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Orchestrating Success :

Orchestrating Success :. Creating Talent to Meet Industry Needs. Performers . Mary Ellen Clark Assistant Commissioner, Workforce Development, New Jersey Department of Labor and Workforce Development MaryEllen.Clark@dol.state.nj.us Jeffrey Stoller

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Orchestrating Success :

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  1. Orchestrating Success: Creating Talent to Meet Industry Needs

  2. Performers Mary Ellen Clark • Assistant Commissioner, Workforce Development, New Jersey Department of Labor and Workforce Development MaryEllen.Clark@dol.state.nj.us Jeffrey Stoller • Assistant Commissioner, Labor Planning and Analysis, New Jersey Department of Labor and Workforce Development Jeffrey.Stoller@dol.state.nj.us Alice Hunnicutt • State Director, Division of Vocational Rehabilitation Services, New Jersey Department of Labor and Workforce Development Alice.Hunnicutt@dol.state.nj.us

  3. Leadership – every orchestra needs a conductor Listening is Key to Engagement Organizational Systems need to work together Everyone plays well together when reading from the same score so they start together and end together and are harmonious in between!

  4. Vision New Jersey’s Workforce System is an innovative and dynamic talent development engine fueling the state’s 21st Century success in a global economy • engine

  5. 6 New Jersey’s Talent Connection Priorities • High Unemployment Prioritize investments: persons with disabilities, veterans, youth, and long-term unemployed • System Integration Maximum leveraging of resources • Quicker Connections Shortest path between Jobseekers and Employers • Stronger Partnerships Employers, Community Colleges, State Library, Higher Education

  6. 7 New Jersey’s Talent ConnectionCore Values 1. Driving Investments Based on Industry Needs Talent Development Investments based on needs of NJ Key Industries 2. Meeting Jobseekers Where They Are Re-employment services based on broader partnerships and optimizing technology 3. Equipping the Workforce for Employment Basic Skills, Literacy and Workforce Readiness are the critical foundation of talent development 4. Increasing System Accountability Enhanced performance metrics and processes increase accountability and improvecustomer service

  7. 8 Meeting Jobseekers Where They Are Jobseeker Delivery Model Internships Fellowships Networking – “Ignite” Job Search Assistance Entrepreneurship On-the-Job Training Returnships Networking Jersey Job Clubs Peer Mentoring Low EDUCATIONAL ATTAINMENT High Hi-Touch Hi-Tech Education-GED/Training Job Search Assistance Contextualized Learning Education Mentoring Job Training On-the-Job/Customized Training Registered Apprenticeships Career Ladders Literacy Basic Skills Workplace Readiness Skills Low WORK EXPERIENCE High

  8. 9 New Jersey’s Talent Connection Vision Key Sectors Talent Advisory Councils Talent Networks Core Value 1: Driving Investments Based on Industry Needs Metrics Balanced Scorecard, Dashboards And Evaluations Core Value 4: Increasing System Accountability Training and Placement On-The-Job Training Work Experience Programs Registered Apprenticeships Vocational Training Foundational Skills Core Value 3: Equipping the Workforce for Employment Jobseeker Services Jobs4Jersey.com/OnRamp Jersey Job Clubs Jobs4Jersey University Effective Job Search Techniques Core Value 2: Meeting Jobseekers Where They Are

  9. How do you get to perform in Carnegie Hall? How do you make sure you are meeting the needs of your workforce?

  10. Orchestra Workforce System space reserved for employees in a one-stop, immediately out front to serve job seekers now we are meeting jobseekers “where they are” in libraries, on the web, throughout the community

  11. Desire Practice to Improve! Plan the Change!

  12. What will be different?

  13. New Jersey’s roadmap for change started with an assessment

  14. Prelude to Success Step 1: NJ Needs Assessment • Employers: System must respond to their specific, fast-changing skill needs • Jobseekers: Increased accessibility of services, resources and information • State/local staff: Metrics to guide investment toward programs that perform These needs shaped both the long-term “Talent Connection” Vision & Strategy

  15. Prelude to Success Step 2: Finding Where the Jobs Are • Ready for the Job (2001-2004): The skill & hiring needs of state’s key industry sectors were profiled by combining state data resources with first-hand feedback of employers • Career Web Site (2004): Online data in user-friendly format reaches students, educators, employers and training providers Sector Profiles at www.heldrich.rutgers.edu

  16. Prelude to Success Step 3: Partnering with Employers • WIRED Grants (2007-10): Invested $15 million to communicate the skill & hiring needs of the biotechnology, pharma & transportation sectors statewide. • NJ Talent Networks (2011- present): Multi-million investment in six key industries, with ongoing private sector feedback and updated economic data from state Labor & Workforce Development staff. Establishing permanent ties between business, education & government

  17. New Jersey Department of Labor and Workforce Development ….Talent Network Connections! • 6 key industry sectors • Life Sciences • Health Care • Transportation, Distribution and Logistics • Technology and Entrepreneurship • Advanced Manufacturing • Financial Services • Represent 50% of the jobs and 2/3rds of the wages in our state

  18. Prelude to Success Step 4: Workforce Services for ALL Jobseekers • Jobs4Jersey Web Site: Online resources 24/7 matching the skills of 155,000 jobseekers to 300,000+ job openings from more than 3,200 registered employers – along with new resources for a 21st Century job search • State Workforce Investment Plan (2013-17): DVRS joins Workforce Development in 2010; now part of all employment services & resources Full range of services for employers & jobseekers through www.Jobs4Jersey.com

  19. The VR Ensemble • Part of Workforce Development since August 2010 • Model for Jersey Job Clubs

  20. DIVISION OF VOCATIONAL REHABILITATION SERVICESField Unit: To support the statewide delivery of vocational rehabilitation services to eligible individuals with disabilities to facilitate their participation in the workforce. • Restoring Leadership/Employee Development: • CSPD (Comprehensive System for Personnel Development) • Class of 2012 – 14 new counselors • Restored management and supervision positions/meetings & workshops • By 10/1/12, 19-VRC 1’s will be in a master’s program • Training: • TACE • Utilization of subject matter expert (Autism, TBI, SPOC, SUD) • Outcome Summary: • We are on target for fiscal year 10/1/11 thru 9/30/12. • Infusion of new counselors movement of personnel = adjustment in field. • As of 6/30/12, we have 10,014 new clients, 8,475 eligible client, 5,340 plans and 2,611 employment outcomes. • Financial & Compliance Summary: • Funding source/USDOE/RSA • $26M title 1 Case Services • Achieved as of 6/30/12: Authorized $17,875.835, Combined Title 1/VI and WDP. • 63% of these authorizations have been paid. • Case spending is at 69% which is an acceptable range. Customer Satisfaction: “Wow this is super, and I want to thank you so very kindly for your timely responses, since the beginning of my contacting you regarding Congressman Andrews’ constituent.  We work extremely hard in this office for the people, so I love it when I witness a plan come together.  Job well done to DVRS.”

  21. DVRS – Disability Employment Initiative (DEI)Federal-funded grant to increase the level of service provided to youth with disabilities in four pilot One-Stop locations. • Process Improvements • Assigned Brian Burns to manage this program. • Registered all pilot offices as Employment Networks (EN). • Certified all Disability Resource Coordinators (DRCs) as Work Incentives Counselors. • Instituted LearnDoEarn program in all four pilot offices. • Outcome Summary • 1st dataset to be released early October. • Goal for level of service increase is 5%. • New Jersey is expected to exceed the 5% goal. Strategic Components of DEI 1) Guideposts for Success 2) Blending and Braiding of Funds 3) Partnerships and Collaboration 4) Integrated Resource Team (IRT) 5) Self Employment • Financial & Compliance Summary • Total grant allocation of $2,479,280. • Half of grant allocation has currently been obligated. • Spending plan has been outlined to spend the remaining grant funds within the specified time. • Consumer Satisfaction • “Using the integrated resource team strategy from DEI has done an amazing job of breaking down silos and bringing service providers together to meet the needs of individuals.  It just shows the people that we serve that we really care about their success and well-being.”  Camaline Williams, Cumberland County Office of Employment and Training.

  22. The VR Concerto

  23. Score! NJ Disability Employment Awareness Month celebrates partnership Lowes • Transportation, Distribution, Logistics Virtua • Health Care Comcast • Technology & Entrepreneurship TD Bank • Financial Services

  24. How Do You Write Your Own Score?

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