Colorado PYs 2016-2017 - WIOA State Plan Common Elements - State Strategy - 2 - d454d240-e815-4c27-9a7c-d46bcc907713

Located in:

II. Strategic Elements
The Unified or Combined State Plan must include a Strategic Planning Elements section that analyzes the State’s current economic environment and identifies the State’s overall vision for its workforce development system. The required elements in this section allow the State to develop data-driven goals for preparing an educated and skilled workforce and to identify successful strategies for aligning workforce development programs. Unless otherwise noted, all Strategic Planning Elements apply to Combined State Plan partner programs included in the plan as well as to core programs.
- c. State Strategy
  The Unified or Combined State Plan must include the State's strategies to achieve its strategic vision and goals. These strategies must take into account the State’s economic, workforce, and workforce development, education and training activities and analysis provided in Section (a) above. Include discussion of specific strategies to address the needs of populations provided in Section (a).

II. c. 2. Describe the Strategies the State Will Use to Align the Core Programs, Any Combined State Plan Partner Programs Included in This Plan, Required and Optional One-stop Partner Programs, and Any Other Resources Available to the State to Achieve Fully Integrated Customer Services Consistent with the Strategic Vision and Goals Described Above. Also Describe Strategies to Strengthen Workforce Development Activities in Regard to Weaknesses Identified in Section Ii(a)(2).

Current Narrative:

Strategic Goals for 2016 – 2019

Goal 1: Engage business and industry as a fulcrum to inform and align all elements of the demand–driven system

Strategy 1.1 – Expand regionally–focused sector partnerships that are championed by business and Industry to drive career pathways

Strategy 1.1(a) – Cultivate ownership from business and industry to leverage influence and resources; and

Strategy 1.1(b) – Design and disseminate multiple career pathways that enable Coloradans to have a clear roadmap for success.

Rationale
Since 2011, Colorado has been a national leader in creating and sustaining a state–wide sector strategy driven by regional sector partnerships. To date, however, there have not been systemic connections between career pathways offered by education and training providers and the sector partnerships in Colorado that are identifying skill needs and workforce trends. Over the next four years, we will encourage sector partnerships to focus on their role in informing career pathway development for youth, adults, and individuals facing barriers to education and employment by promoting a recently developed framework and offering tools, resources, and technical assistance. Furthermore, while industry continues to come to the table for this sector partnership work, we need them to “set the table” and truly drive the agenda of each partnership. This means more buy–in from business and industry – whether that is through commitments of time, in–kind contributions, or financial resources. This will be another priority as we expand sector partnerships throughout Colorado.

Rationale

Since 2011, Colorado has been a national leader in creating and sustaining a state–wide sector strategy driven by regional sector partnerships. To date, however, there have not been systemic connections between career pathways offered by education and training providers and the sector partnerships in Colorado that are identifying skill needs and workforce trends. Over the next four years, we will encourage sector partnerships to focus on their role in informing career pathway development for youth, adults, and individuals facing barriers to education and employment by promoting a recently developed framework and offering tools, resources, and technical assistance. Furthermore, while industry continues to come to the table for this sector partnership work, we need them to “set the table” and truly drive the agenda of each partnership. This means more buy–in from business and industry – whether that is through commitments of time, in–kind contributions, or financial resources. This will be another priority as we expand sector partnerships throughout Colorado.

Strategy 1.2 – Develop and implement a full spectrum of work–based learning opportunities to be deployed broadly across sectors.

Rationale
We hear more and more from businesses that they need talent with the necessary knowledge and skills as well as the ability to apply those skills. Work–based learning opportunities provide students and working learners exposure to the workplace, where they can not only utilize the knowledge and skills they are developing or have previously developed in the classroom but also develop employability skills. For these reasons, and because we also know that work–based learning opportunities facilitate connections between Colorado companies and Colorado talent, we believe a full spectrum of work–based learning opportunities ranging from short–term externships to structured on–the–job training to formal apprenticeships should be available. Over the next four years, we will develop a framework for different models of work–based learning and corresponding tools needed by employers and/or educators to implement these models widely throughout the state and across multiple sectors.

Rationale

We hear more and more from businesses that they need talent with the necessary knowledge and skills as well as the ability to apply those skills. Work–based learning opportunities provide students and working learners exposure to the workplace, where they can not only utilize the knowledge and skills they are developing or have previously developed in the classroom but also develop employability skills. For these reasons, and because we also know that work–based learning opportunities facilitate connections between Colorado companies and Colorado talent, we believe a full spectrum of work–based learning opportunities ranging from short–term externships to structured on–the–job training to formal apprenticeships should be available. Over the next four years, we will develop a framework for different models of work–based learning and corresponding tools needed by employers and/or educators to implement these models widely throughout the state and across multiple sectors.

Strategy 1.3 – Support collaboration between business and education to understand the value of stackable industry recognized credentials.

Rationale
As professionals in the workforce system, we fully believe in the value of industry–recognized credentials and their importance within career pathways. However, our business and industry partners are not consistently familiar with the knowledge, skills, and abilities these credentials represent. Moving forward, we will leverage the state’s sector partnerships to understand the currency industry–recognized credentials hold within the Colorado labor market and identify strategies to increase businesses’ awareness of them so they become embedded within hiring practices.

Rationale

As professionals in the workforce system, we fully believe in the value of industry–recognized credentials and their importance within career pathways. However, our business and industry partners are not consistently familiar with the knowledge, skills, and abilities these credentials represent. Moving forward, we will leverage the state’s sector partnerships to understand the currency industry–recognized credentials hold within the Colorado labor market and identify strategies to increase businesses’ awareness of them so they become embedded within hiring practices.

Goal 2: Establish a customer–centric and holistic focus to increase coordination, effectiveness, and access through shared data, tools, and resources

Strategy 2.1 – Adopt LEAN principles for the implementation of cross–partner strategies/services to increase efficiency, accessibility, and coordination of job–seeker services.

Rationale
In identifying common business services, the statewide Business Services Team utilized LEAN principles to identify opportunities for improvement and efficiency. We will adopt this methodology as partner agencies and programs work toward greater system alignment with particular attention toward job–seeker services. As with business services, we will convene a working group with representatives from all partners included in this plan to first identify general areas of opportunity for more coordinated services/strategies and then apply LEAN principles to these topic areas. Of particular interest, in addition to key customers, will be identifying ways technology can be streamlined and/or leveraged to increase access to services and how it can improve individuals’ experience in the system.

Rationale

In identifying common business services, the statewide Business Services Team utilized LEAN principles to identify opportunities for improvement and efficiency. We will adopt this methodology as partner agencies and programs work toward greater system alignment with particular attention toward job–seeker services. As with business services, we will convene a working group with representatives from all partners included in this plan to first identify general areas of opportunity for more coordinated services/strategies and then apply LEAN principles to these topic areas. Of particular interest, in addition to key customers, will be identifying ways technology can be streamlined and/or leveraged to increase access to services and how it can improve individuals’ experience in the system.

Strategy 2.2 – Enhance the alignment of business services across all partner programs.

Rationale
One of the Colorado workforce development system’s recent successes has been the intentional focus on streamlining the services available to businesses throughout the state. The identification and local implementation of eleven common business services signals strong collaboration among partners; but, more partners can be engaged. Currently, the statewide Business Services Team is incorporating the WIOA core partners and the services they represent. By expanding a consistent business services strategy to partners from other programs and agencies, the services offered to businesses will be more comprehensive.

Rationale

One of the Colorado workforce development system’s recent successes has been the intentional focus on streamlining the services available to businesses throughout the state. The identification and local implementation of eleven common business services signals strong collaboration among partners; but, more partners can be engaged. Currently, the statewide Business Services Team is incorporating the WIOA core partners and the services they represent. By expanding a consistent business services strategy to partners from other programs and agencies, the services offered to businesses will be more comprehensive.

Strategy 2.3 – Develop and implement a technology solution or other methods for data coordination and information sharing across program partners.

Rationale
The current array of data systems that are used by partners do not lend themselves to the information sharing and transparency that are needed for true system alignment. While data sharing agreements exist as a starting point, we will explore ways to integrate data systems and/or share information more effectively to eliminate duplication of services, dual data entry, and customer frustrations. In doing so, however, we will be cognizant of the various program requirements, confidentialities, and previous investments made by partners and look for ways to build upon and/or link existing infrastructures rather than create new ones.

Rationale

The current array of data systems that are used by partners do not lend themselves to the information sharing and transparency that are needed for true system alignment. While data sharing agreements exist as a starting point, we will explore ways to integrate data systems and/or share information more effectively to eliminate duplication of services, dual data entry, and customer frustrations. In doing so, however, we will be cognizant of the various program requirements, confidentialities, and previous investments made by partners and look for ways to build upon and/or link existing infrastructures rather than create new ones.

Goal 3: Engage partner staff at every level for better system alignment

Strategy 3.1 – Implement continuous professional development for staff from all partner programs to elevate internal expertise and professionalism and to equip them with the tools necessary to operate a comprehensive, holistic approach to talent development.

Rationale
In order to have a customer–centric workforce system, staff within the workforce development system must 1) understand and buy–in to the “no wrong door” philosophy and 2) be equipped with the knowledge, information, and tools to guide customers through the system. This will require cross–education of staff on the different programs, resources, and processes that exist to support business and individual customers. We will ensure staff at all levels – from front–line staff to program managers to executive level leadership – are well–versed in the services the system offers and we will launch an intensive professional development effort aimed at elevating their professional skills and simultaneously promoting a collaborative, “no wrong door” philosophy.

Rationale

In order to have a customer–centric workforce system, staff within the workforce development system must 1) understand and buy–in to the “no wrong door” philosophy and 2) be equipped with the knowledge, information, and tools to guide customers through the system. This will require cross–education of staff on the different programs, resources, and processes that exist to support business and individual customers. We will ensure staff at all levels – from front–line staff to program managers to executive level leadership – are well–versed in the services the system offers and we will launch an intensive professional development effort aimed at elevating their professional skills and simultaneously promoting a collaborative, “no wrong door” philosophy.

Strategy 3.2 – Create opportunities for staff at all levels to engage in continuous improvement efforts, leveraging their first–hand experience and unique perspectives to inform the processes.

Rationale
As mentioned in Strategy 2.1 and 2.3, we will look for opportunities to expand the business services strategy to additional partners and apply LEAN principles to uncover opportunities for improvement and/or alignment within our services to individual customers. In doing so, we will actively engage staff at all levels within the system to gather input and ideas from those working first hand with customers. We will also establish a method for staff at all levels to participate in the ongoing continuous improvement efforts of Colorado’s workforce development system. Whether they are identifying improvements that need to be made or offering solutions to common challenges, staff will have opportunities – either virtually or perhaps via in–person forums – to share their ideas and be a part of the solution.

Rationale

As mentioned in Strategy 2.1 and 2.3, we will look for opportunities to expand the business services strategy to additional partners and apply LEAN principles to uncover opportunities for improvement and/or alignment within our services to individual customers. In doing so, we will actively engage staff at all levels within the system to gather input and ideas from those working first hand with customers. We will also establish a method for staff at all levels to participate in the ongoing continuous improvement efforts of Colorado’s workforce development system. Whether they are identifying improvements that need to be made or offering solutions to common challenges, staff will have opportunities – either virtually or perhaps via in–person forums – to share their ideas and be a part of the solution.

Goal 4: Create and deliver a unified message for internal and external communication

Strategy 4.1 – Establish a brand for the Colorado workforce development system that represents the vision and strategies of the WIOA combined partners.

Rationale
With this WIOA Combined State Plan, the Colorado workforce development system finds itself on the verge of transformation. The goals and strategies within this plan position the system to engage new partners, become more aligned through a “no wrong door” approach (Strategies 2.1, 2.2, and 2.3), test new ideas (Strategy 5.2), upskill its staff (Strategy 3.2), and truly understand its value (Strategy 4.3). Singularly, these changes would be significant. Together, they will result in a new workforce development system. The system’s brand needs to reflect these changes so customers, as well as internal and external stakeholders, recognize the value they are able to derive by engaging with Colorado’s workforce system.

Rationale

With this WIOA Combined State Plan, the Colorado workforce development system finds itself on the verge of transformation. The goals and strategies within this plan position the system to engage new partners, become more aligned through a “no wrong door” approach (Strategies 2.1, 2.2, and 2.3), test new ideas (Strategy 5.2), upskill its staff (Strategy 3.2), and truly understand its value (Strategy 4.3). Singularly, these changes would be significant. Together, they will result in a new workforce development system. The system’s brand needs to reflect these changes so customers, as well as internal and external stakeholders, recognize the value they are able to derive by engaging with Colorado’s workforce system.

Strategy 4.2 – Define the key messages and brand promise for target audiences.

Rationale
As the Colorado workforce development system defines its brand, we will also define key messages for target audiences of the system. As the system transforms, there will be both internal audiences and external audiences that need to be aware of and bought–into the new philosophy and brand promise. These audiences are outlined below. Internal audiences: Workforce Development Board members State–level program administrators Local–level program administrators and sub–grantees Program–specific staff System–wide front–line staff Federal workforce partners External audiences: Businesses Adult job seekers Youth Individuals with barriers to employment Elected officials and policy makers Education and training providers Economic development organizations

Rationale

As the Colorado workforce development system defines its brand, we will also define key messages for target audiences of the system. As the system transforms, there will be both internal audiences and external audiences that need to be aware of and bought–into the new philosophy and brand promise. These audiences are outlined below. Internal audiences: Workforce Development Board members State–level program administrators Local–level program administrators and sub–grantees Program–specific staff System–wide front–line staff Federal workforce partners External audiences: Businesses Adult job seekers Youth Individuals with barriers to employment Elected officials and policy makers Education and training providers Economic development organizations

Strategy 4.3– Explore ways to capture the Return on Investment (ROI) of the workforce system in order to promote the value of the system and all programs within it.

Rationale
Workforce professionals see every day the value the system brings to our customers and our communities. We know that for every tax–payer dollar spent, there is significant return. But, we need to understand the actual return–on–investment of the workforce system if we are to promote its value to external stakeholders such as economic development partners, business and industry, elected officials, funders, and the like. We will look to learn from other states, communities, and government programs that have calculated their programs’ return on investment as a starting point. We will then explore methodologies that will capture Colorado’s unique system.

Rationale

Workforce professionals see every day the value the system brings to our customers and our communities. We know that for every tax–payer dollar spent, there is significant return. But, we need to understand the actual return–on–investment of the workforce system if we are to promote its value to external stakeholders such as economic development partners, business and industry, elected officials, funders, and the like. We will look to learn from other states, communities, and government programs that have calculated their programs’ return on investment as a starting point. We will then explore methodologies that will capture Colorado’s unique system.

Goal 5: Drive meaningful outcomes through innovation, alignment of metrics, and accountability

Strategy 5.1 – Adopt system–wide outcome metrics to portray an accurate depiction of the workforce system, which will be used for planning and implementation of system services.

Rationale
While our core programs are held accountable to the common measures, each partner has nuanced definitions of success beyond these measures. We will seek to understand the ways each partner defines success for their program and largely for the workforce system by first mapping the metrics for each partner and identifying opportunities for alignment. With this foundation, we will work toward consensus on system–wide outcome measures to which each partner program can contribute. As described in this report, Governor Hickenlooper has established a Workforce and Education Scorecard in his Vision 2018 plan that can provide a starting point for system–wide outcome metrics.

Rationale

While our core programs are held accountable to the common measures, each partner has nuanced definitions of success beyond these measures. We will seek to understand the ways each partner defines success for their program and largely for the workforce system by first mapping the metrics for each partner and identifying opportunities for alignment. With this foundation, we will work toward consensus on system–wide outcome measures to which each partner program can contribute. As described in this report, Governor Hickenlooper has established a Workforce and Education Scorecard in his Vision 2018 plan that can provide a starting point for system–wide outcome metrics.

Strategy 5.2 – Utilize partner relationships to implement meaningful pilot programs that foster an environment of innovation.

Rationale
In order to improve and also keep pace with the changing economy, the Colorado workforce development system must encourage innovation and new ways of doing business. Untested ideas, however, can be risky when not managed responsibly. In order to mitigate risks, we will develop ways to engage our system partners and other external partners from economic development, higher education, and community–based organizations to conduct pilot projects to test innovative ideas and new strategies. These pilot projects will emphasize evaluation and outcome measurement to truly understand the impacts on our customers, communities, and the system itself. Those that prove successful will provide our system with models that can be scaled or replicated in other areas.

Rationale

In order to improve and also keep pace with the changing economy, the Colorado workforce development system must encourage innovation and new ways of doing business. Untested ideas, however, can be risky when not managed responsibly. In order to mitigate risks, we will develop ways to engage our system partners and other external partners from economic development, higher education, and community–based organizations to conduct pilot projects to test innovative ideas and new strategies. These pilot projects will emphasize evaluation and outcome measurement to truly understand the impacts on our customers, communities, and the system itself. Those that prove successful will provide our system with models that can be scaled or replicated in other areas.

Plan: Colorado PYs 2016-2017
Combined Plan C

Section: WIOA State Plan Common Elements

Narrative: II. c. 2.

Located in:

Current Narrative:

Plan: Colorado PYs 2016-2017 Combined Plan C

Section: WIOA State Plan Common Elements

Narrative: II. c. 2.

Located in:

Current Narrative:

Plan: Colorado PYs 2016-2017
Combined Plan C