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Title. Subtitle. Background. Why improvement in business services deserves attention Assault on funding Businesses’ perspective Criteria for “good ” business services delivery. Overall Assessment. Ongoing work across the states, by a variety of actors

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  1. Title Subtitle

  2. Background Why improvement in business services deserves attention • Assault on funding • Businesses’ perspective Criteria for “good” business services delivery

  3. Overall Assessment Ongoing work across the states, by a variety of actors A system of consistent delivery requires some level of direction, coordination and/or support Gapsare opportunities for continued, systematic improvement Concern about ‘standard’ meaning an impingement on regions’ prerogative

  4. System Assessment From disconnected system and roles to a more unified system [GRAPHIC, or mention recent dischords] Roles

  5. Timeline of Possible Activities

  6. Summary of Recommendations: Five Categories of Activity to Increase Quality Business Services Delivery in PY 2011

  7. Formalize & Solidify BDR Staff Groups Coordinate opportunities throughout PY2011 to move systematically towards ability to deliveron the vision of high quality service Opportunities/mechanisms • CDLE staff roles formalized • Able to take roles in helping regions work together, broker services, provide some of the support needed by BDRs • Professional development

  8. Formalize & Solidify BDR Staff Groups Opportunities & mechanisms (cont.) • Statewide BDR group • CWDC & Directors endorse purpose & targets • By end PY2011, demonstrate: high quality, consistent within regions, more seamless across regions, and measurement feasible by PY2012 • Professional development • CDLE provide interim collaboration technologies and a business contact management system

  9. Professional Development Professional development opportunities should be coordinated throughout PY2011 to support the common vision of high quality service delivery Opportunities & mechanisms • All frontline and CDLE business services staff: business nomenclature and culture, economic development and alignment with partners

  10. Professional Development Opportunities & mechanisms (cont.) • Leaders and learners & OJT approaches, particularly for how to deliver specific services, concluded by a Summit • Directors and operations managers • Certification

  11. Cross-Regionalization During PY2011, more formal standards/procedures for working together deliberately developed and used Opportunities & mechanisms • Throughout PY2011, systematically use sector and other projects, and real-time business opportunities to pilot/work-out

  12. Cross-Regionalization Opportunities & mechanisms (cont.) • During PY2011, CDLE business services staff take an active role in coordinating several of the largest statewide or cross-regional business service initiatives • CDLE: Request specific plans going forward in 2012 Plans

  13. Measurement By PY2012, one or more business services outcome measures should be used Opportunities & mechanisms • Coordinate planning applications, e.g., Help Wanted Online, Burning Glass, EMSI, make accessible statewide, and technical assistance and staff support

  14. Measurement Opportunities & mechanisms (cont.) • CWDC and Directors early in PY2011 decide the business outcomes measure(s) to be implemented by PY2012 • CDLE--Job Link modifications or other information technology, completed by late Spring 2012 • Staff trained

  15. Conclusion • Jan. 2012 Summit could be a check-in on all of this work • Ambitious level of effort needed, but need is great • Assaults on workforce funding • Business perspectiv es • Job creation

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