FutureWorks 2015 Strategic Plan
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Transcript of FutureWorks 2015 Strategic Plan
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DRIVING
IMPROVEMENT3 Year Strategic Plan
December 2015
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Overview
FutureWorks Career Center is a One-Stop Career Center located in the STCC
Industrial Park in Springfield, Massachusetts, we serve people looking for workas well as businesses. Jobseeker services include job search relatedworkshops, computer skills training and youth services. We are also theinduction point for publicly funded skills training. We assist individuals withqualifying for and connecting to training to upgrade their skills. Businessservices include assistance with staff recruitment. This includes job postingsand 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 arechartered by the Regional Employment Board of Hampden County toprincipally 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 Departmentof Labor. FutureWorks is a nonprofit corporation 501 (c) (3).
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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
BachelorsDegree 8% 967
Advanced Degree 3% 405
Info Not Available 7% 777
Overview
In Fiscal 2015 FutureWorks Career Center ServedTotal Jobseekers 11,741
Unemployed Jobseekers 10,655
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Ethnicity
White 24% 3,910
Black/African American 17% 2,719
Hispanic/Latino 27% 4,429
American Indian/Alaskan
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Overview
In Fiscal 2015 FutureWorks Career Center Served
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Businesses
Newly Using FutureWorks Services 204
Repeat FutureWorks Services Users 389
Total Served 593
Companies Listing Jobs 496
Total Openings Posted 3,285
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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 ofinformation they felt important. Prior to this session, key stake holdersincluding staff, job seeker customers, business customers, and our Board ofDirectors were surveyed to gain their input. This information was reviewedand included in developing the strategic plan.
After the day-long session, the staff separated into two groups to review theinput and formulate priorities for the plan. One group was comprised of staff,the other management. In October, the two groups met to compare theirdrafts. There was a high degree of consensus between the two teams.
On December 17, 2015 FutureWorks' Board of Directors reviewed andapproved our Strategic Plan.
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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)
Mayors Liaison Denise Jordan City of Springfield
FutureWorks Board Of Directors
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Our Environment
Funding sources needed to cover FutureWorks operating and program
expenses are increasingly becoming scarce and the workforce developmentsystem is undergoing a shift to an emphasis on demand driven services (e.g.matching training programs to business needs). Currently businesses reportan inability to attract applicants with the skills required for their openings.This in an environment where many people are still unable to find work. Over20,000 adults, 92% of whom were unemployed, sought services at HampdenCounty 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 tofind jobs, retained employment over time.
Skill and education gaps leave good-paying jobs unfilled, particularly in thehigh growth industry sectors of health care, human services, advancedmanufacturing, and financial/business services. The 2015 Pioneer Valley Planfor 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 "KeyChallenge.
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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 ofthe 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 4,900from August 2014 to September 2015. This loss of available workersillustrates 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% areHispanic. The most recent data in the 2013 American Community Surveyreports over 44% of Springfield residents living in poverty had not worked inthe 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 areacompanies in order to satisfy the needs of both business and job seekercustomers.
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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 jobseekers.
Empower staff to deliver innovative state of the art services that ensure wemeet our goals.
Create a culture of communication and collaboration.
Move our business forward to ensure high levels of continued qualitycustomer service resulting in increased quality placements.
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StaffDevelopment
BusinessContinuation
IncreasePlacements
IncreaseBusinessServices
Performance
Mission
Values
CSFs*
Increase WorkshopParticipation 10% Annually
Increase Use of Assessment Tools10% A Year Annually
Increase MembershipOf UI Claimants 10% Annually
Increase Business Contacts10% A Year Annually
Increase Marketing Of BusinessServices 10% A Year Annually
Increase Job Postings10% A Year Annually
New Performance MgmtSystem Jan 2017
Performance Reward &Recognition System Jan 2017
Informal Staff FeedbackMechanism Begin Jan 2016
Business Recovery PlanBy Jan 2017
Board Development PlanBy Dec 2016
Determine FacilityNeeds/Options By Dec 2016
Big 4 Goals Performance ObjectivesGuiding Principles
Strategic Framework
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*Critical Success Factors
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Mission
FutureWorks will advance customer careers and support business customer
needs.
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Vision
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FutureWorks will empower customers from local communities by growing
their skills and careers while promoting the economic prosperity of areabusinesses.
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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.
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Critical Success Factors1. 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 toachieve 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.
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Big 4 Goals
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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 Fiscal2015.
Objective #1C:Expanded membership of unemployment claimants 10% annually from 6,660 in Fiscal2015.
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Big 4 Goals
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Big 4 Goals#2Increase 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 tobusinesses 10% annually from the 506 in Fiscal 2015.
Objective #2C:
Become a key partner in staff sourcing by increasing job postings 10% annually fromthe 2,600 in Fiscal 2015. Increasing the involvement of companies in other FWprograms/activities (job expos, OJT, training programs).
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Big 4 Goals
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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 thatrecognizes results, job skills, continuous improvement and initiative.
Objective #3C:Establish a performance reward and recognition system beginning January 2017 thatwill reflect the values and benchmarks in the new performance management systemdescribed 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 anatmosphere of continuous improvement.
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Big 4 Goals
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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 activeparticipation and engaged members.
Objective #4C:By December 2016: Review facility needs and configuration as they relate toperformance. Develop options.
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