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Sector-Strategies-Library.pptx
- 3. Sector Strategies: The Value Proposition
- 4. 4 World-Class Talent Pipeline Assessment Case Management K-12 Voc Tech Ed Bridge Education Post-Secondary Training Education Aggregate Supply Integrated, Sector-Driven Career Development Solutions Sector-Based Demand ā¢ Energy Creation and Transmission ā¢ Healthcare and Social Assistance ā¢ Business Services and Research & Development ā¢ Transportation, Distribution and Logistics ā¢ Automobile and Aircraft Manufacturing Talent Pool ā¢ K-12 Students ā¢ Dislocated Workers ā¢ Apprentices ā¢ Veterans ā¢ Career- Changers ā¢ Upskillers
- 5. 5 Local Workforce Development Board Role ā¢ Intermediaries/conveners ā¢ Fiscal agents ā¢ Service delivery leaders ā¢ Service brokers ā¢ Data and information providers ā¢ Supportive partners
- 6. Sector Strategies: Six Key Elements
- 8. ELEMENT 1: BUILT AROUND GREAT DATA
- 9. 9 Built Around Great Data ā¢ Tell a story about demographics and sectors that are growing in todayās and tomorrowās economies ā¢ Become the foundation for selecting targeted sectors ā¢ Decisions are made on great data
- 10. 10 Industry Concentration and Growth ā¢ Economic Modeling Inc. o Industry employment (2-6 digit), earnings, establishments o Occupation employment (2-6 digit), wages, openings o Proprietary data set estimated 2001-2021 ā¢ Moodyās Analytics (Data Buffet) o Data ranging from banking, labor market, demographics o Mostly public data, some proprietary estimates ā¢ Regional Economic Modeling Inc. o Economic Impact Model (baseline vs. adjustment) o 70 sectors x 67 counties
- 11. 11 Labor Supply and Resources ā¢ Market Intelligence Portal (CareerSource Florida) o Supply and Demand analysis tool o All counties in U.S. ā¢ Job Seekers and Skill Sets: o Job seeker data (employflorida.com) o Integrated Postsecondary Education Data System historical completion data (National Center for Education Statistics) ā¢ Job Offerings: o Help Wanted Online (Conference Board)
- 12. 12 Analysis Questions to consider: 1. Is the industry concentrated regionally? 2. Is the industry sizable and growing? 3. Does the industry meet the regionās outcome expectations (earnings creation, wage levels, etc.)? 4. Are there untapped assets in the region that could give an industry the opportunity to grow or emerge?
- 13. 13 Data Resources ā¢ Deeper Dive into Demand-Side Data: Identifying Target Sectors ā¢ Deeper Dive into Supply-Side Data: Identifying Occupations & Skill Sets Aligned to Target Industries ā¢ Visualizing Data to Improve Workforce Development Collaboration ā¢ Labor Market Planning for Data-Driven Results: Getting Outcomes that Change Labor Markets
- 14. ELEMENT 2: FOUNDED ON A SHARED REGIONAL VISION
- 15. 15 Founded on a Shared Regional Vision ā¢ Foundation for a talent pipeline that all partners support and pledge to align around ā¢ Common thread that allows us to work together
- 16. 16 Common Vision, Common Goals Educational Systems Economic Development Workforce System Targeted Growth Sectors The Talent Pipeline: Workforce as an asset for regional prosperity
- 17. 17 The Power of a Shared Vision All partners must individually and collectively own a shared regional identity and vision. Your vision is: ā¢ Critical to driving new regional behavior ā¢ A ātouchstoneā when a region faces challenges ā¢ The driver for regional strategies, partner investments and priority-setting
- 18. 18 Institutionalize Your Vision! ā¢ Use a āProject Charterā o Defines your mission and articulates the vision o Defines membership and roles of your partnership ā¢ What is expected of each member? o Defines your objectives and timelines o Defines your outcomes and metrics ā¢ How will you measure success? o Serves as a ācornerstoneā to keep you on track and focused o A āfounding documentā that should be āmemorializedā by leadership o Serves to orient new members to your cause
- 19. 19 Capacity Building and Best Practices ā¢ The Process to Establish Career Pathways: A Guide for Workforce Boards ā¢ Washington's Workforce Development Plan: Talent and Prosperity for All (TAP) ā¢ The Colorado Talent Pipeline Report ā¢ Pathways and Partnerships: New Jerseyās Blueprint For Talent Development
- 20. ELEMENT 3: GUIDED BY INDUSTRY
- 21. 21 Guided by Industry ā¢ Engage with business leaders in key sectors ā¢ Form a true public-private partnership ā¢ We listen and understand their needs and align to meet those needs ā¢ Business will lead, not us; but solutions will be a win- win
- 22. 22 Industry Sector Partnership Model PLACE BUSINESSES I N T H E C E N T E R GROUPED BY INDUSTRY SECTOR ā¢ Local Workforce Development Boards and Career Centers ā¢ Economic Development Organizations ā¢ Organized Labor ā¢ Industry Associations ā¢ Community-Based Organizations ā¢ Kindergarten - 12 ā¢ Community Colleges ā¢ 4-Year Universities INDUSTRY PARTNERS COMMUNITY PARTNERS
- 23. 23 The Employer-Customerās Perspective ā¢ Employers have identified talent needs, challenges and obstacles as well as solutions ā¢ Partner training, education and resources are aligned and coordinated around customized solutions ā¢ Duplication is eliminated and investments are streamlined ā¢ Industry-knowledgeable staff
- 24. 24 The Job Seeker-Customerās Perspective ā¢ Receive meaningful career information ā¢ More opportunities (training, internships) to get to regional high-growth companies ā¢ Seamless and defined career pathways
- 25. 25 Ladder of Employer Engagement New Relationship Working Relationship Strategic Partnership Level 1 Level 2 Level 3 Level 4 Level 5 Key Employer Role Advising Capacity- building Co-designing Convening Leading State of Relationship Initial contact/new relationship Establishing trust and credibility Working relationship Trusted provider and collaborator Full strategic partner Activity Examples Discuss hiring needs, skills, competencies, advice on curricula, contract learning, hire graduates Job site tours, speakers, mock interviews, internships, needs assessment, loan/donate equipment, recruiting Curriculum and pathway development, adjunct faculty and instructors College-employee sectoral partnerships Multi- employer/multi- college partnerships
- 26. 26 Capacity Building and Best Practices ā¢ Industry Engagement: An Overview ā¢ A Resource Guide to Engaging Employers ā¢ Boston Healthcare Careers Consortium (The Consortium) ā¢ Colorado Regional Sector Partnership Convener Training Workbook ā¢ Sector Partnership-based Employer Engagement: A Framework for Illinois
- 28. 28 Lead to Strategic Alignment ā¢ A common vision, using solid data, being led by business = strategic alignment ā¢ Sectors become everyoneās job ā¢ Everyone is committed to the vision of improved regional prosperity through a skilled workforce development program
- 29. 29 What Does Alignment Look Like? Indicators of System Alignment: ā¢ Partners align strategic plans to target the same sectors while developing implementation/work plans with resources to serve those sectors ā¢ Partners align their policies and practices/processes to ensure focus on shared priorities and promote collaboration to achieve those priorities o Examples: ā¢ Unified business engagement/services ā¢ Data sharing ā¢ Joint case management ā¢ Establish common performance measure(s) re: sectors across partners
- 30. 30 Capacity Building and Best Practices ā¢ Organizational Capacity & Alignment Workshop ā¢ The Road to Successful Sector Partnerships ā¢ Career Pathways Toolkit: An Enhanced Guide and Workbook for System Development ā¢ Data Sharing Toolkit ā¢ Data Sharing Initiatives and Webinars - Sharing Data for Evaluation
- 31. ELEMENT 5: TRANSFORM HOW SERVICES ARE DELIVERED
- 32. 32 Transform how Services are Delivered ā¢ How might sector-based approaches influence how you do your job? ā¢ Or how you work with your customers every day? ā¢ Services must be designed and delivered to support the shared vision and aligned policies, process and resources
- 33. 33 Drill Down to Service Delivery Industry Sector Partnership Service Delivery Level Strategic Level Job Seeker Services Business Services ā¢ Career preparation contextualized to target sectors ā¢ Training developed based on required competencies ā¢ Career exploration for job seekers lead to customized career pathways ā¢ Organized by target industry sectors ā¢ Staff specialize in target sectors and facilitate industry-wide services to inform job seeker services ā¢ Includes timely and relevant workforce intel Businesses Workers Customized solutions coordinated regionally Services based on real-time demand for high-growth careers
- 34. 34 Unified Business Engagement and Services ā¢ Unified business engagement and services means partners are coordinating (often through Business Services Teams) to provide employers with a single point of contact who understands and speaks for the entire system. This approach is based on the following principles: o Customer at the center o Collaboration, not competition (and leveraging partnersā strengths) o Seamless communication
- 35. 35 New Way of Doing Business Engagement Transactional Relationship Transformational Relationship Fill job orders Training provided across occupations, skill levels Place job candidates Focus expanded to worker retention, advancement issues within industry Education, training and services needs survey or one-off engagement Education/training designed in partnership with employers One-to-one relationship One-to-many relationship
- 36. 36 Aligning Business Services Feature Four passages of lorem ipsum available, but the majority suffered alteration some of formula There are many of variations of passages of lorem ipsum available the majority Employer and Job Seeker Service Providers ā¢ Workforce Service Delivery to Job Seekers and Employers ļ¼Career Centers/Operations Oversight ļ¼Business Services Representatives ā¢ LWDB Strategic Plan Development and Implementation ā¢ Local Compliance, Financial Oversight and Accountability ā¢ Local Workforce Performance and Financial Tracking and Reporting ā¢ Business Services Representatives specialize in particular sectors and keep counselors informed of industry needs ā¢ Screening and referral of candidates is informed by intelligence gleaned from industry sector partnerships ā¢ Labor market data is customizable and focused on target sectors, and of value to businesses seeking larger data trends ā¢ BSRs develop long-term (not transactional) strategic relationships with companies, and are trained to identify specific solutions Short-Term Ideas Long-Term Ideas ā¢ BSRs provide comprehensive solutions beyond traditional focus on hiring (e.g. worker retention, advancement, work-based learning, etc.) ā¢ Business services organized regionally by sector and provide a coordinated response from partners through interagency business services teams ā¢ Dedicated service centers for target sectors are created with business advisory boards guiding services and training priorities
- 37. 37 Adult Career Exploration/Prep Feature Four passages of lorem ipsum available, but the majority suffered alteration some of formula There are many of variations of passages of lorem ipsum available the majority Employer and Job Seeker Service Providers ā¢ Workforce Service Delivery to Job Seekers and Employers ļ¼Career Centers/Operations Oversight ļ¼Business Services Representatives ā¢ LWDB Strategic Plan Development and Implementation ā¢ Local Compliance, Financial Oversight and Accountability ā¢ Local Workforce Performance and Financial Tracking and Reporting ā¢ Career counseling provides info on career pathways in target sectors, and assessment tools (informed by industry partnerships) are available to help job seekers assess their fit for these careers ā¢ Job clubs are organized around target sectors ā¢ Career preparation activities (work readiness, basic skills, pre-apprenticeship, etc.) are contextualized to target sectors and business needs Short-Term Ideas Long-Term Ideas ā¢ Career centers offer sector-based orientations to services ā¢ One career coach works with both job seeker and business customers in the same sector ā¢ Workforce system core partners build individual employment plans for customers focused on entering careers in target sectors
- 38. 38 Training Services Feature Four passages of lorem ipsum available, but the majority suffered alteration some of formula There are many of variations of passages of lorem ipsum available the majority Employer and Job Seeker Service Providers ā¢ Workforce Service Delivery to Job Seekers and Employers ļ¼Career Centers/Operations Oversight ļ¼Business Services Representatives ā¢ LWDB Strategic Plan Development and Implementation ā¢ Local Compliance, Financial Oversight and Accountability ā¢ Local Workforce Performance and Financial Tracking and Reporting ā¢ The majority of Individual Training Accounts (ITAs) are dedicated to train workers for in-demand jobs in target sectors ā¢ On-the-job (OJT) training, incumbent worker training, and contracts for cohort-based training are prioritized for businesses in target sectors ā¢ Training investments (through ITAs and OJT) are used for Registered Apprenticeship programs in target sectors Short-Term Ideas Long-Term Ideas ā¢ The Eligible Training Provider List includes all education/training programs needed to develop a skilled workforce for target sectors ā¢ The curricula for education/training programs are developed based on the skill and credential needs identified by businesses
- 39. 39 Youth Services Feature Four passages of lorem ipsum available, but the majority suffered alteration some of formula There are many of variations of passages of lorem ipsum available the majority Employer and Job Seeker Service Providers ā¢ Workforce Service Delivery to Job Seekers and Employers ļ¼Career Centers/Operations Oversight ļ¼Business Services Representatives ā¢ LWDB Strategic Plan Development and Implementation ā¢ Local Compliance, Financial Oversight and Accountability ā¢ Local Workforce Performance and Financial Tracking and Reporting ā¢ Career awareness and exploration activities expose youth to career pathways in target sectors ā¢ Work experiences for youth (summer employment, pre-apprenticeship, OJT, etc.) are prioritized for target sectors ā¢ The majority of occupational training is dedicated to train youth for in-demand jobs in target sectors Short-Term Ideas Long-Term Ideas ā¢ Youth service contracts are performance-based with clear expectations regarding preparation for target sectors ā¢ Workforce system and other community partners align service strategies to help youth enter career pathways in target sectors
- 40. 40 Capacity Building and Best Practices ā¢ Changing Roles for Workforce Systems in Carrying Out Sector Strategies ā¢ Where the Rubber Hits the Road: How a Sector Strategy Plays Out at the Service Delivery Level ā¢ Integrated Service Delivery Toolkit
- 41. ELEMENT 6: SERVICES ARE MEASURED, IMPROVED AND SUSTAINED
- 42. 42 Measured, Improved and Sustained How youāll: ā¢ measure performance ā¢ adjust to changing needs ā¢ support your own workforce
- 43. 43 Why Measure Sector Strategy Work? ā¢ Capturing benefits to employers helps build their ownership of the initiative ā¢ Capturing benefits to workers helps build partner engagement ā¢ Tracking outcomes ensures full benefits can be communicated to stakeholders, funding organizations and the community
- 44. 44 Measuring Regional Sector Strategy Work ā¢ Work with employer partners early on to decide outcomes they want to see ā¢ May be different short- and long-term measures (short term allows for progress checks and refining strategy) ā¢ Establish a baseline so outcome measures are meaningful
- 45. 45 Measuring Outputs and Impact ā¢ Outputs and products are evidence of active sector partnerships o Ex. mapping competencies, training programs, career pathways, solutions for employers regarding both workforce and beyond ā¢ Impact measures demonstrate real benefits o Ex. placement, advancement and retention rates, reduced turnover, reduced recruiting costs
- 46. 46 Impact Measures for Employers ā¢ Reduced recruitment costs ā¢ Lower training costs ā¢ Reduced turnover ā¢ Lower production costs ā¢ Greater promotion potential of entry-level employees ā¢ Higher quality customer service
- 47. 47 Impact Measures for Workers ā¢ Increased earnings ā¢ Increased hours worked ā¢ Greater access to employee benefits, such as healthcare and leave ā¢ Improved job retention
- 48. 48 Capacity Building and Best Practices ā¢ Sector Strategies: Measuring Success ā¢ Measuring Board Success ā¢ Policy to Performance Toolkit: Transitioning Adults to Opportunity
- 49. 49 General Resources ā¢ Building the Talent Pipeline: An Implementation Guide ā¢ Connecting People to Work: Workforce Intermediaries and Sector Strategies
Editor's Notes
- The following slides can be used to provide an overview of sector strategies to system stakeholders. It includes the following sections: Sector Strategies: The Value Proposition Sector Strategies: Six Key Elements Resources (provided for internal use by convener) Contact (to provide convener contact info to audience)
- The following slides articulate the value of sector strategies.
- The workforce system is the manager of the talent supply chain, which looks something like this: The supply of talent is aggregated at the front end of the talent pipeline. People move through assessments, case management, other services and connect to career pathways that lead to family-sustaining careers in the growth sectors in your region. Service providers should find opportunities to ensure that all pools of talent are connected to the pipeline. Inside the pipeline, some common-sense and some ādisruptive innovationā could be happening. First, better worker and workforce assessment helps to understand the skills gap that stands in the way of job readiness; then curriculum that meets that need and is validated by employers is delivered (ājust in timeā); programs must be stackable and cross-articulated to college credit so they create learning ācustomers for lifeā ā learners that, once well employed, return, possibly funded by corporate tuition reimbursement programs to continue their education toward advanced, post secondary degrees. Career development solutions and career pathways are designed around the regionās industry sectors. All partners have aligned their resources, financial and otherwise, around the same sectors.
- Local workforce development boards can play a number of roles in sector strategies: Workforce systems can play the roles of convener and intermediary for industry partnerships ā convening employers with partners from education, workforce development, economic development, labor and others as needed to meet the employment and skill needs of workers and employers in targeted demand industries. Conveners/Intermediaries are the backbone organizations for sector partnerships: serving dual roles with employers and workers; organizing multiple partners and funding streams; providing or brokering labor market services; and projecting a vision to guide partnerships and activities. Workforce systems can also provide essential assistance to sector initiatives and industry partnerships by serving as fiscal agents for sector strategies, helping to access public and private funding (e.g., pursuit of competitive grants, business contributions, and alternative funding mechanisms) and/or managing funding. Workforce systems can play a critical role in initiating the development of sector strategies and industry partnerships. Workforce boards can analyze and share labor market data, host summits, lead policy and communication efforts, and carry out other functions to help make the case for investing in sector initiatives in their regions. Workforce systems can play critical roles as partners and supporters in the development and implementation of sector partnerships. Bringing to the table the resources of the LWDB and workforce system - training, counseling, supports, and business services ā can be invaluable to the work of a sector partnership. While not all workforce boards will assume the role of convener/intermediary, providing support and serving as a contributing partner can be just as important.
- There are six interelated key elements to world class sector strategies.
- Below are the six key essential elements of āworld classā sector strategies: Built around great data Founded on shared regional vision Guided by industry Lead to strategic alignment Transform how services are delivered Are measured, improved, and sustained The Sector Strategies Self-Assessment that was completed by each local workforce development board is based on these six key elements. The Self-Assessment can be used by local workforce development boards on a regular basis to identify their progress for implementing each of the elements.
- 1st key element of a successful sector strategy: it is built around great data
- Demographics, labor market information and economic data provide a important picture of a region and its economy. When validated and further refined by employers, data are a great foundation for making joint decisions (by workforce development, education and economic development) about target industries and, ultimately, what programs and initiatives to fund.
- Data sources listed are available through CareerSource Florida. Convener may also want to visit Bureau of Labor Statisticsā Data Tools for additional resources: https://www.bls.gov/data/
- Data sources listed are available through CareerSource Florida. Convener may also want to visit Bureau of Labor Statisticsā Data Tools for additional resources: https://www.bls.gov/data/
- http://www.jff.org/sites/default/files/SS_Understanding_Data_Draft_20160604FINAL%20%281%29.pdf
- Additional resources related to data
- 2nd key element of a successful sector strategy: it is founded on a shared regional vision
- A shared vision is a commitment to an end game that all partners have agreed to. It helps to set a standard, drive change and keep partners focused. It provides a sense of direction.
- All partners have aligned around the same target industry sectors and have agreed to āshoot their arrowsā at the same targets.
- It is impossible for a regional economy to achieve transformation unless there is a shared regional identity and a shared vision for regional economic growth that all the partners own ā both as collective and individual partners. Partners will need to align the strategies and resources of their own organizations and systems to the regional vision. The development of a regional identity (which is not necessarily a brand, but it can be) and the vision for regional economic growth are critical to sustaining a globally competitive region. The vision is especially critical to driving new regional behavior and is the touchstone when a region faces challenges ā something that is almost guaranteed given the wide array of interests that are represented in a regional economy. The vision is also the driver for regional strategies and new investments, as well as for alignment of current investments.
- A project charter institutionalizes the work of the group. Members vote to adopt the charter. And when you vote, youāre committing your agencyās time, resources and your reputation. Use the charter to be inclusive and a way to orient new members to the group.
- Both Washington and Louisiana used the state planning process for WIOA to set a vision and goals for sector partnerships. Both states developed shared definitions of sector partnerships. Washington built a sector partnership framework that describes a six-phase process for building partnerships at the local level to better inform multiple education and training initiatives and interventions. Plans include an expectation that each local workforce area must have at least one sector partnership under development within a specific timeframe. Building on prior work, in 2013, Colorado began aggressively employing a set of tools that define sector partnerships clearly as a shared strategy across agencies for industry engagement and talent development. Two key components for this success are 2014 state legislation that codified their vision, and the stateās annual Report on the Talent Pipeline, where they provide outcomes and success stories of their sector partnerships. Taken together, these exemplify a strong shared vision and plan for how sector partnerships should continue to be supported. Illinois and New Jersey have each developed definitions of high-quality partnerships that are shared across state agencies. New Jerseyās definition includes seven core features of high-quality partnerships, including a clear mission and well-defined roles for all partners; usage of timely industry and workforce data to drive investments; and clear measures of program effectiveness so partners can track outcomes. https://businessengagement.workforcegps.org/resources/2016/05/12/14/10/State-Sector-Strategies-An-Overview / State Support for Sector Partnerships: A Guide for Action
- 3rd key element of a successful sector strategy: it is guided by industry
- Third key element ā great sector strategies are guided by industry in the targeted sectors identified through your data analysis Public partners may do the organization and set-up ā provide the meeting space, prepare the materials, etc. ā but business is ideally leading the discussion and driving the agenda Solutions designed through the partnership benefit both the employers through the development of a talent pipeline and job seekers/workers by expanding access to career pathways.
- Business is at the center of this model and is brought together by industry sector to identify needs and solutions that benefit employers across the industry. Business is seen as not just a customer ā but a partner. They come to the table as partners in driving economic and community prosperity. Community partners are aligned across policy, resource allocation and service delivery to implement the solutions identified through the sector partnership. The workforce system is a central player ā but not the only player ā and may be the convener or may work closely with another partner or intermediary to bring the partnership together. Since municipal boundaries are meaningless to industry, the best sector partnerships are regionally focused (with a geography that aligns with the regional economy).
- If I am an employer, the workforce system is listening, rallying around the needs Iāve identified, and helping me to create solutions for short term and medium term problems. I see partners working together, collaborating, and sharing resources. When I talk to staff in the workforce system, they understand my business and have taken the time to get to know my industry.
- If I am a job seeker, the information I receive at a career center reflects the careers actually available today in my region. The training and credentials suggested are valued by employers and Iām being set up to be successful when I seek employment. My experience in the career center is positive and it is clear to me that the staff Iām working with understand the businesses in the area and have relationships that will help me obtain employment.
- Engagement with employers progresses along a continuum from new relationship to a strategic partnership. This graphic explains the employerās role, the stage of relationship, and examples of activities at each level. Source: ETA Sector Strategies Technical Assistance: Industry Champions
- Resources and best practices to build capacity and engage employers
- 4th key element of a successful sector strategy: it leads to strategic alignment across the partners
- By coming together around a shared vision to serve the targeted sectors through an industry-led partnership, partners align their policy, process and priorities to strategically invest their resources in delivering the solutions identified by the partnership. For this to work, both the partnersā leadership and their staff have to understand the sector strategy and be committed to it as a new way of doing business. And ā it should change everyoneās job throughout the service delivery structure because of the change in policy, process and priorities (as outlined above).
- Partners all typically have their own strategic plans which focus on the goals and requirements of their own programs. System alignment under a sector strategy means those partners align their strategic plans to target resources at the same sectors. Partners then align their policies and work plans to ensure implementation in accordance with the strategic plan. Examples of aligned practices/policies include unified business services, data sharing and joint case management across partners. Finally, by identifying and tracking common performance measures around the implementation of those policies and work plans, sector partnerships can assess effectiveness and identify if ongoing alignment issues must be addressed.
- Resources for conveners who may want additional detail, guidance and/or examples or best practices around strategic alignment.
- 5th key element of a successful sector strategy: the needs of the targeted industries transform the design and delivery of services across the partners
- The strategic alignment outlined in key element #4 is implemented through the transformation of service delivery. Partners use the information gleaned from partnerships to rethink operations in multiple ways, including: How do partners work together to align service strategies to support target sectors? How do business services, career counselors and other front-line staff do their jobs differently? How are career services and training oriented and prioritized toward target sectors? Indicators of transformed service delivery include: Organizational structure is designed to support the sector strategy (may include staff assigned to key sectors, centers or schools focused on key sectors, etc.) Staff for all partners understand the sector strategy and approach their work through that lens. Staff follow the policy and procedure that reflects how time and resources will be invested to support the targeted sectors.
- This graphic shows how the industry sector partnership at the top, or āstrategic industry level,ā pushes the information down to inform the design and delivery of services to job seekers and businesses at the āservice delivery level.ā The two outputs are customized solutions that are coordinated regionally for businesses and services based on real-time demand for high-growth careers for workers.
- This slide focuses on the most significant service delivery element that must transform under sector strategies ā business engagement. Currently, most systems have partners who still engage in separate outreach efforts with the same employers based on their own program goals. Under sector strategies, business services should āunifyā under one coordinated system-wide approach that makes it easy for employers to engage with the system as a whole rather than individual programs. Although a single point of contact for an employer is the ideal, at a minimum, partners should engage in coordinated business engagement where each partner understands the otherās role and offerings, information is shared across partners re: employer needs and solutions are developed jointly through the partnership.
- Under sector strategies, business services are not just unified across partners, but also move from a traditional ātransactionalā approach to a transformational relationship with employers. This slide shows how many of the traditional business engagement functions performed by partners in the system change or ātransformā under sector strategies.
- This slide provides short and long-term ideas for transforming business services under a sectors approach. Convener may wish to include, revise or delete these ideas based on the audience and/or decisions made locally re: how to transform services.
- This slide provides short and long-term ideas for transforming career services under a sectors approach. Convener may wish to include, revise or delete these ideas based on the audience and/or decisions made locally re: how to transform services.
- This slide provides short and long-term ideas for transforming training services under a sectors approach. Convener may wish to include, revise or delete these ideas based on the audience and/or decisions made locally re: how to transform services.
- This slide provides short and long-term ideas for transforming youth services under a sectors approach. Convener may wish to include, revise or delete these ideas based on the audience and/or decisions made locally re: how to transform services.
- Resources for conveners who may want additional detail, guidance and/or examples or best practices around transforming service delivery.
- 6th key element of a successful sector strategy: the work of the sector partnership is measured and those results are used to improve the partnership (address deficiencies identified through the tracking of outcomes); and the partnership is sustained by sharing wins and successes which attract new partners and potential funders while keeping existing partners engaged.
- Performance measurement is part of any critical initiative in both the public and private sectors. The following slides explain why measurement is so important to sector strategies and key factors for consideration when developing the metrics that are right for your sector partnership.
- Measuring the work of your sector partnership is critical to ensuring its success ā partly because it requires the partners to define success from the beginning. Measuring progress allows the partnership to make adjustments when employer needs change or when it is clear that the course of action is not solving the identified problem. Finally, you will need to show clear outcomes in order to keep your partners engaged and to attract new players to the table ā including potential funders.
- Itās important to create metrics based on what success means to the employers in the partnership. And, metrics for one industry will likely be different than those identified for another. Be flexible but comprehensive by including both short and long-term measures as they both add value: short-term allows for course correction mid-stream while long-term measures demonstrate lasting impact and value. Itās critical to identify the starting point or baseline so the partners can see how far theyāve come since undertaking the work of the sector partnership.
- Itās a good idea to identify both output and impact measures. Outputs reflect your partnershipās hard work which is important to sustain morale and engagement regionally and to demonstrate to governance agencies and funders your commitment to the new way of doing business. Impact measures show the real value to employers and agencies translated through indicators of improved efficiency and productivity.
- These are examples of employer impact measures which some sector partnerships from around the country have adopted.
- These are examples of worker impact measures which some sector partnerships from around the country have adopted.
- Resources for conveners who may want additional detail, guidance and/or examples or best practices around measuring, improving and sustaining sector partnerships.
- General resources for conveners who may want additional overall information and guidance re: sector strategies.