Nevada Governors Workforce Development Board Strategic Planning - - PowerPoint PPT Presentation

February 6th, 2019

Geoff King, Senior Policy Analyst, National Governors Association Dana Westgren, Policy Analyst, National Governors Association

Nevada Governor’s Workforce Development Board

Strategic Planning Retreat

The e Nat atio ional nal Govern vernors

• rs As

Asso soci ciation ation

Foundin nding The May 1908 meeting of President Theodore Roosevelt and governors led to the creation of the National Governors Association. What t We Do

The National Governors Association (NGA) is the bipartisan organization of the nation’s governors. Through NGA, governors share best practices, speak with a collective voice on national policy and develop innovative solutions that improve state government and support the principles of federalism.

The e NGA A Cen enter ter for r Be Best t Prac acti tices ces

Policy cy Areas: s:

• Ec

Economi nomic c Opport rtuni nity ty

• Education
• Environment, Energy, &

Transportation

• Health
• Homeland Security & Public Safety

Servi rvice ces: s:

• National Meeting of Governors
• In-State Assistance
• Multi-State Policy Academies
• Research & Published Reports

I.

• I. Why are

e high gh-per performi

• rming

ng boards ds impo portant? tant? II.

• II. What

t are e th the e el elem ements ents and d exa xamples ples of a high gh- pe performi

• rming

ng board? d? Pres esentatio entation n Ove verv rview iew

Fram aming ng th the e Chal allenge enge

Two Related Problems

Many individuals lack the training and education necessary to obtain middle-class jobs Businesses have trouble finding the skilled workers they need to be competitive in the global economy

Technology

• How will technology impact jobs?

Skills

• How will skill requirements change in the

economy?

Work

• How is the nature of work changing?

Demographics •How is the face of the workforce changing?

Expe pend ndit itures ures on Ed n Educ ucation ation an and S d Skil ills s Trai aini ning ng, by Age ge an and d Sour urce ce

$ per capita (2017) Chart from Council of Economic Advisers. Data sources: OECD, U.S. Census Bureau, BEA, BLS, Association for Talent Development (2017), Carnevale et al. (2015), CEA Calculations.

Solving lving th thes ese ch chal allen lenges ges wi will ll req equire uire sta tate e syst stems ems th that at al align n education, ucation, workf kfor

• rce

ce tr trai aining, ing, an and econ conomic mic develop elopmen ment t to ach chieve e desired ired results ults for far more e individu ividuals als, , emplo loyer ers, s, and sta tate e ec economies.

• nomies.

To Sum ummar ariz ize

I.

• I. Why are

e high gh-per performi

• rming

ng boards ds impo portant? tant? II.

• II. What

t are e th the e el elem ements ents and d exa xamples ples of a high gh- pe performing

• rming bo

board? d? Pres esentatio entation n Ove verv rview iew

What at is a H a High-Perform Performing ing Bo Boar ard? d? A Mo A Model el of Sy System stem Lea eadershi ership

Build Strategic Partnerships Keep the System Accountable Communicate a Vision

Outcomes:

• Workforce System Success:

 Meeting the Needs of Business  Meeting the Needs of Workers

• Policy Development
• Policy & Resource Alignment
• WIOA Compliance

Build Strategic Partnerships Keep the System Accountable Communicate a Vision Par Partne ners help p set et and d comm mmun unica icate the e vision

• n

Par Partne ners align with h account

• untability

ability meas asures ures and make e changes nges based ed on data The e vision

• n inform
• rms

s what t the e system m is held ld account

• untable

able for, , and an account

• untability

ability system m comm mmun unica icates es if a vision ion is achieved

In Principle…  Set a vision that is inspirational, aspirational, and concise;  Focus on two or three key issues to realize the vision; and  Use a common language to communicate the vision. In Practice…

Washing hington ton:

• Steering committee articulated a clear

vision of success from business and labor.

• Identified four strategic priorities for

the entire system to focus ongoing work. Vi Virg rginia: nia:

• Created board strategic plan with

concise, governor-aligned vision and priorities.

• Communicates strategies in context
• f key challenges and identifies

necessary partners for implementation.

Commun unic icate ate a V a Visi sion

• n

In Principle…  Recognize that change takes time;  Have a clear decision making process among partners; and  Empower board members to serve as ambassadors for the system. In Practice…

North th Carol

• lina:

na:

• State career pathways initiative

established with required education, business, and local board partners.

• Local flexibility in focus areas and

implementation, but state quality standards and approval process. Colo lorad rado:

• :
• Developed talent pipeline report

identifying all aspects of creating a skilled workforce, updated annually since 2014.

• Collaborate with broad range of

agencies and external partners to implement recommendations with

• ngoing board support.

Bu Build Str trategi ategic c Par artners tnership hips

In Principle…  Set measurable goals related to your state’s vision;  Utilize partner feedback to evaluate progress;  Develop an evaluation plan for your board that will assess whether the board is making progress. In Practice…

Illinois nois:

• Developed board strategic plan

communicating key priorities and empowering committees and task forces to act on them.

• Established metrics to measure success

and promote continuous improvement on all priorities with university research support. Texas: s:

• Provides clear, annual reporting on the

elements of the system’s strategic plan.

• Conducted a long-term evaluation of their

efforts to track progress.

• Institutionalized the workforce system’s

vision into other agencies’ accountability processes.

Kee eep th the e System stem Ac Accountab

• untable

le

Wh What at ar are e yo your ur ta take ke-aways aways?

“At the end of one year (or two years or five years), we will ll know w th that t our ur system em chan ange e str trat ategi egies es are e successful if …” Commun unic icati ating ng a V a Visi sion

• n

• Strengths – Wh

What is is c curre rrently tly in in pl place e to buil ild d on? Wh What is is worki rking? ng?

• Weaknesses – Wh

What are t the chall llenge ges s and d barriers to succ ccess? ss? Wh What is is not not worki rking? g?

• Benefits – Wh

What at ar are e the e ben enef efit its if if suc ucce cess s is is ac achie ieved? ed?

• Dangers – Wh

What are th e the dan e dange gers or po possibl ible e unin inten ende ded d cons nseq equen uences ces of suc ucce ceed edin ing? g?

Ac Achievi eving ng Suc uccess ess

Com

• mmunicating

unicating a Vis Visio ion n and d Pr Prio iori rity ty Se Sett tting ing Ac Acti tivity vity

Nex ext t St Step eps