New Jersey's Talent Connection for the 21 st Century

Size: px

Start display at page:

Download "New Jersey's Talent Connection for the 21 st Century"

Lindsay Barrett
8 years ago
Views:

1 New Jersey's Talent Connection for the 21 st Century Unified Workforce Investment Plan June 2012

2 New Jersey by the Numbers 2 417,200 Unemployed Residents 50% Unemployed more than 26 weeks 587,700 Residents without a high school diploma 15.5% Unemployment Rate for residents without a high school diploma 34% Jobs Require some education after high school 303,550 Individuals Receiving UI benefits 298,000 Individuals Receiving One-Stop Career Services 39,000 New NJ Jobs in the past year 116,100 Online job postings in NJ

5% Unemployment Rate for residents without a high school diploma 34% Jobs Require some education after

3 3 Unified Workforce Investment Plan Vision New Jersey s Workforce System is an innovative and dynamic TALENT DEVELOPMENT ENGINE fueling the state s 21 st Century success in a global economy

4 New Jersey s Talent Connection Core Values Driving Investments Based on Industry Needs Talent Development Investments based on needs of key NJ industries Equipping the Workforce for Employment Basic Skills, Literacy and Workforce Readiness are the critical foundation of talent development Meeting Jobseekers Where They Are Re-employment services based on broader partnerships and optimizing technology Increasing System Accountability Enhanced performance metrics and processes increase accountability and improved customer service 4

foundation of talent development Meeting Jobseekers Where They Are Re-employment services based on broader partnerships and

5 5 New Jersey s Talent Connection Priorities High Unemployment Prioritize investments: persons with disabilities, veterans, youth, longterm unemployed System Integration Maximum leveraging of resources Quicker Connections Shortest path between Jobseekers and Employers Stronger Partnerships Employers, Community Colleges and Higher Education

Integration Maximum leveraging of resources Quicker Connections Shortest path

6 6 Open Doors Service Key Sectors Talent Development Industry Advisory Groups Serve Employer Needs Key Skills, Critical Occupations Career Ladders # of Expected Openings Innovation Fund Guides Training Reflects Employer Needs Metrics Constant Feedback Realignment Jobseeker Services Meet Them Where They Are Jobs4Jersey.com/OnRamp Online-Calendar Job Search Virtual Call Center Job Fairs Social Media Networking Bootcamp for LTU One-Stop Concierge Staff Professional Development Vocational Training Developed with TNs Stackable Credentials Career Ladders Job Search Training Basic How-To Modules Foundational Skills Literacy and Basic Skills Work-Readiness On-the-Job Training Job Internship Returnship Volunteering

com/OnRamp Online-Calendar Job Search Virtual Call Center Job Fairs Social Media Networking Bootcamp for LTU One-Stop Concierge Staff Professional Development Vocational Training

7 New Jersey s Talent Connection Core Value 1 Driving Investments based on Industry Needs Talent Development Investments based on needs of key NJ industries 7 Talent Development Advisory Councils: Formation of statewide expertise for each Key Industry Talent Development Strategies: Creation of statewide strategies for each Key Industry Talent Networks: Established in 6 key industries to build connections between employers, educational institutions and jobseekers

expertise for each Key Industry Talent Development Strategies: Creation of statewide strategies for each Key

8 8 New Jersey s Talent Connection Core Value 2 Equipping the Workforce for Employment Basic Skills, Literacy and Workforce Readiness are the critical foundation of talent development Literacy / Basic Skills Programs: Strengthened efforts based upon statewide Adult Literacy analysis, successes and expert recommendations Work Readiness Credential: Establish as baseline for basic skills and literacy competencies Stackable Credential Models: Use sector information to develop new curricula for demand occupations in each Key Industry

Literacy analysis, successes and expert recommendations Work Readiness Credential: Establish as baseline for basic skills and

9 9 New Jersey s Talent Connection Core Value 3 Meeting Job Seekers Where They Are Re-employment services based on broader partnerships and optimizing technology Jobs4Jersey University: Development, training and implementation of 21 st Century job search tools for staff and jobseekers Jersey Job Clubs: Effective networking and peer-to-peer mentoring for sector and local workforce system groups Virtual Services: Jobs4Jersey.com/OnRamp tools expansion to include virtual job fairs, virtual event planner and smart phone applications

tools for staff and jobseekers Jersey Job Clubs: Effective networking and peer-to-peer mentoring for sector and local workforce

10 Meeting Jobseekers Where They Are Jobseeker Delivery Model 10 Low EDUCATIONAL ATTAINMENT High Internships Fellowships Networking Ignite Job Search Assistance Education-GED/Training Job Search Assistance Literacy Basic Skills Workplace Readiness Skills Entrepreneurship On-the-Job Training Returnships Networking Jersey Job Clubs Peer Mentoring Education Mentoring Job Training On-the-Job Customized Training Career Ladders Low WORK EXPERIENCE High

Skills Workplace Readiness Skills Entrepreneurship On-the-Job Training Returnships Networking Jersey Job Clubs

11 11 New Jersey s Talent Connection Core Value 4 Increasing System Accountability Enhanced performance metrics and processes increase accountability and improved customer service Workforce System Metrics: Expanded set of metrics (beyond federal requirements) to be applied to all workforce development programs Dashboards / Reporting: Develop reporting tools to disseminate metrics to state staff, partners, providers and the public Evaluation: Use metrics to identify best practices and to enable / support rigorous evaluations

applied to all workforce development programs Dashboards / Reporting: Develop reporting tools to disseminate metrics to state

12 Balanced Scorecard: Performance Accountability Model Workforce System Efficiency Service / Flow Individuals / Employers Served Characteristics of Individuals Served (% with significant barriers to employment) Market Penetration Key Industries Financial Total Expended / Obligated Cost per Participant Workforce System Effectiveness Skills Outcomes Credential / Degree Attainment Increase in Skill Levels Employment Outcomes Job Placement Customer Satisfaction Employer Satisfaction Retention Average Earnings Job Fill Rate Jobseeker Satisfaction 12 Return on Investment Leading Lagging

Participant Workforce System Effectiveness Skills Outcomes Credential / Degree Attainment Increase in Skill Levels Employment Outcomes Job

13 Unified Workforce Investment Plan 5 Year Timeline Innovations Focus : Years Year 1 Identify Key Industry sectors to create Innovative Targeted Employer Talent framework Realign current programs & funding emphasizing Key Industry sector focus Develop & begin implementation of new performance metrics Evaluate system condition & report progress Year 2 Continue realignment of funding toward Key Industry sector focus Execute regional planning strategy utilizing customized performance metrics Examine Return-on-Investment Adjust programs utilizing employer & jobseeker feedback Year 3 Solicit ongoing feedback from Key Industry sector leaders Explore new programmatic partnership opportunities Evaluate system condition to identify areas for improvement Realign performance metrics and funding as needed Years 4 & 5 Need for formal modifications anticipated Steering Committee Leadership & Task Force reconvene Explore additional innovation opportunities

toward Key Industry sector focus Execute regional planning strategy utilizing customized performance metrics Examine Return-on-Investment Adjust programs utilizing employer & jobseeker feedback Year

14 14 Accelerated Development Timeline Key Benchmarks for Success US-DOL Guidance & Support Key Stakeholder Engagement Final Draft Public Comment Leadership Engagement Steering Cmt / Task Force Kick-Off Work Local Area Leadership Engagement Community Based- Organizations Higher-Ed Community Colleges Business & Industry SETC Prelim Approval Public Comment [7/21 9/01] 3 Regional Public Meetings Comment Review Integration in Unified State Plan Internal Engagement Plan Draft Weekly Meetings: Steering Committee Task Force Members May June July Aug Sept 15 Finalized Unified Workforce Investment Plan must be submitted for US DOL approval no later than September 15th

Approval Public Comment [7/21 9/01] 3 Regional Public Meetings Comment Review Integration in Unified State Plan Internal Engagement Plan Draft Weekly Meetings:

Table of Contents. Part I. State Planning Instructions (N/A)

Table of Contents. Part I. State Planning Instructions (N/A) Table of Contents Part I. State Planning Instructions (N/A) Part II. Unified Planning Instructions Section A. State Vision and Priorities Section B. One-Stop Delivery System Section C. Plan Development