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CareerLink Strategic PlanCareerLink Strategic PlanCareerLink Strategic PlanCareerLink Strategic Plan Reinventing Our CareerLink System and Services

As of: September 17, 2008

North Central Regional Planning and Development Commission Ridgway, PA

CareerLink Strategic Plan

North Central WIB Strategic Plan - 9/17/2008 2

Acknowledgements

The Avant IMC1 consulting team expresses its appreciation to the North Central WIB staff, the CareerLink staff, and the various

partners and employers who participated in the development of this strategic plan.

The plan reflects the collective perspectives of many participants over the past several months. This plan could not have been

completed without a willingness among many to seek consensus, listen to the perspectives of others, and to engage in a “give and

take” dialogue that shaped the plan’s outcome-based priorities and strategies.

In particular, the consultants wish to recognize Susie Snelick, Pam Streich and Barb McKnight for their commitment, availability and

leadership on this project.

Consultant Team

• Keith Chase, Project Manager

• Brian Funkhouser, Analyst

1 Avant IMC LLC is a joint venture of Gannett Fleming, Inc. and the Dering Consulting Group established in 2006. Avant IMC (www.avantimc.com) exists to

provide strategy and management consulting services to public and private organizations.



Table of Contents

Purpose and Background........................................................................................................................................................................................... 4

Vision, Mission and Outcome Based Goals............................................................................................................................................................. 7

The Plan Priorities and Strategies............................................................................................................................................................................. 9

CareerLink Strategic Plan Coordination with Youth Council Strategic Plan................................................................................................... 21

Implementation ......................................................................................................................................................................................................... 22

Key Partner Involvement......................................................................................................................................................................................... 24

Common Terms......................................................................................................................................................................................................... 31



Purpose and Background

The North Central Workforce Investment Board held its

annual Retreat in St. Marys on November 2007. The

CareerLink System was the sole focus of the Retreat. This

reflected the Board’s view on the importance of CareerLink

System and the need to improve it. Through a facilitated

process the Board initially identified 31 critical topics.

Through a weighting process the “Critical Topics Inventory”

was prioritized and some twenty critical topics became the

starting point for developing this Strategic Plan.

The CareerLink Strategic Plan provides overall direction and a

focus for short term implementation through a set of outcome-

based goals, priorities and supporting strategies. Under each

strategy are some potential actions to consider as the plan is

implemented and quarterly work planning and prioritization

occurs. It is recognized that the CareerLink staff and offices

provide highly important services for the Region. The Plan is

not intended to establish priorities for making steady

improvement. It is recognized that the need for this plan

underscores the need for Workforce Development to truly

operate as an effective System driven by employer needs.

Most participants in this planning process—especially

employers—strongly stressed the need for the Workforce

Development System to be well organized and high

performing. That is an essential focus going forward in

implementing this plan. This means better knowledge of

employer needs, highly effective employer-job seeker

matching, and having an aggressive focus on training and

preparedness. The importance of a well functioning,

responsive Workforce Development System is important at

every level: employers, CareerLink Offices, the Workforce

Investment Board, and even the public at large. Employer and

public buy in will depend on a growing perception and

confidence the Workforce Development System is well

organized and highly effective.

The Plan is dynamic with the intent to sharpen it through its

ongoing use. The North Central WIB will regularly review

progress in plan implementation. This document is designed

to effectively link the priorities, strategies and potential actions

with a framework for quarterly identification of activity and

progress reporting for the prior quarter.

Current System Deficits or Defects

The Strategic Plan is aimed at addressing a number of

problems such as those listed below. The list is not a

broadside indictment, but a constructive recognition of areas

requiring attention and improvement. There may be

disagreement over the list and the extent to which each item is

a problem, but the intended focus is using the problem

identification as the basis for now making steady

improvement.



1. The System tends to be too administrative with process

being a greater focus than outcomes

2. The System is not sufficiently reliable

3. Image is lacking and mission/purpose is not well

understood

4. Funding is inadequate

5. The System is not responsive to local employer needs

6. Staffing and staff development needs could be a barrier

to further improvement

7. Performance, meaningful standards, and

accountability are lacking

8. Regulatory constraints impede service effectiveness

9. The System is too costly with questionable Return on

Investment (ROI).

Current System Strengths and Assets

It is also important to consider the System’s strengths or assets

as these can be leveraged to address problems and to take

advantage of new opportunities as well. The following is a list

of recognized strengths and assets from which to move

forward in implementing this plan.

1. Broad Commitment to Continuous Quality

Improvement

2. CareerLink Concept is sound

3. CareerLinks provide needed services

4. Renewed interest and commitment/Dedicated

Professional Staff

5. Committed WIB Leadership

6. New Staff Leadership Direction

7. Increasing emphasis and direction for more public-

private partnership and collaboration

8. Renewed efforts to promote community involvement

and buy-in.

Other Issues and Questions Demanding Attention

Employers, WIB members, and CareerLink staff participated

in the Plan’s development. In addition to taking first steps to

define a direction, the discussions also pointed to a series of

key issues and questions that should continue to be addressed

through the Plan’s implementation.

1. What is the role of the CareerLink?

2. In the information technology era, CareerLink Services

do not have to all be on site. There may be a need to

deemphasize the physical locations of the CareerLink

and seize on the potential for virtual services.

3. The historic approach of conforming to one state

mandated program model is in the past. There is now a

regional opportunity to innovate and to reshape the

program model. The Commonwealth is supportive of

such regional initiative.

4. Candidly, our Partners have been distancing

themselves from the CareerLinks. We need to jointly

explore how to reverse this trend and have a candid

discussion about mutual commitments.



5. Some employers in the region (particularly small

businesses) cannot afford the Human Resources

function; that need should be considered in

implementing the CareerLink Strategic Plan.

6. More ongoing outreach with employers is essential.

This should include face-to-face meetings, web

surveys, etc. to determine the services they need and

the critical issues they face. There is also a need to

explore the services not provided, but that are desired.

This also means that there should be an assessment of

employer willingness to pay for services that are

valued.

7. Our overall strategy with respect to employers is to increasingly make them our partners over time.



Vision, Mission and Outcome Based Goals

The CareerLink Strategic Plan is action oriented with the heart

of the plan being the Priorities, Strategies, and Actions—with a

strong focus on implementation. It is equally important to

communicate a broad, high-level direction that reflects a

consensus among employers, partners, the WIB and the

CareerLinks.

This section lays out the high-level direction in terms of the

following:

• A Vision that succinctly captures the desired future for

the CareerLink System.

• A Mission that succinctly articulates the CareerLink

reason for being and what it strives to do on a day-to-

day basis.

• Outcome Based Goals that reflect the types of changes

that those involved in developing the Plan want to

bring about.

Draft Vision Statement and Vision Elements

Important Note: A dozen elements were identified as a first

step in developing the vision statement above. For the time

being these are being retained in the plan to allow partners

and stakeholders an opportunity to consider these elements as

they review and consider and refine the draft vision and/or

mission.

1. Responsive

2. Exceptional Quality

3. Accountable

4. Employer Driven

5. Resource Clearinghouse

6. Dynamic

7. Personal

Vision Statement

The North Central CareerLink System will be responsive to

employer and job seeker needs by providing quality

services. The CareerLink System is committed to continuous

quality improvement and accountability for results.

Employers, job seekers, partners, and other stakeholders

will consistently characterize the CareerLink System as

personal, user-friendly, effective, and efficient.



8. User-Friendly

9. Reliable & Trustworthy

10. Comprehensive Services

11. Partners and Stakeholders are Committed to Career

Links Success

12. Transparent in business approach and valued.

Draft Outcome Based Goals

The plan goals were developed by considering the desired

outcomes that those involved in Plan development hope to

achieve through implementation. With the focus on outcomes,

these goals provide the basis for assessing and measuring

progress over time.

1. Reduce regional unemployment rates through an

effective Workforce Development System that is

effective in job matching and job placement and in

improving workforce skills.

2. Expand regional employment opportunities with

sustainable wages and a stabilized population base.

3. CareerLinks become the preferred service provider

with a steadily increasing number of employers using

the CareerLink services.

4. Provide enhanced Human Resources services that

effectively reduce employer HR costs and that provide

valued HR services for companies that do not have HR

staff.

5. Support our Partners in attaining their goals

6. Meet the needs of employers and job seekers (using

measureable standards to evaluate effectiveness).

7. Produce skilled employees (using measureable

standards to evaluate effectiveness).

Mission Statement

The mission of the North Central CareerLinks system is to:

continuously improve workforce development in

partnership with other public and private organizations, by

minimizing skill gaps, and meeting both employer and job

seeker needs within the region.



The Plan Priorities and Strategies

Plan Priority Area #1: Employers/Industry Partnerships A. Increase Employer Use of CareerLink System and Services B. Increase Service Coordination and Marketing of Same to Employers C. Identify and Enhance Workforce Skill Sets that are Essential for Regional Employers D. Improve the Integration of the Workforce Development System Generally with Employers/ Industry Partnerships

and the CareerLink E. Explore Innovative Opportunities for Business and Industry to Partner Financially with the CareerLink System

Plan Priority Area #2: Marketing & Outreach

A. Improve the Public’s Perception of CareerLink Quality of Services B. Expand Outreach to New Employers and Industry Clusters C. Expand CareerLink Outreach/Recruitment to Underemployed, Entry-Level and Professionals D. Market WRSS to Employers and Gain More Employer Buy-in Over Time

Plan Priority Area #3: Job Seekers & Incumbent Workers

A. Educate Students/Parents on Occupation/Skill Sets Required B. Increase the Pool of Skilled and Entry-level Workers from Non-traditional Sources C. Link Job Placement Opportunities with Recent High School Graduates and Dropouts D. Encourage Incumbent Workers to Continue Training and Lifelong Learning E. Recruit and Retain Skilled Workers

Plan Priority Area #4: Management, Structure, systems and Resources

A. Conduct an Assessment of the Current Management Structure B. Determine Minimum Acceptable Levels of Service at Each Location C. Determine How the CareerLink System can be Sustained



Plan Priority Area #1: Employers/Industry Partnerships

Strategies and Actions A. Increase Employer Use of CareerLink System and

Services

1. Develop and implement an effective and efficient process for regular employer outreach to identify their workforce needs/issues. Short term focus: Determine why various employers no longer use CareerLink and what it will take for them to use again (determine their requirements, expectations and needs).

2. Determine employers’ needs and preference in relation to the ways in which CareerLink services are provided. This includes both “bricks and mortar” services at CL sites and the opportunity for “virtual” services using information technology.

3. Increase the pool of non-traditional applicants through a more proactive matching of job seekers and employers (this will require a renewed role with Industry Partnerships/Employer Consortiums/Business Service Teams).

4. Conduct applicant pre-screening and possibly assessments, testing, and background checks (evaluate the potential for employer fees for the provision of these value-adding services).

5. Target new employers as users of the CareerLink System.

6. Provide better personal service to employers via personal meetings and telephone calls.

B. Increase Service Coordination and Marketing of Same to

Employers

1. Establish an effective and efficient process to follow-up on services provided to employers. This needs to include a quick response time. Develop the associated performance standards with employer input as to what constitutes a timely response. Institute, track, and report progress (to WIB) in relation to achieving the standard over time.

2. Evaluate the quality of the referral and assessment process/transaction as part of a continuous quality improvement effort. (Consider the potential for a fee for service basis assuming the referral has value.)

3. Clarify the roles and responsibilities of the Business Services Team. Provide training for the Business Services Team that supports their re-defined roles and responsibilities.

4. Routinely apply/export the best practices from Oil & Gas and Healthcare Partnerships to other Industry Partnerships as applicable. Make use of other best practices throughout the state as well.



C. Identify and Enhance Workforce Skill Sets that are Essential for Regional Employersi

1. Regularly obtain employer feedback on the quality of referrals and any associated skill or work readiness deficiencies. Use this information to better define and deploy needed training.

2. Over time, develop a more comprehensive knowledge of the actual skill sets employers require, especially those affecting hiring decisions.

a. Customize Workforce Readiness Skills Standards (WRSS) for each major industry (industry specific/job specific work standards).

b. Emphasize the CareerLinks active role in reinforcing and promoting the use of WRSS.

c. Take active steps to effectively engage schools, employers, school districts, and DPW with the WRSS. Develop a checklist approach for each CareerLink to follow in implementing this outreach.

d. Pilot a “Basic Skills Boot Camp”. This would include basic skills/workforce readiness. CareerLinks would help develop seminars/content.

e. Encourage the expansion of the WRSS to all 26 School Districts in the Region. Achieve participation by all 26 Districts.

3. Address other key issues related to this strategy: staff understanding, applicant screening, staffing of CWDS, customer service, and a fundamental reorientation of staff on effective employer-applicant job matching.

D. Improve the Integration of the Workforce Development

System Generally with Employers/ Industry Partnerships And the CareerLinks

1. Better integrate the Industry Partnerships and the Employers Consortium with the CareerLink System. Hold listening sessions with employers as a first step.

2. Develop a system model or operating procedure that defines how the CareerLink System should effectively function and perform. Ensure that this satisfies the region’s criteria to what constitutes effectiveness. New state guidelines on Quality Review Process will also be considered in carrying out this action. One-stop service plans will also be reevaluated.

3. Coordinate the implementation of the CareerLink and Youth Council Strategic Plans to effectively address longer term industry needs (see page 21).

4. Improve the coordination between Industry Partnerships and CareerLinks.

5. Establish a Partnership Involvement approach with various levels of partnership/collaboration—e.g., “Silver, Gold and Platinum Partners” in which the latter would be fully integrated with the CareerLink offering core defined services.



E. Explore Innovative Opportunities for Business and Industry to Partner Financially with the CareerLink System

1. Review new Industry Partnership guidelines to determine state policy directions that promote mutual support between the CareerLinks and Industry Partners.

2. Match employers and applicants using a “headhunter” concept that takes recruiting to the next level. For example: recruit among those who have lost jobs due to plant closings outside the region. Emphasize workforce recruitment and expansion across regional boundaries. Consider developing a North Central Pilot Program with Commonwealth support to test this concept.

3. Identify best practices nationally for innovative funding and partnering for replication in North Central.

4. Define specifically what the CareerLinks have to offer; assess in terms of available resources and define a desired gap closure with private partners.

5. Routinely seek corporate and other sponsorships in Job Fairs and other activities (including fees and in-kind support). Establish the necessary guidelines and methods so that resource-raising is carried out in a generally consistent and fair manner.

6. Evaluate opportunities for resource sharing/pooling by routinely networking with other community partners (e.g., Chambers of Commerce, Local Development Agencies, employer training consortiums, schools, etc.)

7. Promote experimentation, entrepreneurship, and reasonable risk-taking in bringing more outside resources to the table. Ask!



Career Links Strategic Plan -- Priority Implementation Tracker

For the Period: October through December 2008 (Period 1)

Priority #1: Industry Partnerships/Other Employers

Strategy/Action Commitments/Lead and Support Roles Progress



Plan Priority Area #2: Marketing & Outreach

Strategies and Actions

A. Improve the Public’s Perception of CareerLink Quality

of Services

1. Educate employers and job seekers on all services available to meet their needs. Develop a layman information resource that identifies what CareerLink services are available to employers, their value and how to access these services.

2. Conduct one-one-one meetings with employers to improve the feedback loop related to employer-applicant transactions. Systematically identify and close gaps in the feedback loop. Expand the use of regular brief surveys. This action will be coordinated with the Business Service Teams.

3. Establish regular performance feedback reports to the WIB based on key standards developed through the preceding action. Report progress on a wider scale to regional employers and the public.

4. Routinely issue testimonials via PSAs, news articles, short frequent by-lines with photos in newspapers, elected officials newsletters, etc.

5. Make use of the CareerLink information and marketing resources produced by the Commonwealth.

6. Routinely bring WIB members, employers and other stakeholders into the CareerLink Offices as a means for improved communication, marketing of services, and general awareness purposes.

7. Conduct a 2009 baseline survey to make an initial assessment of public/employer perception. Conduct periodic survey updates (using efficient on line survey tools) to discern changes in public perception.

8. Expand the use of regular media outreach and information dissemination that communicates occupational and skills information.

9. Test public relations efforts through a focus group(s).

B. Expand outreach to New Employers and Industry

Clusters

1. Communicate the ultimate outcomes of CareerLinks and secure feedback and validation from employers using the vision, mission and outcome based goals in this plan as a basis for that communication.

2. Set accountable goals for each CareerLink for reaching new or inactive employers—(based on defined specific, and quantified improvement goals that are meaningful and impacting).

3. Establish a numerical outreach goal for each Business Service Team. Develop a “follow-up” measure of how many “job orders” resulted (on the CWDS).



C. Expand CareerLink Outreach/Recruitment to Underemployed, Entry –Level and Professionals

1. Work with Industry Partners to map out career ladders and lattices for potential and existing employees.

2. Expand the recruitment of the underemployed by systematically expanding the pool of qualified workers that match with high demand occupations.

3. Expand the applicant pool by reaching out proactively to those who can’t access the system.

D. Market WRSS to Employers and Gain more Employer Buy-in Over Time

1. Expand the number of testimonials of employers actually using and benefiting from WRSS. Be vigilant in the promotional use of the testimonials obtained. Communicate this information extensively in local media outlets.





Priority #2: Marketing & Outreach




Plan Priority Area #3: Job Seekers & Incumbent Workers


A. Educate students/parents on occupation/skill sets

required (including work ethic and Work Readiness Skills Standards)

1. Have guest speakers address the WIB on a regular

basis on critical occupational and workforce skills topics.

2. Evaluate the feasibility of establishing a new Industry Partnership focused on Entrepreneurs (link this with incubators initiatives).

3. Implement non-traditional activities for accomplishing the education, awareness and communication challenges associated with this strategy.

B. Increase the pool of skilled and entry-level workers from

non-traditional sources

1. Expand the applicant pool with a specific focus on frequent career changers, veterans, incumbent workers, and displaced workers.

2. Communicate with the Industry Partners our new, expanded focus on both the unemployed and the entire workforce.

3. Promote the use of Customized Job Training and other services available to incumbent workers.

C. Link job placement opportunities with recent High School graduates and dropouts

1. Hold CareerLink Workshops with the Schools and promote the use of CWDS by training Career education teachers. Meet with high school seniors and establish a CWDS job folder prior to graduation.

2. Advance a more collaborative and strategic role between the CareerLinks and the WIB Youth Council.

D. Encourage incumbent workers to continue training and lifelong learning

1. Meet with representatives of each Industry Partnership

to define cross cutting strategies, initiatives and actions related to incumbent workers.

2. Identify national best practices for incumbent workers for emulation in the North Central Region.

3. Share success stories of worker training, development, and retraining on a regular basis.

E. Recruit and retain skilled workers

1. Improve CareerLink partnering and collaboration with economic development organizations and activities—particularly focusing on an improved support role for CareerLinks.

2. Define short and long term actions for recruiting workers from other regions.





Priority #3: Job Seekers & Incumbent Workers




Plan Priority Area #4: Management, Structure, Systems, and Resources


A. Conduct an Assessment of the Current CareerLink Management Structure

1. Confirm and/or determine criteria of physical locations based on population and employer needs at a minimum.

2. Classify each location in terms of being designated either Comprehensive, Affiliate, or Satellite.

3. Review and establish the roles and responsibilities of the WIB, Operator and Site Administrators.

B. Determine minimum acceptable levels of service at each location

1. Determine service delivery issues, needs and requirements and then set priorities in relation to resources available.

2. Establish a Task Force with representation of each Industry Partnership to define service performance

standards and a related Continuous Quality Improvement Program. Re-evaluate the use of Employer Advisory Councils that once existed.

3. Establish standards for Intake, Outreach, Business Services, Assessment, and Work Readiness.

4. Empower staff to better assist and guide job seekers—rather than processing them through the computer.

C. Determine how the CareerLink System can be sustained

1. Assess the respective commitments of partners, employers, the level of each partnership and the associated funding contribution.

2. Establish clear goals for CareerLinks that go beyond (span) agency boundaries.





Priority #4: Management, Structure, Systems and Resources




CareerLink Strategic Plan Coordination with Youth Council Strategic Plan

The North Central WIB developed a Youth Council Strategic Plan that has some overlap with the directions outlined within the CareerLink Strategic Plan. This represents a significant opportunity to address many of these actions through a partnership with a broad base of interests, representing both plans. The listing below summarizes where the two plans intersect, by priority area and action: Marketing & Outreach: Expand CareerLink Outreach/Recruitment to Underemployed, Entry-Level and Professionals

1. Work closely with post secondary schools (including colleges) to ensure a strong link between regional employment opportunities/high priority occupations and their post-secondary educational programs.

2. Establish a model youth program that can be established with each Industry Partnership that would include elements such as summer OJT, internships, mentoring, and other youth job experience opportunities.

3. Through the Industry Partnerships, promote co-ops and job shadowing to improve entry level employment—a means for better long term recruiting.

Job Seekers & Incumbent Workers: Educate students/parents on occupation/skill sets required (including work ethic and Work Readiness Skills Standards

1. Establish a range of active efforts to reach parents:

establish better working relationships with school boards; more grass roots marketing; 4-H; Scouts; Junior Achievement, school career education programs.

2. Design and implement a major initiative to increase student and parent awareness of available occupations and the skill sets that employers require (both WRSS and industry specific skills—a two tier approach)

3. Expand WRSS integration with High School Curriculums (with involvement of Industry Partners).

4. Appoint an ad hoc parent/industry task force to the WIB to help develop special initiatives.

5. Expand the concept of Career Camps for students focusing on science, technology, engineering and math (S.T.E.M.). Link this with the Youth Council Strategic Plan.

6. Participate and have a presence in our schools similar to college recruiting.

Job Seekers & Incumbent Workers: Link job placement opportunities with recent High School graduates and dropouts.

1. Expand early intervention by speaking with students at the 6th, 7th, and 8th grade levels (long term and continuous action area).

2. Identify and promote beneficial apprenticeships.



Implementation

The CareerLinks Strategic Plan will be implemented through

the approach that is outlined below:

1. Quarterly Work Planning

a. Each quarter the potential actions in the plan

will be considered as the basis for identifying

work activity and commitments for the ensuing

quarter

b. This internal review will occur considering each

priority area recognizing that this will be a

selective process taking priorities and resources

into account

c. The Priority Implementation Tracker will be the

basic tool used for this process

d. A Priority Implementation Tracker is included

following each Priority area

e. It is recognized that it is not realistic to advance

every action at one time

f. In fact, some actions may never advance as

priorities shift, etc. A strength of this plan is

that the actions provide a wide range of

potential activity to consider in addressing each

strategy.

g. The key is that there is an ongoing, continuous

process to plan activity each quarter and to

engage Partners and other Stakeholders as well

h. The Priority Implementation Tracker allows

staff to selectively include those actions that

will have activity in the ensuing quarter; to

indicate what that activity will be; and, to note

those with lead and support roles both inside

and outside the organization (as committed to

by all parties noted)

i. The Quarterly Work Planning Process will be

completed and communicated in advance of

each calendar quarter

j. Period 1 will be for the months of October

through December 2008—even if it is only a

modest start to get in the pattern of plan

implementation.

2. Quarterly Progress Review

a. The Priority Implementation Tracker is also

designed to be a progress tracker at the close of

each quarter.

b. The third (right-most) column of the tracker is

to briefly indicate progress after the quarter is

over.

c. This becomes the basis of management

reporting and accountability for plan

implementation.



3. WIB Updates

a. The progress information noted above will be

provided directly to the WIB each quarter or

summarized as necessary

b. This will ensure that each quarter the WIB is

aware of progress made implementing the plan

as well as issues that need to be addressed

c. Feedback from the WIB will also be useful in

terms of providing direction to staff.

4. Annual Report

a. Each year the NC WIB staff will prepare a brief

summary of key CareerLink System

accomplishments drawing from the quarterly

progress updates.

b. This will be designed for broad-scale external

distribution including partners, employers, and

the general public.

5. Plan Review and Updating

a. The Strategic Plan is generally seen as a 5 year

plan

b. Annually the staff will ensure that the full plan

is reviewed in terms of currency

c. If change or other factors necessitate the need to

update the Plan, such changes will be made and

reviewed with the WIB Board.



Key Partner Involvement

The CareerLink System works in the context of key agency

partners that typically provide aligned or supportive human

services, sometimes at the CareerLink locations. (A more

detailed definition of the CareerLink Partners is found in the

definition of terms section in the back of the plan.) The

CareerLink Strategic Plan implementation will also entail a

process to continuously strive to strengthen these key

partnerships.

To that end, a CareerLink Partners Summit was hosted at

North Central on September 9, 2008. This chapter summarizes

the results of that session. The meeting provided the

springboard from which the North Central WIB and

CareerLink staff will reach out to the various Partners to

further specify and build upon some initial mutual

commitments.

1. Critical Priorities—the following were identified as some organizational priorities of the various CareerLink Partners. This list clearly reflects that the various organizations have a strong foundation for improving partnerships as reflected by the commonality of priorities:

• Partnering for service delivery

• Job creation and retention (increasing tax base)

• Support self-sufficiency of clients

• Target job seeker needs

• Provide educational services to prepare customers for future education and employment

• Work with Pennsylvania citizens with disabilities to obtain employment

• Attract and retain a quality workforce to meet employer needs

• Provide effective education programs to meet employer requirements and needs.

2. CareerLink Support—Partners were asked to indicate how

they are supported by the CareerLink or how they could be

supported. This discussion looked as well at the mutual

support to the CareerLink.

• Provide support services

• Help job seekers to find and retain employment

• Pursue more partnership opportunities

• Together, establish a better shared understanding of the needs of business and industry.

3A. Positive Experiences with the CareerLinks to Date—this

was a topic of discussion as the basis of building on that which

has worked well.

• Staff participating in Pennsylvania’s Business Retention and Expansion Program calls



• Involving other agencies in building synergy

• Services have helped remove barriers that allow job seekers to participate in the economic mainstream

• “Today”—this Summit: an opportunity for sharing, understanding and collaborating

• CareerLinks contribute to efficiency by providing space, locations, etc. for Partners

• Ability to meet with private organizations in a timely manner

• Helping students gain experience and pursue/prepare for a college track.

3B: CareerLinks Areas for Improvement or Expectations not

realized—this was a constructive and candid discussion of

areas that should be the focus for future improvement. A

simple voting process was used to identify those improvement

areas that participants believed should receive priority

attention. Votes are shown in parenthesis. Items that received

multiple votes are shown in bold.

• Lack of awareness of private sector needs – not familiar with the related services (6)

• “One-Stop services” is a good concept, but has not been realized (6)

• Consistently understaffed (in at least one location) (5)

• Lack of a comprehensive marketing campaign (4)

• An improved referral network (4)

• Process is confusing and time-consuming

• Clearfield CareerLink is difficult to find as it lacks signing and visibility

• Partner outcomes are not well integrated with CareerLink outcomes

• Lack of private sector use of CareerLinks based on previous experiences

• Need improved customer service

• No distinction of CareerLink quality review with respect to size of CareerLink (no flexibility or feedback/follow-up).

Changes and Commitments for Partner Support and Follow

Through

The next critical step in the Summit process was for

participants to identify the changes needed based on the items

identified, particularly the list above in 3B and the

commitments they would consider making to support the

desired change. The results are shown in the following table

without attribution as follow up discussion is necessary

between the respective staffs. In most cases, organizational

names, individual names and contact information were

provided to the North Central WIB reflective of the partners’

willingness to make their commitments actionable.



What is the Change that’s Needed? Commitment/How To Going Forward

Better understanding of private sector needs for better

matches

More “one on one” interaction between CL staff, partners and private

sector.

Determine why – then correct the deficiencies Starts with open communications between all partners to determine

whether one stop is for all

Better inform end users of what partners have to offer Need more on-site visits to private sector by CL staff and partners.

Increase staff size and reduce the number of CL by using

community center, libraries

Can mobilize Bureau of Workforce Development Partnership (BWDP)

staff and move base of operations

One stop shop not realized Encourage staff to view all customers as our customers: open up

parenting to all, assessment, adult education

Consistently understaffed Ensure staff is available on scheduled days

Partners outcomes not well integrated Enter assessment results into CWDS if possible

Improved referral network. Assure that all customers are enrolled in CWDS. Track referrals among

partners

Improve public awareness through local media,

community agencies, and public events

Contact local chamber of commerce and radio stations for public

service announcements

Understaffing – educating current staff – cross training

among partners – improve customer service by training

all staff on available services

Work with CL management team to schedule monthly sessions to have

representatives from each partner train others on their programs




Educating youth on the skills needed y employers and

options available in their education

More communication

Lack of awareness of private sector; confusing process Host employer informational “get to know the CareerLink” seminars

under the title “Employers, what can we do for you?”

Private sector lack of use Improved marketing, referral and communication through the BREP

program

Quality review was designed to evaluate what the

system looks like

BWDP is revising process for next go around

The current use of the CRC – staff more as one for better

references

Work with BST to ensure employees are aware of the right way to use

the CWDS system

Invite CareerLink staff to more industry events Invite site administrator to more BREP calls and industry meetings

Add outdoor signage/directions Keep list of local CareerLinks in office with contact information and

directions

Publication of success stories, better pre-screening

process.

Assist employers with pre-screening criteria, and convey to

CareerLink.

Funding Continue IFTE payment

Combine sites/use technology Continue IFTE payment

Ongoing cross information. Do regionally all in one location or

have trainer go to all sites with a consistent message.




One Stop Shop (services) CareerLink meeting team to integrate services, evaluate design,

implement. Re-evaluate staffing placement to better use what is

available. BST outreach to business workshops.

Make improvements to CWDS system All partners trained

Rotate greeter position: currently the first person a

customer meets when entering a CareerLink is a

temporary part-time person that frequently changes,

thus causing more confusion.

Integrated marketing/advertising campaign that lists

services provided through one stop and the benefits to

individuals and companies, success stories, consistent

promotion, etc.

ID specific staffing, resources and service to customers;

consolidate duplicative services; assess and address

employer expectations.

Define services and staff resources.

Partners define contribution to referral process beyond

regulatory limitations

Staff and time

Establish marketing effort and define staff functions. Staff, resources and time.

Lack of awareness of private sector We can help with providing information at our EDC luncheon(s) as

keynote speaker, BREP referral, and information sharing in our EDC

newsletter.




Locations are hard to find. We (CCEDC) can help with site coordination and signage. Timing is

perfect to tie with a developer and to revitalize downtown Clearfield

and riverfront.

Lack of a marketing campaign We (CCEDC) can continue to help cross-sell BREP interviews with the

private sector to break down perceptions vs. reality and to address

previous experiences

One stop shop not realized We (CCEDC) “may” be able to partner along this line if a relocation of

Clearfield office is a possibility.

“Resume dump” or poorly made resume causes

employer more work in filtering through resumes.

Can make presentations on various topics including resume

preparation, local employment outlook, preparing for an interview, etc.

Floating a Partnership Concept

• The Summit also included a short presentation by Susie Snelick of a concept for Partnership levels/ designation and associated criteria.

• The detailed notes of that session, including Partner feedback, have been provided to North Central Staff for future use.

• Six participants agreed to serve on a task force to further define and refine the concept in the coming months. Many of the participants felt this general concept was important enough that the task force should begin work very soon and not wait until the strategic plan was six months or so into

implementation—an alternative option that was floated and dismissed.

Partners Review of the Draft CareerLink Strategic Plan

Two breakout groups reviewed the draft strategic plan and

provided input with respect to the draft vision, mission,

outcome-based goals, and actions. The consultant reviewed

this important input in finalizing the plan. Several items were

incorporated in this draft final version of the strategic plan.

The full documentation of the team comments has been



provided by the consultants to the North Central Staff for

further consideration.

The participants also identified draft actions that they

considered to be the most important. The consultants have

also provided these lists to the North Central staff. This

provides a strong opportunity to begin a collaborative

implementation of the strategic plan, focusing on those actions

of greatest importance to the partners.



Common Terms

Business Service Teams As requested by the NCWIB, each CareerLink has identified staff responsible for services to businesses. These individuals coordinate services in order to make it as easy and seamless to the employer as possible. The teams are made up of CareerLink staff representing each partner in the CareerLink as well as other partners who provide services to employers, such as Economic Development agencies, Chambers of Commerce, etc. Services available to businesses include but are not limited to: Access to Labor Market Information through the NCWIBs Industry Cluster Analysis and the Center for Workforce Information and Analysis – including the Business Needs Assessment Tool (used in combination with the BREP – Business Retention and Expansion Program) that was developed to assist staff in identifying the human capital needs of our businesses; Industry Partnerships; opening a job folder on the CWDS system and assisting employers in finding qualified employees.

Business Service Team (BST) This refers to the staff group working in each respective

CareerLink consisting of the partners agreeing to serve on the

team. They provide employer services(i.e., job orders, job

candidates, skill assessments, etc.)

BWDP Bureau of Workforce Development Partnership

CareerLink Partners The CareerLink is a collaboration of site partners that are responsible for administering workforce investment, education and other human resource programs. There are several programs and activities identified in the Workforce Investment Act that shall make their services available to customers through the “One-Stop Delivery System”. The Act identifies programs that are required partners as well as additional human resource programs that may be partners in the CareerLink Centers. An MOU between the local board and one stop partners helps ensure that all CareerLink partners are aware and accountable for the operation and performance of workforce system – which is to provide services in the most efficient manner possible to employers, job seekers and citizens of the Commonwealth of PA.

Career Resource Area (sometimes called Center): Designated area in CareerLink offering basic information.

CWDS Comprehensive Workforce Development System

Full time Equivalency (FTE) Unit identifying staff assigned to a CareerLink and use to

calculate the financial obligation.



Industry Partners/Stakeholders This typically refers to employers, private sector industry consortia and other stakeholders. In contrast the term “partners” typically refers to the public organizations located at or aligned with the CareerLink from a service delivery standpoint.

Workforce Investment Board Workforce Investment Boards bring together representatives from business, labor, community-based organizations, education, human services, economic development and other critical groups to evaluate and provide direction in terms of how local workforce development services are planned and delivered. It is their charge to create a user friendly world class workforce that enables individuals to achieve their potential; ensures employers have the skilled workers they need to compete effectively in the global economy, and capitalize on the untapped potential of unemployed, underemployed, and dislocated workers, youth and other job seekers with special needs. The mission of the NCWIB is to provide the leadership necessary to ensure we have an educated and skilled workforce that exceeds the workforce needs of employers. The goals of the NCWIB:

Goal 1: The established One Stop CareerLink Centers will be improved continuously resulting in reduced bureaucracy and increased cost efficiency.

Goal 2: Employer and job seeker customers and the community at large will know about and use the Workforce

Investment System and will understand its strong ties to economic development.

Goal 3: The customer and market driven Workforce Investment System and the CareerLink Centers will have high and improving customer satisfaction rates from employer and job seeker customers.

Goal 4: A proactive and comprehensive portion of the Workforce System will be developed that will identify and meet the emerging needs of employer organizations facing company survival and / or expansion.

Goal 5: The North Central Workforce Investment System will meet and exceed the federally mandated performance measures, and will ensure that this does not negatively impact achievement of the other goals.

Workforce Readiness Skills Standards (WRSS) Designed by employers in the North Central Region, the WRSS has a curriculum that incorporates the 20 skills areas and objectives requested for entry-level workers. Graduates of the 11 Module WRSS Program must complete 98 hours of coursework addressing the areas of Reading, Writing, Mathematics, Communication Skills, Teamwork, Technology, Safety, Job keeping and Job Seeking Skills; Demonstrate 68 competencies directly related to the needs of the employers; Obtain an 80% on the WRSS Certification Test for Credential Status and meet rigid attendance and tardiness policies. This program is available at the North Central CareerLinks for any individual to obtain the skills, knowledge, and workplace behaviors highly-valued by local employers.



Workshop

Soft-skill training that addresses a skill deficiency (e.g., Budget workshop, WRSS, Resume workshop, etc.)

Youth Council The purpose of the WIB Youth Council is to provide expertise in youth policy and to assist the Local Board in: (1) Developing and recommending local youth employment and training policy and practice;

(2) Broadening the youth employment and training focus in the community to incorporate a youth development perspective; (3) Establishing linkages with other organizations serving youth in the local area; and (4) Taking into account a range issues that can have an impact on the success of youth in the labor market

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