Qualities of a High Impact Board 2017 Workforce Development Symposium February 9, 2017

Transcription

1 Qualities of a High Impact Board 2017 Workforce Development Symposium February 9, 2017 Maher and Maher Presentation Title 1

2 Today s Presenter ETHICS DISCLAIMER This presentation reflects my (personal) views of the changes implied by WIOA and the actions a proactive workforce system professional may want to consider in preparing for the new Law. It is not reflective of Federal policy nor, in any way, shaped by any specific knowledge thereof. Beth A. Brinly Vice President, Workforce Innovation Maher & Maher This presentation has been funded, either wholly or in part, with federal funds from the U.S. Department of Labor, Employment and Training Administration under contract number Q131A22098DOL-ETA-14-U The contents of this publication do not necessarily reflect the views or policies of the Department of Labor, nor does mention of trade names, commercial products, or other organizations imply endorsement by the U.S. Government. Maher & Maher 2

3 Today s Objectives Review WIOA Expectations Discuss High Impact Workforce Investment Boards Explore Strategic vs. Tactical Boards Implications for the South Carolina Workforce Development Board Questions and Discussion Maher & Maher 3

4 WIOA Expectations 4 Maher & Maher 4

5 Priorities of WIOA Maher & Maher 5

6 Strategic Boards Key Responsibilities: Focus on continuous improvement of the South Carolina workforce development delivery system Develop a South Carolina One- Stop certification process Develop and implement: State Plan & performance measures Aligned policy to support sector strategies and career pathways New Responsibilities: Create an agile system that identifies and responds quickly to the needs of focus industries and populations Engage employers Develop career pathways Strengthen connections between core programs Promote proven and promising practices Effectively using technology 6 Maher & Maher 6

7 System Planning Inputs Human Capital Funding Partners Infrastructure Data Value Added Processes Career Development Workforce Readiness Job Seeker Services Employee Services Employer Services Outputs Skilled / Dynamic Workforce WorkReady Youth Performance Customers Competitive Employers Quality Control WIOA Performance Additional Standards Credentialed Workers Customer Satisfaction Economic Prosperity Maher & Maher 7

8 Your Role in the Strategic Planning Process Vision Structure Ownership Integration of initiatives Leveraged investments Manage resources with the customer in mind Operate as a system Braid resources with system partners Maher & Maher 8

9 Questions? Comments? Maher & Maher 9

10 High Impact Workforce Boards Maher & Maher 10

11 Goals for WDBs Work strategically Effectively and efficiently attract and manage resources Have a strong and engaged board that drives the strategy development and implementation for the workforce system Maher & Maher 11

12 Strategic Planning & Implementation Planning comprehensive and inclusive Aligns with other state agency plans Measurable goals beyond WIOA Living document focused on continuous improvement Sectors approach to employer engagement and career pathways development Maher & Maher 12

13 Developing & Managing Resources Identifies new resources for discretionary projects in alignment with strategic goals The budget leverages funds and assets of other state agencies and partners Effective use of technology to manage, deliver and maximize the efficient use of programs Maher & Maher 13

14 Managing the Work of the Board Membership is diverse, represents the targeted sectors and business driven Measures its effectiveness and that of the workforce system Focused on continuous improvement based on federal, and state measurements Maher & Maher 14

15 Questions? Comments? Maher & Maher 15

16 Strategic vs. Tactical Boards

17 The WIOA Vision TEGL #19-14 The WIOA Vision TEGL #19-14 states that the revitalized workforce system will be characterized by three3 critical hallmarks of excellence: The needs of business and workers drive workforce solutions; One-Stop Centers (or American Job Centers) provide excellent customer service to jobseekers and employers and focus on continuous improvement; and The workforce system supports strong regional economies and plays an active role in community and workforce development. Both Strategic and Tactical Action are required for a Board to reach necessary outcomes, and to fulfill the promise of WIOA Vision So how do we differentiate between Strategic and Tactical Action? Maher & Maher 17

18 Strategic v. Tactical Tactical Strategic What this Means within a WIOA Context Asks How? Asks Why and What? Not just interested in how individual programs may serve customers, but focuses on the bigger picture of modernizing the workforce system and ensuring it operates as a comprehensive, integrated and streamlined system for all workers and businesses Reviews Real Time Analytics Focuses on current conditions Manages processes Connects Activities to Vision, Mission, and projected future need Focuses on emerging economic trends and labor market patterns Guides system development by defining goals and supporting transformational partnerships Goes beyond simply looking at workforce and occupational data, but uses data to set future goals, create strategic plans, performance improvements, and ensure system excellence Understands and allocates resources to respond to current workforce skill needs while simultaneously planning for projected future industry needs. Has strong industry sector partnerships in place informing board decisions Moves away from managing day to day processes and more toward capacity building, emphasizing lasting connections between core programs and relationships with industry Determines success by reviewing outcomes relative to short-term performance measures Evaluates system performance using board defined measures and targets that are reflective of local and regionally defined needs Emphasizes regional planning and alignment with economic development strategy, creation of career pathways, and development of work-based learning for the long-term success of the workforce. Maher & Maher 18

19 Strategic Boards Serve as the keeper of a guiding vision, and engages funders, partners, employers, and community members around that vision Are committed to identify employer centric solutions through strategic partnerships and collaborative service Have an effective structure and measurement process including assessing, reporting and seeking to improve program outcomes Maher & Maher 19

20 WIOA Vision WIOA drives a vision for more strategic action by Workforce Boards, with particular focus on a unified vision for workforce development shared by all levels of Boards within a state, more extensive collaboration with partners and employers, and expanded accountability and transparency. In the realm of strategic activities, Boards will want to consider items such as: The impact of common performance measures, New employer measures, Career pathways for adult and youth populations, Sector strategies, The re-envisioning of American Job Centers (AJC), Staff capacity building, One Stop / AJC procurement, cost sharing, and certification, along with many other issues. Today, we will select Sector Strategies as an example category, and walk through the process of delineating and planning for both Strategic and Tactical Action Maher & Maher 20

21 Sector Strategies A comprehensive approach to identifying and responding to the broad workforce needs of an industry sector within a State or Region Looks to planning long term strategies for the economic growth and development of an industry within an area over time Consists of goals, plans of action, policies, and service delivery strategies developed and continuously re-examined to meet the needs of employers Proven framework for addressing skill gaps and engaging industry in education and training Required element of regional planning in alignment with local labor market needs for identified in-demand sectors and occupations. Maher & Maher 21

22 Sector Partnerships Focused, active partnerships among businesses in a target industry sector Critical partners include workforce development organizations, educators, training providers, labor unions, community organizations, and other key stakeholders Activities improve access to quality training and good jobs that increase job quality in ways that also strengthen that industry s workforce Maher & Maher 22

23 Core Capabilities of a High-Performing State Sector Partnership Strategy Shared Vision and Goals Industry Data Analysis and Tools Training and Capacity Building Awareness and Industry Outreach Administrative and Legislative Policy Performance Measurement Develop a shared vision, across key agencies, of sector strategies that focuses on serving and positively impacting the state s economy and jobseekers. Provide rigorous labor market data and effective tools to help local and regional sector partnerships make informed decisions about target sectors and investments. Provide technical assistance to local and regional areas to expand their capacity to build quality sector partnerships. Effectively promote the value of sector partnerships and actively recruit industry champions to participate at a local level. Ensure there are necessary policies and funding mechanisms in place that help establish, sustain, and scale local sector partnerships. Measure the success of sector strategies, and use that information to drive policy and practice. Maher & Maher 23

24 From Policy to Practice Maher & Maher 24

25 Examples of a Integrated Approach to Sectors, Pathways & WBL Target sectors are identified using the most currently available state and regional labor market data. Clearly reflected in goals and actions of the strategic plan. Industry partnerships include key sector employers who are driving the initiative forward and are also informing career pathways development and offering work-based learning.. Gives clear direction to the WY Workforce Center operator regarding industry sectors to be targeted, including quantified expectations and targeted service and training resources. Coordinates with education providers, human service partners, and industry associations in the design and delivery of career pathways aligned to skill needs identified sector strategy efforts and complementary work-based learning. Engages in a collaborative, demand-driven approach to respond to employers immediate needs in partnership with economic development entities and service providers. Develops linkages with employers to encourage employers to use the system and to support local talent development WY Workforce Center needs. Maher & Maher 25

26 Questions? Comments? Maher & Maher 26

27 Discussion Based on what we just discussed, what things have we been doing well as a board? What things should we do differently when operating as board going forward? Are you willing to make the commitment to be an engaged board member? Are we collectively, as a board, willing to make the changes envisioned in the Law? Maher & Maher 27

28 Other Thoughts and Ideas Maher & Maher 28

29 Questions & Discussion Maher & Maher 29

30 Summary Today, we began to think about a future somewhat different than the present We took an objective look at where we want to go under WIOA We set the foundation in order to create a strategic agenda and move forward! Thank you for your engagement! Maher & Maher 30

31 Contact Us: Beth Brinly Vice President, Workforce Innovation Maher & Maher 3535 Route 66, Building 4 Neptune, NJ Phone: MAHER ( ) Fax: Maher & Maher completed this project with federal funds, under contract number DOLQ131A22098 DOL-ETA-14-U-00011, from the U.S. Department of Labor, Employment and Training Administration. The contents of this publication do not necessarily reflect the views or policies of the Department of Labor, nor does mention of trade names, commercial products, or organizations imply endorsement by the U.S. Government. Maher & Maher 31