Why is it essential for workforce development and economic development to joi...Colleen LaRose
Why is is essential for workforce development and economic development to join forces in each region? Because they need a coordinated strategy for job creation!
Getting your workforce system involved in a local Comprehensive Economic Deve...Colleen LaRose
This webinar can be seen in its entirety on www.nereta.org ..then click onto the training page.
Did you know that there is money available for workforce planning that does not come from the Department of Labor? IT's TRUE! The Economic Development Administration (EDA) provides workforce planning and implementation funds as part of the comprehensive economic development strategy planning process (CEDS).
The problem with CEDS planning the way it is currently done, is that most CEDS are written by economic development folks who only provide lip service to coordinating with workforce professionals in the plan, (most often providing nothing more than offer labor force statistics with little analysis of gaps, trends).
Unfortunately, most workforce development professionals don't know what CEDS planning is, even though coordination with the workforce system is a required part of CEDS planning. Therefore, workforce development professionals should not only understand the CEDS process, but inject themselves into the process...or even lead the process!
This webinar will teach you everything you need to know about CEDS:
What are the programs of the EDA?
What is an Economic Development District (EDD)
What is a CEDS?
What is a CEDS Supposed to Do?
What does a high quality CEDS have?
We are very fortunate to have two amazing speakers for this webinar!
Paul Raetsch is the Retired Regional Director of the Economic Development Administration Philadelphia Regional Office. Paul oversaw the CEDS planning for regions throughout the northeastern US going back as far as 1971! This man has a wealth of knowledge and expertise in regional planning that you will greatly benefit from!
Presenting with Paul is Mike Aube, President of the Eastern Maine Development Corporation, host of the "mobilize Eastern Maine initiative. Mike has also served as Legislative aide to Senator Mitchell, EDD Director, EDA Economic Development Representative, State Director of Rural Development, as well as Mayor of Bangor, Maine.
Why is it essential for workforce development and economic development to joi...Colleen LaRose
Why is is essential for workforce development and economic development to join forces in each region? Because they need a coordinated strategy for job creation!
Getting your workforce system involved in a local Comprehensive Economic Deve...Colleen LaRose
This webinar can be seen in its entirety on www.nereta.org ..then click onto the training page.
Did you know that there is money available for workforce planning that does not come from the Department of Labor? IT's TRUE! The Economic Development Administration (EDA) provides workforce planning and implementation funds as part of the comprehensive economic development strategy planning process (CEDS).
The problem with CEDS planning the way it is currently done, is that most CEDS are written by economic development folks who only provide lip service to coordinating with workforce professionals in the plan, (most often providing nothing more than offer labor force statistics with little analysis of gaps, trends).
Unfortunately, most workforce development professionals don't know what CEDS planning is, even though coordination with the workforce system is a required part of CEDS planning. Therefore, workforce development professionals should not only understand the CEDS process, but inject themselves into the process...or even lead the process!
This webinar will teach you everything you need to know about CEDS:
What are the programs of the EDA?
What is an Economic Development District (EDD)
What is a CEDS?
What is a CEDS Supposed to Do?
What does a high quality CEDS have?
We are very fortunate to have two amazing speakers for this webinar!
Paul Raetsch is the Retired Regional Director of the Economic Development Administration Philadelphia Regional Office. Paul oversaw the CEDS planning for regions throughout the northeastern US going back as far as 1971! This man has a wealth of knowledge and expertise in regional planning that you will greatly benefit from!
Presenting with Paul is Mike Aube, President of the Eastern Maine Development Corporation, host of the "mobilize Eastern Maine initiative. Mike has also served as Legislative aide to Senator Mitchell, EDD Director, EDA Economic Development Representative, State Director of Rural Development, as well as Mayor of Bangor, Maine.
Develop a Winning Talent Brand as a Company of Any Size | Talent Connect Lond...LinkedIn Talent Solutions
You don't need to be an established company with a large budget to have an engaging talent brand. See how you can implement an effective employer brand strategy through examples like SoundCloud and ASOS.
Get inspired with LinkedIn's Employer Brand Playbook: http://linkd.in/174lYC9
Subscribe to the LinkedIn Talent Blog: http://linkd.in/18yp4Cg
Follow the LinkedIn company page: http://linkd.in/1f39JyH
Tweet with us: http://bit.ly/HireOnLinkedIn
Learn more about LinkedIn Talent Solutions: http://linkd.in/1bgERGj
To stand out from the crowd is challenging for any recruitment business and it depends very heavily on the people you employ, the training and development they receive, and the leadership from the directors and managers.
Executive Employment Trends Report Q3 2016BPI group
What is the current average length of an executive job search? How does an executive’s base salary level or education impact the length of the job search?
BPI group has established this Executive Employment Trends Report to offer greater visibility into the current executive job market. We are committed to quality and results in our career transition programs, and believe that keeping a careful eye on trends in the market is an important way to ensure we are meeting the needs of our executive transition clients.
This Executive Employment Trends Report includes analysis of the average length of the executive job search, as well as how the job search is impacted by an executive's base salary level, age, and education level.
The "liquid workforce" and its impact on the creative field —
Adapted from my presentation for the AIGA Design Conference in Minneapolis, MN, October 2017
Iedc ec. dev and workforce dev collaborationColleen LaRose
The full webinar may be seen at www.nereta.org on the training page.
Collaboration between EDA's and WIB's requires a paradigm shift. Traditionally economic development organizations were charged with attracting business -typically industrial firms - while workforce development organizations played a more transactional role of training and job match-making. Their tools, strategies and resources have been vastly different from each other and sometimes even at odds. But that is now changing. Several communities have successfully brought together economic development and workforce development organizations by aligning goals and simultaneously strengthening the economic eco-system.
The driving force behind this convergence is the realization that a talented labor supply is key to the economic prosperity of the community. Site selectors report a talented workers trump all other considerations fro businesses locating to a new area. Similarly a steady stream of talented employees can help retain and expand strong industries and clusters.
Building this pipeline of workers requires input on future needs of companies from economic development as well as input from workforce development on where to find and train the workers for these future opportunities.
This webinar will highlight several regions in the country, urban and rural where they are making this work.
Executive interviews for workforce development professionalsColleen LaRose
Workforce development has not yet fully embraced the power of executive interviews. By organizing interviews with local CEO's, workforce investment boards could coordinate information that local colleges, economic develop;ment and their own business representatives are collecting by using a shared database and all asking the same questions so that logical comparisons can be made and follow-up with the employer can be planned in a logical way.
Kelly Services Indonesia Salary Guide 2010/2011xvader
Employment Outlook and Salary Guide 2010/11: A Tool for Workforce Planning: Indonesia, by Kelly Services (http://kellyservices.co.id/).
Dalam buku ini, Anda dapat mengetahui standar gaji yang berlaku di Indonesia per-2010/2011 berdasarkan bidang pekerjaan tertentu, diantaranya: Accounting and Finance (Akuntansi dan Keuangan), Banking (Perbankan), Call Center, Engineering & Technical (Perekayasaan & Teknik), Human Resources (Sumber Daya Manusia), Information Technology/IT (Teknologi Informasi/TI), Humas, Sales, Marketing, Advertising (Periklanan), dsb.
Semoga membantu.
Reenvisioning Retail: The Future of Retail (Hosted by Lives Empowered)project-equity
July 24, 2020
Speakers: Yustina Saleh, EMSI; Janine Williams, Impulsify; Alison Lingane, Project Equity; Jason Wiener, Main Street Phoenix
Even before the pandemic retail was changing. COVID-19 and subsequent stay at home orders have imposed new and increasingly complex challenges for the industry, creating a need to reenvision how the industry operates to ensure health, safety, and relevance in the age of disruption. This discussion will review projections on the future of retail and examine innovations for how the industry might reenvision itself.
Entrepreneurs come and go. Good business ideas are dime-a-dozen. So what is the differentiator between success and fail? If you could boil it all down to one thing…
Develop a Winning Talent Brand as a Company of Any Size | Talent Connect Lond...LinkedIn Talent Solutions
You don't need to be an established company with a large budget to have an engaging talent brand. See how you can implement an effective employer brand strategy through examples like SoundCloud and ASOS.
Get inspired with LinkedIn's Employer Brand Playbook: http://linkd.in/174lYC9
Subscribe to the LinkedIn Talent Blog: http://linkd.in/18yp4Cg
Follow the LinkedIn company page: http://linkd.in/1f39JyH
Tweet with us: http://bit.ly/HireOnLinkedIn
Learn more about LinkedIn Talent Solutions: http://linkd.in/1bgERGj
To stand out from the crowd is challenging for any recruitment business and it depends very heavily on the people you employ, the training and development they receive, and the leadership from the directors and managers.
Executive Employment Trends Report Q3 2016BPI group
What is the current average length of an executive job search? How does an executive’s base salary level or education impact the length of the job search?
BPI group has established this Executive Employment Trends Report to offer greater visibility into the current executive job market. We are committed to quality and results in our career transition programs, and believe that keeping a careful eye on trends in the market is an important way to ensure we are meeting the needs of our executive transition clients.
This Executive Employment Trends Report includes analysis of the average length of the executive job search, as well as how the job search is impacted by an executive's base salary level, age, and education level.
The "liquid workforce" and its impact on the creative field —
Adapted from my presentation for the AIGA Design Conference in Minneapolis, MN, October 2017
Iedc ec. dev and workforce dev collaborationColleen LaRose
The full webinar may be seen at www.nereta.org on the training page.
Collaboration between EDA's and WIB's requires a paradigm shift. Traditionally economic development organizations were charged with attracting business -typically industrial firms - while workforce development organizations played a more transactional role of training and job match-making. Their tools, strategies and resources have been vastly different from each other and sometimes even at odds. But that is now changing. Several communities have successfully brought together economic development and workforce development organizations by aligning goals and simultaneously strengthening the economic eco-system.
The driving force behind this convergence is the realization that a talented labor supply is key to the economic prosperity of the community. Site selectors report a talented workers trump all other considerations fro businesses locating to a new area. Similarly a steady stream of talented employees can help retain and expand strong industries and clusters.
Building this pipeline of workers requires input on future needs of companies from economic development as well as input from workforce development on where to find and train the workers for these future opportunities.
This webinar will highlight several regions in the country, urban and rural where they are making this work.
Executive interviews for workforce development professionalsColleen LaRose
Workforce development has not yet fully embraced the power of executive interviews. By organizing interviews with local CEO's, workforce investment boards could coordinate information that local colleges, economic develop;ment and their own business representatives are collecting by using a shared database and all asking the same questions so that logical comparisons can be made and follow-up with the employer can be planned in a logical way.
Kelly Services Indonesia Salary Guide 2010/2011xvader
Employment Outlook and Salary Guide 2010/11: A Tool for Workforce Planning: Indonesia, by Kelly Services (http://kellyservices.co.id/).
Dalam buku ini, Anda dapat mengetahui standar gaji yang berlaku di Indonesia per-2010/2011 berdasarkan bidang pekerjaan tertentu, diantaranya: Accounting and Finance (Akuntansi dan Keuangan), Banking (Perbankan), Call Center, Engineering & Technical (Perekayasaan & Teknik), Human Resources (Sumber Daya Manusia), Information Technology/IT (Teknologi Informasi/TI), Humas, Sales, Marketing, Advertising (Periklanan), dsb.
Semoga membantu.
Reenvisioning Retail: The Future of Retail (Hosted by Lives Empowered)project-equity
July 24, 2020
Speakers: Yustina Saleh, EMSI; Janine Williams, Impulsify; Alison Lingane, Project Equity; Jason Wiener, Main Street Phoenix
Even before the pandemic retail was changing. COVID-19 and subsequent stay at home orders have imposed new and increasingly complex challenges for the industry, creating a need to reenvision how the industry operates to ensure health, safety, and relevance in the age of disruption. This discussion will review projections on the future of retail and examine innovations for how the industry might reenvision itself.
Entrepreneurs come and go. Good business ideas are dime-a-dozen. So what is the differentiator between success and fail? If you could boil it all down to one thing…
Focus on Doing - and Stop Talking About Those Who Are DoingEmployment Crossing
The strongest people out there avoid gossip and avoid maligning others because it detracts from their ability to move forward. You should be focused on doing and not talking about those who are doing.
In marketing, the magic happens when your message matches your market's existing conversations - and you connect with your audience on their terms.
Presentation given at a workshop on how to craft your message so that it is a match for your target audience.
Going From Idea to Operations - A Simple Framework for Building a BusinessChristopher Mohritz
This presentation is a (very) high-level overview of all the action items new entrepreneurs need to keep in mind / consider when building their new business, specifically: Launch process (based on lean principles), Marketing strategies, Personnel / staffing considerations, Workspace considerations, Giving back to the community, Corporate culture considerations, Product / service development, Customer development, Product distribution / service delivery considerations, and Business entity considerations.
Note: some of the linked resources are specifc Arizona USA
The Career Engineer shares proven career winning tips in a "One Stop Job Shop" fashion. You will walk away with techniques and solutions to make Monday mornings...better!
Career Orientation - what do you need to know to take a path in your careerUptitude
Learn more about yourself and what interest, skills, competences and values you have in order to chose the right career for you.
We will deliver this webinar again soon, so follow us on Facebook, LinkedIn or on our website www.uptitude.it
Why Is It A Great Idea To Start A Business In 2016?David Stoffel
If you have always dreamt about starting a business of your own, now is the time to fulfill your dreams. It is the best time to start a business in the coming year. This post will tell you the reasons for the same. For more details visit: http://www.wesrch.com
Linking Customers and Employers to Build a Better Workforce System
Rosemary Chandler, Director
Division of Career Services
MA Department of Workforce Development
Workforce Solutions for North Central Texas (WSNCT) has made significant progress toward our vision to be the recognized leader in building tomorrow's workforce.
Ben Wright, Atlas CEO & Guillermo Mazier, Atlas’ Director of Strategic Accounts, cover the latest theories, metrics and best practices to prove that economic development makes a difference for communities.
The global profile of poverty has been predominantly rural, young, and undereducated. More than 40 percent of the global poor live in economies affected by fragility, conflict, and violence, and that number is expected to rise to 67 percent in the next decade. Half of the poor are children. Women represent majority of the poor in most regions and among some age groups. About 70 percent of the global poor aged 15 and over have no schooling or only some basic education. Impact sourcing reaches into those populations with opportunities for enduring, meaningful careers that foster hope. If someone has the will, we will teach them the skills.
Have you ever wanted to show your board or your elected officials the value of economic development? View this ppt to find out how economic development organizations can measure/quantify the value of their promotional activities.
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Integrated Marketing Communication Proposal - Make-A-Wish Michigan Rebecca Sidles
Integrated marketing campaign built for my capstone class (IMC636) of West Virginia University's IMC Masters Program. Our class client was Make-A-Wish Michigan and our target audience was Millennials, 21 - 30.
Nonprofits are deepening their relationships with modern email marketing programs. This session will help you learn from leading practitioners in the social sector. Learn how to manage multi-channel campaigns, use data to create personalized, dynamic and predictive content, and more
Economic development organizations have been using economic development performance metrics for years. However, with differing viewpoints, metrics have gotten muddy and misunderstood.
Lucky for the profession...
In 2011, Atlas put together its first survey of EDO outcomes, to assist EDOs in planning their marketing, business attraction, and business retention programs. In 2014, IEDC published "Making it Count," a guide on metrics for high performing EDOs.
But...
In 2016, the general public is still weary about the value of economic development and what we do in our profession.
This presentation is our take on how economic developers can leverage metrics for their day to day and how it impacts the effect that they have on thier economy.
EDOs have been measuring their performance for years, but with differing viewpoints, metrics have gotten muddy and misunderstood. In 2011, Atlas put together its first survey of EDO outcomes to assist EDOs in planning their marketing, business attraction, and business retention programs.
Atlas High Performance Economic Development is a Team Sport - Pure MichiganAtlas Integrated
Atlas Advertising and Community Systems CEO Ben Wright presents "High Performance Economic Development is a Team Sport" to Pure Michigan Economic Development team in 2015, in Kalamazoo, Michigan
How effective is your government agency’s approach to succession planning?
LinkedIn Talent Solutions offers a full suite of tools to help you find, attract, and hire top candidates. Contact us to learn more: http://bit.ly/1TKqQsJ
Socla Media presentation to 5th & 7th graders at Grantie Valley Middle School in Monson MA (March 2014). Dos & Don'ts with the focus on image use and creating a digital history.
2. Overview
FutureWorks Career Center is a One-Stop Career Center located in the STCC
Industrial Park in Springfield, Massachusetts, we serve people looking for work
as well as businesses. Jobseeker services include job search related
workshops, computer skills training and youth services. We are also the
induction point for publicly funded skills training. We assist individuals with
qualifying for and connecting to training to upgrade their skills. Business
services include assistance with staff recruitment. This includes job postings
and job fairs. We also link companies to supportive services such as On The
Job Training, the Workforce Training Fund and Workshare.
FutureWorks collaborates with many local organizations including nonprofits,
community colleges and governmental organizations. Opened in 1997, we are
chartered by the Regional Employment Board of Hampden County to
principally serve the county. Our trade area includes Northern Connecticut.
Our performance falls under the purview of the Massachusetts Executive
Office of Labor and Workforce Development and the United States Department
of Labor. FutureWorks is a nonprofit corporation 501 (c) (3).
1
3. Education
Less Than High School 18% 2,087
High School Diploma/GED 36% 4,219
Some College/Voc Degree 21% 2,432
Associate Degree 7% 778
Bachelor’s Degree 8% 967
Advanced Degree 3% 405
Info Not Available 7% 777
Overview
In Fiscal 2015 FutureWorks Career Center Served
Total Jobseekers 11,741
Unemployed Jobseekers 10,655
2
Ethnicity
White 24% 3,910
Black/African American 17% 2,719
Hispanic/Latino 27% 4,429
American Indian/Alaskan <1% 73
Asian 1% 195
Hawaiian/Pacific Islander <1% 22
Other 3% 449
Info Not Available 27% 4,455
4. Overview
In Fiscal 2015 FutureWorks Career Center Served
3
Businesses
Newly Using FutureWorks Services 204
Repeat FutureWorks Services Users 389
Total Served 593
Companies Listing Jobs 496
Total Openings Posted 3,285
5. Plan Formation
In June 2015, the entire FutureWorks staff participated in a day-long planning
session focused on developing/contributing to the FutureWorks strategic plan.
Each staff member had the opportunity to provide input on issues or points of
information they felt important. Prior to this session, key stake holders
including staff, job seeker customers, business customers, and our Board of
Directors were surveyed to gain their input. This information was reviewed
and included in developing the strategic plan.
After the day-long session, the staff separated into two groups to review the
input and formulate priorities for the plan. One group was comprised of staff,
the other management. In October, the two groups met to compare their
drafts. There was a high degree of consensus between the two teams.
On December 17, 2015 FutureWorks' Board of Directors reviewed and
approved our Strategic Plan.
4
6. President MacArthur Starks MassMutual
Vice-President Gary McDonald Associated Industries of Massachusetts
Treasurer Josephine Sarnelli Jo Sarnelli CPA
Secretary Diane Kieras-Ciolkos Escapes For Everyone
Director Ronn Johnson Martin Luther King Jr. Family Services
Director Joanne Berwald Mestek
Director Paul Judd Baystate Health
Director Michael Suzor Springfield Technical Community College
Director Phillip Ernst Jr. Hasbro (Retired)
Mayor’s Liaison Denise Jordan City of Springfield
FutureWorks Board Of Directors
5
7. Our Environment
Funding sources needed to cover FutureWorks operating and program
expenses are increasingly becoming scarce and the workforce development
system is undergoing a shift to an emphasis on demand driven services (e.g.
matching training programs to business needs). Currently businesses report
an inability to attract applicants with the skills required for their openings.
This in an environment where many people are still unable to find work. Over
20,000 adults, 92% of whom were unemployed, sought services at Hampden
County One-Stop Career Centers in FY 13. Less than half of these individuals
were able to secure employment. However, 80% of those that were able to
find jobs, retained employment over time.
Skill and education gaps leave good-paying jobs unfilled, particularly in the
high growth industry sectors of health care, human services, advanced
manufacturing, and financial/business services. The 2015 Pioneer Valley Plan
for Progress identified the talent pool pipeline issue, and it's resulting impact
on the ability of the region to attract and retain Businesses as a "Key
Challenge.”
6
8. Our Environment
Compounding the inability to fill positons issue is the high degree of Baby
Boom Generation retirements. In addition, some people are just opting out of
the labor force. The U.S. Bureau of Labor Statistics (bls.gov/news.release/metro.t01.htm)
reports the Greater Springfield Area's Civilian Labor Force declined by 4,900
from August 2014 to September 2015. This loss of available workers
illustrates the workforce supply challenge.
FutureWorks is located within walking distance of Springfield's highest poverty
areas. Over 30% of Springfield residents live below the poverty line. Of those,
8% are employed, 23% are white, 33% Black/African-American and 43% are
Hispanic. The most recent data in the 2013 American Community Survey
reports over 44% of Springfield residents living in poverty had not worked in
the past year. Only 2% had worked full-time in the previous 12-months.
The FutureWorks goal and challenge is to facilitate meaningful skill gains and
get customers job ready. This goal must be aligned with the needs of area
companies in order to satisfy the needs of both business and job seeker
customers.
7
9. Strategic Plan Purpose and Scope
• Align our performance to a demand driven business model.
• Increase our visibility with and usage by the business community and job
seekers.
• Empower staff to deliver innovative state of the art services that ensure we
meet our goals.
• Create a culture of communication and collaboration.
• Move our business forward to ensure high levels of continued quality
customer service resulting in increased quality placements.
8
10. Staff
Development
Business
Continuation
Increase
Placements
Increase
Business
Services
Performance
Mission
Values
CSFs*
Increase Workshop
Participation 10% Annually
Increase Use of Assessment Tools
10% A Year Annually
Increase Membership
Of UI Claimants 10% Annually
Increase Business Contacts
10% A Year Annually
Increase Marketing Of Business
Services 10% A Year Annually
Increase Job Postings
10% A Year Annually
New Performance Mgmt
System Jan 2017
Performance Reward &
Recognition System Jan 2017
Informal Staff Feedback
Mechanism Begin Jan 2016
Business Recovery Plan
By Jan 2017
Board Development Plan
By Dec 2016
Determine Facility
Needs/Options By Dec 2016
Big 4 Goals Performance ObjectivesGuiding Principles
Strategic Framework
9
*Critical Success Factors
12. Vision
11
FutureWorks will empower customers from local communities by growing
their skills and careers while promoting the economic prosperity of area
businesses.
13. Values
• Passionate about getting results.
• Act with integrity and honor the commitments we make.
• Foster a culture that promotes open and honest dialogue.
• Treat people with respect and dignity.
• Empower each other to create and deliver high quality services.
12
14. Critical Success Factors
1. Creating One Team
1. Operate in an environment of honest constructive communication.
2. Believe in each other and help each other.
3. Unite in the goal of providing the best customer service.
4. Celebrate each other's success, because it is our success.
2. Customer Responsiveness
1. All customers deserve a high level of our attention and expertise.
2. Serve customers in a timely manner.
3. Listen.
4. Emphasize what we can do.
5. Cultivate relationships.
3. Results Oriented
1. Goals will be clearly communicated and staff will have the tools to
achieve them.
2. The need to achieve our goals will not impact those of our customers.
3. People who deliver results will be recognized for performance.
4. Goals will be tracked and benchmarked - monitoring progress.
13
15. ‘Big 4’ Goals
#1 Increase Placements
Objective #1A:
Better prepare people involved in direct job search by increasing job seeker workshop
participation 10% annually from the 10,050 in Fiscal 2015.
Objective #1B:
Assess job seeker skill sets and provide opportunity for skills gain by increasing use of
job seeker assessment and development tools 10% annually from the 3,627 in Fiscal
2015.
Objective #1C:
Expanded membership of unemployment claimants 10% annually from 6,660 in Fiscal
2015.
14
16. ‘Big 4’ Goals
#2 Increase Business Services Performance
Objective #2A:
Build relationships by increasing business contacts by 10% annually from 430 in Fiscal
2015.
Objective #2B:
Increase visibility to current and potential clients by increasing marketing activities to
businesses 10% annually from the 506 in Fiscal 2015.
Objective #2C:
Become a key partner in staff sourcing by increasing job postings 10% annually from
the 2,600 in Fiscal 2015. Increasing the involvement of companies in other FW
programs/activities (job expos, OJT, training programs).
15
17. ‘Big 4’ Goals
#3 Staff Development
Objective #3A:
Provide training, tools and information relevant to increasing our staff's job related
knowledge base and skill sets.
Objective #3B:
The creation of a new performance management system by January 2017 that
recognizes results, job skills, continuous improvement and initiative.
Objective #3C:
Establish a performance reward and recognition system beginning January 2017 that
will reflect the values and benchmarks in the new performance management system
described in #3B.
Objective #3D:
Develop an informal staff feedback mechanism by creating a 'judgement free zone'
where the staff are free to share information they feel pertinent to foster an
atmosphere of continuous improvement.
16
18. ‘Big 4’ Goals
#4 Business Continuation
Objective #4A:
By December 2017: Update the business recovery plan allowing us to more effectively
recover from a catastrophic event impairing our ability to operate.
Objective #4B:
By July 2016: Formulate a Board of Directors development plan that encourages active
participation and engaged members.
Objective #4C:
By December 2016: Review facility needs and configuration as they relate to
performance. Develop options.
17
Editor's Notes
Objective 2B is the sum of Business Information and Incentives, Education and Training, Job Fairs & Recruitments and Labor Market Information on the OSCAR Report.