Trident Workforce Investment Board

Transcription

1 Trident Workforce Investment Board Youth Strategic Plan We cannot always build the future for our youth, but we can build our youth for the future. ~Franklin D. Roosevelt

2 TABLE OF CONTENTS Executive Summary... 1 Purpose... 1 Trident Workforce Investment Board... 2 Youth Advisory Council... 2 Youth Services... 3 Methodology for Developing Youth Strategic Plan... 3 Past Youth Performance Measures... 4 Current Community Trends Assessment... 6 Questionnaire/Survey Results... 6 Identifying the Youth Population /Local Area Trends... 8 SWOT (Strengths, Weaknesses, Opportunities and Threats) Analysis State and Regional Youth Initiatives SC WorkReady Communities Initiative Our Region Our Plan Strategic Goals The Youth Advisory Council s Four Goals Trident Workforce Investment Board Five-Year Youth Strategic Plan ( )... 13

3 EXECUTIVE SUMMARY In 2007 the State Workforce Investment Board (SWIB) developed Local Workforce Investment Board (LWIB) Standards for the 12 LWIB s across the state. The standards to be addressed included: 1. Strategic Planning; 2. Resource Alignment; 3. Support of a Quality One-Stop System; 4. Support for Youth; 5. Funding Oversight; and 6. Fiscal and Performance Accountability. Each LWIB was required to participate in a process to become state certified to insure all standards were being met. The development of individual strategic plans by each LWIB was deemed a crucial first step in this certification process. In November 2011 the Trident Workforce Investment Board (TWIB) adopted its Five Year Strategic Plan addressing each of these six standards. Following a review of this plan, the SWIB recommended the TWIB create/adopt a strategic plan targeting the youth population. The Trident Workforce Investment Board Youth Strategic Plan is a result of that recommendation. This plan ultimately culminates in the creation of four goals to which resources can be focused over the next five years to advance the youth program. These goals include expanding Educational opportunities, expanding and aligning Career & Technical offerings, increasing the number and quality of Employment opportunities, and creating and implementing a sustainable public relations campaign for youth. These goals are further discussed, along with objectives and strategies for achieving them, at the conclusion of this plan. Purpose Under Title I of the Workforce Investment Act of 1998 (WIA), funds are provided to the Trident Workforce Investment area to deliver a comprehensive array of youth workforce development services; tutoring, alternative secondary school offerings, summer employment opportunities directly linked to academic and occupational learning, paid and unpaid work experiences, including internships and job shadowing, occupational skills training, leadership development, supportive services, adult mentoring, counseling, and follow-up services. Eligible WIA youth must be low-income, in-or out-of-school, aged with one or more of the following barriers to employment: 1. deficient in basic literacy skills; 2. a school dropout; 3. homeless, a runaway, or in foster care; 4. pregnant, or parenting; 5. an offender; or 6. an individual (including a youth with a disability) who requires additional assistance to complete an educational program or to secure and hold employment. These youth are YOUTH STRATEGIC PLAN PG. 1

4 eligible to receive services to prepare them for post-secondary educational and employment opportunities, attain educational and/or skills training credentials, and secure employment. These services are designed to improve the long-term job prospects of young people by providing basic skills, work readiness skills, occupational training, and citizenship skills. Local communities collaborate and establish partnerships, bringing together local workforce training providers, schools, community-based organizations, and other entities. WIA calls on local areas to create opportunities for youth that integrate key programmatic components such as preparation for post-secondary opportunities, linkages between academic and occupational learning, connections to local job market, and appropriate follow-up services. Much aligned with the Adult/Dislocated Worker population, workforce planning for the youth population is an organized process for identifying, acquiring, developing, and retaining employees to meet the needs of an organization. It includes an analysis of the current population served by the youth program and comparing against future needs in an effort to identify gaps and surpluses. It is a proactive strategy to project workforce requirements for the future and plan how organizations will meet both global and unique business needs. It also provides managers with a strategic basis for making human resource decisions, and to address issues that are driving workforce change, resulting in more effectively run organizations. TRIDENT WORKFORCE INVESTMENT BOARD The Trident Workforce Investment Board (TWIB) is a 35-member board comprised of members from private sector businesses, community-based organizations, partner groups, the education system, the department of social services, and the SC Department of Employment and Workforce. The TWIB establishes and implements policies and provides fiscal oversight for the workforce development system in Berkeley, Charleston, and Dorchester Counties. The TWIB is tasked with delivering federally funded programs under the Workforce Investment Act of 1998 (WIA) and overseeing the programs and services of SC Works Trident. The TWIB s objectives include: 1. Implementing a five-year strategic plan; 2. Coordinating workforce investment with economic development strategies; and 3. Promoting private sector involvement in the local workforce investment system. The Berkeley Charleston Dorchester Council of Governments (BCDCOG) assumed responsibility of SC Works Trident in The BCDCOG staff provides day-to-day management and oversight of the three centers SC Works Berkeley, SC Works Charleston, and SC Works Dorchester. In addition, in an effort to better integrate services, increase coordination, and minimize duplication of services, on-site access to various partner agencies is available through these centers such as with the SC Department of Employment and Workforce, local area education systems, county social service providers, and private, non-profit organizations. Services provided by the TWIB and its partners to youths (ages 14to 21) and adults (ages 21 and over) include work readiness and on-the-job training, counseling, job search and placement assistance, training to fill skill gaps or to change careers, and job retention services. Youth Advisory Council The Youth Advisory Council (YAC) helps develop youth employment and training policy, brings a youth development perspective to the establishment of that policy, establishes linkages with other local youth service organizations, and takes into account a range of issues that can have an impact on the YOUTH STRATEGIC PLAN PG. 2

5 success of youth in the labor market. Furthermore, the YAC assists staff in developing and reviewing programs and services for youth between the ages of 14-21, as well as the policies, practices and procedures of the SC Works Centers youth activities, including local, state and federal compliance, as required. The YAC was instrumental in the crafting of this plan. The plan was generated from the knowledge and insight the YAC members have acquired though their endeavors, participation on the council and involvement with those issues surrounding the youth population. Youth Services SC Works Trident offers many services to assist eligible youth (ages 14-21) to prepare for the workforce or begin their careers on the right path by identifying one s strengths and training for a career. In addition, SC Works Trident offers job and college placement assistance and connections to internships and on-the-job training. Service providers and partners also help one prepare for a high school diploma or GED and earn college credits. The BCDCOG contracts services for youth to a service provider which at the time of the development of this strategic plan is Palmetto Youth Connections (PYC). PYC is a Community Partnership focused on serving out-of-school youth ages throughout the Trident region and South Carolina. Their focus is to develop community-wide partnerships and collaborations among state agencies, local municipalities, local workforce investment boards, community-based organizations, faith-based groups, School Districts, Adult Education programs and others that serve youth. PYC provides case management, counseling, training, career development and employment services for out-of-school youth in the Trident area. PYC offers supportive services to WIA Youth participants in the form of course costs, transportation assistance, childcare, tools, uniforms, books and monetary incentives for goal completion. To be eligible for the program, you must: 1. Be years old; 2. Attend an Information Session; 3. Complete an application; 4. Provide eligibility documentation; and 5. Show a history of barriers to employment. METHODOLOGY FOR DEVELOPING YOUTH STRATEGIC PLAN With assistance from the BCDCOG and the PYC staffs, the YAC began the process of creating this plan in June 2012 as briefly outlined below: June 2012 During the TWIB certification process the state recommended the TWIB consider developing a strategic plan specific to the youth using a similar approach as that of the Trident Workforce Investment Board Five Year Strategic Plan. At the onset of the strategic planning process, a presentation of the TWIB s Plan was given to familiarize the YAC with the plan s development process inviting members to visit the website to review the entire plan. The presentation defined strategic planning, explained the necessity, and discussed the advantages for forming this plan. The YAC was then given a questionnaire/survey asking them to rank youth service items in order of priority for staff to begin gathering data and analyzing the services deemed most important. YOUTH STRATEGIC PLAN PG. 3

6 July Based on comments received from the questionnaire/survey, a vision/mission statement was drafted and presented for discussion. Demographic information was presented for the last three program years, in order to fully comprehend the youth population. In addition, a Strengths Weaknesses Opportunities and Threats (SWOT) analysis conducted of the youth program was presented and discussed. The YAC was then divided into groups based on the individual employment sectors they represent in order to brainstorm and develop goals and objectives to address the various youth services. September 2012 An overview of crafting vision/mission statements was presented and the vision/mission statements were approved as follows: Vision: To improve the quality of life for youth (ages 14-21) of the Trident Region by expanding their educational, vocational, and employment opportunities. Mission: To provide the youth in our community with employment, education, and social guidance through a personalized service system that enable our youth to achieve their goals. Four goals and objectives along with strategies for implementation were proposed for discussion and focus was placed on formalizing the four goals and selecting one objective and strategy for each goal. January 2013 A special called YAC Workshop was held to complete the goals/objective/strategies portion of the strategic plan. PAST YOUTH PERFORMANCE MEASURES It is important as part of the strategic planning process to analyze past data to determine the successes of the system and see where improvements are necessary. For this exercise, data was presented for Program Years 2009, 2010, and A set of standards called the Youth Performance Standards are used to measure the performance of a youth program. The Youth Performance Standards are incremental, progressive, and age appropriate and are established by the South Carolina Department of Employment and Workforce (SCDEW). The standards are considered to be Exceeding if they surpass the goals set by SCDEW and Meeting if the region is within eighty percent (80%) of that goal. It is important to note that in examining past performance at the time of the developing this strategic plan, the following goal standards were utilized. Literacy / Numeracy Gains: 45% of youth participants who have completed a year in the program will increase one or more educational functioning levels if they were basic skills deficient at participation. Placement in Employment or Education: 67% of youth participants who exit the program shall be placed in employment, military, or enrolled in post-secondary education and/or advanced training or occupational skills training within the first quarter after exit. YOUTH STRATEGIC PLAN PG. 4

7 Actual 54% Goal 45% Actual 67% Goal 55% Actual 63% Goal 61% Actual 64% Goal 45% Actual 59% Goal 55% Actual 62% Goal 61% Attainment of Degree or Certificate: 55% of youth participants who exit the program (not in education at participation but at any time during the program) shall obtain a diploma, GED or Certificate by the end of the 3 rd quarter after exit. NOTE: Goal standards are subject to change each program year and the following goals are applicable to the current program year (PY12). Literacy / Numeracy Gains: 60.4% of youth participants who have completed a year in the program will increase one or more educational functioning levels if they were basic skills deficient at participation. Placement in Employment or Education: 62.7% of youth participants who exit the program shall be placed in employment, military, or enrolled in post-secondary education and/or advanced training or occupational skills training within the first quarter after exit. Attainment of Degree or Certificate: 76.6% of youth who exit the program (not in education at participation but at any time during the program) will attain a diploma, GED or Certificate by the end of the 3 rd quarter after exit. Information such as that given below is routinely presented to the YAC on a regular basis for evaluation purposes. The following is overview of the Performance Measures for a three-year period. Program Year 2009 Performance Measures 70% 60% 50% 40% 30% 20% 10% 0% Literacy-Numeracy Credentials Placements Program Year 2010 Performance Measures 70% 60% 50% 40% 30% 20% 10% 0% Literacy-Numeracy Credentials Placements YOUTH STRATEGIC PLAN PG. 5

8 Actual 52% Goal 45% Actual 69% Goal 55% Actual 63% Goal 61% Program Year 2011 Performance Measures 70% 60% 50% 40% 30% 20% 10% 0% Literacy-Numeracy Credentials Placements For each of the three years presented, the youth program had consistently exceeded the performance measures established by the state. The number of youth making gains in Literacy-Numeracy has seen a decrease while the number earning a Credential the over the same three-year period has increased. The placement of youth in jobs has remained relatively the same. CURRENT COMMUNITY TRENDS ASSESSMENT Questionnaire/Survey Results As mentioned earlier, the YAC was asked to rank a number of youth service items in order to gauge any community trends which may be apparent. The chart below is a summary of those rankings along with a percentage of individuals who ranked them accordingly. These factors are shown with priorities from lowest to highest ranking as follows: Priorities with Lowest to Highest Ranking Diversity Training Methods Youth Public Relations Campaign Technology Parent Involvement in Youth Programs Legal Assistance with Criminal Records Youth Job Shadowing Internships (Paid or Unpaid) Career Assessment Inventory Youth Accountability Youth Placement in Post-Secondary (College) Education Work Keys Certification Basic Skills Remediation Workplace Soft Skills Adult Ed/GED Training Business Community Involvement in Youth Programs Youth Placement in Post-Secondary (Vocational) 0% 10% 20% 30% 40% 50% YOUTH STRATEGIC PLAN PG. 6

9 The YAC further wanted to see how the breakdown would occur based on the individual employment sectors they represent such as Employer, Educator, and Agency as follows: It is interesting to note, with the Employer Feedback almost 70% felt that involvement from the business community in youth programs is imperative and therefore ranked the highest. Three services did not garner any votes from employers including diversity, public relations, and internships. YOUTH STRATEGIC PLAN PG. 7

10 Those aligned with Education and the various agencies ranked the services very similarly with Youth Placement, Adult Ed/GED Training and Basic Skills Remediation all scoring very high. Likewise the three priorities ranking at or very close to the bottom were Youth Public Relations, Diversity Training Methods, and Parent Involvement. Identifying the Youth Population /Local Area Trends As part of the strategic planning process, staff looked at specific demographic information to identify the youth population. The first item was to look at the number of youth enrolled by each County. The breakdown for a three-year period is as follows: 120 Enrollments by County Berkeley 40 Charleston 20 Dorchester 0 Program Year 2009 Program Year 2010 Program Year 2011 YOUTH STRATEGIC PLAN PG. 8

11 For Program Years 2009 and 2010 Charleston County clearly leads in the number of enrollments. However, that number levels off for Program Year 2011, which may coincide with the youth contractor (Palmetto Youth Connections) placing staff at the SC Works Berkeley and Dorchester Centers making services more accessible to the youth populations in those counties. In Program Year 2011, the enrollment numbers are more equally distributed. The next item was to look at the gender breakdown for the same three-year period as follows: Enrollments by Gender Program Year 2009 Program Year 2010 Program Year 2011 Males Females As is often the case for Adult/Dislocated Worker population enrolled in the WIA program, female enrollment exceeds the male enrollment over this three year period. This may be attributed to the idea that females are more willing to try something different whereas males take more traditional roles to securing training and/or employment. The third item considered was the number of youth categorized as Basic Skills Deficient (BSD) versus Non-BSD. The breakdown is as follows: 140 BSD vs. Non-BSD Yearly Enrollments Program Year 2009 Program Year 2010 Program Year 2011 BSD Non-BSD YOUTH STRATEGIC PLAN PG. 9

12 Although the number of youth considered BSD exceeded those considered Non-BSD for Program Years 2009 and 2010, Program Year 2011 saw a reversal of this number where a larger number of the youth population is considered Non-BSD which means the time spent in the program may be shortened. Lastly, the ethnicity of the youth population was examined and is depicted as follows: SC Works Trident Youth Ethnicity African American Asian Caucasian Hispanic Native American/Alaska Native Multi-Race Native Hawaiian/Pacific Islander Uncaptured SWOT (Strengths, Weaknesses, Opportunities and Threats) Analysis Palmetto Youth Connections conducted a SWOT analysis of its program to determine where improvements can be made and resource allocation. This SWOT analysis was presented to the YAC for discussion during the goal development phase of the strategic planning process. This information is crucial in determining the long term goals for the program. Identifying the Strengths and Opportunities enabled the YAC to see what was working regarding the program while looking at the Weaknesses and Threats the YAC was able to identify potential obstacles or roadblocks which must be addressed for the program s success. Strengths Consistently meeting goals of annual WIA enrollments Strong partnership with Adult Education partners Effective lean staff Weaknesses Lack of employer outreach/ support Gathering feedback from participants who completed the program Lack of service to the youth in outlying areas Opportunities Efficiency with utilizing technology More agency partnerships Additional College Fairs, Job Fairs, and other community events Expansion of operations in Charleston County SWOT Analysis Threats Federal and State budget cuts Economy affecting available jobs for entry level and under entry level candidates Lack of transportation resources Rising costs of training YOUTH STRATEGIC PLAN PG. 10

13 STATE AND REGIONAL YOUTH INITIATIVES There are two (2) initiatives, one at the state level and one at the regional level which will have an effect on the youth population. It is necessary to mention these two efforts because it is important to look at the youth population comprehensively from the state down to the local level to further reinforce success and consistency. These two efforts are briefly discussed below: SC WorkReady Communities Initiative South Carolina was chosen to be one of four initial states in the country to implement the Certified Work Ready Communities (CWRC) program. Certified Work Ready Communities is a voluntary initiative guided by key community leaders (local elected officials, economic development, business leaders, chambers, educators, and workforce development). A Certified Work Ready Community means the region will have job candidates in the pipeline with high-demand skills proved by the National Career Readiness Certificate. It also shows that local employers care about hiring the best and brightest the region has to offer. ACT s National Career Readiness Certificate is a work-related skills credential, providing objective documentation of employees skills that can be accepted nationwide. It is composed of three WorkKeys assessments that measure skills critical to on-the-job success. Recently, the South Carolina Workforce Investment Board (SWIB) approved applications from 34 counties including Berkeley, Charleston, and Dorchester counties designating them as a South Carolina Work Ready Community In Progress. To earn the South Carolina Work Ready Community In Progress designation, counties had to demonstrate a commitment in meeting their two year criteria, which includes improving high school graduation rates, obtaining WorkKeys assessments and National Career Readiness Certificates (NCRCs), and having an alignment of community stakeholders in achieving county goals. Each community created a team of key community stakeholders including education, economic development, elected officials, employers, and community organizations who will work collectively to meet the certification criteria. Counties that have been certified as a Work Ready Community In Progress are given two years to reach the goals necessary to become a Certified Work Ready Community. This initiative will aim to improve high school graduation rates and obtaining WorkKeys assessments and NCRC s to demonstrate the readiness of the youth population to enter the workforce. Our Region Our Plan OurRegion OurPlan is a regional growth plan led by the BCD COG for the tri-county region. It provides a blueprint for sustainable growth and development, lays the foundation to manage proposed large- YOUTH STRATEGIC PLAN PG. 11

14 scale and fast-paced growth, and develops a uniform platform integrating all planning initiatives in the region. This document lays out the major concepts that will guide growth in the BCD region through 2040 and beyond. These build on the goals developed through a public planning process and connects them to the issues the three counties face today. As a means of addressing these issues and achieving the goals, potential policies, objectives and strategies are identified. Indicators for each goal will help benchmark the region s progress towards the goals. OurRegion OurPlan details economic goals and implementation strategies which includes the tricounty youth population as follows: 1. Promote a diverse regional economy that will support varied employment opportunities. 2. Sustain and strive to improve the Port of Charleston s position as the 6th largest port in container volume in the nation. 3. Ensure that all residents have equal access to a quality education. The plan further maps out Objectives/Policies/Strategies for obtaining the goal of ensuring that all residents have equal access to a quality education which will have a definitive effect on the youth population in the tri-county region. STRATEGIC GOALS The Youth Advisory Council s Four Goals The goals of the Youth Strategic Plan are the culmination of almost eight months of thought and discussion on the issues revolving around those youth in the region deemed disadvantaged after having met previously listed criteria. These goals are broad-based addressing each of the issues pertinent to the success of the tri-county youth population. Each goal is then further defined by clear objectives and related strategies to make them obtainable. These goals are listed below and in the Chart on the concluding page. GOAL # 1 Expand Educational opportunities and achievements for WIA youth participants. GOAL #2 Expand and align Career & Technical offerings that meet the in demand career clusters and employment opportunities for WIA youth participants. GOAL #3 Increase the number and quality of Employment opportunities available to WIA youth participants. GOAL #4 Create and implement a sustainable public relations campaign for youth emphasizing high school completion and in demand post-secondary education and/or training. YOUTH STRATEGIC PLAN PG. 12

15 TRIDENT WORKFORCE INVESTMENT BOARD FIVE-YEAR YOUTH STRATEGIC PLAN ( ) TWIB VISION To increase the employment, retention, and earnings of workers, and as a result, improve the quality of the workforce, reduce welfare dependency, and enhance the productivity and competitiveness of the Nation. TWIB MISSION The Trident Workforce Investment Board works to develop the region s workforce by providing high quality workforce development programs and services to our customers. YOUTH VISION To improve the quality of life for youth (ages 14-21) of the Trident Region by expanding their educational, career & technical and employment opportunities. YOUTH MISSION To provide the youth in our community with employment, education, and social guidance through a personalized service system that enable our youth to achieve their goals. Goal 1: Expand Educational opportunities and achievements for WIA youth participants. Goal 2: Expand and align Career & Technical offerings that meet the in-demand career clusters and employment opportunities for WIA youth participants. Goal 3: Increase the number and quality of Employment opportunities available to WIA youth participants. Goal 4: Create and implement a sustainable public relations campaign for youth emphasizing high school completion and in demand post-secondary education Objectives: 1.1. Create a model that emphasizes the importance of education as it relates to academic preparation and career paths Identify resources to increase the Literacy Levels for the low level participants seeking services Increase the educational function level of all WIA youth participants Facilitate the attainment of a high school credential for non-high school graduates. Objectives: 2.1. Identify key stakeholders to connect curricula and potential careers that align with South Carolina s Career Clusters Actively increase internships, job shadowing, and apprenticeships for WIA youth participants Identify additional soft skills training needed by business and industry. Objectives: 3.1 Identify employment opportunities within the trident regional business communities. 3.2 Increase the number of self-sufficient employment opportunities within the TWIB approved Target Industry Clusters for WIA youth participants. 3.3 Establish the use of a career inventory assessment system to better match and validate the skill sets of WIA youth participants. Objectives: 4.1. Develop an education is important/valuable message Create a means for out-of-school youth to connect with Educational, Career & Technology, and Employment opportunities. Strategies with timeframes: Meet and discuss educational gaps and opportunities with post-secondary institutions. (2013) Evaluate and explore new and existing educational resources to improve literacy levels. (2014) Provide staff development for instructional staff & administrators with teaching techniques and strategies needed for student academic improvement. (2015) Align funding resources and staff to accelerate the attainment of high school credentials. For example adult education & computer based instruction. ( ) Monitor student achievement through analysis of data and outcome measures. ( ) Strategies with timeframes: Conduct asset map of stakeholders to identify organizations, services and training and support opportunities available to WIA youth participants. (2013) Map/coordinate internship/job shadowing opportunities for WIA youth participants. (2013) Develop pilot program for registered apprenticeships linking WIA youth participants to these various opportunities. (2014) Develop a list of soft skills from a cross section of regional business groups and Career Clusters (i.e. Rotary, LMC, Chamber, WIB, etc.). ( ) Strategies with timeframes: Develop list of entry-level trade skills needed for job market. (2013) Establish Career Cluster Focus Groups of the in demand occupations to identify entry level employment to create a talent pipeline. (2014) Increase the skill sets of WIA youth participants to better meet the needs of business for above average wage employment opportunities. (2015) Evaluate and explore new and existing career assessment systems for implementation. ( ) Strategies with timeframes: Establish a method to transmit the message (different segments of the population adults, parents and nonparents, youth, and business sectors) will require different means but carry the same message. ( ) Structure a community involvement event that will allow parents to participate in learning about the various agencies in the community connected to education (i.e. parent events, college application days, and other events). (2014) Establish a presence in social media through the Internet via Websites, Facebook, Twitter, or other sources. (i.e. brochures, flyers, posters, billboards, etc.). ( ) YOUTH STRATEGIC PLAN PG. 13