bluegrass workforce investment board - facilitation...

Bluegrass Workforce Investment Board

Strategic Planning rePort

auguSt 2011


CONTENTS

Board Members 3Executive Summary 4Introduction 5Planning Process 6 - 11

Planning Process 6Employer Partner Survey 7Community Forums 7Internal SWOT Analysis 8Sector Strategies 10Strategic Planning Sessions with the Board 11

Strategic Plan: Goals and Objectives 12

Strategic Planning Report

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Chair DarylSmithSeniorEconomicDevelopmentSpecialistKentuckyUtilities

Vice-ChairBarryLindemanHumanResourcesDirectorClarkRegionalMedicalCenter

TreasurerMarkManuelVicePresident,Workforce&InstitutionalDevelopmentBluegrassCommunity&TechnicalCollege

SecretaryLynetteWalkerHumanResourcesDirectorCentralBaptistHospital

MembersRobertAkinDirectorKYLaborers-EmployersCoop&Education

AlonzoAllenManagerToyota

MattBelcherExecutiveDirectorStanford/LincolnCountyIndustrialAuthority

JamesBushnellOwnerBushnellsDryCleaning

SherryDavisHumanResourcesManagerHobart

ToddDenhamExecutiveDirectorWinchester/ClarkCountyIndustrialAuthority

BLUEGRASS WORKFORCE INVESTMENT BOARD MEMBERS

JeanneDeversBluegrassAreaRegionalManagerOfficeofEmploymentandTraining

RuthDyerBranchManagerVocationalRehabilitation

LeliaElamOwnerElamsRiverRestaurant

CharlotteEstesOwnerCateringBusiness

BuddyHoskinsonExecutiveDirectorSpencerianCollege

GuyHugueletExecutiveDirectorJubileeJobs

AmyIsolaSeniorVicePresident,HRManagerFarmersNationalBank

KenLyonsBusinessRepresentativeofCarpentersLocal1650CarpentersUnionBretMelroseOwner,FayetteHeating&Air,H20Maestro,EnergyMasters

StanMilesHumanResourcesLeaderNovelisCorp

ChrisMooreOwnerNicholasvillePaint

BrandonMurrellSalesManagerLeelynnMachining

TroyRobertsExecutiveDirectorBluegrassCommunityActionPartnership

BeonkaStocktonVicePresidentofCorporateSalesBluegrassEnergy

LennyStoltzExecutiveDirectorBluegrassAreaDevelopmentDistrict

BJSullivanOrganizationalDevelopmentCoordinatorCorningDisplayTechnologiesTamiVaterExecutiveDirectorWoodfordChamberofCommerce

JimWrightHumanResourcesDirectorHinkleContractingCompany,LLC


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EXECUTIVE SUMMARYThis strategic plan is presented by the BluegrassWorkforce Investment Board. This plan wasdevelopedthroughastrategicplanningprocessthatbeganinthespringof2011andincludedanemployerpartnersurvey;community forums; internalStrengths,Weaknesses,Opportunities,andThreats(SWOT)analysis;sectorstrategyinstituteandtwofull-daystrategicplaningsessionswiththeboard.ThisplanfocusesontheWorkforceInvestmentSystemascontinuingtobeemployerdriven,usingregularlyupdateddatatodrivedecisionmakingandtobridgethegapbetweenemployerneedsandskillsavailableinthelocalworkforce.Theplanoutlinesthegoals,objectives,andactionstepsrequiredtoensurethattheBluegrassWorkforceInvestmentBoardisthevisionaryleaderoflocalworkforcesolutions.

VisionTheBluegrassWorkforceInvestmentBoardwillbethevisionaryleaderofworkforcesolutions.

MissionTodevelopproactiveworkforcepartnerships:Connectingemployerswithemployees.

GoalsGoal#1: Developamorevisionaryandengagedboard.Goal#2: Aligntheoperationstobettermeettheneedsof

theregionalworkforcecommunity.Goal#3: AligntheBluegrassRegionalWorkforce

Solutionswiththetopprioritysectors.Goal#4: PromoteawarenessoftheWorkforceInvestment

Systemspurpose,programs,andservices.

TheBluegrassWorkforceInvestmentBoardssuccessinimplementingthisplanreliesoncontinuedBoard,staff, regionalpartner,andprivatesectoremployersupportand involvement inevaluatingprogressandsuggestingsolutionsforimprovement.


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INTRODUCTIONTheWorkforce InvestmentAct of 1998mandates that each localWorkforceInvestmentArea has aWorkforce Investment Board. Comprisedmainly ofmembersfromprivatesectorbusinesses,theBluegrassWorkforceInvestmentBoardisavolunteerboard,responsiblefordevelopingpoliciesandoverseeinglocalworkforceandeconomicdevelopmentinitiativesinpartnershipwithlocalelectedofficials. Localelectedofficialsappointmembers to the localboard.TheBoard isresponsible forassessingtheworkforceneedsof its localareaandforprovidingproactivesolutionstobestmeettheneedsoflocalbusinessesandjobseekers.TheBluegrassWorkforceInvestmentBoardsetspoliciesfortheworkforceinvestmentsystemwithinthelocalareawhichwillincreasetheemployment,retention,earnings,andoccupationalskillsofthelocalworkforce,therebyimprovingthequalityoftheworkforce,reducingwelfaredependency,andenhancingproductivityandcompetitiveness.IncludedinthepurposeoftheBluegrassWorkforce InvestmentBoard is thedevelopmentofpolicieswhichprovideforobjectivemeasurementofthesuccessofpartnersinachievingsetgoals.

TheBluegrassWorkforceInvestmentAreaiscomprisedof17CentralKentuckycounties, which include Anderson, Bourbon, Boyle, Clark, Estill, Fayette,Franklin,Garrard, Harrison, Jessamine, Lincoln,Madison,Mercer, Nicholas,Powell,Scott,andWoodford.WiththeexceptionofFayetteCounty(Lexington),thebulkoftheBluegrassWorkforceInvestmentAreaisrural.TheBluegrassWorkforce Investment Board oversees six (6)OneStopswhich are locatedin Danville, Frankfort, Georgetown, Lexington, Richmond, and Winchester.TheBluegrassWorkforceInvestmentAreafeaturesapopulationof1,374,018.Althoughtheregionalunemploymentratejumpedto11.6%in2010,theregions54,387employersstillemployroughly622,815people.Theaveragewageintheregionis$604perweek.

The Bluegrass Workforce Investment Board embarked upon developing astrategicplanningprocesstoreviewcurrentoperationsandtobetteralignitselfwith theemergingneedsof theBluegrassWorkforce InvestmentArea. Thepurposeofthisprocesswastodefinethegoals,objectives,andstrategiesthatwouldensureaworkforcedevelopmentsystemofutmostquality.

Statistics taken from: http://thinkkentucky.com/EDIS/cmnty/QuickFacts.aspx?cw=137


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PLANNING PROCESSStrategicplanningisalong-terminitiativeandfuture-orientedprocessofinformationgathering,goalsetting,anddecisionmaking.Itisbasedontheassumptionthatthefuturedoesntjusthappenitresults,inpart,fromwhatwedo(ordontdo).

TheBluegrassWorkforceInvestmentBoardcontractedwiththeprofessionalstafffromtheFacilitationCenteratEasternKentuckyUniversity(EKU)tofacilitatethestrategicplanningprocess.Throughtheplanningprocess,staff reachedout toboardmembers, leadersandstakeholders in the localcommunity,allowingthemtoshareknowledgeandinsightsaboutthecurrentworkforceenvironment,aswellas,tobrainstormideasonhowtostimulatelocaljobgrowthasacollaborativecommunity.Thefollowingelementswereincludedinthestrategicplanningprocess: Employer/PartnerSurveys CommunityForums InternalBoardSWOT(Strengths,Weaknesses,OpportunitiesandThreats)Analysis InternalStaffSWOTAnalysis SectorStrategyInstitute TwofulldayStrategicPlanningsessionswiththeBoard

Image of Lexington Community Forum held on April 28th, 2011.


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EMPLOYER PARTNER SURVEYFrom April 1 May 2, 2011, the BluegrassWorkforce Investment Board conducted anonline survey of employers and communityorganizations. Respondents included currentpartners,aswellasbusinessesandorganizationswith no current relationship with theWorkforceInvestmentBoard.Thissurveywasconductedtobetterunderstandtheneedsandcurrentregionalworkforcetrends.

The Workforce Investment Board promotedthe survey through various methods, includingletters, e-mail and Facebook invitations, aswell as announcements through communityorganizations.Participantsatthesixcommunity

forums were also encouraged to completethe survey, and the Mobile Career Center, acustomized vehicle with state-of-the-art mobiletechnology,wasavailableateachforum,providingimmediateaccesstothesurvey.

The survey consisted of 22 closed and fouropenresponsequestions.Atotalof153peopletook thesurvey. Basedon the responses fromone of the open ended questions, respondentsrepresented a diverse range of businessesand organizations, including, but not limited to:education, government, healthcare, housing,manufacturing,serviceproviders,andtourism.

*See Addendum A for detailed results.

COMMUNITY FORUMSDuring April 2011, the Bluegrass WorkforceInvestmentBoardhostedsixcommunity forumsthroughout the service region. Forum siteswereselectedbasedonCareerCenterlocationswithin the region. These guided facilitationsessionswereanopportunityforstakeholderstoshareknowledgeand insightsabout thecurrentworkforceenvironment in thecountyandregionand provided feedback from employers on thethoughtsoftheservicestheWorkforceInvestmentBoardcurrentlyprovide,aswellas theservicestheWorkforce InvestmentBoardshouldprovideinthefuture.

A total of 55 professionals participated in thecommunity forums, representing colleges,

socialserviceorganizations,communitygroups,not-for-profit organizations and a variety ofindustries, includinghealthcare,automotiveandmanufacturing.Thisdiversegroupofemployersand community partners shared multipleperspectives and depth of knowledge, as wellasdemonstratedawillingnesstocollaborateoncreatinganddevelopingworkforceopportunitiesin this region. What emerged has provided asolid foundation formaking important decisionsthatwillhelpshapetheregionsfuture.

BoththequalitativeinsightsfromthecommunityforumsandthequantitativedatafromthesurveywereusedbytheWorkforceInvestmentBoardtoshapeitsstrategicplan.

*See Addendum B for detailed results.


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INTERNAL SWOT ANALYSIS (Strengths, Weaknesses, Opportunities, Threats)

BothBoardMembersandstaffparticipatedinanInternalSWOTanalysisandidentifiedkeystrengths,weaknesses,opportunitiesandthreatsoftheWorkforceInvestmentBoard.Afterreviewingallthedatathatwascompiledfromthecommunityforums,onlinesurveysandSWOTanalysis,thefinallistwasnarrowedtoincludethefollowingstrengths,weaknesses,opportunitiesandthreats.

Internal WeaknessesWhat are the internal weaknesses of theWorkforceInvestmentBoard?

Assessingfutureneeds Communicationwithexternalcommunity Employer/participantconnection Lackofdiversifiedfunding LossofWorkforceInvestmentBoardorganizationalmemory

Marketingofservicesand/orprograms Not clear on what grant opportunities areavailable

Professionaldevelopmentforstaff WorkforceInvestmentBoardmembersunderstandingtheirroles

Willingnesstocollaborate/partner

OPPORTU

Internal StrengthsWhataretheinternalstrengthsoftheWorkforceInvestmentBoard?

Diversityofboardmembers Expertiseingrantwriting Flexibilityinmeetingemployerneeds Internalcommunication Neutralfacilitator/convener One-stopresources Programsandservices Progressiveandknowledgeablestaffandboard

RelationshipswitheducationalcommunityResourcestofindandfundtraining


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External OpportunitiesWhat are the external opportunities of theWorkforceInvestmentBoard?

Assessingfutureneeds Engagesmallandfastgrowingbusinesses Engageworkforce Identify skill gaps in high school seniors -highschool/GEDprogram

Improvement in the economy/retirement ofbabyboomers

Keepingthenewboardmembersengaged New/additionalfundingopportunities(grants/foundationfunding)

Support/encourage training opportunitiesthatarenot2-yearor4-yeardegrees

External ThreatsWhat are the external threats of theWorkforceInvestmentBoard?

Arecoveredeconomywilllookmuchdifferent,employershavebecomemoreefficientandwontneedasmanyemployeesasbefore(lessjobs,lackofhiring)

Useoftemporaryworkers Enablinglegislation(i.e.,unemploymentextensions)

Fundingstream LackofDepartmentofLaborleadershipcongressionalfundingstream

Lackofsupportandawarenessfromcommunityand/orbusiness

Mandatedprograms(takesstaffoffmission)Wastedresources/toomuchoverlapofservices

OPPORTU

THREATS


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SECTOR STRATEGIESIn June 2011, the Office of Employment andTrainingheldSectorStrategiesInstituteentitled:SectorStrategiesAPath toaBetterFuture.This institute allowed the Bluegrass WorkforceInvestment Board to bring together teams oflocal colleagues from the workforce investmentsystem,economicdevelopment,privatebusiness,and educational communities. The BluegrassWorkforce Investment Board team included thefollowingleadersanddecision-makers:

LocalWorkforceInvestmentBoardChair LocalWorkforceInvestmentBoardDirector Communitycollegesystemrepresentatives Economicdevelopmentrepresentatives K-12educationsystemrepresentatives Businessadvocatesintheregion One-StopCareerCenterrepresentatives Four-yearcollege/universityrepresentatives Regionalrepresentativesofthestateworkforceinvestmentsystem

TheteamwasprovidedwithmultipleviewpointsofhistoricalandprojectedindustryperformancethatprojectpartnerEconomicsModelingSpecialists,Incgathered,developed,orcalculatedmetrics,describingthefollowingindustrycharacteristics:

HistoricalGrowth FutureGrowthProjection IndustryConcentration(LocationQuotient) Industry Competitive Effects (Shifts Share

Analysis) ExportOrientation JobMultiplierEffects EarningMultiplierEffects IndustryAverageWage ExcessDemand WorkforceCompatibility

Eachcharacteristicprovidesadifferentperspectiveofindustryperformance,regionalfit,oreconomicrippleeffectsfor1079six-digitindustrycodes,asclassifiedbyNorthAmericanIndustryClassificationSystemcategory.

Afterreviewingthisinformation,theteamdiscussedlocalperceptionandidentifiedthefollowingastargetsectors:

Advancedmanufacturing Healthcare InformationTechnology Transportation,Distribution,andLogistics

*See Addendum C for detailed results.


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STRATEGIC PLANNING SESSIONS WITH THE BOARDDuringMay&June2011,boardmemberswereinvitedtotwofull-daystrategicplanningsessionswheretheEasternKentuckyUniversityFacilitationCenterstaffledtheboardmembersthrough:

Stakeholderresearchkeyfindings Participants were provided with a high-

level summary of recent qualitative and quantitative research findings conducted of Workforce Investment Board (WIB) stakeholders. The information was divided among two groups of participants. Each group was asked to review their assigned sections of the summary and to identify four to five key points the group needed to know as it began the strategic planning process.

Draftingamissionstatement Participants reviewed the current mission

statement and shared ideas on how to clarify and improve the statement so it better outlines the organizations purpose.

Draftingavisionstatement Participants reviewed the current vision

statement and shared ideas on how to clarify and improve the statement so it better outlines the organizations aspirations.

SWOTAnalysisActivity Participants were asked to identify the

strengths, weaknesses, opportunities, and threats of the Workforce Investment Board. Ideas had previously been generated by the Board at a recent meeting, and were used as a starting point for the analysis.

Paradigmshifts The attendees agreed, that the Bluegrass

Workforce Investment Board was making two important paradigm shifts, outlined below, that need to be kept in mind throughout the planning. Fromprogramoperationstosector

workforcesolutions Fromanoperationalboardtoa

visionaryboard Draftinggoalareasandstrategies

Participants were provided a copy of the Kentucky High Performing Workforce Investment Board Self Assessment, and through a combination of large and small group work, they were asked to review measures 2-11 and answer the following question: - Whatstrategieswillpropelthis

areatoexcellence? The group then clustered the key actions

into common theme areas, which were used to help create goal and objective statements.

Draftinggoalsstatementsandobjectives Participants were divided into small

groups and drafted goal and objective statements to reflect the discussion and strategies captured within the identified goal areas. Once drafted, each group shareditdraftstatementswiththelargergroup.


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Bluegrass Workforce Investment BoardGoals and Objectives

Goal 1: Develop visionary, 100% engaged board.1. Helpboardmembersseethebigpictureandunderstandtheirrole2. Setthestageforboardsuccess3. Visionary,100%engagedboardinaction

Goal 2: Align the operations to better meet the needs of our regional workforce community.1. Defineorganizationalstructure.2. Developstandardtoolsformeasurementofdailyoperationsandboard

effectiveness.3. Exploreandpursuealternatefundingforworkforceservices.4. Increaseopportunityforprofessionaldevelopmentofboardandstaff.

Goal 3. Align the Bluegrass Regional Workforce Solutions with the top priority sectors.1. Identifyprioritysectorcompaniesandleadersineachsectoraskey

resourcepartners.2. Conductsectorconsortiumsforidentifiedsectors3. Conductprioritysectoroutreach.

Goal 4. Promote awareness of the Workforce Investment Systems purpose, programs, and services.1. Developmarketingplantomarketwhoweare.2. Alignmarketingwithstrategicplaninitiatives.

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