Northwest Wisconsin Workforce Investment Board Strategic Plan FY

Transcription

1 Northwest Wisconsin Workforce Investment Board Strategic Plan FY

2 TABLE OF CONTENTS Contents I. Introduction 3 II. Who We Are 3 III. How We Operate 4 IV. Strategic Planning Process 7 IVA. Northwest WI Regional Demographic Data 8 IVB. About the Region s Current Employment and Industries 12 IVC. Regional Stakeholder Insights 21 V. NWWIB Strategic Issues 24 VI. Contact Information 25 VII. Strategic Plan Chart Summary 27 V.1.2 2

3 I. Introduction This plan has been developed to help the Northwest Wisconsin Workforce Investment Board (NWWIB) set strategic priorities and guide our efforts to strengthen the region s workforce. This plan serves as a tool to help us in making decisions it offers us a touchstone to refer to when deciding upon a course of action; it is our guide by which we set our course. It offers us full flexibility while pointing us in a determined direction. In this regard, the plan is meant to be a fluid and living document. The plan has developed through an inclusive and collaborative process with feedback from our partners and regional stakeholders, informed by data and labor market information. II. Who We Are MISSION The Northwest Wisconsin Workforce Investment Board will create, and continue to improve, an innovative and quality strategic direction for the regional workforce development system. VISION Northwest Wisconsin will have a workforce system that matches businesses to their workforce. Training will be available locally through industry initiatives and career pathways that are responsive to local labor dynamics and trends. The system will be recognized as the system of choice for constituents and economic growth. The NWWIB is a private sector led 501(c)3 responsible for the oversight of the Workforce Innovation and Opportunity Act (WIOA) and other and employment initiatives in the ten counties of Northwest Wisconsin; Ashland, Bayfield, Burnett, Douglas, Price, Iron, Rusk, Sawyer, Taylor and Washburn and the tribal nations of the Bad River Band of Lake Superior Chippewa Indians, Lac Courte Oreilles Band of Lake Superior Chippewa Indians, Lac du Flambeau Band of Lake Superior Chippewa Indians, Red Cliff Band of Lake Superior Chippewa Indians, and St Croix Chippewa Indians of Wisconsin. The board is comprised of business leaders, workforce development partners, and tribal representatives who are committed to creating a workforce system that meets the needs of the employers and workers in the region. Figure 1: NWWIB serves the counties of Ashland, Bayfield, Burnett, Douglas, Price, Iron, Rusk, Sawyer, Taylor and Washburn. V.1.2 3

4 III. How We Operate To help visualize the Workforce Development System within which NWWIB operates, we have included the Northwest Wisconsin Workforce Development System Chart (below). You will notice at the top of the chart that our system is led by a Chief Local Elected Official (CLEO). In our region this position is held by the members of the Northwest Wisconsin CEP Board of Directors. The CLEO holds primary fiduciary responsibility for the entire system and appoints members to the NWWIB. The Northwest Wisconsin Workforce Investment Board a n d Northwest Wisconsin C E P operate as separate entities. Both the NWWIB and the CEP receive administrative support from the Finance Director and related staff. The NWWIB oversees the policies and performance of the job centers, youth programs, and other WIOA and workforce initiatives. Within the Workforce Development system, the NWWIB has been structured to have a full board which serves as the overarching and directing body, and sub-committees which focus on priority areas (please refer to the NWWIB Committee Structure Chart). Chief Elected Officials (CEP Board) Northwest Wisconsin Workforce Investment Board, Inc. (NWWIB) CEP Executive Director NWWIB Chief Executive Officer Sector and Strategies Coordinator Operations & Communications Manager NWWIB & CEP Fiscal Director The connection from the NWWIB to the CEP Executive Director and CEP organization indicates WIOA Administrator & Fiscal Agent indicates direct authority and financial accountability. The Chief Local Elected Official retains financial liability. The dashed line from the Chief Elected Official to the NWWIB reflects the role the Chief Local Elected Official has in appointing the Board. The dashed line from the NWWIB to the Finance Director reflects the support role the Finance Director plays to the Board. The solid line from NWWIB Chief Executive Officer to the CEP Executive Director and CEP organization reflects the Board s policy making and oversight responsibility. V.1.2 4

5 The NWWIB relies heavily on its sub-committees to assist in carrying out its mission. See below for a brief outline of each of the NWWIB s committees, their roles, and information about when they meet. NWWIB Strategic Directions and Development Committee Youth Committee One-Stop Operator Committee NWWIB/ CEP Joint Committees Executive Committee Finance Committee Joint Conference Committee The NWWIB Executive Committee is co-chaired by the NWWIB Chairperson and the CLEO/ CEP Board Chair person and is comprised of the three officers of each board and three at-large members appointed by the NWWIB and CLEO Chairs Ad-Hoc Committees/Workgroups are established by the NWWIB Chair with approval from the board. EXECUTIVE COMMITTEE: The Executive Committee is a committee comprised of the NWWIB members and the Administrative Entity Board members. This Committee has conditional authority to act between CLEO and NWWIB meetings in order to expedite operational decisions and cooperation between the two Boards. This Committee will have 12 members, 1/3 (four) the private sector, 1/3 (four) the public sector, 1/3 the CLEOs. The NWWIB and CLEO Board will review the business of this Committee at the regular Board meetings. This Committee is charged with the establishment of plans, priorities and goals of the agency and Workforce Development Area. The committee is responsible for the review of programming changes, proposals, new programs and projects proposed by the staff throughout the year. Requests by any group or organization, for the use of funds shall be reviewed by the committee. The Executive Committee meets monthly. YOUTH COMMITTEE: The Youth Committee is a committee comprised of members of the NWWIB and other community members with a special interest or expertise in youth policy. The Committee will elect its own chairperson. It shall be the responsibility of the Youth Committee to provide strategy and guidance to the agency in the administration of the various youth programs authorized and funded by WIOA. STRATEGIC DIRECTIONS AND DEVELOPMENT COMMITTEE: This Committee consists of a cross section of NWWIB members from the public and private sector. It will elect its own chairperson. The committee may recruit additional members to complement its pool of expertise. The Plan V.1.3 5

6 additional members do not need to be NWWIB members but should be appointed by the Board. Strategic Directions and Development Committee Goals (Responsibilities) Work to meet the workforce development needs of businesses in selected industries and occupations with high wage career opportunities. Support initiatives which increase the labor supply for high demand industries, both current and future, in cooperation with state and local economic development partners. Work to create a bridge between educational institutions, business and industry by identifying skills needs and communicating them to educational partners. Create a public branding strategy for the workforce development system Create sustainability for our efforts Dedicate and identify resources to maintain customer service centers in each of the ten counties, or at minimum one for each industry cluster region. Provide information and assist with operational and other issues relating to the provision of services to individuals with disabilities, including issues relating to compliance with section 188, if applicable, and applicable provisions of the Americans with Disabilities Act of 1990 (42 U.S.C et seq.) regarding providing programmatic and physical access to the services, programs, and activities of the one-stop delivery system, as well as appropriate for staff on providing supports for or accommodations to, and finding employment opportunities for, individuals with disabilities. ONE-STOP OPERATOR COMMITTEE: This committee consists of a combination of standing and elected members who contribute time, talent and/or treasure to the Job Centers. Standing members include regional executives with the authority to carry out functions and direct actions of local level staff. Members represent partners and constituent groups as identified in Section 121 in the Workforce Innovation and Opportunity Act. STAFF The NWWIB employs staff and consultants as the Board deems necessary to carry out its mission. The current staffing structure includes three staff and a shared administrative assistant and finance director as employees of the fiscal entity. Their duties are: Chief Executive Officer: The NWWIB Chief Executive Officer provides the day-to-day operational leadership for the organization. The CEO hires and supervises all staff of the organization. The Chief Executive Officer is responsible for implementing the NWWIB s Strategic Plan and supporting the Board and its committees in the policy development and oversight of the region s workforce investment system. The Chief Executive Officer is hired by and reports to the NWWIB Board of Directors and NWWIB/ CEP Joint Conference Committee. Operations & Communications Manager: The Operations & Communications Manager is responsible for the monitoring, coordination, and marketing of employment,, and education initiatives in the region. The Operations & Communications Manager provides assistance to the Chief Executive Officer and the NWWIB in the areas of planning, operations and oversight, communication, and resource development. This position reports to the Chief Executive Officer of the Northwest Wisconsin Workforce Investment Board. Plan V.1.3 6

7 Sector and Strategies Coordinator: The Sector and Strategies Coordinator will serve as the Northwest Wisconsin Workforce Investment Board s lead contact for industry initiatives in the region. The Coordinator will develop workforce partnerships in the critical industries identified by the NWWIB Strategic Plan and other industries as identified by the Chief Executive Officer. The Coordinator will market the apprenticeship program, on-the-job, and other employer supports for workforce development and adult education in the region and provide technical assistance to businesses. This position reports to the Chief Executive Officer of the Northwest Wisconsin Workforce Investment Board. Finance Director: The Finance Director provides leadership and oversight of the Northwest Wisconsin Workforce Investment Board s finance and accounting strategy, to optimize the company s financial performance and strategic position. The Finance Director is responsible for control of the company s accounting functions. The Finance Director contributes fully to the development of NWWIB strategy across all areas of the business, challenging assumptions and decision-making as appropriate and providing financial analysis and guidance on activities, plans, and targets. This position reports jointly to the Chief Executive Officer of the NWWIB and the Executive Director of CEP. Executive Assistant: The Executive Assistant is responsible for the coordination and recording of the NWWIB activities and meetings. The Executive Assistant ensures terms are valid as well as ensures that Board Member correspondence and communication methods are accurate. This position reports jointly to the Chief Executive Officer of the NWWIB and the Executive Director of CEP. IV. Strategic Planning Process This plan builds upon NWWIB s past work and accomplishments to set a future course for successful workforce development in our region, designed to ensure that the area s workforce is ready to meet the needs of our employers. Through the strategic planning process, the NWWIB has developed a comprehensive plan for meeting the challenges within the ten county region served by the board. The NWWIB s Strategic Directions and Development Committee played an instrumental role in developing strategies to meet the needs of employers and job seekers within our workforce development area. Central to this process was the collaboration among a wide range of stakeholders including business, labor, education, economic development, local government, and communitybased agencies. Transforming this vision into a plan that can be set in motion has required stakeholders to work together to identify solutions to continue to work towards bridging the gap between regional workforce supply and demand. METHODOLOGY The strategic planning process began in 2015 with a comprehensive, external environmental scan which included a review of region and labor market data prepared by the Wisconsin Department of Workforce Development - Office of Economic Advisors as well as ancillary information such as the 2015 Northwest Wisconsin Skills Gap Analysis prepared by the University of Wisconsin-Superior s Department of Business and Economics. Through an extensive review performed by Strategic Direction and Development Committee members, key issues, questions and priorities to be addressed as part of the strategic planning process were identified. This part of the process also included significant input gathered from business, community partners, and stakeholders at regional events including the 2015 E 3 Summit and the RIsE 3 Summit in Plan V.1.3 7

8 The summits provided members with current labor market trends and data concerning the economic state of the region. Attendees representing a wide variety of stakeholders from Northwest Wisconsin, including employers, economic development, higher education, labor, One-Stop Career Center staff and partners, and community based organizations offered feedback related to the data presented. The Summit helped to ensure that our Board leadership was equipped with the most relevant and current information and analysis for the Northwest Wisconsin region to begin the strategic planning process. The regional summits and labor market information was then used to guide the Strategic Directions and Development Committee s discussion regarding priorities and goal development. Armed with these overarching goals, the Committee worked with support from the NWWIB staff to define data-driven activities for each goal. The committee worked together to develop goals, tactics, and benchmarks to determine success. The problems identified in the NWWIB s strategic plan addresses some of the critical issues that were apparent in the environmental scan and anecdotal information gathered from collaborative stakeholder events. The Strategic Goals (page 34) contains an action plan that addresses the goals and specific objectives that will be reviewed on an annual basis. Through quarterly reviews, the Committee will assess the progress that has been made to address each problem area. Strategies and tactics will be revised as needed in order to ensure that the plan is meeting the needs of the region. The Committee views the strategic plan as a compass; not an inflexible blueprint for action. The Board of Directors will also play a critical role in reviewing the progress of the plan and assuring that strategies, if needed to be changed, are done so appropriately to reflect the current economic conditions. Staff will perform the documentation required for their review as well as carrying out periodic monitoring of the plan s progress and making reports to the Committee and Board. IV-A. Northwest Wisconsin Regional Demographic Data As noted in the previous section, the NWWIB staff and Committee members reviewed a number of labor market sources and data points to inform its strategic planning process. This section contains a compilation of some of this information and provides a snapshot and context for the planning process in terms of our regional economy and workforce. Charts 1A through 1E below provide an overview of the population in the whole of the ten counties, giving context to the demographics of our local economy and the changes which have implications for our workforce development efforts. Plan V.1.3 8

9 Chart 1A: The Labor Force 200,000 Labor force: historic and projected Population 180, ,000 Historic labor force 140, , ,000 Projection using Census 2014 LFPR Population 16 years and older 80,000 60, Source: DWD, Office of Economic Advisors, May 2016 Projection based on 13% point increased LFPR of baby boomers What Does the Chart Show? The labor force peaked in 2005 and is projected to shrink for the foreseeable future. The share of the labor force aged 55 years and older in Northwest Wisconsin will increase 27% from , 15% from , and 18% from The population aged 55 years and older in Northwest Wisconsin will increase 35% during the 20-year period from and 36% during the 30-year period from The labor force aged 55 years and older in Northwest Wisconsin will increase 20% from , 4% from , and 1% from The number of residents aged years in the workforce is projected to shrink from 26,844 in 2010 to 23,539 by 2040, a 12% decrease Northwest Wisconsin's population is projected to increase to 187,675 by 2030 before it begins to decline. Chart 1B: Population by Age Cohort Age Cohort 2016 Population 2026 Population Change % Change 2016 % of Cohort Under 5 years 8,799 8,670 (129) (1%) 5.02% 5 to 9 years 9,941 9,287 (654) (7%) 5.68% 10 to 14 years 9,985 9,447 (538) (5%) 5.70% 15 to 19 years 9,820 9,685 (135) (1%) 5.61% 20 to 24 years 8,870 7,081 (1,789) (20%) 5.07% 25 to 29 years 8,180 6,917 (1,263) (15%) 4.67% 30 to 34 years 8,961 8,924 (37) 0% 5.12% 35 to 39 years 9,046 8,815 (231) (3%) 5.17% Plan V.1.3 9

10 40 to 44 years 9,147 9, % 5.22% 45 to 49 years 10,269 9,692 (577) (6%) 5.86% 50 to 54 years 13,402 9,541 (3,861) (29%) 7.65% 55 to 59 years 15,012 10,721 (4,291) (29%) 8.57% 60 to 64 years 14,940 14,162 (778) (5%) 8.53% 65 to 69 years 12,928 15,254 2,326 18% 7.38% 70 to 74 years 9,633 13,365 3,732 39% 5.50% 75 to 79 years 6,856 9,810 2,954 43% 3.91% 80 to 84 years 4,662 6,118 1,456 31% 2.66% 85 years and over 4,676 5, % 2.67% Total 175, ,005 (3,121) (2%) % Source: QCEW Employees, Non-QCEW Employees, Self-Employed & Extended Proprietors - Emsi Class of Worker The Northwest Wisconsin Demographic Profile (Charts 1A, 1B and 1C) identifies the total population for the tencounty region as 175,126. As this data indicates, Northwest Wisconsin has an aging population and has a large population of working-class households; nearly 80% of the region s individuals have a per capita income below $39,000 per year. On the other hand, the region has seen a 38.6% increase in per capita income in the past ten years; higher than the rest of the state average. Total personal income (TPI) includes income from three main sources: net earnings; dividends, interest and rent; and transfer receipts. Net earnings make up the vast majority of income in the Northwest Workforce Development Area (WDA) as it does elsewhere, with the remaining percentage divided between the other two components. In the Northwest WDA, only about 54.3% of TPI is from net earnings, a significantly lower percentage than the statewide average of 65.0%. About 18.5% comes from dividends, interest and rent, higher than the statewide level but lower than the national level. Government transfer receipts made up the remaining 27.2%, from benefits like Social Security, unemployment insurance, Medicaid, Medicare, and public assistance. This was much higher than the state and national percentages. Given this, and the low proportion of income from earnings, this indicates an older population on average. This fits given the aging demographic of the Northwest Wisconsin region. Chart 1C: Population by Race/Ethnicity Race/Ethnicity % of Change % Change Population Population Cohort White, Non-Hispanic 158, ,595 (4,476) (3%) 90.26% American Indian or Alaskan Native, Non- Hispanic 7,766 7, % 4.43% Two or More Races, Non-Hispanic 3,692 3, % 2.11% White, Hispanic 2,230 2, % 1.27% Black, Non-Hispanic 1,282 1, % 0.73% Asian, Non-Hispanic 1,048 1, % 0.60% American Indian or Alaskan Native, Hispanic % 0.35% Two or More Races, Hispanic % 0.12% Native Hawaiian or Pacific Islander, Non-Hispanic (1) (1%) 0.06% Black, Hispanic % 0.04% Asian, Hispanic % 0.01% Native Hawaiian or Pacific Islander, Hispanic % 0.00% Total 175, ,005 (3,121) (2%) % Source: QCEW Employees, Non-QCEW Employees, Self-Employed & Extended Proprietors - Emsi Class of Worker Plan V

11 The data in Chart 1C shows the demographics by gender and race/ ethnicity. As shown our region is primarily White, Non-Hispanic with American Indians as the next largest population. A review of this data also suggests that the career centers have served people of color in proportion to their representation in the unemployed population. However, there is still room for improvement in serving those populations, especially those who are not attached to the labor market or currently collecting unemployment insurance. Programmatically, this translates into continued need for culturally appropriate services and for these vulnerable populations in our region. Gender diversity in our region is nearly exactly equal (Chart IE). According to information from the Bureau of Labor Statistics, the unemployment rate for youth is 14.9%. This is nearly triple the unemployment rate for adults 25 and older (5%), and youth of color fare far worse than their white counterparts when it comes to unemployment. These numbers indicate the challenges involved in developing young adult work readiness skills and the continued need for finding suitable employment for this underserved population. Chart 1D: Personal Income Summary Chart 1E: Population by Gender Gender 2016 Population 2026 Population Change % Change 2016 % of Cohort Males 88,266 86,847 (1,419) (2%) 50.40% Females 86,861 85,158 (1,703) (2%) 49.60% Total 175, ,005 (3,121) (2%) % Plan V

12 Source: QCEW Employees, Non-QCEW Employees, Self-Employed & Extended Proprietors - Emsi Class of Worker Overall, when looking at youth education and employment data, it is imperative that the NWWIB continue to support student success and the development of pathways to career readiness and success for both in-school and out-of-school youth throughout our region, with special attention paid to vulnerable youth. IV-B. About the Region s Current Employment and Industries As part of our review of labor market information, we have compiled a variety of data points concerning our region s employment and job vacancies. The graphs below outline this data to help provide further context to the goals and activities stakeholders have identified for our focus areas. Chart 2A illustrates the commuting patterns of workers in our region. Charts 2B and 2C below indicate those occupations by occupation cluster with the greatest anticipated future vacancies. Not all regional residents work in the region. In 2014, 59.8% of the Northwest Wisconsin residents worked in the region and 40.2% left the 10-county region to commute to work. Additionally, in 2014, 25.6% of the region s workforce commuted into the region from a county outside of the Northwest Wisconsin workforce development area. A large percentage of the region s residents face a commute longer than 35 miles (each way) every day. Chart 2A: Source: U.S. Census Bureau, OnTheMap Application and LEHD Origin-Destination Employment Statistics (Beginning of Quarter Employment, 2nd Quarter of ). Plan V

13 Industry Cluster Regions The NWWIB has compiled and analyzed Labor Market Information in order to clearly identify three distinct industry cluster regions (Tribal Stakeholders Indicated on Map): I. Ashland, Bayfield, Douglas, and Iron Counties II. Price, Rusk, and Taylor Counties III. Burnett, Sawyer, and Washburn Counties Each of these cluster regions is projected to experience high growth in industries specific to their constituent counties that can be addressed individually and strategically in terms of workforce development needs. With this in mind, it is important to note that the strategic plan should remain flexible and responsive to emerging industries and changes in employment patterns throughout the region. Below are the top six industries in each industry cluster region as defined by the total number in the workforce in The number indicated in parentheses is the forecasted percentage of growth within that industry from Common to each region are the Manufacturing, Retail Trade, Government, Accommodation & Food Service, and Health Care and Social Assistance industry sectors, indicating that these industries are important to the economic welfare of the entire ten-county region and should be addressed on that same regional basis. Price, Rusk, and Taylor Counties 1. Manufacturing (-3%) 2. Government (-2%) 3. Crop and Animal Production (-5%) 4. Retail Trade (-1%) 5. Health Care & Social Assistance (6%) 6. Accommodation & Food Service (2%) Ashland, Bayfield, Douglas, and Iron Counties* 1. Government (1%) 2. Accommodation & Food Service (0%) 3. Health Care and Social Assistance (4%) 4. Retail Trade (5%) 5. Construction (0%) 6. Manufacturing (-4%) Burnett, Sawyer, and Washburn Counties 1. Government (-1%) 2. Manufacturing (6%) 3. Retail Trade (-1%) 4. Health Care and Social Assistance (6%) 5. Accommodation & Food Service (1%) 6. Construction (0%) *Note that the Transportation and Warehousing industry in Douglas County is a large and important sector. Truck transportation accounts for nearly 2,264 jobs in this region Plan V

14 Chart 2B provides insight into the occupations where the largest number of retirements are expected. Truck drivers and administrative assistants will be most impacted. The impact of the retirements is reflected in Chart 2B where the projected employment demand in 2022 is provided. We see that trade/transportation, professional, education, retail, and financial services are key sectors, with manufacturing and leisure/hospitality also sharing a significant percentage of the total. Chart 2B: Occupations with the most workers aged 55 years and older in 2014 Number of workers Occupation title Female Male Both Driver/sales workers and truck drivers 15 1,748 1,763 Secretaries and administrative assistants 1, ,266 Maids and housekeeping cleaners 1, ,113 Elementary and middle school teachers Managers, all other Registered nurses First-line supervisors of retail sales workers Retail salespersons Nursing, psychiatric, and home health aides Laborers and freight, stock, and material movers, hand Farmers, ranchers, and other agricultural managers Janitors and building cleaners Customer service representatives Cooks Cashiers Bookkeeping, accounting, and auditing clerks Financial managers General and operations managers Grounds maintenance workers Personal care aides First-line supervisors of office and administrative support workers Office clerks, general First-line supervisors of landscaping, lawn service, and groundskeeping workers Source: US Census 2014, PUMS file Plan V

15 Occupation Title Heavy and Tractor-Trailer Truck Drivers Registered Nurses Elementary School Teachers, Except Special Education Construction Laborers General and Operations Managers Maintenance and Repair Workers, General First-Line Supervisors of Office and Administrative Support Workers Postal Service Mail Carriers Estimated 2012 Employment Chart 2C: Best Job Prospects in Northwest Wisconsin - Occupations in-demand and high-paying* - Projected 2022 Employment # Change Percent Change Total Openings Typical Education for Entry % 240 Less than high school % 240 Bachelor's % 200 High school % 190 High school % 150 High school Carpenters % 140 High school Sales Representatives, Wholesale and Manufacturing, Except Technical and Scientific Products Bookkeeping, Accounting, and Auditing Clerks Industrial Machinery Mechanics Inspectors, Testers, Sorters, Samplers, and Weighers Accountants and Auditors % 140 High school 969 1, % 140 High school % 120 High school % 110 High school % 110 Bachelor's Related Occupation Work Experience Posthire Training Needed for Competency Short-term on-the-job Annual Median Wage $39,479 $60,674 Less than 5 years Less than 5 years Internship/r esidency $53,144 Short-term $33,615 on-the-job $68,265 Long-term on-the-job $34,025 $42,434 Short-term on-the-job Apprentices hip 2,030 2, % 420 Postseconda ry non award 991 1, % 320 Associate's 968 1, % 270 Bachelor's Moderateterm onthe-job $47,887 $36,457 $45,683 Moderateterm onthe-job $32,784 Long-term $48,004 on-the-job Moderateterm $29,405 on- the-job $55,221 Plan V

16 Operating Engineers and Other Construction Equipment Operators % 100 High school Machinists % 100 High school First-Line Supervisors of Food Preparation and Serving Workers Conveyor Operators and Tenders Middle School Teachers, Except Special and Career/Technica l Education Social and Human Service Assistants Production, Planning, and Expediting Clerks Sales Representatives, Services, All Other Licensed Practical and Licensed Vocational Nurses Managers, All Other Industrial Engineers Insurance Sales Agents Medical Secretaries Dental Hygienists Medical and Health Services Managers Dental Assistants % 100 High school % 80 Less than high school % 80 Bachelor's % 80 High school % 70 High school % 70 High school % 70 Postseconda ry non award % 70 High school % 60 Bachelor's % 60 High school % 50 High school % 50 Associate's % 50 Bachelor's % 50 Postseconda ry non award Less than 5 years Moderateterm onthe-job $42,798 Long-term $37,422 on-the-job $29,414 Short-term on-the-job Internship/r esidency Short-term on-the-job Moderateterm onthe-job Short-term on-the-job $37,539 $45,278 $33,230 $30,767 $36,970 $39,683 Less than 5 years $58,435 $69,584 Moderateterm onthe-job $44,750 Moderateterm $31,120 on- the-job $63,235 $81,910 $37,014 Plan V

17 Bus and Truck Mechanics and Diesel Engine Specialists Computer Programmers Management Analysts Compliance Officers Painters, Construction and Maintenance Computer User Support Specialists Family and General Practitioners Electrical Power-Line Installers and Repairers Heating, Air Conditioning, and Refrigeration Mechanics and Installers First-Line Supervisors of Housekeeping and Janitorial Workers Kindergarten Teachers, Except Special Education % 50 High school % 40 Bachelor's % 40 Bachelor's % 40 Bachelor's % 40 Less than high school % 40 Some college, no % 40 Doctoral or professional % 40 High school % 40 Postseconda ry non award % 40 High school % 40 Bachelor's Long-term on-the-job $40,037 $55,854 Less than 5 years Less than 5 years $56,337 Moderateterm onthe-job Moderateterm onthe-job Moderateterm onthe-job Internship/r esidency Long-term on-the-job Long-term on-the-job $58,712 $30,673 $36, ,936 $68,927 $38,826 $35,211 Internship/r esidency $56,429 Source: Department of Workforce Development, Office of Economic Advisors, September 2015 * "in-demand" occupations have a percent change that exceeds the average of all occupations in Northwest Wisconsin "high-paying" occupations have a median wage that exceeds the median wage for all occupations in Northwest Wisconsin The duration of unemployment tracked by the US Bureau of Labor Statistics in Chart 3 has increased dramatically from an average of 16.1 weeks in December 2007 to 27.2 weeks in October 2016 The average peaked at 40 weeks in December 2011 and began a gradual decline, but remains well above historical averages. As the longterm unemployed face additional barriers to re-employment, including the perceived (real or imagined) erosion of skills, and the personal/emotional trauma associated with lack of steady employment, the NWWIB must continue to provide additional services and programming for this customer population. Plan V

18 UI PERCENTAGE Chart 3: In addition, although higher than the state and national average, Northwest Wisconsin has seen a gradual decline in the unemployment rate. Most currently in September 2016, the NWWIB regional unemployment rate came in at 4.2% compared to the State rate of 3.5% and the National rate of 4.8%. However, these figures do not capture the number of unemployed that have dropped out of the evershrinking labor pool. Chart 4A: UNEMPLOYMENT RATES Northwest Wisconsin United States Wisconsin Department of Workforce Development Bureau of Workforce Training - Labor Market Information *not seasonally adjusted Plan V

19 Chart 4B: Regionally individuals with lower levels of educational attainment face significant barriers to employment. IV-C. Regional Stakeholder Insights In anticipation of the looming strategic planning process the NWWIB hosted the E 3 Summit in This summit brought together regional leaders in employment, education, and economic development to begin collaborating on the next steps for regional workforce and economic development growth. During the summit, partners identified supply and demand in the workforce system. Stakeholders and NWWIB leadership then worked in groups to identify strengths and weaknesses in our workforce system. Finally, strategies for bridging the gap between workforce supply and demand were identified. As a follow-up to the E3 Summit, the NWWIB partnered with Visions Northwest regional economic development entity and the Northwest Wisconsin Educators for Regional Development on three Regional Insights on the Economy (RIsE) events. The RIsE sessions provided attendees with an overview of the economic status and trends as well as the opportunity to participate in a facilitated discussion regarding economic, workforce, and education concerns throughout the region. The RIsE sessions brought 102 community members together in Siren, Phillips, and Ashland. Attendees were asked to identify priorities and recommendations for future efforts. Their responses have been aggregated into the word clouds below (Chart 5A & 5B). The larger the font size, the more prevalent that word was in their answers. Plan V

20 Chart 5A: Priorities Chart 5B: Ideas and Recommendations Plan V

21 In an effort to bring all the data and information collected during the two sessions mentioned above, the NWWIB again brought regional leaders in employment, education, and economic development together in October 2016 for the RIsE 3 Summit. Attendees were asked to explore a variety of subjects and develop way to bridge the supply and demand gap (see page 26) that was identified in At the end of the session the 40 attendees were again asked to answer two questions. Those questions and their responses are shown again below in Chart 6A and 6B and indicate the frequency that a word or phrase was repeated in the answers. The more frequent the response the larger the font in the cloud. Chart 6A: What, to you, were the most meaningful ideas that came up today? Chart 6B: What steps are you personally going to take related to this summit? These stakeholder insights and the employment and vacancy data points in earlier charts, taken together, identify Plan V

22 some key challenges the region is experiencing in workforce development: a. Increasing difficulty recruiting the skills or talent needed b. A declining but still high regional employment rate c. An increase in the duration of unemployment d. An increase in the number of unemployed low-income residents e. A high unemployment rate for youth f. Changing employment trends, in terms of in-demand industries and top employers g. Rampant retirements and an aging workforce will present future challenges NWWIB s leadership took these challenges into consideration in creating this strategic plan, and in outlining its six key goals, listed below. It recognizes the need to continue its approach of connecting job seekers with employment in our region s top industries and in serving our top employers more directly. It also recognizes the need to serve those struggling the hardest to maintain connection to employment: the long-term unemployed as well as those with the most limited educational levels and barriers to success and the least amount of access to services and resources V. NWWIB Strategic Issues After its robust strategic planning process outlined above, NWWIB has arrived at six key issues that must be addressed in our region. 1) Young people are leaving the region and new young people or individuals, returning or new, are not replacing them. 2) The current workforce is aging and we lack in-migration to meet the employment needs of the healthcare industry as well as others. 3) Geography creates barriers to access. 4) Employer engagement in industry sector work is challenging. There is not an effective way to engage employers across such an expansive geography and to demonstrate the benefits and impact that industry sector work can produce 5) The NWWIB must work to develop the brand identity, presence, and networks necessary to effectively convene the various stakeholders for the advancement of the region. 6) Inadequate resources to provide the services necessary in our region. Community and regional collaboration is needed to develop a healthy workforce for the future. In order to ensure the above issues are addressed, each will be assigned to the appropriate NWWIB subcommittee or tasks force which will then be responsible for developing the specific implementation strategies necessary to meet the goals/activities and will track performance using the benchmarks below. Additionally, each committee will utilize the proposed NWWIB Scorecard, Job Center Survey data, as well as other state and local tools and reports to regularly measure and evaluate efforts toward meeting the strategic goals. Plan V

23 The following charts outline each issue, goals, related activities, and how NWWIB will measure success. IV. Contact Information For information regarding this plan, please contact: Mari Kay-Nabozny Chief Executive Officer Northwest Wisconsin Workforce Investment Board 422 Third Street West, Suite 200 Ashland, WI Phone: Ext 101 Strategic Plan Thought Leadership NWWIB is established as an expert in workforce development, continuously improving data collection and collaboration efforts in order to support regional economic development and the provision of employment services. Plan V

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