2018-19 Playbook - Colorado · 2019-04-25 · 2018-19 Playbook Colorado Workforce Development...
Transcript of 2018-19 Playbook - Colorado · 2019-04-25 · 2018-19 Playbook Colorado Workforce Development...
2018-19 Playbook
Colorado Workforce Development CouncilGovernor appointed public-private partnership to advise, oversee and integrate the work of
the Colorado Talent Development Network
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Vision (the dream)
Every Colorado business has access to a skilled workforce and every Coloradan has access to meaningful employment, resulting in statewide economic vitality.
Mission (the what and why)
To facilitate the creation and sustainability of an industry-led, competency-based Colorado talent development system that appropriately integrates the work of education, training, economic and workforce development to meet the needs of businesses, workers, job-seekers and students.
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July 2018 - June 2019
Goals Strategic Alignment Enablement
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GOALS
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CWDC Office 2018-19 Goals1. Optimize industry-led sector strategies.
– 100% of 14 economic regions contain a sector partnership– 80% of top jobs are aligned to a sector partnership and/or intermediary– 30 active (at Step E) sector partnerships (by June 2019)
2. Scale the application of work-based learning and skills-based practices by business and education– 10 large Colorado employers commit to implementation– 2 employer networks commit to implementation– Education Sector has organized and built out career pathways
3. Increase impact and access.– 100% of business member positions for Council filled– Increase utilization of TalentFOUND gateway
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SECTOR STRATEGIESPUBLIC-PRIVATE PARTNERSHIP
NETWORKS (Regional and Statewide)
To facilitate the creation and sustainability of a industry-led, competency-based Colorado talent development system that appropriately integrates the work of education, training, economic and workforce development to meet the needs of businesses, workers, job-seekers and students. MISSION
Businesses
Economic Dev
Education
Workforce Dev
Community
Government
STATE INNOVATIVE INITIATIVES
Talent Development (those requiring multiple agencies and regional/local implementation)
Market
CWDC incubates and supports industry-led networksCWDC leads or champions integrated build and implementation
Career Pathways Career Navigation
Skills-Based HiringEducation’s Shifts to Competency-Based
Management
CWDC Office SERVICE MODEL
CWDC advocates / communicates to relevant partners
CWDC collaborates with networks to design and deploy system and partners’ initiatives
CWDC works with networks on blueprint talent Initiatives
Sector Partnerships (25)
Workforce Development Boards (10/19)
Industry Intermediaries Consortium (9)
Brand Building for Communities
Tourism Promotion and Development
Tiny Homes Workshop
Grow Your Outdoor Recreation Industry Coworking 101 Community
Placemaking
Certified Small Business
CommunityFilm and Major
Production InitiativeCreativity Lab of
Colorado
Data-Driven Approach to Economic
Development
OEDIT’s Blueprint 2.0
Launch a Sector Partnership
Sector Partnership Leader and
Convening Skills
Career Pathway Program
Developer SkillsHigh Performing
BoardsCompetency Management
TalentFOUND Brand, Network,
Gateway
Career Pathways for Critical Occupations (CareersinColorado)
Career Pathways – Work-based learning
ContinuumWIOA State Plan
Talent Pipeline Blueprints &
Research
Blueprint Talent Initiatives (networks apply to be a part of these initiatives)
System, Infrastructure Initiatives (CWDC leads)
Key Partners’ Initiatives
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Sector Partnership Technical Assistance
Capacity Assistance WithPartnership Structure and Sustainability
● For existing and new partnerships - support businessleadership, partner depth, partnership’s strategy, level ofactivity and impact
Partnership Priorities - Talent Development
● Support partnership’s workforce and education projects● Bridge relevant CWDC Convened Talent Development
Initiatives to partnerships● Forge connection to relevant agencies (CDLE, CDHE, CCCS,
CDE) and partners (Skillful, CareerWise)
Partnership Priorities - Market Development
● Support industry market projects● Forge connection to relevant agencies (OEDIT) and
partners (EDCC)
CWDC Staff Expertise● Sector Partnership● Talent Pipeline
Research● Career Pathways
○ Critical Jobs○ Work-Based
LearningContinuum
Staff from Core State Agencies● CDLE● OEDIT● DOLA● CDE● CDHE● CCCS
State Technical Assistance Team (STAT)Capacity and expertise to fuel growth of Colorado’s business-led sector partnerships
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Optimize industry-led sector strategies.
OUTCOME MEASURES• 100% of 14 key industries are
covered by a sector partnership and/or intermediary
• 100% of 14 economic regions contain a sector partnership
• 80% of top jobs are aligned to a sector partnership and/or intermediary
• 30 active (at Step E) sector partnerships (by Dec 2019)
LEAD MEASURES• Active Sectors Steering
Committee• Annual Technical Assistance
Plan on schedule• # of employers per industry
involved trends• 80% engagement of relevant
industry-led intermediaries• Annual Impact Survey results
• Incubate and support state and regional sector strategies covering Colorado's 14 key industries
• Promote effective two-way work flows between CWDC and sector networks (sector partnerships, workforce development boards and intermediaries) when talent development is a confirmed industry-led priority
• Lead or support relevant leadership groups
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Scale the application of work-based learning and skills-based practices by business and education
OUTCOME MEASURES• 10 large Colorado employers
commit to implementation• 2 employer networks commit to
implementation• Education Sector has organized
and built out career pathwaysLEAD MEASURES
• Active Education & Training Steering Committee
• Number of critical occupations with apprenticeships offered
• Define and document “Colorado’s Approach to Advancing A Competency-Based Talent Ecosystem”
• Build, launch and run competency-based Career Pathways covering Critical Top Occupations (HB 1274)
• Build a framework to enable and influence the growth of competency-based Career Pathways: Work-Based Learning System
• Lead or support relevant leadership groups
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Increase impact and access
OUTCOME MEASURES• 100% of business member
positions for Council filled• Increase utilization of
TalentFOUND gatewayLEAD MEASURES
• Marketing metrics foreblasts, executive update,newsletter, TPR, etc. (listsize, social networks, openrate, web unique visits,etc.)
• “Good” results from impactsurveys
• Increase visibility, impact and influence of core leadership groups (council,commission, committees, …).
• Clearly and regularly communicate the work of CWDC staff and partners
• Unify Colorado’s Talent Development Network
• Oversee execution of WIOA State Plan, intervene as needed
• Conduct and publish talent pipeline research and policy
• Lead or support relevant leadership groups
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STRATEGIC ALIGNMENT
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CWDC Annual Goals are Aligned to…
CWDC 2018-19 Goals
CWDC’s Vision and Mission
Council’s Strategies
WIOA State Plan Goals
BEL Commission
Goals
Governor’s Education and
Workforce Cabinet Goals
Funding Requirements
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Council’s Strategies• Assess, improve and integrate services and programs supporting business,
employment, and education.
• Establish an integrated system of measurements and outcomes to ensureevidence-based strategic decisions regarding investments in Colorado’s talentsystem.
• Strengthen and fully utilize a CWDC network to ensure active and timelycommunication, seek and share information on relevant issues, and advanceColorado’s talent system.
• Utilize the CWDC committee and task-forces to convene partners, increasecollaboration, leverage resources and ensure coordination and support ofgrant opportunities.
• Champion the creation of user-friendly information sources that providebusinesses and individuals with easily accessible information and resources.
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WIOA State Plan Goals
• Engage business and industry as a fulcrum to inform and align allelements of the demand-driven system.
• Establish a customer-centric and holistic focus to increasecoordination, effectiveness, and access through shared data, tools, andresources.
• Engage partner staff at every level for better system alignment.
• Create and deliver a unified message for internal and externalcommunication and connections.
• Drive meaningful outcomes through innovation, alignment of metrics,and accountability.
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Business Experiential Learning Commission Priorities - initial focus on expanding apprenticeships
ApprenticeshipsOn-the-job training (OJT)Internships
▪ Short timeframe and limited training andskill development
▪ Historically focused on “white collar” jobs▪ Typically from Post-secondary▪ Paid, unpaid, or volunteer
▪ Occurs during existing employment toenhance skills
▪ Focused only on skills required forexisting employer
▪ Lacks classroom training
▪ Longer timeframe and significantopportunity for skill development
▪ Includes both OJT and classroominstruction
▪ Paid opportunity: “earn while you learn”▪ Historically focused on trade jobs
Given shortage of “middle-skill” workers and opportunities for students and job seekers, a focused youth apprenticeship initiative offers the “biggest bang for the buck” to meet Colorado’s current needs
Governor’s GoalsTo bring down the high cost of living in the state and creating a Colorado where everyone has the opportunity to succeed.
1. Economy: Foster and economy that works foreveryone
2. Environment and Renewables: Move torenewable resources and protect theenvironment
3. Health: Save Coloradans money onhealthcare
4. Education: Fulfill every child’s potentialregardless of their zipcode
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ENABLEMENT
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Managing DirectorLee Wheeler Berliner
Sr. Communications Strategist
Britta Blodgett
Sr. ConsultantRenise Walker
ConsultantShaJuana WilliamsCommunications
SpecialistKatie Ciaglo
Madison MurphyOperations Manager
ConsultantThomas Hartman
AssociateJean Dougherty
Board LiaisonAlba Duque
Executive/Operations Assistant
Miranda Podmore
Data StewardEthan Bui
ConsultantLisa Hoxie
AssociateColleen Wohnoutka
ConsultantAbigail AultGrant Administrator
Jayneah Jackson
CWDC Operations CWDC Communication CWDC Networks CWDC Career Pathways
CWDC Shared Staff
Talent Development Research Analyst
Brandon McReynolds
Liaison, DOYIJenny Smith
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Basis for Council AuthorityThis Council shall serve as the convening body for the State of Colorado that represents the interests of all communities relevant to economic vitality and talent development, with a focus on business need for skilled talent and client centered delivery of services.
• Federal Workforce Innovation and Opportunity Act of 2014, 29 U.S.C. sec. 3101 et seq.
• Colorado statute 24-46.3-101
• Executive Order B-2015-007
• CWDC By-Laws
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Composition of the Council• The Governor, two state Senators, two state Representatives, two local elected officials
• The Executive Directors from relevant state agencies
• President of the Colorado Community College System, a representative of Area Technical Schools, and a representative of local Workforce Directors each serve as non-voting members.
• Representatives of organized labor and of Community-Based Organizations serving special populations such as veterans or people with disabilities
• Majority are business representatives:
– Small to large businesses
– C-Level Executives, Owner/operators, senior human resource professionals
– Geographically diverse, representing all regions
– Representative of all primary industries of Colorado
– Nominated by business organizations or trade associations
– Wide range of experience with the workforce system, local economic development and education
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Council Government Partners
Federal Government *
• US Dept. of Labor (DOL) Employment and Training Administration (ETA)
State Agencies (by Executive Order)*
• Governor's Office• Dept. of Labor and Employment (CDLE)• Office of Economic Development and International Trade (OEDIT)• Dept. of Higher Education (CDHE)• Dept. of Education (CDE)• Dept. of Human Services (CDHS)• Colorado Community College System (CCCS)• Dept. of Local Affairs (DOLA)• Dept. of Corrections (DOC)
*NOTE that the CWDC and its member agencies have strong relationships with many national, state and local partners and organizations, see the CWDC Overview.
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Increasing Operational Excellence
• Operate to an annual Playbook.• Operate to a well-coordinated Business Management System.• Enhance the professional service capabilities and productivity of
staff.– Define core services (technical assistance, convening, aligning,
holding accountable, strategy setting/clarity, training)– Create training plan for staff to enhance skills in core service areas– Assign staff more clearly to a matrix: services, industries, regions,
sectors– Make continual progress on high-performing team plan
• Ensure quality management of key core data sets and processes.– Maintain quality contact list to enable customer-relationship
management– Maintain a financial tracking system that can be reconciled with
CORE as well as produce needed reporting of financial status to goals (both Playbook goals, as well as to fund requirements)
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Every Colorado business has access to a skilled workforce and every
Coloradan has access to meaningful employment, resulting
in statewide economic vitality.
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