Post on 02-Jan-2016
AGENDA
1. FY15 strategic objectives
2. Participation data and forecast
3. Data sharing
4. Course registration
5. SOP and Letters of Coordination
6. “Transition Mission” ad campaign
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FY15 STRATEGIC OBJECTIVES1. Optimize delivery
a) Demand management
b) Course registration
2. Implement quality assurancea) SOP
b) LOCs
c) Instructor evaluation
3. Upgrade management IT systems
4. Improve service to Guard / Reserves
5. Support MLC expansion
6. Drive expanded outreach and awareness
7. Collect outcome data
3SUSTAIN and GROW
WHERE WE NEED VEI/SERVICES’ SUPPORT
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1. Optimize delivery
2. Implement quality assurancea) SOP
b) LOCs
c) Instructor evaluation
3. Upgrade management IT systems
4. Improve service to Guard / Reserves
5. Support MLC expansion
6. Drive expanded outreach and awareness
7. Collect outcome data
E_TRACK QUARTERLY RUN RATE
*Data as of March 13, 2015** Monthly does not include virtual 5
B&M Virtual Total1,119
19,163 5,270 24,433
Qtr/Qtr Change (Courses) 285% 6% -14% -2% 46% 7% -16% -28%Qtr/Qtr Change (Participants) 290% -8% -5% 15% 49% 1% -17% -59%
Remainder Q2 Forecast
PARTICIPANTS – MONTHLY YoY
6*Data as of March 13, 2015** Does not include virtual
FY14/FY13 Growth 961% 701% 127% 51% 59% 43% 83% 65% 48%
FY15/FY14 Growth 144% 16% 0% 30% 43% -77%
No. of Participants Per Month FY13Average 502.6667Min 56Max 789Range 733Std. Dev 276.8045
No. of Participants Per Month FY14Average 849Min 464Max 1168Range 704Std. Dev 244.5385
No. of Participants Per Month FY15Average 848.4Min 590Max 1134Range 544Std. Dev 197.5432
There is seasonality in the month-to-month course and participant trends.
COURSES – MONTHLY YoY
7*Data as of March 13, 2015** Does not include virtual
FY14/FY13 Growth 1033% 433% 96% 40% 31% 22% 45% 19% 33%
FY15/FY14 Growth 94% 7% 0% 32% 59% -77%
No. of Courses Per Month FY13Average 32.66667Min 3Max 51Range 48Std. Dev 17.90251
No. of Courses Per Month FY14Average 47.5Min 32Max 68Range 36Std. Dev 12.06422
No. of Courses Per Month FY15Average 48.8Min 37Max 62Range 25Std. Dev 9.121403
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E_TRACK GROWTH CONSIDERATIONS
*Data as of February 23, 2015** Includes virtual
E_Track expects Compound Annual Growth Rate (CAGR) of 44% through 2017 to reach 10% Share of TAP; MLC impact is not yet forecast
Services will continue to transition about 250K Service Members per year
The TAP E_Track launched in January 2013.
From its inception the E_Track Program has continued to grow in Service member demand and Program capability.
FY17 - Continuous Improvement Processes maintain program readiness
FY16 - Enterprise systems implemented; outcomes released
FY15 - Increased Program awareness and development of Best Practices
FY14 - Initial funding for training resources and process development
FY13 - Little awareness within the services and no resource funding
E_Track Growth Forecast
TAP v. E_Track Growth Forecast
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E_TRACK SERVICES COMPARISON
*Data as of February 23, 2015** Does not include virtual
Army Navy Air Force Marine National Guard -
20,000
40,000
60,000
80,000
100,000
120,000
140,000
3-Year Projection of Transitioning Service Members
FY14 ProjFY15 ProjFY16 Proj (linear)FY17 Proj (linear)
Service Component
Tran
sition
Pro
jecti
on
15%19%
45%
14%10%
Army Navy Air Force Marine National Guard
Coast Guard Not Reported0
200400600800
1,0001,2001,4001,600
Entrepreneurship Participation by FY Qtr and Service
FY13-2FY13-3FY13-4FY14-1FY14-2FY14-3FY14-4FY15-1
Services
Parti
cipan
ts
45%
10%
26%
6%
1%3%
9%
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E_TRACK QUARTERLY FORECAST
FY13, Q2 FY13, Q3 FY13, Q4 FY14, Q1 FY14, Q2 FY14, Q3 FY14, Q4 FY15, Q1 FY15, Q2 FY15, Q3 FY15, Q4
B&M
532 2075 1917 1826 2100 3120 3142 2621 2542 3582 3646
Vir-tual
NaN NaN NaN 314 1091 1926 1108 573 1376.96 1640.16 1185.44
To-tal
532 2075 1917 2140 3191 5046 4250 3194 3918.96 5222.16 4831.44
Cum 532 2607 4524 6664 9855 14901 19151 22345 26263.96 31486.12 36317.56
500
1,500
2,500
3,500
4,500
5,500
6,500
7,500
8,500
9,500
2500
7500
12500
17500
22500
27500
32500
37500
Qua
rter
ly P
erfo
rman
ce
*Data as of February 23, 2015** Includes virtual
“SHARE OF TAP (SHOT)” RATIO INSTALLATION DATA
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Strive to replicate best practices from similar sized higher “SHOT” installations
0 1000 2000 3000 4000 5000 6000 7000 8000 9000 100000%
5%
10%
15%
20%
25%
30%
35%
40%
45%
Performance Overview Percent of Tap Population in B2B
Installation TAP Population
% o
f TAP
par
ticip
ants
in B
2B 2
-Day
Cou
rse
Higher Yield-Lower TAP Population
Medium Yield-Higher TAP Population
Lower Yield-Higher TAP Population
• Relationship between total TAP population and the percentage that participate in E_Track = “Share of TAP (SHOT)” ratio.
• Smaller TAP populations tend to have the highest SHOT ratio• Larger TAP populations tend to have lower SHOT ratio
INSTALLATION “SHOT” RATIO PATTERNS
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1. The highest yielding installations tend to be smaller in overall TAP population
2. We recognize that installations with larger TAP populations have more ground to cover with not necessarily more resources
3. Possibly missing a large group of potential B2B participants that could be attributed to lack of awareness, resource constraints, etc.
4. There is a small subset of installations achieving within the 5-10% yield range with high TAP populations
5. What are they doing differently?
Observations:
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DATA SHARING PROCESS MAPTSM Receives Pre-
Separation Counseling
TSM completes DD Form 2648
TSM directed to B2B
registration
Registration populated by DMDC data
DMDC Data
TACL
ACAP 21 (Army)
AFFIRST (Air Force)
(Navy/Marines)
B2B IT System
DoD Data Sharing Agreement- TBD
Conduct 2 day course
2 day Course Completion
Data
Conduct 8 week course
DD Form 26481. Name2. SSN3. Pay Grade4. DOB5. Service6. Component7. Duty Station8. Date of Separation9. Transition Type10. Consent to be contacted11. Desired Counseling: -“Information concerning veterans small business ownership and entrepreneurship programs”12. Relocation Assistance13. Education Benefits14. Physical and Mental
B2B Program Office
Relationships b/t variables
Performance Metrics
Forecasting
Optimization
1. Total T-GPS population2. Total Elect B2B3. Total 2 day to 8 week -Demographics4. Cost per participant5. % Likely to start a business6. Probability to start business7. Time from training to business
ownership8. Military demographic analysis9. Impact of B2B on successful
transitionBusiness Ownership
Register 8 Week
Course
IVMF Registration populated by B2B
data
1. TSM individual data (PII)2. T-GPS elections (Entrepreneurship
track)3. T-GPS population demographics4. Veteran owned business statistics5. Veteran business owner
demographics1. Military2. B2B training
8 wk Course Completion
Data
Data
Outputs
Information Collected
Information Used
Data Sharing – Pending
Data Flow
System
DD Form 29581. Name2. DoD ID #3. Pay Grade4. Service5. Unit6. Transition date7. Consent to be contacted8. Completed T-GPS track:
Entrepreneurship
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COURSE REGISTRATION FUTURE STATE
• Improved registration form at OMB for approval• Believe gaps exist between ID of E_Track interest
at ITP and conversion to and documentation of course participation
• E2E flow of registration/participation data– Integration of SBA form data into Services current
forms and process• Automation and mobile/web enablement of
registration
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SOP HIGHLIGHTS
• Flows down from MOU• Services responsibilities• Service member’s responsibilities• SBA’s responsibilities
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LOC IMPLEMENTATION PLAN
• Coordination between SBA district offices (63) and installations (~170)
• HQ assistance as required• Signatures: SBA District Directors, Installation TSMs?• Execute Q315-Q415
Finalize and Clear SOP
Issue instructions to District offices
Socialize draft LOCCoordinate w OSD, Services
OCT NOV DEC JAN FEB MAR APR MAY JUN JUL AUG SEPTFY15Q1 FY15Q2 FY15Q3 FY15Q4
Coordination callsSigning mtgs. as desired
Installation, DO implementationProvide LOC template/draft
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ADDITIONAL M&O
• Engagement of Boots to Business graduates • Boots to Business collateral refresh • Ongoing social media (spotlights, relevant
articles, inspirational stories, news about upcoming events, etc.)
• Ongoing media relations (earned and paid)• Transition specific newspapers • Attendance at partner led events
What are your success stories and local M&O tactics?