REB Strategic Plan July 1, 2014-June 30, 2017 Summary Scoreboard. Year 3 / QTR 3 Progress July 1, 2016 March 31, 2017.

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1 REB Strategic Plan July 1, 2014-June 30, 2017 Summary Scoreboard Year 3 / QTR 3 Progress July 1, 2016 March 31, 2017 KPI Metric Key: KPI Metric Trend between Quarters: 1. Changing = Moved from one Level to Next 2. Improving = Expanded Partially Implemented 3. Continuing = No Major Change in KPI Metric

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3 REB Strategic Plan July 1, 2014-June 30, 2017 Summary Scoreboard Year 3, QTR 3 Progress Strategic Priority ONE Key Performance Indicators (KPIs) Be the Leading Source of Regional Labor Market Information & Innovative Ideas for Advancing Workforce Development (5) TWO (0) (3) (2) Improve Education and Employability Skills of Adults for Quality Careers (8) THREE (0) (7) (1) Develop 21st Century Youth Education and Employability Skills for Quality Careers (7) FOUR (1) (4) (2) Be the Leading Advocate, Planner and Convener to Promote and Fund Regional Workforce Development (6) Total: Yr3: (26) Yr2: (24) Yr1: (23) (0) (5) (1) YR3/ Qtr3 (1) (19) (6) YR2/ Qtr4 (4) (15) (5) YR1/ Qtr4 (4) (18) (1)

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5 Strategic Priority 1 Be the Leading Source of Regional Labor Market Information and Innovative Ideas for Advancing Workforce Development Goal/Strategy 1. During all Plan years, the REB will identify key workforce development indicators from multiple data channels, analyze workforce data and trends, formulate projections and recommendations, and disseminate reports to a broad network of regional partners and collaborators. 3. CONTINUING Labor Market Data Summary Report 2016: Direct Care Worker Occupational Survey published in March REB Director of Employer Services and Engagement continues to prepare Labor Market Reports and Occupational Outlook Briefs for selected educational partners to support their grants writing process and strategic planning initiatives. REB continues to update data sets and packages on the Regional Labor Market Information section on REBHC website. 2. In Year 3, the REB will implement and manage a web-based portal of workforce related labor market information and workforce development research reports, promising practices and innovative programs. KPI METRIC TREND: 3. CONTINUING REB continues to use data on Regional Labor Market Information section on REBHC website to provide labor market information to a broad range of customers. Resource Alignment 1. During all Plan years, the REB will use a Data Driven Decision Making (D M) process to prioritize resource allocation for workforce development programs deployment and One Stop Career Center services. 2. I 2. IMPROVING REB s WIOA Training Contract Database continues to provide data driven financial analytics that is assisting REB team in projecting future resource allocations and contract expenditure trends.

6 Goal/Strategy 1. In Year 3, the REB will design and implement one (1) innovative practice/program that will improve the workforce development delivery system, and will prepare summary reports that document the innovation process. 2. IMPROVING As a part of the One Stop Career Center Operator procurement process, the REB has developed an internal DRAFT of the Charter with the OSCC s that is focused on systemic adjustments and partnership development and deployment that will improve the workforce development delivery system in Hampden County. Innovation Practices and Services 2. In Year 3, the REB will facilitate and manage the scale-up of one (1) innovative practice, program or service that will improve the workforce development system for businesses and system users. 3. CONTINUING REB, as one of two MA Workforce Development Boards, has implemented processes and protocols to co- manage the state-wide Disability Employment Initiative (DEI). The JD NEG program being managed by the REB and classified as an innovative program has received an extension through June 30, The REB will continue as the state-wide manager. REB continues as the partial state-wide operational and fiscal manager of the four (4) year MA Apprenticeship Initiative (MAI).

7 Strategic Priority 2 Improve Education and Employability Skills of Adults for Quality Careers Goal/ Strategy 1. During all Plan years, the REB will assist the One Stop Career Centers in identifying and adopting new assessment tools that are aligned with required business and industry competencies and result in more comprehensive career plan development for OSCC customers. Workplace Readiness Standards 3. CONTINUING REB internal staffs meeting to review contents of Charter to be executed with each OSCC and embed into the Charter some strategies to assist and support the OSCC in their collaborative work to create a system-wide assessment process that will best serve employers and respond to needs of job seekers. 1. The REB will work with the literacy providers and their business partners to align resources and program operational schedules that will increase the service delivery capacity in Hampden County by the end of Year IMPROVING Program Capacity Building The REB, as a part of the WIOA Core Partners MOU process, continues to interact with literacy providers that are DESE funded and WIOA Core Partners to review their plans to integrate business partners and services to shared customers (businesses and job seekers) with the One-Stop Career Centers; which will eventually inform their new procurement process. Working with the literacy providers as designated WIOA Core Partners is allowing the REB to address this KPI in an integrated manner. 2. In Year 3 the REB will facilitate the partnering of two (2) business and industry literacy champions with each DESE funded Adult Career Pathways program to enhance curriculum contextualization and create a range of work- based learning opportunities for program learners. 2. IMPROVING The REB, as a part of the WIOA Core Partners MOU process, continues discussion with each of the DESE funded Adult Career Pathways providers to begin to review their plans to integrate business partners into their new procurement process anticipated to be released next year. The WIOA Core Partner MOU process will also include identifying business champions as shared customers with the One-Stop Career Centers.

8 Goal/ Strategy 3. During all Plan years, the REB will be the focal point for codifying and disseminating innovative programs, practices and service delivery models that enhance the employability of adults for quality career pathways. Program Capacity Building (cont d) 3. CONTINUING No significant changes occurred during FY 2017-Q In Year 3, the REB will facilitate the implementation of an integrated sector-based career pathways framework that will advance adults along an integrated career continuum with multiple program options, expanded transition to work-based learning opportunities, flexible points of entry and exit, and reinforced by a coordinated case management system of services and supports that enhance positive program and career pathway outcomes. KPI METRIC TREND: 3. CONTINUING Adult Sector Based Career Pathways As a part of the One Stop Career Center Operator procurement process, the REB is using the Chartering process to develop processes and protocols that will result in systemic enhancements to the workforce development system in Hampden County for advancing adults along an integrated career continuum with multiple program options. 2. During each Plan year, the REB will identify two (2) innovative adult education/training practices/programs and will provide assistance/ and or resources to support implementation and evaluation. KPI METRIC TREND: 3. CONTINUING REB continues to implement the Apprenticeship job creation model with selected business in Hampden and Worcester Counties.

9 Goal/ Strategy 1. During all Plan years, the REB will provide information, data, and research based practices to the One Stop Career Centers that will strengthen their capacity to provide a comprehensive array of workforce related services to business and industry. KPI METRIC TREND: 3. CONTINUING Career Center Capacity Enhancement REB internal staffs meeting to review contents of Charter to be executed with each OSCC and embed into the Charter some strategies that will strengthen the OSCCs capacity to provide a comprehensive, aligned and system-wide array of workforce related services to employers. REB contracted with a workforce development consultant to review software that may enhance the job matching system at the OSCC. Work will continue in Q In Year 3, the REB will continue to conduct quarterly meetings of the One Stop Career Center directors, their Board chairs, REB One Stop Career Center Committee Chair, and a REB Vice President with heightened focus on operational strategies that support enhanced employer services and that assist job seekers. 3. CONTINUING The OSCC Chartering process began in Q-3. REB One Stop Career Center Committee continues to meet, however the quarterly meetings of the One Stop Career Center directors, their Board chairs intentionally did not meet in order to respect the Chartering phase of the procurement process.

10 Goal/Strategy Strategic Priority 3 Develop 21 st Century Youth Education and Employability Skills for Quality Careers 1. In Year 3, the REB will develop a common cross-sector career pathways framework that will advance youth along an integrated K-16 career pathway continuum with multiple program options, expanded work-based learning opportunities, and reinforced by a coordinated case management system of services and supports that enhance positive program outcomes. 2. IMPROVING REB internal team met on February 1, 2017 to continue to assess current youth programs and delivery models and continues to discuss strategies to create a continuum of youth programming that includes the OSCC s in a more intentional manner and is consistent with the tenets of WIOA youth requirements. Team will meet regularly in FY Q-4. REB internal team and REB Youth Council met and are developing a Memorandum of Understanding that will provide a framework to advance youth along an integrated K-16 career pathway continuum with multiple program options, expanded work-based learning opportunities, and reinforced by a coordinated system of services and supports that enhance positive program outcomes. REB continues to work to identify new private sector employers to hire high school interns in the summer of 2017 through the MA STEM@Work initiative. Employability Development Pathways and Systems 2. During all Plan years, the REB will allocate funding to in-school and out of school programs that provide youth with expanded work-based programming, academic interventions, and support systems and networks that improve the graduation rate and result in successful transition to post-secondary education and/or career employment. 2. IMPROVING REB in partnership with Pathfinder Regional and River East School to Career, Inc. awarded an $18,000 grant from MA DESE to accelerate STEM activities in targeted CVTE program at Pathfinder. REB internal team referenced in # 1 will inform thinking on current youth programs and delivery models and will support this KPI. 3. During all Plan years, the REB will act as the intermediary to accelerate the design and implementation of sector-based career pathway programs that intentionally link secondary education, post-secondary education, and employers in career pathways with currency in the labor market. 3. CONTINUING Pathways to Prosperity programs between STCC- WSHS and HCC- CCHS continue to progress well in year three of program operations.

11 Goal/Strategy 1. In Year 3, the REB will facilitate initiatives and interventions that will result in increased coordination and alignment between agencies serving out-of- school youth and the One Stop Career Centers to ensure that youth successfully transition to the next level in their career pathway. 3. CONTINUING Youth Service Delivery Capacity Building and Alignment Comment REB internal team referenced in # 1 will inform thinking on current youth programs and delivery models and will support this KPI; however at this stage in FY 2017 we have not made sufficient progress to warrant trending to the Partially Implemented metric. 2. In Year 3, the REB will continue to work with existing community based partnerships to deepen and broaden the scope of its school time and out-of-school time programs and services to elementary age students. 3. CONTINUING ClASP has constituted an Advisory Committee and conducted initial meeting in Q-3. Committee has broad stakeholder representation and will provide strategic guidance and direction to REB CLASP staff and support the finalization of the CLASP Strategic Plan KPI s. CLASP continues its work with school time and community-based, out-of-school time programs in the Region. CLASP 2016 internal staff Evaluation in final stages of data collection and analysis. Report will be published in FY 2017-Q In Year 3, the REB will work with each REB funded out-of-school youth agency to assist in expanding work- based learning and employability readiness supports and services for participating youth. 3. CONTINUING Employer Engagement REB continues to direct and resource agencies engaged in work with out-of-school youth. Program outcome metrics on target with operational plan. 2. In Year 3, continue to implement strategic priority to Develop workplace readiness training geared towards employers and supervisors of youth with youth provider partners and with business input. 1. CHANGING Final guide distributed to youth partners.

12 Strategic Priority 4 Be the Leading Advocate, Planner and Convener to Promote and Fund Regional Workforce Development Goal/Strategy 1. During all Plan years, the REB will inform key stakeholders on issues that impact the workforce development eco-system and create opportunities for accelerating regional partnership development and deployment and improving workforce development program alignment and expansion. 1. CHANGING Communicating the REB s Mission REB co-sponsored with the EDC of Western MA the Greater Westfield Business Workforce Development Breakfast to accelerate employer engagement with the career programs of Westfield Technical Academy. REB hosted and facilitated the January 19, 2017 MA Work Roundtable with Lt. Gov. Karyn Polito and attended by 30 employers, school superintendents and workforce officials. REB sponsored and co-presented with Smith & Wesson at the March Springfield Regional Chamber Lunch N Learn series attended by 40 employers, workforce development providers, and community based organizations. 2. In Year 3, the REB will meet with local mayors, other locally elected officials, and the local State legislative delegation to discuss workforce development issues and opportunities that impact job creation and regional economic development and expansion in Hampden County. KPI METRIC TREND: 3. CONTINUING REB continues general operational interaction with staff of local state legislators on State budget related line items and issues that impact the REB. REB President & CEO met with Director of Governor Baker s Springfield office to discuss REB legislative priorities moving forward.

13 Goal/Strategy 1. During all Plan years, the REB will work with the economic development entities and educational institutions in Hampden County to align their strategic goals with specific strategic priorities contained in the REB s Strategic Plan. 3. CONTINUING REB continues to play role in the Working Cities Challenge grant with 12 core partners on behalf of the City of Springfield. 2. In Year 3 the REB will convene and facilitate meetings between the REB and the WIOA Core Partners to discuss the delivery of business and job seeker services at the OSCC, in preparation for the execution of a Memorandum of Understanding to be effective on July 1, Align Regional Workforce and Economic Development Strategic Goals KPI METRIC TREND: 2. IMPROVING The REB continues to convene and facilitate a series of individual and group meetings of WIOA Core Partners in preparation for additional joint meetings to develop an umbrella MOU to be effective on July 1, In Year 3, the REB will convene any required meetings to initiate a regional planning process to align strategic plans and protocols that will result in a coordinated and integrated regional workforce development strategy. 1. CHANGING REB has begun the WIOA Regional Planning Process. Met with Franklin Hampshire County Region 2 Co-chair; met with each of the then known Regional Planning Team partners; have participated in all State-led planning meetings; completed all state required planning preparation documents. Initial region 2 Regional Planning meeting set for April 26, 2017 at Millitech Corp. In Northampton.

14 Goal/Strategy 1. During all Plan years, the REB will develop and implement a Funding Strategy that is aligned with its Mission that will result in an 8% annual increase in new revenue derived from new and/or additional public and private funding sources. 2. IMPROVING Secure Public and Private Funding REB awarded $18,000 by the MA Department of Elementary and Secondary Education as part of the Connecting Activities STEM CVTE initiative. REB received a distributable amount from the E. Herbert Burk Fund at the Community Foundation of Western Massachusetts of $17,600 to continue its work in advanced manufacturing. REB signed a Memorandum of Understanding for $40,000 with the New England Farm Workers Council to manage the design and implementation of the Construction Craft Labor Training Program. The REB is a financial partner in a $50,000 regional planning and design innovation grant awarded by the Community Foundation of Western Massachusetts with Five Colleges, Inc. in Amherst as the lead agency.