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Maintaining Sector Partnerships Over Time

Maintaining Sector Partnerships Over Time. One Door Many Paths June 27-28, 2016. Beth A. Brinly Vice President, Workforce Innovation Maher & Maher. Presenter. ETHICS DISCLAIMER

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Maintaining Sector Partnerships Over Time

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  1. Maintaining Sector Partnerships Over Time One Door Many Paths June 27-28, 2016

  2. Beth A. Brinly Vice President, Workforce Innovation Maher & Maher Presenter ETHICS DISCLAIMER “This presentation reflects my (personal) views of the changes implied by WIOA and the actions a proactive workforce system professional may want to consider in preparing for the new Law. It is not reflective of Federal policy nor, in any way, shaped by any specific knowledge thereof.”

  3. Objectives • Identify the key elements of sustaining regional sector partnerships • Offer lessons learned on maintaining partnerships from others • Foster strong peer sharing, helping you learn from each other

  4. Sustaining The sector partnership is mature and: • Has a clear neutral facilitator or facilitating team • Is led by industry, as demonstrated by industry sector members playing leadership roles (chairperson, etc.), who are committed to the long- term sustainability of the sector partnership • Has broad industry engagement as demonstrated by industry members attending meetings, partnering on activities, providing in-kind or financial resources, or similar

  5. More Sustaining… • Includes critical and engaged support partners across programs from workforce development economic development, education, community organizations and others. Sector partnership actively communicates and collaborates with regional Workforce Investment Board(s) • Operates in a true labor market region, not within the confines of a workforce area, community college boundary, or other boundaries • Operates under a shared, long-term strategic plan, road map, etc. • Has developed at least one effective, employer- validated career pathway in support of a target industry cluster based on mapping knowledge, skills and abilities, and skill attainment at multiple entry and exit points

  6. Lessons from Sector Partnerships • Industry leadership • Cultivating champions • Dedicating skilled staff • Leveraging resources • Managing performance w/transparency • Communicating successes Adapted from Sector Strategies Virtual Institute Presentation

  7. Industry Leadership • Ensure that the region’s sector partnerships are industry-driven, with business leading and driving regional sector partnerships • Require regional sector partnerships to identify specific industry champions • Help sector partnerships maintain strong industry leadership through technical assistance

  8. Cultivate Champions • Identify and help develop champions from a diverse range of organizations • Champions should be respected by peers, willing to advocate for the partnership’s strategy

  9. Dedicated Skilled Staff • Assign staff with the core competencies to effectively staff a regional strategy • Employ a team with the interpersonal skills to engage other stakeholders, experience implementing regional partnerships, ability to provide effective TA • Analyzing and communicating the key implications of federal and state solicitations, rules and regulations to partnerships is another critical staff competency

  10. Leverage & Institutionalize Resources • Support advocates to institutionalize sector strategy funding in the state’s and/or region’s annual budget • Leverage support from diverse sources, like federal discretionary funds and state funding sources

  11. Manage Performance with Transparency • Set aggressive, realistic goals for regional partnerships • Implement effective data collection systems • Provide robust technical assistance to regional partnerships

  12. Communicate Successes • Develop a common message for sector strategies with partners • Share the successes of the strategy broadly with key stakeholders • Show how the strategy is valuable for businesses

  13. Table Top Discussion • What key steps can you take to ensure strong industry leadership of sector strategies? • Who can champion sector work, and how can they help sustain these strategies? • How can you communicate the success of sector strategies?

  14. Questions? Comments?

  15. State and Regional Collaboration • A partnership approach between the state and region to build strategic and effective sector partnerships • One-on-one technical assistance based on quarterly markers of success measures (enrollment, completion, employment, retention) • Early hands-on intervention with partnerships that are not meeting goals to address program design/execution issues • Peer learning through learning communities that allow partnerships to share best practices and engage in problem solving for common issues • Guidebooks – partnership formation, employer engagement, measuring business impact

  16. Thanks! Beth A. Brinly Vice President of Innovation www.mahernet.com brinley@Mahernet.com

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