south carolina sector strategies 101 training · implementation teams’ roles representatives...

South Carolina Sector Strategies 101 Training Wednesday, December 16, 2015

Department of Employment and Workforce

Partners Overview

State’s Talent Pipeline Vision

Charge to the Teams

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Sector Strategies in a Nutshell

Regional, industry-focused approaches to building skilled workforces through alignment of public partners and industry

Integrated career pathways

Documented positive outcomes for employers and workers

Not “another program,” but transformative in nature

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Welcome!

Your Facilitators Today:

Gretchen Sullivan Senior Consultant

Silvia Middleton Senior Analyst

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Round Robin: Welcome!

Adult education

Community/human services

Economic development

K-12 education

Post-secondary education

Vocational rehabilitation

Workforce development

Others?

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SS 101: Session Objectives

Ensure all have a firm understanding of the basics of a sector strategy approach to workforce development, building a talent pipeline, and the vision for workforce development in South Carolina.

Describe, demonstrate, and discuss how the sectors approach will be developed throughout the state.

Begin process of developing regional knowledge, regional identity, and regional teams.

Achieve strong commitments among all partners to move forward collaboratively!

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Agenda

Introduction to sector strategies

Project goals, deliverables, and team roles

“Mini asset-mapping”

Regional self-assessments

Six-step process for developing sector strategies

Exploration of regional needs

Next steps

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Sector Strategies 101

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The Challenge and the Potential

Done well, sector-based service delivery is truly transformative.

Adopting sector strategies as a full service delivery framework is not a simple process.

The elements that embody success in sector strategies represent a culture change in the approach to workforce development…From “boardroom to mailroom,” and across all talent development partners.

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Context: Perfect timing!

Governor Haley’s Vision:

Workforce Development = Top Priority!

Legislature’s Proviso 117.127

70,000 current job openings

WIOA – Regional Planning

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Pickens

Oconee

Anderson Laurens

Union

Cherokee

Edgefield

Saluda

Newberry Fairfield

Chester

York

Richland

Aiken

Lexington

Orangeburg

Barnwell

Allendale

Calhoun

Clarendon

Sumter

Kershaw

Lee

Lancaster Chesterfield

Williamsburg

Dillon

Florence Horry

Marion

Georgetown

Berkeley

Dorchester

Hampton

Jasper

Charleston

Colleton

Abbeville

Beaufort

Bamberg

Marlboro

Darlington Upstate Pee Dee

South Coast

Central

Workforce Planning and Implementation Regions

Begin with the end in mind

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Common vision … common goals!

13 © 2013 Maher & Maher

Educational Systems

Economic Development

Workforce System

Targeted Growth Sectors

The Talent Pipeline – workforce as an asset for regional prosperity

Policy, Programs, and Investments Align to Sector Opportunities

Assessment

Case Management

K-12 Voc Tech Ed

Bridge Education

Post-Secondary

Training Education

K-12 Students & Other Youth

Dislocated Workers

Pre-apprentices / Apprentices Veterans

Career-Changers

Upskillers

Others

Integrated, Sector-Driven

Career Development Solutions

Quantify Sector-Based

Demand

Aggregate

Supply

Talent Pools

Business and Information Technology Services

Health Care

Construction

Transportation, Logistics, and

Wholesale Trade

Diversified Manufacturing

Business and Information Technology Services

Health Care

Construction

Transportation, Logistics, and Wholesale Trade

Diversified Manufacturing

Integrating Career Pathways

Education, training, and credential sequences that:

Align to skill needs of targeted sectors and are employer-driven

Articulate the full range of K-12, adult education, and post-secondary education assets: No “dead ends”

Embed “stackable” industry-recognized credentials

Make work a central context for learning

Accelerate educational and career advancement through assessment of prior learning, integrated “basic” education and technical training, and other strategies

Provide supports at transition points

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WIOA Key Elements Related to Sectors and Career Pathways

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WIOA significantly broadens allowable statewide activities to include sector and industry cluster strategies and career pathway programs.

Requires states to designate multi-WIB planning areas to collaborate in preparing Regional Plans, which supports development of sector strategies as the framework for service planning and delivery.

Integration of services – Aligning services across multiple service delivery systems and partners through a unified plan, and locally/regionally-determined performance expectations for sector strategies

WIOA Key Elements …continued

States and local areas encouraged to improve customer service and program management by integrating intake, case management, and reporting systems.

WIOA collapses intensive and core services into the single category of career services, thereby encouraging pursuit of Career Pathways.

Requires State Boards focus on continuous improvement of the One-Stop delivery system and develop One-Stop standards and a certification process.

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“World-Class” Sector Strategies:

Are Driven by Great Data

Are founded on a Regional Vision

Are Guided by Industry

Lead to Strategic Alignment

Transform how Services (jobseeker and employer) are Delivered

Are Measured, Improved, and Sustained

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Are Driven by Great Data

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Rigorous data is used to select sectors, ID specific skills needs, level of demand, and education and training gaps and surpluses Data is validated by employers for the “real story” Data is leveraged and shared across partners


Are based on a Shared Regional Vision

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Across workforce, education, economic development Vision reflects the ‘real’ labor market region


Are Guided by Industry

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They set the agenda They validate real competency needs They are a partner--not just a customer--in designing programs They inve$t in the partnership


Lead to Strategic Alignment

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Education, training, curriculum aligned together, to target needs

No siloed programs: mapping/ designing of curricula, training, career pathways, support services performed together across orgs

Students/workers can move seamlessly between academic and career technical programs, to and from work, and to advanced credentials


Transform how Services (jobseeker and employer) are Delivered

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Sector approach is carried out in and through career centers:

• Jobseekers get good labor market intelligence, receive career development services aligned to key sectors

• Business services (outreach, hiring services, retention programs) changed to reflect target sector employment needs


Are Measured, Improved, and Sustained

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Outcomes assessed and partnership meets regularly to refine goals, strategies, services Partnership becomes the vehicle for soliciting ongoing workforce needs from industry partners Sustainable funding source(s) are secured

System Level

From:

Programs and funding streams drive goals and strategies

Disparate plans, policies, and investments among partners

Siloed program administration

Board as functionary

Transactional, one-off employer engagement

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To:

• Regional workforce, economic, and education needs drive goals and strategies

• Partners’ plans, policies, and investments are aligned to shared targets

• Coordinated, customer-focused talent pipeline development

• Board as catalyst, convener, and champion

• Deep and sustained partnerships with groups of employers

Service Delivery Level

From:

Business services are localized, single-agency, and focused on labor exchange

Training investments are individualized and not aligned to growth sectors

Credential attainment not connected to target sectors’ needs

Career Center organization and service delivery not tied to career opportunities and pathways in target sectors

Job placement as goal and service end point

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To:

• Business services are regionalized and coordinated/integrated among partners to deliver diverse solutions

• Training is driven by identified industry and employer needs

• Credential attainment aligned to identified industry needs and targets

• Sector focus reflected in Career Center organization, partnerships, customer flow, and service planning and delivery

• Long-term career development along clear pathways in targeted industry sectors

Discussion

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Project Goals, Deliverables, and Team Roles

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SUMMARY: Overarching Goals of Sector Strategy Approach

Support the expansion of diverse regional partnerships to advance talent pipeline development for critical industry sectors

Support further development of integrated career pathways

Identify and align resources to support collaborative strategies

Align business and job seeker service delivery strategies to the “talent supply chain” vision

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Overall Project Objectives

Provide the state and its regions with a framework and implementation plans for meeting businesses’ needs for skilled workers and workers’ needs for good jobs = Build the talent pipeline!

• Create the sectors mentality and approach

• Marry sectors to career pathways development

• Begin unification of business service delivery

ALL within a regionalized context

• Realization throughout the system takes time – no time like the present to begin!

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Deliverables

Various meetings, virtual and on-site, to assist in building the state’s workforce development system framework and processes

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Statewide introductory webinar

Sector Strategies 101 Orientation Seminar: Delivered once in person and then customized and adapted for web presentation

Data report to recommend statewide target sectors, and subsequent on-the-ground validation

Deliverables …continued

Regional data reports to identify regional target sectors, and subsequent validation by regional teams at the Institute

Regional Institute for all regions to attend and plan

Develop ongoing website to support sectors approach

Review and provide feedback on plans begun at Institute

Prepare final report with accomplishments, findings, and recommendations for moving forward

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Full Team Structure

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Statewide Leadership Team, Co-chaired by:

• Dept. of Commerce Secretary

• Dept. of Education Superintendent

• Dept. of Employment & Workforce Executive Director

• SC Technical College System President

Interdisciplinary, Public/Private Regional Planning and Implementation

Teams

Project Management/Facilitation:

Maher & Maher

Project Convener:

SC Department of Employment and Workforce

Statewide Leadership Team Co-chairs

The Leadership Team is co-chaired by the SC Departments of Commerce,

Education, Employment & Workforce, and the SC State Technical College

System.

The Leadership Team is comprised of key executives and staff of the agencies

involved in the state’s workforce development

system; other public and educational stakeholder

representatives from the state, regional, and local

Levels; and business and industry representatives,

including and especially those from likely target

sectors.

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Statewide Leadership Team Roles

Become fully oriented to the Team process

Adopt Project Vision and Mission Statements as part of the Team Charter

Support and guide the work of the project and Regional Teams

Provide leadership, guidance, access to information, and timely feedback

Promote sector strategy concepts and processes throughout workforce and related systems

Build consensus on the statewide target industry sectors

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Statewide Leadership Team Roles

Build consensus on the statewide target industry sectors

Champion an integrated statewide workforce development plan and its implementation

Identify critical issues to be explored during the SS Institute

Promote the SS Institute, ensuring appropriate participation

Receive, review, and refine the Team Facilitator’s recommendations

Work collaboratively to ensure full implementation post-project

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Regional Workforce Planning and Implementation Teams

All WIOA “core” partners (WIOA, Wagner-Peyser, Adult Education, Vocational Rehabilitation)

Local WDB Chairs/Members Local WDB Directors Career Center leaders Business Services Teams K-12 representatives Community & Technical Education Dept. of Social Services Community/technical college

representatives 4-year educational institutions Regional economic development

Alliance representatives

Local elected officials Community-based organizations General purpose business

organizations Likely target industry organizations Other key stakeholders

NOTE: We typically do not engage

private industry employers until the public partner teams are prepared and ready.

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Regional Workforce Planning and Implementation Teams’ Roles

Representatives attend Sector Strategies 101

Participate in a self-assessment exercise designed to help determine each region’s readiness to undertake a sector strategy approach

Participate in asset-mapping exercise

Attend the Regional Institute and be responsible for planning activities there and afterward

Advocate for and lead the development of sector strategies and integrated services in each region

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Maher & Maher - Project Facilitators

Partner with the Co-Chairs, Leadership Team, and

Regional Teams to ensure project success

Provide ongoing support to the overall project team

Provide ongoing subject matter expertise to the project

Provide full project management services

Develop materials for and facilitate project events and meetings

Facilitate regional teams from SS Institute forward

Prepare data reports to identify statewide and regional sectors

Develop, populate, and deploy the project website

Prepare recommendations to enhance and ensure the transformation

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Project Progress to Date

Formed Leadership Team and approved Charter

Developed and delivered statewide orientation webinar

TODAY: Sector Strategies 101 training session

Partnered with State on data process and analysis

Leadership Team tentatively validated statewide target sectors

Working on data analysis for regional industry sector target recommendations

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Discussion

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Time for a break! 10:40-11:00 AM

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Building Sector Strategies and Partnerships: “Mini Asset-Mapping”

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Getting to know your partners…

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Exercise Guidance

Identify key assets that exist in the region

• Partnerships, business engagement innovations, knowledge, targeted activities/programs, joint planning, etc.

Discuss and identify main elements and potential for scaling

• Partners, geography, desired outcomes, etc.

Record and prepare to report out

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First Breakout and Report Out

See Handouts: 1. Introduction to Mini-Asset Mapping

2. Asset Identification Matrix

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Hungry?

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Regional Self-Assessments

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Self-Assessment Areas

Current and shared data

Shared regional vision

Industry-driven

Strategic alignment

Transformed service delivery

Continuous improvement and sustainability

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Regional Review Assignments

Upstate – Part 2: Founded on a Regional Vision

Central – Part 3: Guided by Industry

Pee Dee – Part 4: Strategic Alignment

South Coast – Part 5: Transform How Services (jobseeker and employer) are Delivered

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Report-Outs

Key observations?

Impressions among the regional group?

Major opportunities?

Potential areas for focus moving forward?

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Break – 2:15-2:30 PM

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Six-Step Process for Developing Sector Strategies

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Gather Workforce Data / Intelligence

OBJECTIVES:

Understand the regional economy and industry staffing structure;

Develop insights into the current workforce

Achieve consensus on targets across disciplines

Collaborate on data analysis and decision making, to:

• Collect and analyze industry data and LMI

• Identify Regional Economies, Target Industries and Occupations


Consensus-Based Decision Support Model TM

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Form Leadership Team and Data Team sub-

group

Conduct Data Analysis to identify

potential targets

Leadership Team accepts/rejects/refines findings of Data Team

Data Team presents findings and rationale to Leadership Team

Data Team applies selection criteria to data to select top statewide targets

Data Team defines target industry

selection criteria

Target Industry Selection: Consensus-Based Decision Support Model TM

Form Sector Partnership: Draft a “Future Vision”

• Commit to develop the sector partnership

• Ensure full understanding of framework

• Approach to engage industry employers

• Plan for developing the full sector partnership, strategy and career pathways

I. Convene public sector partners

Form Sector Partnership: Adopt a “Shared Vision”

• Create a shared vision for a sector talent supply pipeline

• Validate data & define the “As-Is” condition

• Perform SWOT – define gap from the “As-Is” to “Future Vision”

II. Convene Full Partnership

Assess Talent Needs

• Drill down into occupational and skill gaps, training, and credential needs

• Inventory education and training programs

• Develop Education and Training Gap Analysis

Develop Strategies and Align Resources

Integrate/Develop Career Pathways

Innovative career services for dislocated workers

Increased work-based learning

Accelerated skills training

Industry-recognized credentials

Integrated role for Registered Apprenticeship/Job Corps

OBJECTIVE:

• Identify training resources and investments to actualize Career Pathways


Operationalize

• Align business services to target sectors on a regional basis

OBJECTIVE:

• Transform sector strategies into actual customer - centered service delivery.

Operationalize

Align enhanced job seeker services to career pathways • Reengineer customer

flow

• Determine changes needed in One Stop organization and partner relationships in light of sector approach and new customer flow

OBJECTIVE: • Transform sector

strategies into actual customer - centered service delivery.


Business Engagement

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Traditional Model Sector Partnership

Relationship Industry as Customer Industry as Partner

Needs Identified Within

A one-to-one relationship A full sector or industry

Engagement looks like

Workforce system offers (program) solution…employers asked to participate

Industry designs program with system

Needs Addressed Thru services via one agency WF system, other partners collaborate to create sector-based solutions

Success Measured by

Placements for one employer one time

Placements + employer value received (and engagement over time)

Assess, Adjust, Improve, and Sustain

Set goals outside of formal WIOA standards, and

• Assess value received by industry employers

• Assess customer flow and jobseeker/student outcomes

Solicit recommendations for adjustments and improvements

Formulate “Can-Be” changes

Implement changes

• Continue to involve full partnership team in this management loop!

Discussion

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Regional Needs in Context of Project Steps

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Questions to Explore

How do people feel in terms of what they’ve heard, done and are expected to do?

What are your information and other needs?

How best can we support you moving forward?

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Next Steps

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Regional Leaders/Single Point of Contact (SPOC)

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Next Steps

Self-assessment process and asset identification organized by SPOC and facilitated by Maher staff virtually

Distribution of Regional Data Analyses

Website development

Sector Strategy Institute

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Beyond a Website – A Knowledge Engine

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Fully-featured, Content Management System (CMS) • Database, audio/video content, information, possible

discussion threads, more.

• Built by Maher, transferred and licensed to State

Working together, we will: • Design and wireframe the site

• Devise the information and feature

sets you need

Develop, populate and deploy • Transfer to your server

Beyond a Website – A Knowledge Engine.

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Closing Q & A

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Contact us:

3535 Route 66 Neptune, NJ 07753 Phone: 732-918-8000 Fax: 732-918-9059

www.mahernet.com

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http://www.mahernet.com/

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