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WIB Scorecard

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  • One of the principal challenges facing the workforce investment system today is its ability to demonstrate cost effectiveness and impact evaluation to funders, elected officials and the public
  • New and Untested Ideas: If you are proposing new or emerging structural and/or service delivery reform ideas that have been tried in limited circumstances (if at all) but are supported by strong logic models 5 and/or successful outcomes data. In proposing such a project, it will be particularly important that you construct a strong logic model showing the underlying theory of how your strategy will produce your intended outcomes and how you will demonstrate cost savings or cost effectiveness. Promising Ideas: If you are proposing structural and/or service delivery reform ideas that have been implemented and tested previously, and the testing indicates some potential for success and that more rigorous evaluation is needed. The cited evidence may consist of a variety of studies ranging from a simple pre-post data analysis or return on investment analysis to a study that includes an impact evaluation that employs a comparison group design. Your proposed evaluation strategy should be of a higher level of rigor than the evidence cited in the proposal, and should include the most rigorous strategy available to demonstrate impact given the financial constraints Adapting Proven Ideas: If you are proposing structural and/or service delivery projects that a) further develop ideas that are already supported by strong evidence and/or b) take ideas supported by strong evidence to a larger scale. If you are proposing structural and/or service delivery projects that a) further develop ideas that are already supported by strong evidence and/or b) take ideas supported by strong evidence to a larger scale
  • In the fund description, there is a need for a third party evaluation of effectiveness; SGA encourages identification and capture of new data and metrics…EMSI has the capacity to integrate data and impact from business services into the Scorecard; study already incorporates performance accountability that can be recreated/replicated over time.
  • Transcript

    • 1. The WIB Scorecard EMSI January 20, 2012 Annike Crapuchettes, VP of Consulting [email_address] Hamilton Galloway, Consulting Manager [email_address]
    • 2. Why Develop a Scorecard?
      • Growing demand for data-driven, empirical evidence showing the value of WIBs
      • Extensive background in developing impact and cost-benefit analyses
      • Partnered with NAWB and Full Capacity Marketing to develop a WIB impact model
    • 3. Vision for the WIB Scorecard
      • Conduct a detailed analysis of a WIB ’s economic impact and cost effectiveness
      • Set a baseline criteria to measure, monitor and improve future performance
      • Develop a report that can be shared with government officials and the general public
    • 4. What ’s included in the Scorecard
      • Data requirements
        • Number of people employed by WIB
        • Revenues and expenditures
        • Placements facilitated by WIA programs
        • Post-program earnings
        • Average earnings increase
        • Retention rates
        • Additional youth data (e.g., youth barriers)
    • 5. What ’s included in the Scorecard
      • Measures
        • Economic contribution of WIA-funded programs
        • Benefit-cost assessment
        • Impact of WIB operations and service providers
        • Impact of business services (if applicable)
      • Deliverables
        • Fully formatted report presenting the findings, data and methodology
    • 6. Advantages of the WIB Scorecard
      • Affordable approach
      • Facilitation of data collection
      • Consistency in reporting metrics
      • Third-party, objective evaluation and analysis
      • Comparability across other WIBs
      • Model being vetted by team of labor economists
      • Timeliness: Scorecard available in March
    • 7. What is the Workforce Innovation Fund Grant?
      • Purpose of grant
        • Retool service delivery strategies to improve outcomes
        • Evaluate effectiveness of activities
      • Three project types
        • New and untested ideas
        • Promising ideas
        • Adapting proven ideas
    • 8. Integrating Scorecard into Grant Application
      • Third-party evaluation of innovation strategies
      • Identifying and capturing new sets of data outside of common measures
      • Applying a performance accountability framework that is replicable across all WIBs
    • 9. Integrating Scorecard into Grant Application
      • Setting a baseline for impact comparison pre and post grant implementation
      • Potential for customization of outcome metrics
        • ETA allowing for wide range and types of proposals
        • Potential to capture WIB-proposed outcome metrics in a customized Scorecard
    • 10. Please Join Us at the NAWB Forum
      • EMSI will be presenting the Scorecard model with NAWB and Full Capacity Marketing at the NAWB Forum 2012, March 10-13.
      • For more information about the Scorecard and its applications, please attend our workshop at the Forum or contact us directly.
    • 11. If interested, please contact:
      • Annike Crapuchettes
      • [email_address]
      • Hamilton Galloway
      • [email_address]
      • Visit also our website at www.economicmodeling.com/wibscorecard/

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