategic management plan for SC Dept. of Social Services includes seven excellence
initiatives in the following areas: leadership, strategic planning, focus on stakeholders,
information & analysis, focus on staff, process management, and performance
management. My project relates to each ofthe seven initiatives in the following ways:
1. Leadership: The leadership initiative deals with the leadership of the Agency
becoming aligned behind a common vision and that vision being in line with our
mission. The leadership training is an integral part of sharing the vision within
the Agency. It is one ofthe most expansive avenues the agency has to
communicate a common message to the different levels ofmanagement within the
I
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Agency. If budget constraints result in a reduction in the delivery of the
management/leadership training, there would undoubtedly be a diminished
capacity within the Agency to share the vision ofthe Agency. Needless to say,
this would be counter-productive to this particular initiative.
2. Strategic Planning: This initiative relates to collaboration, innovation and
accountability. If! can find a more innovative way to deliver the Agency's
training programs through a collaborative effort with the Information Technology
staff, I will have met two ofthe three points in this initiative. The accountability
component would be addressed in the reporting of cost savings while at the same
time maintaining quality training.
3. Stakeholder Focus: It could be argued that the employees of the Agency are the
stakeholders when it comes to the Agency's training programs. However, I
believe the constituents of SC are also stakeholders and they have an expectation
that we will be good stewards oftheir money. Ifa new approach to training
delivery can be implemented which will benefit Agency employees and save
taxpayer dollars, then I believe I will have been successful in focusing on our
stakeholders.
4. Information and Analysis: This initiative entails an understanding ofthe services
we deliver and analyzing ways to streamline the processes involved in service
delivery. My project involves looking at and analyzing the current way we
deliver training in this agency. Then comparing the current method with possible
alternatives.
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5. Focus on Staff: Ways to enhance job satisfaction, morale and participation are at
the crux of this initiative. It has been a recurring request from employees that
SD&T explore ways to bring training to the employees' location rather than have
them come to us. If this can be achieved, we may see a slight increase in all of
the areas addressed by this initiative.
6. Process Management: Primarily this initiative focuses on re-engineering, support
services, and quality assurance. In seeking a different, efficient method of
training delivery while still pursuing quality programs, this initiative will be
addressed.
7. Performance Management: An effective strategic plan should include an
assessment and improvement-planning step. This last initiative incorporates both
and is included in the evaluation phase of my project.
DATA COLLECTION
In order to identify potential cost savings, I first needed to identify costs associated with
training currently being delivered. To do this I utilized a cost center report that is
generated on a monthly basis. The cost center report details expenses related to lodging,
food, mileage, and vehicles for specific training. I discovered in working with the cost
center report that it does not represent all expenses nor does the information contained in
the report guarantee that all expenses for a particular area are included. So rather than
take it at face value, I used the information as a reference point. The cost center report
also excludes staff salaries associated with training. To gain a more accurate picture, I
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Digitized by South Carolina State Library
wanted to include this information and did so by getting an average salary ($29,090.59)
for employees ofthis agency from our Human Resources division.
Once I determined the costs associated with training as it is currently delivered, I was
able to extrapolate cost savings based upon some assumptions. This, however, did not
help with determining costs associated with an alternate method oftraining delivery.
With help from our in-house computer guru, I comprised some cost information for an
alternate method that surfaced.
DATA ANALYSIS
Not all of the training conducted by the Agency would lend itself to being delivered in a
non-traditional format. Many ofour courses include participant interactions through
small or large group activities and, without these interactions, the effectiveness of the
course would be compromised. However, we do have some courses which could be
implemented through non-traditional means and remain just as effective as they would be
in a group setting. For the purposes of illustrating potential cost savings, I examined the
Transportation Training that was conducted in October 2001.
Below you will see a comparison between the [estimated] actual cost ofthe training
delivered in four areas around the state versus the estimated cost of the same training
delivered via a computer-based method utilizing a program called NetMeeting.
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Traditional delivery method:
This training was delivered in four areas ofthe state (Columbia, Charleston, Greenville
and Florence) as a one-day training course for an average of30 participants per session.
Seven trainers and four facilitators were utilized for each session. On average, six of the
eleven trainers/facilitators traveled the day prior to training for distance and set-up
purposes.
Trainers/facilitators, expenses
8 staff@ 16.375 hrs (to account for travel and set-up day prior) $7,330.76
(hourly salary*6 people*#hours used over 2 days*4 sessions)
3 staff@ 11.75 hrs (those who traveled the day of training) $1,972.59
Overnight accommodations for 8 staff@ $65 per room $ 520.00
Participants' expenses
30 participants @ 8.5 hrs (inc!. est. avg. travel time of30 min.) $14,269.80
Overnight accommodations for avg. of3 participants (these were
generally people who could not attend the session in their area) $ 195.00
Room rental
1 large meeting room $
1 break-out room '" '" $
350.00
200.00
Total cost to deliver training $24,838.15
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Alternate/Computer-based training delivery method:
This method would utilize a program called NetMeeting. This program is a standard
feature with Windows98 and above; therefore, all Agency computers come loaded with
this feature and no additional purchases or programming would be needed. With this
method each trainer could deliver their section of the training from their desk, ifdesired.
However, since the trainers worked in teams, I based calculations on the utilization of the
DSS computer lab in Columbia as the point ofdelivery (all trainers would present from
this location).
There were approximately three participants from each of the 40 counties. Each county
would have at least one designated computer for utilization ofNetMeeting. Travel time
for participants would be nonexistent since the computer used for the presentation would
be located in the office in which they normally work.
Although all trainers were present at the training facility when training was delivered
around the state, all trainers were not physically present for the actual presentation of
materials; therefore, I did not assume that all trainers would be physically present for the
presentation in this format, rather they would only be present for presentation oftheir
section.
Theoretically, training delivered in this fashion could be delivered in one session.
However, realistically, two sessions would probably be needed for ease in fielding
questions and to accommodate those who could not be present for a specific date.
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Digitized by South Carolina State Library
Trainers/facilitators' expense
5 staff (no facilitators would be necessary) @ 2 hrs $279.80
(hourly salary*5 people*#hours used*2 sessions)
This calculation accountsfor coverage ofthe examples previously explored in the
break-out groups and time for questions.
2 staff @ 6 hrs $335.76
(2 staff did not live in the Columbia area; therefore, their travel time has been
factored into the calculation)
Participants' expenses
60 participants @ 6 hrs $10,072.80
Total cost to deliver training $10,688.36
Note: The cost to develop the material andprintfor participants would remain the same
regardless ofdelivery method; therefore, it was notfactored into the calculation. Only
those figures which would change were explored
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IMPLEMENTATION PLAN
In order to implement the use ofNetMeeting, there are several steps that must be taken. I
have listed those steps below:
1. Feasibility results from Charly Reese in the DSS IT dept.
2. Approval ofthe pilot plan which would involve several computers within the
confines of the DSS state office building on Confederate Avenue in Columbia and
possibly several outlying county offices.
3. Training of identified users for the pilot program, regarding how to use the
system. This would most likely be conducted by me and should not take more
than one week.
EVALUATION
Evaluation of the pilot program would take place after a three-month trial period and
in a focus group setting, coordinated by me and including all users of the pilot
system.
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ACTION PLANNING
Action planning would include:
1. Development of recommendations, by the focus group, to (a) abandon the project;
(b) make adjustments and retry the pilot; (c) make adjustments and begin
statewide implementation; or (d) approve the pilot program as it is and begin
statewide implementation.
2. Ifthe focus group recommends that the program be implemented statewide, the
focus group would also be responsible for drafting a proposed training schedule.
This, however, could be done over the phone with the county directors and
division heads or their appointees.
3. Development of a procedural manual for use of the new system. This task would
most likely be completed by me, and then submitted for approval to the Agency
heads.
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Cost saving delivery of training

South Carolina State Library Digital Collections

Digitized by South Carolina State Library6~5q5Ht~, G57(J)fj ICERTIFIED PUBLIC MANAGER (CPM)PROJECT PAPERCOST SAVING DELIVERY OF TRAININGSUBMIT1ED BY:ALLYSSA B. COKLEYSOUTH CAROLINA DEPARTMENT OF SOCIAL SERVICESMARCH 26, 2002S. G. STATE LIBRARYSTATE DOCUMENTSDigitized by South Carolina State LibraryPROBLEM STATEMENTDue to budget constraints, I wanted to explore effective, viable, and cost saving methodsfor delivering the Agency's training programs that were different from the deliverymethods currently utilized. I chose this topic because the Agency currently conductsmost ofthe training in the Columbia area and at off-site facilities. Using this method oftraining delivery has resulted in expenses related to (l) travel for the participants (e.g.;vehicle mileage & gas, lodging, food expenses, and staff salaries for travel time); and (2)staff salaries for time to pack, transport, and set-up training materials.I speculated that better use ofthe Agency's existing technological capabilities might beone avenue to explore. Additionally, computer-based training has been a recurringsuggestion from training program participants. I used the Transportation Trainingprogram to illustrate the pros and cons ofan alternate training delivery method.The strategic management plan for SC Dept. of Social Services includes seven excellenceinitiatives in the following areas: leadership, strategic planning, focus on stakeholders,information & analysis, focus on staff, process management, and performancemanagement. My project relates to each ofthe seven initiatives in the following ways:1. Leadership: The leadership initiative deals with the leadership of the Agencybecoming aligned behind a common vision and that vision being in line with ourmission. The leadership training is an integral part of sharing the vision withinthe Agency. It is one ofthe most expansive avenues the agency has tocommunicate a common message to the different levels ofmanagement within theI20flODigitized by South Carolina State LibraryAgency. If budget constraints result in a reduction in the delivery of themanagement/leadership training, there would undoubtedly be a diminishedcapacity within the Agency to share the vision ofthe Agency. Needless to say,this would be counter-productive to this particular initiative.2. Strategic Planning: This initiative relates to collaboration, innovation andaccountability. If! can find a more innovative way to deliver the Agency'straining programs through a collaborative effort with the Information Technologystaff, I will have met two ofthe three points in this initiative. The accountabilitycomponent would be addressed in the reporting of cost savings while at the sametime maintaining quality training.3. Stakeholder Focus: It could be argued that the employees of the Agency are thestakeholders when it comes to the Agency's training programs. However, Ibelieve the constituents of SC are also stakeholders and they have an expectationthat we will be good stewards oftheir money. Ifa new approach to trainingdelivery can be implemented which will benefit Agency employees and savetaxpayer dollars, then I believe I will have been successful in focusing on ourstakeholders.4. Information and Analysis: This initiative entails an understanding ofthe serviceswe deliver and analyzing ways to streamline the processes involved in servicedelivery. My project involves looking at and analyzing the current way wedeliver training in this agency. Then comparing the current method with possiblealternatives.30flODigitized by South Carolina State Library5. Focus on Staff: Ways to enhance job satisfaction, morale and participation are atthe crux of this initiative. It has been a recurring request from employees thatSD&T explore ways to bring training to the employees' location rather than havethem come to us. If this can be achieved, we may see a slight increase in all ofthe areas addressed by this initiative.6. Process Management: Primarily this initiative focuses on re-engineering, supportservices, and quality assurance. In seeking a different, efficient method oftraining delivery while still pursuing quality programs, this initiative will beaddressed.7. Performance Management: An effective strategic plan should include anassessment and improvement-planning step. This last initiative incorporates bothand is included in the evaluation phase of my project.DATA COLLECTIONIn order to identify potential cost savings, I first needed to identify costs associated withtraining currently being delivered. To do this I utilized a cost center report that isgenerated on a monthly basis. The cost center report details expenses related to lodging,food, mileage, and vehicles for specific training. I discovered in working with the costcenter report that it does not represent all expenses nor does the information contained inthe report guarantee that all expenses for a particular area are included. So rather thantake it at face value, I used the information as a reference point. The cost center reportalso excludes staff salaries associated with training. To gain a more accurate picture, I40flODigitized by South Carolina State Librarywanted to include this information and did so by getting an average salary ($29,090.59)for employees ofthis agency from our Human Resources division.Once I determined the costs associated with training as it is currently delivered, I wasable to extrapolate cost savings based upon some assumptions. This, however, did nothelp with determining costs associated with an alternate method oftraining delivery.With help from our in-house computer guru, I comprised some cost information for analternate method that surfaced.DATA ANALYSISNot all of the training conducted by the Agency would lend itself to being delivered in anon-traditional format. Many ofour courses include participant interactions throughsmall or large group activities and, without these interactions, the effectiveness of thecourse would be compromised. However, we do have some courses which could beimplemented through non-traditional means and remain just as effective as they would bein a group setting. For the purposes of illustrating potential cost savings, I examined theTransportation Training that was conducted in October 2001.Below you will see a comparison between the [estimated] actual cost ofthe trainingdelivered in four areas around the state versus the estimated cost of the same trainingdelivered via a computer-based method utilizing a program called NetMeeting.50fl0Digitized by South Carolina State LibraryTraditional delivery method:This training was delivered in four areas ofthe state (Columbia, Charleston, Greenvilleand Florence) as a one-day training course for an average of30 participants per session.Seven trainers and four facilitators were utilized for each session. On average, six of theeleven trainers/facilitators traveled the day prior to training for distance and set-uppurposes.Trainers/facilitators, expenses8 staff@ 16.375 hrs (to account for travel and set-up day prior) $7,330.76(hourly salary*6 people*#hours used over 2 days*4 sessions)3 staff@ 11.75 hrs (those who traveled the day of training) $1,972.59Overnight accommodations for 8 staff@ $65 per room $ 520.00Participants' expenses30 participants @ 8.5 hrs (inc!. est. avg. travel time of30 min.) $14,269.80Overnight accommodations for avg. of3 participants (these weregenerally people who could not attend the session in their area) $ 195.00Room rental1 large meeting room $1 break-out room '" '" $350.00200.00Total cost to deliver training $24,838.1560fl0Digitized by South Carolina State LibraryAlternate/Computer-based training delivery method:This method would utilize a program called NetMeeting. This program is a standardfeature with Windows98 and above; therefore, all Agency computers come loaded withthis feature and no additional purchases or programming would be needed. With thismethod each trainer could deliver their section of the training from their desk, ifdesired.However, since the trainers worked in teams, I based calculations on the utilization of theDSS computer lab in Columbia as the point ofdelivery (all trainers would present fromthis location).There were approximately three participants from each of the 40 counties. Each countywould have at least one designated computer for utilization ofNetMeeting. Travel timefor participants would be nonexistent since the computer used for the presentation wouldbe located in the office in which they normally work.Although all trainers were present at the training facility when training was deliveredaround the state, all trainers were not physically present for the actual presentation ofmaterials; therefore, I did not assume that all trainers would be physically present for thepresentation in this format, rather they would only be present for presentation oftheirsection.Theoretically, training delivered in this fashion could be delivered in one session.However, realistically, two sessions would probably be needed for ease in fieldingquestions and to accommodate those who could not be present for a specific date.70f10Digitized by South Carolina State LibraryTrainers/facilitators' expense5 staff (no facilitators would be necessary) @ 2 hrs $279.80(hourly salary*5 people*#hours used*2 sessions)This calculation accountsfor coverage ofthe examples previously explored in thebreak-out groups and time for questions.2 staff @ 6 hrs $335.76(2 staff did not live in the Columbia area; therefore, their travel time has beenfactored into the calculation)Participants' expenses60 participants @ 6 hrs $10,072.80Total cost to deliver training $10,688.36Note: The cost to develop the material andprintfor participants would remain the sameregardless ofdelivery method; therefore, it was notfactored into the calculation. Onlythose figures which would change were explored80f10Digitized by South Carolina State LibraryIMPLEMENTATION PLANIn order to implement the use ofNetMeeting, there are several steps that must be taken. Ihave listed those steps below:1. Feasibility results from Charly Reese in the DSS IT dept.2. Approval ofthe pilot plan which would involve several computers within theconfines of the DSS state office building on Confederate Avenue in Columbia andpossibly several outlying county offices.3. Training of identified users for the pilot program, regarding how to use thesystem. This would most likely be conducted by me and should not take morethan one week.EVALUATIONEvaluation of the pilot program would take place after a three-month trial period andin a focus group setting, coordinated by me and including all users of the pilotsystem.90f10Digitized by South Carolina State LibraryACTION PLANNINGAction planning would include:1. Development of recommendations, by the focus group, to (a) abandon the project;(b) make adjustments and retry the pilot; (c) make adjustments and beginstatewide implementation; or (d) approve the pilot program as it is and beginstatewide implementation.2. Ifthe focus group recommends that the program be implemented statewide, thefocus group would also be responsible for drafting a proposed training schedule.This, however, could be done over the phone with the county directors anddivision heads or their appointees.3. Development of a procedural manual for use of the new system. This task wouldmost likely be completed by me, and then submitted for approval to the Agencyheads.10 of 10

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Cost saving delivery of training

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