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It is not clear, though, how many of the students were interested in pursuing an associate degree while also pursuing real estate licensure, or how many already had a degree. This circumstance points to the importance of information on both labor market student needs to 21 ensure that noncredit programs do not divert interested students from credit programs. Furthermore, it raises the more fundamental issue of how to determine whether to offer a course in credit or noncredit.
In addition to state funding and labor market demands, the case study colleges also reported other considerations when deciding whether to offer a course for credit or noncredit. Some colleges report that the quick start-up time for noncredit courses allows for responsiveness to labor market needs. Over time, noncredit administrators can assess the demand for the course and determine if they should go through the college and sometimes state-level approval process to offer the course for credit. Whether the noncredit course would fit as part of a degree program is also a consideration in moving the course to credit. For example, Cy-Fair College considers whether a course would be part of a program of study as required by its accreditation agency.
In addition, the instructional approach is considered. One respondent noted that some characteristics of noncredit classes, such as their short-term nature, open entry-open exit policies, and lack of assessment represent the key differences between credit and noncredit.
State policy may support this role for community colleges through workforce training funds. Through serving employers, community colleges may develop a range of 22 programs that reflect the local labor market needs and take a variety of forms, depending on employer preference.
As writing thesis service reflected in their funding policies, states may have a general philosophy on noncredit workforce education. In particular, noncredit education is seen as a way to support the growth of local businesses and entice additional businesses to move to the state. But, to get technicians, they need to get them in the local workforce. They are often designated for workforce development in targeted industries and to recruit new employers into the state as part of incentive packages offered to businesses.
Because training programs are administered in a variety of locations at the state level, these funds are often used to support noncredit training by a variety of providers within the workforce development system, not just community colleges, but including private training institutes and community based organizations. Within community colleges, these funds typically support activities conducted through contract training. Whether funds for training provide for a specified role for community colleges is of key importance to noncredit workforce programs. In 35 states, training funds directly specify the community college as the fiscal agent or the preferred training provider (see Figure 3). This provides a greater chance that the funds will support community college noncredit programs, often via customized training. In contrast, in states that do not specify a particular role for community colleges, employers may choose how to use the funds and may not use noncredit community college programs for training. Workforce funds tend to fluctuate from year to year.
Illinois has had recent decreases in workforce training funds due to a shortage in state-level revenues. Louisiana has not provided any workforce training funds since the Katrina disaster. Conversely, some states have had recent increases in workforce funds or are planning for increases. Figure 3: Community Colleges Have a Specified Role in State Workforce Training Funds Source: CCRC interviews with state policymakers.
To receive these funds, Valencia must forecast economic trends and training needs and then quickly develop programs in response.
Other noncredit program leaders have described themselves as having business sense: the ability to forecast economic trends and training needs in order to get state funding.
The case study colleges reported working with particular employers that reflect the industries in their local labor markets. Several other colleges reported that they work with a mix of industries, including the public sector. Gulf Coast Community College counted the local fire and police departments, as well as the public school district, as clients for its noncredit programs.
Tyler Junior College has developed courses to support the service industries that are replacing the declining manufacturing industry in the local area. Employers differ in the types of training they want for their employees. While noncredit programs are often well suited to meet employer needs because of their flexibility, in some instances employers prefer credit courses.
Colleges have adapted to these preferences by bringing together credit and noncredit programs in order to move courses between the two formats. Courses at Anne Arundel Community College can be transitioned from credit to noncredit or vice versa based on the needs of the employer. Similarly, Wenatchee Community College is piloting programs where it sells seats in credit classes in writing thesis service chunks for noncredit students, thereby enabling the students to enroll in specific noncredit modules of the credit courses. Milwaukee Area Technical College also repackages credit courses to suit employer demands to provide short- term, competency-based courses. Translating courses from noncredit to credit also occurs. The writing thesis service company later became interested in credit classes, so the noncredit division worked with the dean of applied science to develop a credit program. In response to a request by a local insurance company, Cumberland County College developed a program to articulate a noncredit insurance course with a business 25 degree. The noncredit program uses a curriculum from the American Insurance Institute and can yield up to 12 credits. The college was able to transfer credit without difficulty because it was certified by the American Council on Education.
It is part of a two-year sequence along with several credit courses, including a general business course, business law, and English composition. The company wanted its employees to gain the insurance skills that they need and also to have the opportunity to earn a degree. The college offered an intensive summer remedial course to help students bring their skills up to the level needed to enroll in the degree program.