Partnering for a Competitive Workforce: Strategic Plan

Size: px
Start display at page:

Download "Partnering for a Competitive Workforce: Strategic Plan 2013-2018"

Transcription

1 Partnering for a Competitive Workforce: Strategic Plan Approved March 20, 2013

2 This page intentionally blank

3

4 This page intentionally blank

5 Partnering for a Competitive Workforce: Strategic Plan Approved March 20, 2013 Table of Contents Introduction and Overview... 1 Vision for Workforce System... 5 Strategic Priorities... 9 Coordinated Resources for System-Wide Innovation Implementation Appendix A: Strategic Pathways toward System Improvement: Work Plans Appendix B: Participants in Strategic Planning... 62

6 1. Introduction and Overview A Transformative Vision of the Public Workforce System Who we are: Philadelphia Works helps employers find skilled workers and helps job seekers develop the skills they need to succeed in the workplace. We do this by: Funding and providing technical assistance on career guidance, job training, and job placement services offered by our implementation partners Offering employers wage subsidies, employee training, and re-training assistance, working with them to help employees who have been laid off; offering job listings, candidate recruitment and screening services through our implementation partners Conducting research on employment and workforce trends and making our findings available to businesses, policy makers, service providers, and the media Promoting public policy that meets the needs of jobseekers and employers. Convening and coordinating the city s workforce system and its connections to economic development, education, youth and social service systems Philadelphia Works is supported by federal, state, city, and privately-raised employment and training funds. Our funded implementation partners are: PA CareerLink Philadelphia, which helps employers find workers and adult job seekers find jobs The Philadelphia Youth Network and its network of youth service providers, which trains and helps young people find jobs, finish high school and prepare for post-secondary training Employment, Advancement, and Retention Network (EARN) Centers, which offer employment services to those receiving public assistance Industry partnerships, which bring together employers, workers, and job training providers from a single industry cluster to collaborate on improving competitiveness and address common workforce problems Occupational skills training providers, which provide job training to eligible Philadelphians. The board of Philadelphia Works serves as the city s Workforce Investment Board, is employer-led and represents business, government, education, economic development, workers and community partners. Its members are appointed by the Mayor as mandated through the federal Workforce Investment Act. The Mayor charged Philadelphia Works to create a No Wrong Door approach to services for both employers and job seekers recognizing the need in Philadelphia for employment services, training and job readiness aligned with educational and literacy gains in support of economic development. More than 490,000 Philadelphia residents of working age (16 and older) are not employed or looking for jobs. Each year since the recession ended almost 70,000 Philadelphians were unemployed, some for 2013 Philadelphia Works All rights reserved. 1

7 years. Many others work limited hours or only occasionally. Even more residents work in low-wage jobs with insufficient hours to meet their families needs. At the same time, employers express concerns about the availability of qualified workers. It is the role of the workforce system which Philadelphia Works coordinates and oversees to make the match between employers and jobseekers. Our city and economy benefit when Philadelphians raise their incomes and employers can meet their hiring needs. The history of system change Since 2009, a number of changes have taken place in the Philadelphia workforce system in response to a directive from Mayor Nutter to make significant changes in how workforce services are delivered in Philadelphia. In April 2011 the Corporation for a Skilled Workforce (CSW), which helps states and communities manage changes in their workforce development systems, completed a system-wide assessment of the Philadelphia workforce system. The report contained a number of recommendations to help us serve more people, work more effectively for employers and job-seekers, and coordinate services better with public and private education and training institutions, Philadelphia s public economic development agencies, and nonprofit organizations delivering human services to individuals and families. Based on recommendations in the CSW report, our predecessor organizations began an 18-month process that in 2012 resulted in the merger of the Philadelphia Workforce Investment Board and the Philadelphia Workforce Development Corporation into a single new organization, Philadelphia Works, Inc. The new organization is leaner and includes a more integrated governance and staff structure guiding the provision of workforce services, strong fiscal oversight and controls, and essential workforce-related research functions. Workforce services that had been operated directly by the Philadelphia Workforce Development Corporation have been contracted out to an experienced service provider. This merger produced early positive results, including achieving, for the first time in five years, all nine Workforce Investment Act Common Measure performance goals set by the Pennsylvania Department of Labor and Industry. A blueprint to complete a strategic plan Philadelphia Works turned its attention toward developing a strategic plan for the next five years, addressing other, non-structural recommendations outlined in the Corporation for a Skilled Workforce assessment report. The year-long planning process involved representatives from nearly 60 organizations. In addition to guiding Philadelphia Works in streamlining and improving its own operations, the plan focuses on enhancing the effectiveness of the entire Philadelphia workforce development system addressing, large and small employers; educational, literacy, and technical training institutions; economic development agencies;, and providers of essential services for adult and youth job seekers. Philadelphia Works is committed to playing a leadership and convening role in helping the entire system serve businesses and jobseekers more effectively while successfully coordinating with our many partners in the city Philadelphia Works All rights reserved. 2

8 Although some changes can be implemented relatively quickly, others will be more difficult, and progress will be measured in years rather than months. Assumptions Underlying the New Plan The Philadelphia Works board identified several of the recommendations in the Corporation for a Skilled Workforce report as crucial for improving the effectiveness of the Philadelphia workforce system as well as enhancing our own capabilities. These include increasing marketing and service quality to attract more customers to the system, implementing a true one-stop system that integrates WIA- and TANFfunded clients and services, creating more direct connections with training and education providers, working more closely with Philadelphia s economic development agencies, and strengthening outreach and services to smaller employers who are responsible for a significant proportion of Philadelphia s new jobs. Techniques identified by the board for achieving these goals include 1) better and more extensive marketing of the system to reach more employers; (2) making better use of new technologies including new social media tools and virtual strategies for service delivery; (3) maintaining strong research capabilities and adopting more evidence-based practices; and (4) recognizing that system innovations will require a broader funding base, including new foundation funding and private-sector contributions, as well as policy changes to allow the use of public dollars in more flexible ways to support programs that work. The overarching assumption driving the proposed process is that over the 3-5 year period covered by the plan, Philadelphia Works has a twofold system change responsibility to: (1) further refocus our own programs and investments along the lines indicated by recent system assessments; and (2) facilitate a common vision and action plan owned by all parties in the broader Philadelphia workforce system that addresses the needs of both employers and job seekers and deploys available public resources to support this collective mandate. This plan frames an ambitious change agenda one that not only includes strategies that will inform how the agency deploys the public resources under our direct control but also additional results-focused strategies that are expected to encourage a much broader, more comprehensive reform effort that will require increased coordination and alignment of key stakeholders within the broader workforce system. To accomplish this, the plan: Provides broad vision, direction, and strategies for the whole workforce system, including but not limited to the programs and investments over which Philadelphia Works and our partners have direct control; Specifies a set of strategic priorities that the Philadelphia Works board can own and use not only to guide the core operations of the organization but also to shape how we lead the transformation of the broader system; 2013 Philadelphia Works All rights reserved. 3

9 Lays the foundation for a collective-change strategy including well-defined roles for appointed and elected officials, funders and resource providers, and other implementing partners with relevant programmatic expertise Introduces a new culture of accountability that Philadelphia Works and other participants in the workforce system agree to use as a basis for tracking progress throughout the system. The Planning Process The planning process accomplished several purposes: (1) fully engaged the reformulated Philadelphia Works board as the appointed governance body with broad representation of system stakeholders and responsible for setting the direction and priorities for the new merged organization; (2)reflected the expectations of both the City administration and the Commonwealth regarding the transformation of the workforce system; (2) built on recommendations from the Corporation for a Skilled Workforce assessment; (3) provided opportunities for a wide range of workforce system members in setting the directions, strategies, and measurement framework that will lead the transformation of the system; and (4) established priorities and strategies for enhancing the system that Philadelphia Works and other workforce system participants will adopt. During the planning process, work groups made up of Philadelphia Works board and staff members and representatives of workforce system participants were formed to examine a number of topic areas. The groups identified system improvement strategies and defined near and long term objectives related to those strategies. This work was presented and discussed at a meeting of all work group members, which included representatives from 35 organizations including economic development, literacy, youth, education, workforce and social service agencies (see Appendix X for list of participants). Philadelphia Works staff members then worked with a planning consultant to synthesize the themes identified by the groups into a draft strategic plan. The draft plan was shared with additional members of the business community, other service providers, and academic experts, who made additional suggestions. The current document is the result of these efforts. The process was completed in two phases of engagement beyond the board. The first phase of planning began in October and concluded in December 2012.During Phase I, work groups made up of board representatives, staff members, and members of outside organizations came to consensus on specific system improvement strategies and defined specific near term and sometimes longer term objectives related to those strategies. The second planning phase began in January 2013 and will extend through June During this phase, Philadelphia Works staff and key stakeholders created two-year work plans for implementation and shared these with a broader array of stakeholders including members of the business community, additional service providers, academic experts and others on March 15, These stakeholders helped identify potential implementation challenges and made suggestions to strengthen each approach. By this summer, metrics that track progress of key objectives will be identified and approved Philadelphia Works All rights reserved. 4

10 Outline of this Strategic Plan Document This plan has five sections: Section one is an introduction and overview. Section two lays out our vision for how we will build a more effective and integrated workforce system. It introduces a conceptual framework highlighting changes which need to occur in order to produce the scale of transformation we are seeking. Section three introduces five priorities for changing the system over the next five years, including nine two-year objectives to focus our initial efforts. It also outlines the roles of Philadelphia Works and our partners. Section four considers the kinds of investment and new resources that will be needed to pursue the objectives identified in Section three. Section five addresses the process of moving from the planning stage to implementation of the strategic plan. The appendix includes a summary chart of all goals, objectives, and desired outcomes, twoyear work plans and timelines for each of the nine objectives, plus a listing of all participants in the planning process. 2. A New Statement of Philadelphia Works Vision This section sets the stage for the remainder of the document by introducing three key elements of the vision that will guide the implementation of the strategic plan: (1) a new understanding of the Philadelphia Works organizational mission and the overall vision that is now guiding a variety of organizational and programmatic improvement efforts; (2) a commitment by the organization to assume a broader system leadership role that includes the responsibility to establish and guide an inclusive, system-wide collective impact strategy; and (3) a new conceptual map that highlights the broad directions in which Philadelphia s workforce system must now move in order to better meet the needs of employers and job seekers. Interspersed with this vision is the commitment to accountability. A New Statement of Philadelphia Works Vision Guiding this plan is a new and broader vision for Philadelphia Works that we will use in conjunction with our mission statement. It places emphasis on our responsibility to be responsive and innovative while working in support of the City of Philadelphia s broader economic goals Philadelphia Works All rights reserved. 5

11 Our Mission: Philadelphia Works connects employers to a skilled workforce and helps individuals develop the skills needed to thrive in the workplace. Our Vision: Philadelphia s workforce system will be among the most integrated, innovative, productive and transparent systems of its kind in the country: Consistently delivering value for employers and job-seekers, Contributing measurably to the economic growth of the region, and Serving as a model for others to learn from and replicate. Over the past two years, the Philadelphia public workforce system has made significant progress in changing its structure and programs. There is now a single organization in place with a single president and CEO. Three governing boards have been combined into one. There is strong oversight of investments across the system. Board committees have been combined and restructured. On the programmatic side, the organization: has competitively bid out the WIA Title I Adult & Dislocated Worker services delivered at the PA CareerLink system is working with the Commonwealth of Pennsylvania to better integrate services no matter how they are funded, consistent with the no-wrong-door approach advocated by Mayor Michael Nutter and has realigned programs to reflect state policy shifts related to both WIA and TANF funding. successfully rebid and approved a provider for the role of the youth administrator, which serves young jobseekers. We are also prioritizing employer needs in all of our training investments and reorganizing and expanding our business services approach. We completed research on marketing improvements with the Temple Fox School of Business, and are working with local chambers of commerce and other economic development groups to expand employer relationships and more effectively identify job trends. We are better able to respond to the needs of smaller employers through our closer relationships with the City of Philadelphia s Commerce Department and PIDC. Stronger relationships are being built with education and literacy providers and new collaborations are beginning to translate priorities into policy and implementation. Across the board, there is a new commitment to continuous improvement and effective measurement. There are new quality assurance positions within the contracted WIA PA CareerLink Philadelphia staff and Philadelphia Works staff that draw on performance data to promote continuous improvement Philadelphia Works All rights reserved. 6

12 Work is underway on a system-wide performance measurement dashboard. Customer service satisfaction assessments for both employers and job seekers will be provided by an independent assessor. These actions are critical for enhancing our own capacity to serve businesses and jobseekers. Equally important, this plan introduces a broader approach for combining these efforts with those of other service providers and partners including a much broader array of actors playing key roles in adjacent systems such as economic development, education and human services. Achieving Transformation through a Collective Impact Approach In our vision of the Philadelphia workforce system, our role involves more than managing the public dollars for which we are responsible and guiding the operations of our own organization. We also have the responsibility to provide broader leadership that results in the transformation of the entire system so that it works better and more efficiently for everyone involved. This is often referred to as a commitment to achieving collective impact. Within such an approach, there are clearly defined roles for everyone, from elected and appointed officials, funders and resource providers, and other implementing partners with relevant programmatic expertise. There are mutually agreed goals that all participants work together to achieve. There is also shared accountability for results that can be measured and a mutual commitment to gathering the information needed to track progress throughout the system. While Philadelphia Works commits to this broader vision of system improvement, we cannot accomplish changes of this scale on our own. We are prepared to play a key leadership and convening role similar to that now being played by the highest functioning workforce investment boards in the country. Only by working together can all the stakeholders in the system accomplish the type and scale of transformation we envisage. Building Blocks of a More Integrated System Through our planning process we and our partners identified five priorities for developing a more integrated and better-functioning system. These are pictured in Figure 1 below and are elaborated on in the remainder of this plan. These five priorities are connected. To be successful in addressing them systematically, new investments will be required, as shown in the center of the diagram. Some efforts will be achieved through our own individual actions; others will require cooperation among multiple participants in the workforce system Philadelphia Works All rights reserved. 7

13 Figure 1 Five strategic priorities for the Philadelphia workforce system Prioritize hardest-to-serve populations Expand on-line and community-based basic skills learning Pilot specialized earn and learn services for population groups Adopt common employer-driven education and training standards across all ages Identify and deliver foundational work skills Meet work readiness standards Build career pathways used by employers Strengthen collaboration between the workforce system and Philadelphia s economic development efforts Identify shared industy clusters with job growth potential Create stronger industry partnerships Share resources to promote system-wide innovation More flexible funding New information technologies Common performance measures Strategic marketing Research and evidence-based practices Supportive policy changes Serve smaller employers Engage more smaller businesses Coordinate services that lead to more employer customer satisfaction Implement "no wrong door" Integrate WIA and EARN systems and meet all baseline performance measures Implement an enhanced service delivery model with resource mapping and referral tracking 2013 Philadelphia Works All rights reserved. 8

14 3. Strategic Priorities During the first phase of the planning process, strategies were developed in five broad priority areas that closely match the main arenas in which larger-scale system changes must occur to produce a more integrated and better-functioning system. The priority areas are: Bring Philadelphia s workforce and economic development systems and investments into closer alignment Serving smaller employers Implement No Wrong Door Adopt common employer-driven standards for education and training Prioritize hardest-to-serve populations These priority areas and the objectives that have been defined within them are all closely integrated. Within each of these priority areas, those participating in the first-phase planning not only proposed specific system improvement strategies, but also one or more near-term objectives that Philadelphia Works and other key stakeholders. Each priority is discussed below. Priority One: Strengthen collaboration between the workforce system and Philadelphia s economic development efforts As a result of the planning process, Philadelphia Works will place a high emphasis on systems thinking and strengthening collaboration between the workforce system and Philadelphia s economic development efforts. This will take several forms, including tying workforce and economic development efforts to fast-growing industry clusters and developing a plan for training skilled workers in these areas. It also includes cross-training workforce and economic development staff in the products and services each offers, developing supporting materials to share, and holding regular meetings between the two sectors to assess progress and make policy adjustments as needed. The Economic Development work group that considered potential ways of bringing workforce and economic development systems into closer alignment included representatives from Philadelphia Works, key officials from the City of Philadelphia s economic development agencies (the Deputy Mayor, the Deputy Director of Commerce and the Director of PIDC) as well as representatives from labor, education, small business and the retail, hospitality and manufacturing sectors. This group framed its work by identifying several broad objectives to be addressed collaboratively: (1) better leverage Philadelphia s employer expansion, retention and attraction strategies with workforce development investments; (2) align the work of existing and new Industry Partnerships with industry priorities of the city; (3) strengthen the role of workforce supports within investments to meet start-up, expansion and retention needs of small businesses; and (4) more closely connect and build job-seeker skills to match 2013 Philadelphia Works All rights reserved. 9

15 existing and future employer demand. These four objectives were congruent with and overlapped with objectives of other work groups. For ease of presentation, this strategic plan combines the first two in a single objective presented here, creates a separate priority for the third, and includes the fourth under the Employer-Driven Standards priority. Objective: Tie Philadelphia Works industry priorities with the industry priorities of Philadelphia s economic development agencies This objective will guide efforts to increase coordination between Philadelphia Works and the City of Philadelphia Commerce Department and PIDC, the City s economic development agencies. Philadelphia Works already participates in PIDC s weekly business-recruitment meetings and works with City personnel to provide trained employees for relocating or expanding businesses that need additional workers. We will also be collaborating with these economic development agencies more closely on marketing and promotion and using on-line methods of communicating with employers as well as implementing the City s new first source legislation which requires employers receiving economic development assistance from City agencies to make use of the public workforce system in meeting their personnel needs. A key area of partnership will involve working more closely to address the workforce needs of targeted industry clusters. Specifically, we will develop at least one new industry partnership for a cluster with strong growth potential. Currently, Philadelphia Works oversees a number of industry partnerships which bring together employers, workers, and job training providers from a single industry cluster to collaborate on improving the industry's competitiveness and address common workforce needs. These partnerships offer access to regional and industry-specific knowledge and training and create professional networks that promote innovation, collaboration, and efficiency. Criteria for selecting clusters include evidence of steady growth, turnover in hiring sufficient to provide predictable placement opportunities for job-seekers, and the potential for employees to move along career pathways and achieve family-sustaining wages. Emphasis will also be placed on clusters that are most likely to offer near-term job opportunities over the next months. Another opportunity for collaboration is dedicating Philadelphia Works funding to support employers already working with the Commerce Department and PIDC in such areas as hiring employees from the workforce system and providing on-the-job training for newly hired staff members. As work with the city s Department of Commerce progressed, feedback from the March 15, 2013 stakeholder meeting provided further refinement of the work plan for bringing economic development and workforce systems closer together. First, after discussing several of the proposed clusters for more coordinated investment, there was general agreement that the energy sector in general should receive greater attention since it includes an array of existing utility-related jobs as well as new jobs involving green technologies. Second, coordination efforts across agencies should concentrate on identifying 2013 Philadelphia Works All rights reserved. 10

16 specific employment positions within industry clusters that offer opportunities for job placements for Philadelphians. Third, there should be a focus on clusters and employment positions that are most likely to offer near-term job opportunities that will enable placements to grow over the next months. Philadelphia Works Role: Help collect industry data and information on industry priorities. Work as part of the cross-agency group to map commonly-supported industry clusters. Develop workforce development priorities that support and sustain commonly-supported industry clusters Invest workforce funds and staff resources in support of cluster priorities. Partnership Roles: Philadelphia Commerce Department and PIDC: Identify City economic development priorities to aid in development of appropriate clusters Identify City resources that will help sustain identified clusters Assist with data collection on industry workforce needs Commit to ongoing staff collaboration and information sharing with Philadelphia Works Two-year goals: The City of Philadelphia Commerce Department, PIDC, and Philadelphia Works will collect qualitative and quantitative data on key industrial sectors and industry priorities for joint investment by all three agencies. In two years: At least one new industry partnership will be in operation with an identified sustainability plan Industry cluster priorities will serve as the basis for training investments and developing pipelines of training and career pathways for job-seekers Statement of Outcome(s) Coordinating of efforts between Philadelphia Works and the City of Philadelphia s economic development agencies will result in an increase in the number of jobs from previous years, an increase in the number of employers utilizing public workforce resources, and demonstrated customer satisfaction with the system through third-party surveys. Five-year Goals: New industry partnership(s) will have substantial employer membership (more than 30 members) and a strategic focus; industry partnerships have sufficient resources and active membership determining training and educational needs Philadelphia Works All rights reserved. 11

17 Priority Two: Serving Smaller Employers Smaller employers account for the majority of jobs in the city, but most are unaware of Philadelphia Works or our services and those offered through our largest workforce system implementation partner, PA CareerLink Philadelphia. To address this problem we will introduce a marketing effort to increase our visibility among small businesses. This will also provide us with information about the needs of small businesses and enable us to refine our efforts accordingly. We ll also be taking several steps to serve small businesses better, including: (1) establishing a cross-agency team of experts who specialize in small businesses and entrepreneurs; (2) ensuring that workforce development staff who support small firms are specifically trained to do so; (3) ensuring that all workforce development staff members are aware of (and can refer potential candidates to) the system s small business services; and (4) making available a wide variety of services, e.g., training funds for small businesses on such topics as business and financial management. Objective: supporting small business start-up, expansion, and retention by coordinating with Philadelphia s economic development agencies Within this priority area, a single objective will guide how the system engages smaller employers and improves our services to this large segment of Philadelphia s employer population. The economic development work group proposed that in addition to other efforts underway to improve staff training in engaging with smaller employers, there is a need for a focused marketing plan that begins in a few specific clusters dominated by smaller employers. To ensure coordination of efforts across the City of Philadelphia we will establish a small business advisory group comprising workforce and City representatives, as well as a representative group of small business owners who can provide suggestions and communicate a private-sector perspective, continuous advice and input on economic and workforce development policies and practices intended to benefit this sector. Second, the city agencies involved in implementing improved outreach to and support of smaller employers should draw upon the expertise of established networks and associations who already serve as intermediaries and advocates for small businesses in Philadelphia. Philadelphia Works Role: Develop informational material describing workforce services aimed at small businesses Participate in public information campaign Use comments and suggestions from the small business advisory group to tailor services to meet small business needs Partnership Role: Philadelphia Commerce Department Identify members of the small business advisory group 2013 Philadelphia Works All rights reserved. 12

18 Develop a public information campaign and a web-based clearinghouse targeting small businesses Assist with developing the contact database for cross-agency use. Include information on workforce services in public information materials including the on-line clearinghouse Two-year goals: Public information campaign and website clearinghouse have been launched and the results of the campaign are tracked through the contact management system Increase in the number of employers using public workforce resources Increased employer satisfaction with services Improved job retention rates for small business customers Statement of Outcome(s) At the end of two years, Philadelphia Works and the City of Philadelphia s economic development agencies will offer more and better coordinated services in support of the startup, expansion, and retention needs of small businesses enabled through a newly expanded web-based information clearing house. The agencies will use a new contact management system to share employer contacts and track results A multi-agency small business advisory group will be formed, which will undertake a public information campaign that will result in more small businesses using public workforce services; increased numbers of workers for those businesses will be recruited through the workforce system as well. Five-year Goal: The new employee database and public information campaign will produce an increase in job listings from and placements in smaller businesses, as well as increased business satisfaction with workforce system services. Priority Three: Implement No Wrong Door The Corporation for a Skilled Workforce assessment highlighted the uneven quality of services, redundancies, lack of coordination, and competition for resources that exist between EARN and PA CareerLink centers. Employers experiences with the centers differ substantially and small firms often fall through the cracks entirely. To ensure better service for all customers, a new culture emphasizing customer satisfaction, continuous improvement, better communications, and more effective gathering and use of data is needed. In part the current state of affairs is due to the different funding streams that support EARN and PA CareerLink centers. With those resources come different sets of rules, regulations, and performance standards. Fortunately, Pennsylvania is in the midst of a system reorganization that will integrate the EARN and PA CareerLink systems, resulting in a no wrong door approach. This will ensure that customers have access to a full array of services wherever they happen to be seeking assistance. Partners not directly funded with workforce development dollars will also 2013 Philadelphia Works All rights reserved. 13

19 come to understand what services will be offered through this coordinated effort and where to route customers. The commonwealth has established a timeline and process where counties begin the integration of these systems. Inherent in this will be defining what integration will mean in Philadelphia. Objective: Implementing the no wrong door strategy integration of services Open three centers that are co-located and provide partially integrated services (including full service PA CareerLink activity) to job seekers and employers through various funding streams which meet market needs and achieve performance measures. The first stages of reorganizing the system have been completed with the merger of two predecessor organizations into Philadelphia Works, which will have oversight responsibilities for the integrated EARN and PA CareerLink systems. Next came the contracting out of the operation of the PA CareerLink Philadelphia centers to a private operator. The remaining phases of the strategy will be the co-location and integration of WIA and EARN services. Achieving integration of the two systems will require a review of policies and rulings that affect both to ensure smooth and effective service delivery to customers. enable WIA customers to access TANF offerings and TANF clients to tap into WIA-funded services. A second key goal is enhancing and enlarging the services that are provided, using virtual tools wherever feasible to reach and serve both employers and job seekers. Our goal is to make the newly integrated system more convenient for employers and also for job-seekers who are working every day, in school, or have other schedule constraints. By integrating the two systems we will also eliminate the competition in job development that now sometimes exists between the EARN and CareerLink systems. In addition, the integration of services under one roof lends to the vision of allowing any customer job seeker or employer to receive assistance at any point in our workforce system. In achieving this goal, it is imperative that all parties providing service or advice to our customer base understands the entire workforce landscape, what it can provide and where other services can be accessed. Even partners that are not directly funded with workforce development dollars will understand where to route our mutual customers and what services will be offered through this coordinated effort and then sustained reinforcement over time. Following are objectives for integrating the local EARN and PA CareerLink systems: Philadelphia Works role: Identify the scope and scale of place-based facilities required and locate these appropriately Release request for proposals, evaluate proposals, and approve providers for delivering services in the system Implement operational transitions to new locations and new providers 2013 Philadelphia Works All rights reserved. 14

20 Partners role: Providers: Develop and implement a service delivery model that allows for integration of services for all jobseekers and businesses Commonwealth agencies: Provide guidance, flexibility, and best practices data to support integration of the two systems Two-year objective: Doors open to three centers providing co-located and partially integrated services to job seekers through both TANF and WIA funding on Tuesday, July 1, 2014 Statement of Outcome(s) After opening three integrated career centers we will then integrate the remaining sites as well in the future. Achieving this objective will lower the number of diversified centers in the city, saving operating costs. While the completion of this objective may leave additional existing model centers in existence (1-2 EARN Centers, 1 PA CareerLink for example), the best practices from what could be considered as these piloted centers will produce a clear path for total city integration. Working together, and in close proximity, will allow for additional creativity and innovation to leverage dwindling resources to deliver more workforce services to not only discover talented candidates, but also to train and up-skill the population. Five-year Goal: Meet all benchmarks and Common Measure performance goals in the integrated centers and determine the portions of the service delivery model that would be optimal for standardized, centralized operation for the best customer service experiences Objective: Implementing the no wrong door strategy enhanced service delivery Many of the job seekers that come to the system for employment assistance have service needs outside our capacity to assist them. Our goal is to make appropriate referrals to our partners who can meet these needs. By using a gap analysis of services currently available within the workforce system and those of an ideal service delivery model, Philadelphia Works and our partners will develop routing and referral processes to meet the needs of job seekers and businesses. Philadelphia Works role: Collect information and best practices about workforce service delivery models Carry out the gap analysis Engage subject matter experts on workforce service delivery Partners role: Provide recommendations on enhanced service model plans Participate in gap analysis as needed and provide validity check 2013 Philadelphia Works All rights reserved. 15

21 Two-year goal: Implement enhanced service model in integrated centers in July 2014 Statement of Outcome(s) When our enhanced service delivery model takes effect, Philadelphia will have taken the second large step to accomplish the no-wrong-door strategy. Five-year Goal: Full implementation of the no-wrong-door, enhanced service delivery model in all workforce system centers Priority Four: Adopt Common Employer-Driven Standards for Education and Training This priority area seeks to achieve a more uniform approach to assessment and work readiness standards as well as agreement on which industry sectors and clusters should be the focus of collaboration among agencies within the workforce system. Currently there is a lack of consensus on these important issues which needs to be rectified to ensure that all customers of the workforce system have equal access to the same full set of services. The tools used to determine work readiness and job skills should be more standardized and the pathways toward sustainable employment should provide different opportunities for learning, including more options for learning while earning. A goal of this priority is to promote more collaboration between educational and training providers and the industry partnerships that are in operation and which may be instated in the future. Objective: Respond to labor market needs with contextualized literacy and job specific training and education curricula Develop tools for educators and training and literacy providers to use labor market data to support and pilot contextualized curricula that prepare job seekers young people and adults to work in fastgrowing industry clusters. We are committed to working with our partners to introduce contextualized literacy training into the Philadelphia workforce system. Contextualized literacy training incorporates real-life contexts into every stage of the teaching and learning process. It replaces an approach that first teaches skills and knowledge separated from their context and hopes that learners know how to transfer what they have learned to situations outside the classroom, including the workplace. A key step involves integrating youth and adult education, training, and literacy providers into our industry clusters to collaboratively identify skills and credentials, as well as develop model career 2013 Philadelphia Works All rights reserved. 16

22 pathways, needed for future employment success and taking advantage of alternative credentialing systems (ex: Digital On Ramps, digital badges). There should be directed efforts to include the voice of In particular, to integrate the youth workforce system with industry clusters will require routine information sharing with and among our youth council, the Philadelphia Council for College and Career Success, and representatives of the School District of Philadelphia s career and technical education system. Philadelphia Works role: Develop labor market data for current and emerging fast-growing occupations Link youth and adult education, literacy, and training professionals with current and future industry partnerships Invest WIA funds into job-specific skills training and employment via individual training accounts, customized job training, and on-the-job training to support career pathways Identify employment and career advancement opportunities in prioritized career pathways Support efforts to raise additional funding for curriculum development, job training, and postsecondary education for job seekers Partners role: Education, literacy, and training professionals: Work with industry partnerships and provide technical assistance in mapping career pathways based on skills and credentials Employers: Participate in industry partnerships and provide recommendations on skills that should be targeted in training and related curricula Collaborate with workforce and education partners to create entry and mid-level employment for appropriately trained job seekers Human service organizations: Provide job seekers with services to transition into education and employment opportunities Identify employment opportunities in priority career pathways PA CareerLink role: Help identify employment and training opportunities, support literacy providers in creating curricula that prepares clients for these opportunities, and refer clients to literacy providers as needed Prioritize serving job seekers participating in career pathway programs for employment and post-secondary opportunities Link new employers to the PA CareerLink system with industry partnerships Invest WIA funds into job-specific skills training and employment via individual training accounts,, customized job training, and on-the-job training that support career pathways Identify employment opportunities within prioritized career pathways Implement a retention strategy to ensure that customers transition successfully into employment 2013 Philadelphia Works All rights reserved. 17

23 Two-year goal/ Statement of Outcome(s) Develop labor market data for educators and training and literacy providers to support and pilot-test contextualized curricula focused on knowledge and job skills to meet employers present and future needs At the end of two years, educators and literacy and training providers will have closer relationships with employers and industry leaders and gain labor market intelligence and create new curricula in response to industry needs. Philadelphia Works will have obligated training dollars to the job-specific skills training associated with in-demand jobs. Five-year Goal: Philadelphia Works and our partners skills-development efforts match labor market needs. More workers will have gained job-specific skills training for in-demand positions and increased their literacy levels; employers will have a larger selection of qualified workers to choose from. Objective: Mapping Career Pathways Map career pathways containing education requirements, skills, and industry recognized credentials for high priority occupations The aim of this objective is to develop trained workers to meet employer needs in targeted industry areas. We will do this by developing career pathways in conjunction with industry partnerships. Such career pathways require building shared understanding of the education, skills, and credentials required to advance along sector-specific career pathways (for example, District 1199C s health career pathways). Pathways need to be defined in partnership with employers and education providers. They include credentials that are both industry-recognized and that recognize prior learning and experiential learning. This approach to career mapping should increase the accessibility of information regarding available employment and training opportunities supported by the workforce system and that may exist outside of public workforce agencies. Philadelphia Works role: Work with partners to develop three career pathways over two years in existing industry partnerships that have large numbers of entry-level positions and the opportunity for career advancement Engage employer partners, the PA Department of Labor and Industry, US Department of Labor, higher education and think tank organizations in committing to and supporting the career pathways initiatives. Partners roles: Employers and literacy, training, and education organizations: Participate in industry partnerships and provide technical assistance in developing career pathways 2013 Philadelphia Works All rights reserved. 18

24 Education and literacy and training providers: Establish and sustain a work group to coordinate the development of career pathway maps aligned with educational steps, competencies, skills, and industry recognized credentials Two-year goals/ Statement of Outcome(s) Philadelphia Works will coordinate industry partnerships in developing an initial set of career pathways along the educational steps, competencies, skills, and credentials that are needed in each pathway and shared them with other system partners. Five-year goal: Additional career pathways are identified and mapped along with the credentials that are needed in each pathway; system partners are using career pathways to provide career coaching to youth and adult job seekers to make more informed career choices; literacy partners are using career pathways to contextualize instruction and develop bridge courses that link to post-secondary education; post-secondary partners are using career pathways to chunk learning and create stackable, highdemand credentialing programs; and, career pathway maps inform decisions about how to invest education and training funds (e.g., attainment of industry recognized credentials). Objective: Increasing work readiness Increase work readiness across the city Philadelphia residents have relatively low educational attainment. Only 23 percent of Philadelphia adults hold a college degree and 35.2 percent have only a high school diploma or equivalency. These low levels of formal education result in tens of thousands of residents who are unable to meet the training and skill requirements of employers. Addressing this problem is exceptionally complicated and will require an enormous investment of resources. Philadelphia Works and the workforce system have an important role to play but it will not be sufficient to rectify the problem. Nonetheless, gains can be achieved. Our goal is to carry out a core work readiness competencies program among service providers, secondary and post-secondary education institutions, and businesses. Developing career pathways is an important part of this effort. A second component includes standardizing assessments, training, and other services for all job seekers. This will mean obtaining citywide consensus (programs, agencies, and employers) on a common set of assessments, such as Work Keys and TABE/CASAS, and sharing data on learner progress. Philadelphia Works role: Work with partners to review best practices to define work readiness standards, deliver the foundational and work readiness skills in demand by local employers, work with partners to develop an instructional work readiness toolkit and test its effectiveness Partners roles: Employers: Provide information to identify work readiness and foundational skills necessary for job seekers to obtain entry-level job opportunities 2013 Philadelphia Works All rights reserved. 19

Design Specifications. Asset Inventory

Design Specifications. Asset Inventory DECEMBER 2015 Pathways System Framework Design Specifications and Asset Inventory FOR PATHWAY SYSTEM PARTNERSHIPS Every Indiana business will find the educated and skilled workforce necessary to compete

More information

WORKFORCE ACCELERATOR FUND. Request for Applications. April 23, 2014

WORKFORCE ACCELERATOR FUND. Request for Applications. April 23, 2014 WORKFORCE ACCELERATOR FUND Request for Applications April 23, 2014 The State Board is an equal opportunity employer/program. Auxiliary aids and services are available upon request to individuals with disabilities.

More information

New Jersey's Talent Connection for the 21 st Century

New Jersey's Talent Connection for the 21 st Century New Jersey's Talent Connection for the 21 st Century Unified Workforce Investment Plan June 2012 New Jersey by the Numbers 2 417,200 Unemployed Residents 50% Unemployed more than 26 weeks 587,700 Residents

More information

COMMONWEALTH OF VIRGINIA VIRGINIA COMMUNITY COLLEGE SYSTEM WORKFORCE INVESTMENT ACT VIRGINIA WORKFORCE LETTER (VWL) #12-03

COMMONWEALTH OF VIRGINIA VIRGINIA COMMUNITY COLLEGE SYSTEM WORKFORCE INVESTMENT ACT VIRGINIA WORKFORCE LETTER (VWL) #12-03 COMMONWEALTH OF VIRGINIA VIRGINIA COMMUNITY COLLEGE SYSTEM WORKFORCE INVESTMENT ACT VIRGINIA WORKFORCE LETTER (VWL) #12-03 TO: FROM: SUBJECT: LOCAL WORKFORCE INVESTMENT BOARDS OFFICE OF WORKFORCE DEVELOPMENT

More information

Pittsburgh Works Quick Train for Jobs: New Destinations RFP

Pittsburgh Works Quick Train for Jobs: New Destinations RFP Pittsburgh Works Quick Train for Jobs: New Destinations RFP Established by the Workforce Investment Act (WIA) of 1998 and reestablished by the Workforce Innovation and Opportunity Act, the 3 Rivers Workforce

More information

Guide to Building A Broad-Based Coalition

Guide to Building A Broad-Based Coalition Guide to Building A Broad-Based Coalition Supporting the Development and Sustainability of a System of Pathways DISTRICT FRAMEWORK TOOL 1.1.3 As communities across California commit to developing systems

More information

PARTNERSHIPS FOR OPENING DOORS

PARTNERSHIPS FOR OPENING DOORS A summit on integrating employment and housing strategies to prevent and end homelessness Community Profile CHICAGO Chicago is working on our second Plan to End Homelessness Plan 2.0 A Home for Everyone.

More information

WorkSource Redmond S.E. College Loop Redmond, OR 97756. Business Plan July 1, 2007 June 30, 2008

WorkSource Redmond S.E. College Loop Redmond, OR 97756. Business Plan July 1, 2007 June 30, 2008 WorkSource Redmond S.E. College Loop Redmond, OR 97756 Business Plan July 1, 2007 June 30, 2008 Table of Contents Executive Summary... 2 1. Business Profile... 3 2. Defining the Business... 4 3. Leadership...

More information

RENEWING CAREER AND TECHNICAL EDUCATION IN COLORADO

RENEWING CAREER AND TECHNICAL EDUCATION IN COLORADO RENEWING CAREER AND TECHNICAL EDUCATION IN COLORADO A summary of the Colorado State Plan for Implementation of the Carl D. Perkins Career and Technical Education Act of 2006 Prepared by the Colorado Community

More information

2015 Multi Year Work Plan

2015 Multi Year Work Plan 2015 Multi Year Work Plan Key Policy Recommendations To grow the skilled workforce needed for Colorado s economic development we urge state policymakers to adopt the following recommendations to drive

More information

Workforce Innovation and Opportunity Act Frequently Asked Questions July 22, 2014

Workforce Innovation and Opportunity Act Frequently Asked Questions July 22, 2014 Workforce Innovation and Opportunity Act Frequently Asked Questions July 22, 2014 The following Frequently Asked Questions are drafted in the context of the Workforce Innovation and Opportunity Act (WIOA)

More information

Recommendations & Next Steps for Developing a Workforce Intermediary in the District of Columbia

Recommendations & Next Steps for Developing a Workforce Intermediary in the District of Columbia WORKFORCE INTERMEDIARY TASK FORCE Recommendations & Next Steps for Developing a Workforce Intermediary in the District of Columbia February 1, 2012 Table of Contents Executive Summary... 3 Introduction...

More information

PRO-NET. A Publication of Building Professional Development Partnerships for Adult Educators Project. April 2001

PRO-NET. A Publication of Building Professional Development Partnerships for Adult Educators Project. April 2001 Management Competencies and Sample Indicators for the Improvement of Adult Education Programs A Publication of Building Professional Development Partnerships for Adult Educators Project PRO-NET April 2001

More information

PROMISING PRACTICES IN YOUNG ADULT EMPLOYMENT LESSONS LEARNED FROM MANUFACTURING AND AUTOMOTIVE CAREER PATHWAY PROGRAMS

PROMISING PRACTICES IN YOUNG ADULT EMPLOYMENT LESSONS LEARNED FROM MANUFACTURING AND AUTOMOTIVE CAREER PATHWAY PROGRAMS PROMISING PRACTICES IN YOUNG ADULT EMPLOYMENT LESSONS LEARNED FROM MANUFACTURING AND AUTOMOTIVE CAREER PATHWAY PROGRAMS Supported by the National Fund for Workforce Solutions By Stacey Wagner As the numbers

More information

ATTACHMENT B JOB DRIVEN ELEMENTS IN ACTION

ATTACHMENT B JOB DRIVEN ELEMENTS IN ACTION ATTACHMENT B JOB DRIVEN ELEMENTS IN ACTION JOB-DRIVEN ELEMENTS IN ACTION Below are five examples of how partnerships between the public workforce system and employers, the education system, economic development

More information

FY2013 Q2 Status Update. Cross Agency Priority Goal: Job Training

FY2013 Q2 Status Update. Cross Agency Priority Goal: Job Training Cross Agency Priority Goal: Job Training FY2013 Q2 Status Update Cross Agency Priority Goal Statement Ensure our country has one of the most skilled workforces in the world by preparing 2 million workers

More information

Iowa Workforce Development Regional Partners and Managers Training

Iowa Workforce Development Regional Partners and Managers Training Iowa Workforce Development Regional Partners and Managers Training Sector Strategies June 5, 2015 What is a Sector Approach? A systems approach to workforce development, typically on behalf of low income

More information

POSTSECONDARY SUCCESS OF YOUNG ADULTS: SYSTEM IMPACT OPPORTUNITIES IN ADULT EDUCATION. Executive Summary

POSTSECONDARY SUCCESS OF YOUNG ADULTS: SYSTEM IMPACT OPPORTUNITIES IN ADULT EDUCATION. Executive Summary POSTSECONDARY SUCCESS OF YOUNG ADULTS: SYSTEM IMPACT OPPORTUNITIES IN ADULT EDUCATION Executive Summary Young adults who come through adult education are among the most under represented students in postsecondary

More information

JAN 2 2 2016. system; department of business, economic development, and. tourism; and department of labor and industrial relations

JAN 2 2 2016. system; department of business, economic development, and. tourism; and department of labor and industrial relations THE SENATE TWENTY-EIGHTH LEGISLATURE, 0 STATE OF HAWAII JAN 0 A BILL FOR AN ACT S.B. NO.Szg RELATING TO WORKFORCE DEVELOPMENT. BE IT ENACTED BY THE LEGISLATURE OF THE STATE OF HAWAII: SECTION. The legislature

More information

Campus Network Planning and Technical Assistance Overview

Campus Network Planning and Technical Assistance Overview Campus Network Planning and Technical Assistance Overview WHAT IS THE PURPOSE OF A NETWORK? Networks are part of the California College Pathways (CCP) Initiative s strategy to expand college and career

More information

WORKFORCE AND SUCCESSION PLANNING

WORKFORCE AND SUCCESSION PLANNING 2012 WORKFORCE AND SUCCESSION PLANNING Toolkit to Identify and Address Strategic Talent Gaps Workforce Management Office NOAA 1/1/2012 Table of contents Introduction... 3 Workforce Planning... 3 Step 1:

More information

April 4, 2012. Dear Colleagues:

April 4, 2012. Dear Colleagues: April 4, 2012 Dear Colleagues: This letter highlights the joint commitment of the U.S. Departments of Education, Health and Human Services, and Labor to promote the use of career pathways approaches as

More information

GUIDING PRINCIPLES WHAT IS WORKFORCE DEVELOPMENT?

GUIDING PRINCIPLES WHAT IS WORKFORCE DEVELOPMENT? W O RKFORCE DEVELOPMEN T Modified with permission from Learning to Lead Second Edition GUIDING PRINCIPLES Workforce development requires the coordinated efforts of many different organizations. Current

More information

Expanding Employer Engagement Seeking Advice and Involvement in Service Design and Delivery

Expanding Employer Engagement Seeking Advice and Involvement in Service Design and Delivery Expanding Employer Engagement Seeking Advice and Involvement in Service Design and Delivery WIOA Expectations: Business Services and Employer Engagement Three Engagement Strategies: Advice, Pipelines,

More information

Community. and business. workforce is

Community. and business. workforce is Economic and Small Business Development Committee Roberta Garberr Executive Director Community Research Partners January 26, 20111 Good Morning Chairwoman Baker, Ranking Member Williams, and members of

More information

STATE VOCATIONAL REHABILITATION AGENCIES STATE REHABILITATION COUNCILS CLIENT ASSISTANCE PROGRAMS

STATE VOCATIONAL REHABILITATION AGENCIES STATE REHABILITATION COUNCILS CLIENT ASSISTANCE PROGRAMS U.S. DEPARTMENT OF EDUCATION OFFICE OF SPECIAL EDUCATION AND REHABILITATIVE SERVICES REHABILITATION SERVICES ADMINISTRATION WASHINGTON, D.C. 20202 TECHNICAL ASSISTANCE CIRCULAR RSA-TAC-15-02 DATE: August

More information

Request for Proposals: Integrated Services Delivery

Request for Proposals: Integrated Services Delivery Request for Proposals: Integrated Services Delivery 1) Center Management for each of 4 integrated centers to deliver Workforce Investment Act (WIA) Title I services and TANF services and 2) Cross-Center

More information

Philadelphia Council for College and Career success. The Sixth Annual Report to Mayor Michael A. NutteR

Philadelphia Council for College and Career success. The Sixth Annual Report to Mayor Michael A. NutteR 2014 Philadelphia Council for College and Career success The Sixth Annual Report to Mayor Michael A. NutteR Table of contents About the council 04 Preparing for the future The Philadelphia Council for

More information

AZ ASSOCIATION OF ECONOMIC DEVELOPMENT (AAED) AZ Basic Economic Development Course JANUARY 13, 2015

AZ ASSOCIATION OF ECONOMIC DEVELOPMENT (AAED) AZ Basic Economic Development Course JANUARY 13, 2015 AZ ASSOCIATION OF ECONOMIC DEVELOPMENT (AAED) AZ Basic Economic Development Course JANUARY 13, 2015 * WORKFORCE DEVELOPMENT SYSTEM The U.S. Department of Labor s workforce development system is funded

More information

Workforce Education and Economic Development Model Framework for Community Colleges. Submitted June 1, 2013 DRAFT

Workforce Education and Economic Development Model Framework for Community Colleges. Submitted June 1, 2013 DRAFT Workforce Education and Economic Development Model Framework for Community Colleges Submitted June 1, 2013 DRAFT Institutional Inquiry and Analysis Salt Lake Community College For more information contact:

More information

Complete College Ohio Task Force: Working Group Final Recommendations

Complete College Ohio Task Force: Working Group Final Recommendations Complete College Ohio Task Force: Working Group Final Recommendations Ready for College No Time to Waste Help Me Cross the Finish Line Recommendation 1: Require institution-specific Campus Completion Plans.

More information

Human Capital Update

Human Capital Update Finance & Administration Committee Information Item IV-A July 10, 2014 Human Capital Update Washington Metropolitan Area Transit Authority Board Action/Information Summary Action Information MEAD Number:

More information

Strategic Plan 2015-2017

Strategic Plan 2015-2017 Strategic Plan 2015-2017 BACKGROUND: After concerted efforts to gain a better understanding of membership profiles, membership investment, organizational structure, and financial performance, the Chamber

More information

April 21, 2016 Pinal County Local Workforce Development Board Strategic Planning Session

April 21, 2016 Pinal County Local Workforce Development Board Strategic Planning Session April 21, 2016 Pinal County Local Workforce Development Board Strategic Planning Session Workforce Innovation and Opportunity Act Supports the development of strong, vibrant regional economies where businesses

More information

Developing Market-Relevant Curricula and Credentials: Employer Engagement for Community Colleges in Partnerships

Developing Market-Relevant Curricula and Credentials: Employer Engagement for Community Colleges in Partnerships For more information please contact: Holly Parker VP, Economic Opportunity hparker@skilledwork.org 734.769.2900 x219 Developing Market-Relevant Curricula and Credentials: Employer Engagement for Community

More information

NEW CHAPTER 805, ADULT EDUCATION AND LITERACY PROGRAM RULES

NEW CHAPTER 805, ADULT EDUCATION AND LITERACY PROGRAM RULES 1 1 1 1 1 1 1 0 1 0 1 0 1 NEW CHAPTER 0, ADULT EDUCATION AND LITERACY PROGRAM RULES, AND AMENDMENTS TO CHAPTER 00, GENERAL ADMINISTRATION RULES, AND CHAPTER 0, INTEGRITY OF THE TEXAS WORKFORCE SYSTEM RULES

More information

Adult Diploma Program Recommendations. Submitted to Governor Kasich, Senate President Faber and Ohio House of Representatives Speaker Batchelder

Adult Diploma Program Recommendations. Submitted to Governor Kasich, Senate President Faber and Ohio House of Representatives Speaker Batchelder Adult Diploma Program Recommendations Submitted to Governor Kasich, Senate President Faber and Ohio House of Representatives Speaker Batchelder December 2014 Adult Diploma Program December 2014 Page 1

More information

FY 2015 CONGRESSIONAL BUDGET JUSTIFICATION EMPLOYMENT AND TRAINING ADMINISTRATION. TAA Community College and Career Training Grant Fund

FY 2015 CONGRESSIONAL BUDGET JUSTIFICATION EMPLOYMENT AND TRAINING ADMINISTRATION. TAA Community College and Career Training Grant Fund FY 2015 CONGRESSIONAL BUDGET JUSTIFICATION EMPLOYMENT AND TRAINING ADMINISTRATION TAA Community College and Career Training Grant Fund TABLE OF CONTENTS Amounts Available for Obligation... 1 Summary of

More information

Office of Economic Development

Office of Economic Development Department Overview Stephen H. Johnson, Director (206) 684-8090 www.seattle.gov/economicdevelopment The Office of Economic Development (OED) helps create a sustainable economy with broadly shared prosperity.

More information

Office of the Auditor General AUDIT OF IT GOVERNANCE. Tabled at Audit Committee March 12, 2015

Office of the Auditor General AUDIT OF IT GOVERNANCE. Tabled at Audit Committee March 12, 2015 Office of the Auditor General AUDIT OF IT GOVERNANCE Tabled at Audit Committee March 12, 2015 This page has intentionally been left blank Table of Contents Executive Summary... 1 Introduction... 1 Background...

More information

Closing Ohio s Skills Gap

Closing Ohio s Skills Gap Closing Ohio s Skills Gap Building Ohio s Regional Industry Sector Partnerships Overview Ohio s Regional Industry Sector Partnership Initiative would establish a statewide grant program within [Agency

More information

Career Pathways: Linking Education, Training, and Careers in Local Communities. California Workforce Association Youth Conference January 28, 2014

Career Pathways: Linking Education, Training, and Careers in Local Communities. California Workforce Association Youth Conference January 28, 2014 Career Pathways: Linking Education, Training, and Careers in Local Communities California Workforce Association Youth Conference January 28, 2014 Welcome & Overview Vinz Koller Director of Training and

More information

A Blueprint for Transforming Philadelphia s Public Schools. Safe, high-quality schools. Fiscal sustainability.

A Blueprint for Transforming Philadelphia s Public Schools. Safe, high-quality schools. Fiscal sustainability. A Blueprint for Transforming Philadelphia s Public Schools Safe, high-quality schools. Fiscal sustainability. 1 Four Guiding Questions 1 What s the problem? 2 What can we do about it? 3 4 How long will

More information

An Analysis of Adult Education (Title II) Provisions in WIA Reauthorization Proposals

An Analysis of Adult Education (Title II) Provisions in WIA Reauthorization Proposals An Analysis of Adult Education (Title II) Provisions in WIA Reauthorization Proposals APRIL 2012 MARCIE FOSTER Two proposals to reauthorize the Workforce Investment Act (WIA) are in the House of Representatives:

More information

How To Improve The Workforce In Virginia

How To Improve The Workforce In Virginia Commonwealth of Virginia Workforce Investment Act Title I Programs Annual Report for July 1, 2009 June 30, 2010 Introduction: As with the rest of the nation, the recent difficult economic times have directly

More information

EDUCATION DEPARTMENT[281]

EDUCATION DEPARTMENT[281] EDUCATION DEPARTMENT[281] Notice of Intended Action ARC 0020C Twenty-five interested persons, a governmental subdivision, an agency or association of 25 or more persons may demand an oral presentation

More information

Colorado SECTORS Initiative:

Colorado SECTORS Initiative: Colorado SECTORS Initiative: Greater Metro Denver Healthcare Industry Partnership MARCH 2013 CASE STUDY Rutgers, The State University of New Jersey School of Management and Labor Relations 94 Rockafeller

More information

Testimony of Charissa Raynor Executive Director, SEIU Healthcare NW Training Partnership

Testimony of Charissa Raynor Executive Director, SEIU Healthcare NW Training Partnership Testimony of Charissa Raynor Executive Director, SEIU Healthcare NW Training Partnership On behalf of the Service Employees International Union (SEIU) Before the Higher Education, Lifelong Learning, and

More information

Sustaining the Race to the Top Reforms

Sustaining the Race to the Top Reforms Sustaining the Race to the Top Reforms Race to the Top (RTTT) presents states with a unique opportunity to accelerate their efforts to graduate all high school students prepared for college, careers and

More information

Shoreline Community College Auto Sales and Service Training Pathways Program Shoreline, Washington

Shoreline Community College Auto Sales and Service Training Pathways Program Shoreline, Washington Shoreline Community College Auto Sales and Service Training Pathways Program Shoreline, Washington Organizational Background In January 2005, Shoreline Community College in the Seattle area launched the

More information

Measuring the Performance of North Carolina s Workforce Development System. January 2015

Measuring the Performance of North Carolina s Workforce Development System. January 2015 Measuring the Performance of North Carolina s Workforce Development System January 2015 Introduction Session Law 2012-131 required the N.C. Commission on Workforce Development (recently renamed NCWorks

More information

A publication of Good Faith Fund s Public Policy Program Range among Data Definitions U.S. States

A publication of Good Faith Fund s Public Policy Program Range among Data Definitions U.S. States Policy Points Volume 23 September 2004 A publication of Good Faith Fund s Public Policy Program Increasing Access to and Completion of College Among Working Adults in Arkansas: The Career Pathways Pilot

More information

Internship Guide. Get Started

Internship Guide. Get Started Internship Guide This guide provides a roadmap for any company, no matter the size of the business or the industry. Whether you re just getting started or already have an internship program that you want

More information

WORKFORCE INVESTMENT ACT (WIA) PROGRAM OVERVIEW

WORKFORCE INVESTMENT ACT (WIA) PROGRAM OVERVIEW 1 WORKFORCE INVESTMENT ACT (WIA) PROGRAM OVERVIEW Workforce Investment Act Established in 1998, WIA provides the framework for the nation s workforce development system. 2 Largest single source of federal

More information

Table of Contents. Part I. State Planning Instructions (N/A)

Table of Contents. Part I. State Planning Instructions (N/A) Table of Contents Part I. State Planning Instructions (N/A) Part II. Unified Planning Instructions Section A. State Vision and Priorities Section B. One-Stop Delivery System Section C. Plan Development

More information

Strategic Plan 2014 2018

Strategic Plan 2014 2018 DEPARTMENT OF HEALTH Strategic Plan 2014 2018 We focus on improving internal systems and processes in the Vermont Department of Health s Strategic Plan. By successfully implementing the Plan s objectives,

More information

How Workforce Investment Boards Are Operating

How Workforce Investment Boards Are Operating How Workforce Investment Boards Are Operating Over the last couple of years, the National Association of Workforce Boards (NAWB) has undertaken a number of surveys and studies to determine how workforce

More information

Nebraska State Plan For Career Technical Education

Nebraska State Plan For Career Technical Education Nebraska State Plan For Career Technical Education In Fulfillment of the Requirements of the Carl D. Perkins Career and Technical Education Improvement Act of 2006 P. L. 109-270 Nebraska Department of

More information

Schools Uniting Neighborhoods: Community Schools Anchoring Local Change

Schools Uniting Neighborhoods: Community Schools Anchoring Local Change Schools Uniting Neighborhoods: Community Schools Anchoring Local Change By Diana Hall, Multnomah County Across the United States, communities are thinking differently about the challenges they face to

More information

The Illinois Department of Commerce and Economic Opportunity (DCEO), the Illinois Department of

The Illinois Department of Commerce and Economic Opportunity (DCEO), the Illinois Department of Illinois Pathways Initiative: Moving Regional Sector Partnerships to Scale in Manufacturing (Note: Innovation project as described in Technical Proposal below is being altered to include random assignment

More information

Generation Next Leadership Council SPECIAL SESSION

Generation Next Leadership Council SPECIAL SESSION Generation Next Leadership Council SPECIAL SESSION AGENDA June 11, 2014 9:00 9:45am Minneapolis Public Schools 1250 W. Broadway, Minneapolis Assembly Room S1-404, 1st Floor 9:00 AM Introduction R.T. Rybak

More information

2015-2018 Strategic Plan. Revised 12/14

2015-2018 Strategic Plan. Revised 12/14 2015-2018 Strategic Plan Revised 12/14 2015-2018 Strategic Plan Table of Contents Core Guiding Statements... 3 Assessment... 4 Strategic Issues Strategic Goal 1... 8 Strategic Goal 2... 11 Strategic Goal

More information

American Association of Community Colleges Association of Community College Trustees

American Association of Community Colleges Association of Community College Trustees American Association of Community Colleges Association of Community College Trustees AACC and ACCT Policy Recommendations for Reauthorization of the Carl D. Perkins Career and Technical Education Act The

More information

WIOA Getting Down to Business

WIOA Getting Down to Business WIOA Getting Down to Business Rochelle J. Daniels Rochelle J. Daniels, Attorney / Consultant 954 205 25 82 danielsrj@aol.com 1 Changes to Board Membership Committees Function s WIOA In A Nutshell Regionalism

More information

Response to the Department of Education Request for Information: Promising and Practical Strategies to Increase Postsecondary Success

Response to the Department of Education Request for Information: Promising and Practical Strategies to Increase Postsecondary Success Response to the Department of Education Request for Information: Promising and Practical Strategies to Increase Postsecondary Success Abstract The Shirley Ware Education Center (SWEC) and the SEIU UHW-West

More information

High Growth Initiative Retail Industry Executive Summary

High Growth Initiative Retail Industry Executive Summary Executive Summary Introduction A major priority of the U.S. Department of Labor s Employment and Training Administration (ETA) is to expand the capacity of the local workforce system to be market-driven,

More information

Recommendations on Performance Accountability In the Workforce Education and Training System

Recommendations on Performance Accountability In the Workforce Education and Training System Recommendations on Performance Accountability In the Workforce Education and Training System FEBRUARY 2010 New Directions for Workforce Education and Training Policy Require a New Approach to Performance

More information

STRENGTHENING DALLAS-FORT WORTH

STRENGTHENING DALLAS-FORT WORTH STRENGTHENING DALLAS-FORT WORTH BUILDING A MIDDLE-SKILL PIPELINE TO SUSTAIN ECONOMIC GROWTH AND EXPAND OPPORTUNITY DALLAS-FORT WORTH EXECUTIVE SUMMARY EXECUTIVE SUMMARY THE DALLAS-FORT WORTH REGION IS

More information

A Master Plan for Nursing Education In Washington State

A Master Plan for Nursing Education In Washington State A Master Plan for Nursing Education In Washington State Implementation Recommendations Washington Center for Nursing www.wacenterfornursing.org December 2009 This work was funded by Grant N14191 from the

More information

Summary of Critical Success Factors, Action Items and Performance Measures

Summary of Critical Success Factors, Action Items and Performance Measures Summary of Critical Success Factors, Action Items and Performance Measures Goals Critical Success Factors Performance Measures Action Items 1) Acquisition decisions are informed by and 1) Proportion of

More information

SIDE-BY-SIDE COMPARISON of OCCUPATIONAL TRAINING and ADULT EDUCATION & FAMILY LITERACY PROVISIONS in the WORKFORCE INVESTMENT ACT (WIA)

SIDE-BY-SIDE COMPARISON of OCCUPATIONAL TRAINING and ADULT EDUCATION & FAMILY LITERACY PROVISIONS in the WORKFORCE INVESTMENT ACT (WIA) SIDE-BY-SIDE COMPARISON of OCCUPATIONAL TRAINING and ADULT EDUCATION & FAMILY LITERACY PROVISIONS in the WORKFORCE INVESTMENT ACT (WIA) and the WORKFORCE INNOVATION AND OPPORTUNITY ACT (WIOA) OCTOBER 2014

More information

Looking to Reconnect with the Job Market or Advance Your Career?

Looking to Reconnect with the Job Market or Advance Your Career? Looking to Reconnect with the Job Market or Advance Your Career? October 11, 2013 Url: http://labor.hawaii.gov/wdd 1 Presentation Overview 1. What is DLIR, WDD, WDC & R&S? 2. Services we offer: One Stop

More information

2013-14 Program Year. Audit Report. Prepared for the California Community Colleges Chancellor s Office

2013-14 Program Year. Audit Report. Prepared for the California Community Colleges Chancellor s Office 2013-14 Program Year Audit Report Prepared for the California Community Colleges Chancellor s Office Purpose The California Community Colleges Chancellor s Office (CCCCO) requested an audit for the 2013-14

More information

Get Into Energy Outreach and Career Coaching Purpose: Targeted Career Awareness Campaigns: Career and Education Advising and Guidance:

Get Into Energy Outreach and Career Coaching Purpose: Targeted Career Awareness Campaigns: Career and Education Advising and Guidance: Get Into Energy Career Pathways for Skilled Utility Technicians Overview Energy jobs offer promising opportunities to both experienced and new workers. The industry as a whole is projected to experience

More information

Core Monitoring Guide

Core Monitoring Guide Core Monitoring Guide April 2005 eta UNITED STATES DEPARTMENT OF LABOR EMPLOYMENT AND TRAINING ADMINISTRATION Core Monitoring Guide April 2005 United States Department of Labor Employment and Training

More information

ST. LAWRENCE COLLEGE BUSINESS PLAN 2015-2016

ST. LAWRENCE COLLEGE BUSINESS PLAN 2015-2016 ST. LAWRENCE COLLEGE BUSINESS PLAN 2015-2016 LETTER FROM THE PRESIDENT AND CEO /// The first year of our Strategic Plan, Our Future, is now complete and we are already seeing the positive impact of the

More information

Moving Lower Skilled Workers Out of Poverty Through Education & Employer Engagement

Moving Lower Skilled Workers Out of Poverty Through Education & Employer Engagement Moving Lower Skilled Workers Out of Poverty Through Education & Employer Engagement Employer Leadership in Addressing Talent Needs As employers we believe that the creation of career pathways, linking

More information

Strategic Plan 2013 2017

Strategic Plan 2013 2017 Plan 0 07 Mapping the Library for the Global Network University NYU DIVISION OF LIBRARIES Our Mission New York University Libraries is a global organization that advances learning, research, and scholarly

More information

Business Experiential Learning Commission (The BEL Commisson) Work-Based Learning Best Practices from the. Swiss Apprenticeship System

Business Experiential Learning Commission (The BEL Commisson) Work-Based Learning Best Practices from the. Swiss Apprenticeship System Business Experiential Learning Commission (The BEL Commisson) Work-Based Learning Best Practices from the Swiss Apprenticeship System Business Experiential Learning Commission aka The BEL Commission Created

More information

Deputy Mayor for Education DME (GW)

Deputy Mayor for Education DME (GW) DME (GW) MISSION The Office of the (DME) is responsible for developing and implementing the Mayor's vision for academic excellence and creating a high quality education continuum from birth to 24 (from

More information

Students Association of Mount Royal University Strategic Plan 2014-18

Students Association of Mount Royal University Strategic Plan 2014-18 Students Association of Mount Royal University Strategic Plan 2014-18 Contents Purpose... 3 Background... 3 Process & Methodology... 3 Mission, Vision, Values, Beliefs... 4 SAMRU Values & Beliefs... 5

More information

GOVERNMENT RESPONSE TO THE CHILD INTERVENTION SYSTEM REVIEW

GOVERNMENT RESPONSE TO THE CHILD INTERVENTION SYSTEM REVIEW GOVERNMENT RESPONSE TO THE CHILD INTERVENTION SYSTEM REVIEW October 2010 Closing the Gap Between Vision and Reality: Strengthening Accountability, Adaptability and Continuous Improvement in Alberta s Child

More information

DC COMMISSION ON EARLY CHILDHOOD TEACHER COMPENSATION

DC COMMISSION ON EARLY CHILDHOOD TEACHER COMPENSATION DC COMMISSION ON EARLY CHILDHOOD TEACHER COMPENSATION Pursuant to the Pre- K Clarification and Acceleration Emergency Act of 2010, Bill 18-605, the University of the District of Columbia convened the DC

More information

Develop annual action plans, goals and accountability Identify demographic focus and in demand jobs

Develop annual action plans, goals and accountability Identify demographic focus and in demand jobs State Energy Workforce Consortium Implementation Checklist Structure and Support Develop a consortium strategic plan Develop common purpose and objectives for consortium Define leadership and consortium

More information

Reach Higher, AMERICA OVERCOMING CRISIS IN THE U.S. WORKFORCE

Reach Higher, AMERICA OVERCOMING CRISIS IN THE U.S. WORKFORCE Reach Higher, AMERICA OVERCOMING CRISIS IN THE U.S. WORKFORCE EXECUTIVE SUMMARY Report of the National Commission on Adult Literacy June 2008 Council for Advancement of Adult Literacy EXECUTIVE SUMMARY

More information

U.S. Department of Justice. Mission First...Linking Strategy to Success

U.S. Department of Justice. Mission First...Linking Strategy to Success U.S. Department of Justice Mission First...Linking Strategy to Success Department of Justice Human Capital Strategic Plan 2007-2012 Table of Contents Foreword.......................................................................1

More information

July 22, 2014 MEMORANDUM TO THE HEADS OF EXECUTIVE DEPARTMENTS AND AGENCIES. Ensuring That Employment and Training Programs Are Job-Driven

July 22, 2014 MEMORANDUM TO THE HEADS OF EXECUTIVE DEPARTMENTS AND AGENCIES. Ensuring That Employment and Training Programs Are Job-Driven EXECUTIVE OFFICE OF THE PRESIDENT OFFICE OF MANAGEMENT AND BUDGET WASHINGTON, D.C. 20503 July 22, 2014 M-14-15 MEMORANDUM TO THE HEADS OF EXECUTIVE DEPARTMENTS AND AGENCIES FROM: Brian C. DeeseW Acting

More information

TEAM WORK. TEAM WORK A guide to the State of Georgia s partners in education and workforce development

TEAM WORK. TEAM WORK A guide to the State of Georgia s partners in education and workforce development TEAM WORK TEAM WORK A guide to the State of Georgia s partners in education and workforce development The foundation of a growing and prosperous economy is a quality workforce individuals with the skills,

More information

U.S. Nuclear Regulatory Commission. Plan of Action Strategic Workforce Planning

U.S. Nuclear Regulatory Commission. Plan of Action Strategic Workforce Planning U.S. Nuclear Regulatory Commission Plan of Action Strategic Workforce Planning January 19, 2001 Strategic Workforce Planning Plan of Action January 19, 2001 Content Overview This plan of action outlines

More information

RWWL 2010-2015 STRATEGIC PLAN: Building a 21st Century Learning Community Advancing the Academic Village

RWWL 2010-2015 STRATEGIC PLAN: Building a 21st Century Learning Community Advancing the Academic Village RWWL 2010-2015 STRATEGIC PLAN: Building a 21st Century Learning Community Advancing the Academic Village Clark Atlanta University Interdenominational Theological Center Morehouse College Spelman College

More information

Clark College. Strategic Plan {2015-2020}

Clark College. Strategic Plan {2015-2020} Clark College Strategic Plan {2015-2020} 2 3 Purpose A strategic plan is a story one told by many authors, and for many audiences. Taken as a whole, the Clark College 2015-2020 Strategic Plan tells the

More information

PARTNERSHIPS FOR OPENING DOORS A summit on integrating employment and housing strategies to prevent and end homelessness

PARTNERSHIPS FOR OPENING DOORS A summit on integrating employment and housing strategies to prevent and end homelessness COMMUNITY: WESTERN MASSACHUSETTS DESCRIPTION Western Massachusetts is a large, geographically diverse region of Massachusetts, consisting of Berkshire, Franklin, Hampshire and Hampden Counties. The region

More information

Los Angeles City College (LACC) East Los Angeles College (ELAC) Transportation)

Los Angeles City College (LACC) East Los Angeles College (ELAC) Transportation) Project Name: Location: Partner College(s): CTE Partnership Profile Template Logistics Working Group Los Angeles, California East Los Angeles College (ELAC) Los Angeles Valley College (LAVC) Los Angeles

More information

PAINTER EXECUTIVE SEARCH

PAINTER EXECUTIVE SEARCH PAINTER EXECUTIVE SEARCH Position Description Painter Executive Search is supporting the in a search for an experienced to lead a broad regional coalition of Bay Area land conservation agencies and organizations

More information

EMPLOYMENT GROWTH TASK FORCE

EMPLOYMENT GROWTH TASK FORCE EMPLOYMENT GROWTH TASK FORCE Recommendations for the Indiana Career Council Strategic Plan DRAFT-April 21, 2014 In December 2013, the Employment Growth Task Force was established by the Indiana Career

More information

Recommendations to the Commission for the Review of Social Assistance. May 2012

Recommendations to the Commission for the Review of Social Assistance. May 2012 Recommendations to the Commission for the Review of Social Assistance May 2012 Social Capital Partners is a privately financed non-profit organization founded in 2001 with the purpose of finding better

More information

ON THE SAME PAGE EFFECTIVE IMPLEMENTATION OF COLLEGE- AND CAREER-READY STANDARDS THROUGH LABOR-MANAGEMENT COLLABORATION

ON THE SAME PAGE EFFECTIVE IMPLEMENTATION OF COLLEGE- AND CAREER-READY STANDARDS THROUGH LABOR-MANAGEMENT COLLABORATION TM ON THE SAME PAGE EFFECTIVE IMPLEMENTATION OF COLLEGE- AND CAREER-READY STANDARDS THROUGH LABOR-MANAGEMENT COLLABORATION This publication has been adapted from Assessing Implementation of the Common

More information

Summary of ESD S Proposal for the NIST s New York MEP Designation

Summary of ESD S Proposal for the NIST s New York MEP Designation Summary of ESD S Proposal for the NIST s New York MEP Designation The NY MEP Center hopes to continue providing manufacturing extension services to enhance the productivity and technological performance

More information

Corporate Social Responsibility: Implications for Human Resources and Talent Engagement

Corporate Social Responsibility: Implications for Human Resources and Talent Engagement Corporate Social Responsibility: Implications for Human Resources and Talent Engagement Winnie Kwan and Emily Tuuk Center for Advanced Human Resource Studies May 2012 I. Introduction Over the past few

More information

NORTHEAST IOWA COMMUNITY COLLEGE FY2016-2018. strategic plan. 2015.2016_IE.Strategic Plan.

NORTHEAST IOWA COMMUNITY COLLEGE FY2016-2018. strategic plan. 2015.2016_IE.Strategic Plan. NORTHEAST IOWA COMMUNIT Y COLLEGE Est. 1966 NORTHEAST IOWA COMMUNITY COLLEGE FY2016-2018 strategic plan NORTHEAST IOWA COMMUNITY COLLEGE FY2016-2018 strategic plan It is time to focus on the future. To

More information