Narrative: II. c.

The SWIB has identified five goals and corresponding strategies to address the needs of New Hampshire’s workforce. With a continuing emphasis on career exploration, sector strategies, work-based learning, outreach and talent attraction and retention strategies, the state plans to meet the needs of business and industry to develop a skilled workforce. These strategies have been specifically crafted to 1) include sector strategies and career pathways, as required by WIOA section 101(d)(3)(B),(D); and 2) align core programs included within this plan to achieve fully integrated customer services consistent with our strategic vision and goals described above and to strengthen workforce development activities in regard to gaps identified in the workforce analysis.

GOAL 1: Promote services available through the talent development system to support businesses and individuals.

• STRATEGY 1.1 Employ proven strategies for marketing and outreach that target audiences (e.g. small and medium-sized businesses, sector-specific stakeholders, long-term unemployed individuals, underemployed individuals, youth, etc.)

New Hampshire has an effective workforce ecosystem, the challenge remains connecting the available resources to citizens. There is a need to increase awareness and create access to the available services. With the unemployment rate being so low, much of the talent pool is made up of populations with barriers to employment or those that are often underserved. This presents an additional challenge and will require outreach efforts specifically targeted to these populations.

• STRATEGY 1.2 Work with community-based organizations, libraries, schools, and partners’ networks to promote services of NH Works and its partners to individuals and youth

The state will leverage the network and stakeholders in the workforce system to reach citizens and create awareness of workforce resources. As the partner network grows, the workforce system will have more opportunities to reach additional customers in places that they are already engaged.

GOAL 2: Enhance the talent development system by focusing on system advocacy and partner collaboration and communication.

• STRATEGY 2.1 Identify and define workforce development policy priorities for which the State Innovation Workforce Board can advocate among State decisions makers (e.g. workforce housing, transportation, benefits cliff, etc.).

The SWIB plays a unique role as an advocate and system convener. There are many bigger issues that directly affect workforce availability and retention in the state. The SWIB will identify priorities and work with partners and stakeholders to find new and innovative ways to mitigate workforce barriers.

• STRATEGY 2.2 Continue supporting and strengthening the talent development system partnerships though professional development, peer-to-peer contact, data sharing, and communication.

In New Hampshire, one of the greatest strengths is the existing collaboration, communication, and trust that exists among state-level partners. The Interagency Directors Group, for example, provides a regular opportunity to come together for joint planning, resource alignment, and brainstorming on how to overcome barriers. These relationships have led to many successes and an ongoing willingness to collaborate. Continued professional development opportunities for staff on topics such as cross-agency programs and services, innovative service delivery strategies, and trends in key sectors will allow them not only to increase their knowledge base but also generate a better understanding of how all services and programs can fit together to create a truly comprehensive system.

GOAL 3: Support a demand-driven talent development system that bases strategies, services, and investments on a data-informed approach that anticipates the needs of businesses.

• STRATEGY 3.1 Leverage current industry-driven sector partnerships throughout the state and support their expansion

With the assistance of an USDOL/ETA Sector Partnerships National Emergency Grant (SP NEG) grant, New Hampshire’s SPI was created in December 2017. Extensive data of the state’s economy helped determine which sectors to choose as a starting point for SPI. Five sectors have been launched to date – manufacturing; hospitality; healthcare; technology; and the latest sector, construction. Each of the five sectors has an advisory board which meets regularly, as well as regional groups and a sector adviser who assists in finding and coordinating resources needed by the sector. Additional funds from the WIOA Governor’s Discretionary Fund established the hiring of five Sector Advisers. Each of the five sectors has established goals and experienced measurable results, as described in Section II(A)(2)(a) of this plan.

The SWIB will continue to focus on these sector partnerships and leverage their successes to expand opportunities to other areas of the state and/or other industries.

• STRATEGY 3.2 Continue the collaborative business services strategies by engaging additional partners and formalizing information sharing protocols

The Interagency Business Team (IBT) focuses on collaboration among business-facing staff across agencies and partners in New Hampshire. This Team has been operating successfully and will continue to expand opportunities for cohesive approaches. The IBT uses Neoserra, a customer relationship management tool, to allow partners across programs to share and update business information. Continued use of this tool will further prohibit duplication of services and create a more customer-focused system. The IBT can further expand the use of Neoserra and other tools to continue to promote collaboration.

• STRATEGY 3.3 Engage locally with economic development to ensure the systems are aligned and operate from an up-to-date understanding of in-demand sectors and occupations with regular sector analysis at the state and local levels.

It is important to ensure that local partners are included in collaborative efforts to truly have an understanding of what each community across the state needs. There is an opportunity to ensure that information and data is shared locally so that all partners are operating with consistent information for decision making and are able to learn from peers in other areas of the state.

• STRATEGY 3.4 Provide the talent development system with data analytics that provide in-depth analysis of national, state, and local labor market information.

The SWIB values up-to-date and real-time data to ensure that decisions are data-driven and are truly meeting the needs of business and resulting in desired outcomes. Partners and staff throughout the system can benefit from utilizing labor market information for decision making.

• STRATEGY 3.5 Explore ways to collect data that would allow for tracking metrics that currently do not exist (e.g. non-degree credential attainment).

As mentioned, the SWIB values data to understand needs and the outcomes of its work. There are metrics that could measure key pieces of the board’s strategic plan; however, in some cases data are not currently being collected to adequately report on those metrics. The board and staff should explore what some of these metrics are and the feasibility of adding data sharing or infrastructure that could help to better track outcomes.

GOAL 4: Create a talent development system that leverages talent attraction, retention and development strategies.

• STRATEGY 4.1 Work with the network of the state’s community colleges and other post-secondary education institutions to expand best practices related to flexible, business-driven training and education

Many employers need skill development assistance, but do not require a four- or even two-year degree. In addition, many jobseekers are unable to participate in traditional education and training opportunities due to schedules, cost, or other barriers. The SWIB has identified the need to focus on how to offer business-driven training options that are flexible to meet the needs of the current and future talent pool.

• STRATEGY 4.2 Work with public and private K-12 education, career and technical education, adult education, post-secondary education, and business to promote career pathways for in-demand sectors and occupations to students in the talent pipeline

The State will continue to emphasize collaborative efforts with stakeholders from education to meet the needs of business and industry. Through the efforts of the Sector Partnerships Initiative, activities surrounding career awareness and exploration continue to be prioritized. We are working to promote education and training that lead to gaining skills required to earn livable wages.

• STRATEGY 4.3 Coordinate with other state agency and partners to support talent attraction and retention actions including advocacy, resource dedication, subject matter expertise, etc.

The State will continue to work with partner agencies to support the deployment of programs such as ChooseNH, an online resource that provides information such as wages, jobs, and the benefits of no income tax to attract incoming talent. In competition for talent, New Hampshire’s combination of economic freedom and lifestyle is resonating and producing results.

• STRATEGY 4.4 Develop an inclusive talent pipeline by creating targeted strategies for working with under-represented populations, such as seniors, veterans, immigrants, refugees, etc.

A robust pipeline is made up of a diverse talent pool, including a wide array of historically underrepresented populations that can contribute their skills to the workforce. The State will seek out specific strategies for targeting these groups and ensuring that they are provided entry pathways to engaging in employment.

GOAL 5: Provide and improve access to work-and-learn opportunities that are aligned with business and industry needs including the development of career pathways.

• STRATEGY 5.1 Expand the infrastructure for businesses and individuals to pursue work-based learning opportunities along the full spectrum of options (internships, apprenticeship, work experiences, etc.)
  • 5.1.A Map the existing resources and assets to support work-based learning in New Hampshire
  • 5.1.B Continue to assess business interest in work-based learning and the ideal engagement strategies from the businesses’ perspectives
  • 5.1.C Determine the most appropriate way(s) to link resources from various programs and partners to offer full spectrum of work-based learning opportunities

The state continues to gather input to better understand the resources currently available and employers’ feedback on ideal engagement strategies around work-based learning. The New Hampshire workforce development system is well positioned to link and leverage resources that will form the infrastructure to support these valuable strategies.

• STRATEGY 5.2 Simplify process and procedures for businesses and individuals to navigate the workforce development system by simplifying language and avoiding acronyms and “system lingo” and streamlining access to work-and-learn opportunities and other system services

The workforce system can be complex, complicated, and thus difficult for businesses and individuals to access. In order to maximize the services provided, we need to move toward a system that more clearly and concisely aligns services to customer needs.

• STRATEGY 5.3 Ensure career pathways include opportunities to develop foundational skills
  • 5.3.A Maintain adult education as an entry-point to career pathways for individuals who have not previously earned their high school diploma or the equivalent
  • 5.3.B Utilize WorkReadyNH and/or similar programs for individuals in need of soft skill/employability skill development
  • 5.3.C Continue the expansion of sector-based industry specific training credentials.

Career pathways are a key tool to allowing current students, jobseekers, and workers the ability to visualize their futures within the industry in which they work. It is important that these career pathways include options for all levels skill and experience, including foundational skills. If workers are highly trained in technical skills, yet still are missing basic employability skills, they will not be successful in the workplace. The SWIB has identified opportunities to build strong soft skills as a priority for this strategic plan.

(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).

The SWIB’s strategies to work toward its vision and goals are described above in Section II(C)(1).The SWIB has specifically identified one of its top priorities as System Communication and Collaboration, and one of its top values as Collaboration. These two principles should be found permeated throughout the goals and strategies identified in the SWIB’s strategic plan and will be present in implementing all activities.

There are several strategies in particular that are aimed at ensuring fully integrated customer services:

• Strategy 1.3: Work with community-based organizations, libraries, schools, and partners’ networks to promote services of NH Works and its partners to individuals and youth
• Strategy 2.1: Identify and define workforce development policy priorities for which the State Innovation Workforce Board can advocate among State decisions makers (e.g. workforce housing, transportation, benefits cliff, etc.).
• Strategy 2.2: Continue supporting and strengthening the talent development system partnerships though professional development, peer-to-peer contact, data sharing, and communication.
• Strategy 3.2: Continue the collaborative business services strategies by engaging additional partners and formalizing information sharing protocols
• Strategy 3.3: Engage locally with economic development to ensure the systems are aligned and operate from an up-to-date understanding of in-demand sectors and occupations with regular sector analysis at the state and local levels
• Strategy 4.1: Work with the network of the state’s community colleges and other post-secondary education institutions to expand best practices related to flexible, business-driven training and education
• Strategy 4.2: Work with K-12 education, career and technical education, adult education, post-secondary education, and business to promote career pathways for in-demand sectors and occupations to students in the talent pipeline
• Strategy 4.3: Coordinate with other state agency and partners to support talent attraction and retention actions including advocacy, resource dedication, subject matter expertise, etc.
• Strategy 5.2: Simplify process and procedures for businesses and individuals to navigate the workforce development system by simplifying language and avoiding acronyms and “system lingo” and streamlining access to work-and-learn opportunities and other system services