2018-19 Playbook

Colorado Workforce Development CouncilGovernor appointed public-private partnership to advise, oversee and integrate the work of

the Colorado Talent Development Network

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Vision (the dream)

Every Colorado business has access to a skilled workforce and every Coloradan has access to meaningful employment, resulting in statewide economic vitality.

Mission (the what and why)

To facilitate the creation and sustainability of an industry-led, competency-based Colorado talent development system that appropriately integrates the work of education, training, economic and workforce development to meet the needs of businesses, workers, job-seekers and students.

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July 2018 - June 2019

Goals Strategic Alignment Enablement

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GOALS

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CWDC Office 2018-19 Goals1. Optimize industry-led sector strategies.

– 100% of 14 economic regions contain a sector partnership– 80% of top jobs are aligned to a sector partnership and/or intermediary– 30 active (at Step E) sector partnerships (by June 2019)

2. Scale the application of work-based learning and skills-based practices by business and education– 10 large Colorado employers commit to implementation– 2 employer networks commit to implementation– Education Sector has organized and built out career pathways

3. Increase impact and access.– 100% of business member positions for Council filled– Increase utilization of TalentFOUND gateway

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SECTOR STRATEGIESPUBLIC-PRIVATE PARTNERSHIP

NETWORKS (Regional and Statewide)

To facilitate the creation and sustainability of a industry-led, competency-based Colorado talent development system that appropriately integrates the work of education, training, economic and workforce development to meet the needs of businesses, workers, job-seekers and students. MISSION

Businesses

Economic Dev

Education

Workforce Dev

Community

Government

STATE INNOVATIVE INITIATIVES

Talent Development (those requiring multiple agencies and regional/local implementation)

Market

CWDC incubates and supports industry-led networksCWDC leads or champions integrated build and implementation

Career Pathways Career Navigation

Skills-Based HiringEducation’s Shifts to Competency-Based

Management

CWDC Office SERVICE MODEL

CWDC advocates / communicates to relevant partners

CWDC collaborates with networks to design and deploy system and partners’ initiatives

CWDC works with networks on blueprint talent Initiatives

Sector Partnerships (25)

Workforce Development Boards (10/19)

Industry Intermediaries Consortium (9)

Brand Building for Communities

Tourism Promotion and Development

Tiny Homes Workshop

Grow Your Outdoor Recreation Industry Coworking 101 Community

Placemaking

Certified Small Business

CommunityFilm and Major

Production InitiativeCreativity Lab of

Colorado

Data-Driven Approach to Economic

Development

OEDIT’s Blueprint 2.0

Launch a Sector Partnership

Sector Partnership Leader and

Convening Skills

Career Pathway Program

Developer SkillsHigh Performing

BoardsCompetency Management

TalentFOUND Brand, Network,

Gateway

Career Pathways for Critical Occupations (CareersinColorado)

Career Pathways – Work-based learning

ContinuumWIOA State Plan

Talent Pipeline Blueprints &

Research

Blueprint Talent Initiatives (networks apply to be a part of these initiatives)

System, Infrastructure Initiatives (CWDC leads)

Key Partners’ Initiatives

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Sector Partnership Technical Assistance

Capacity Assistance WithPartnership Structure and Sustainability

● For existing and new partnerships - support businessleadership, partner depth, partnership’s strategy, level ofactivity and impact

Partnership Priorities - Talent Development

● Support partnership’s workforce and education projects● Bridge relevant CWDC Convened Talent Development

Initiatives to partnerships● Forge connection to relevant agencies (CDLE, CDHE, CCCS,

CDE) and partners (Skillful, CareerWise)

Partnership Priorities - Market Development

● Support industry market projects● Forge connection to relevant agencies (OEDIT) and

partners (EDCC)

CWDC Staff Expertise● Sector Partnership● Talent Pipeline

Research● Career Pathways

○ Critical Jobs○ Work-Based

LearningContinuum

Staff from Core State Agencies● CDLE● OEDIT● DOLA● CDE● CDHE● CCCS

State Technical Assistance Team (STAT)Capacity and expertise to fuel growth of Colorado’s business-led sector partnerships

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Optimize industry-led sector strategies.

OUTCOME MEASURES• 100% of 14 key industries are

covered by a sector partnership and/or intermediary

• 100% of 14 economic regions contain a sector partnership

• 80% of top jobs are aligned to a sector partnership and/or intermediary

• 30 active (at Step E) sector partnerships (by Dec 2019)

LEAD MEASURES• Active Sectors Steering

Committee• Annual Technical Assistance

Plan on schedule• # of employers per industry

involved trends• 80% engagement of relevant

industry-led intermediaries• Annual Impact Survey results

• Incubate and support state and regional sector strategies covering Colorado's 14 key industries

• Promote effective two-way work flows between CWDC and sector networks (sector partnerships, workforce development boards and intermediaries) when talent development is a confirmed industry-led priority

• Lead or support relevant leadership groups

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Scale the application of work-based learning and skills-based practices by business and education

OUTCOME MEASURES• 10 large Colorado employers

commit to implementation• 2 employer networks commit to

implementation• Education Sector has organized

and built out career pathwaysLEAD MEASURES

• Active Education & Training Steering Committee

• Number of critical occupations with apprenticeships offered

• Define and document “Colorado’s Approach to Advancing A Competency-Based Talent Ecosystem”

• Build, launch and run competency-based Career Pathways covering Critical Top Occupations (HB 1274)

• Build a framework to enable and influence the growth of competency-based Career Pathways: Work-Based Learning System

• Lead or support relevant leadership groups

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Increase impact and access

OUTCOME MEASURES• 100% of business member

positions for Council filled• Increase utilization of

TalentFOUND gatewayLEAD MEASURES

• Marketing metrics foreblasts, executive update,newsletter, TPR, etc. (listsize, social networks, openrate, web unique visits,etc.)

• “Good” results from impactsurveys

• Increase visibility, impact and influence of core leadership groups (council,commission, committees, …).

• Clearly and regularly communicate the work of CWDC staff and partners

• Unify Colorado’s Talent Development Network

• Oversee execution of WIOA State Plan, intervene as needed

• Conduct and publish talent pipeline research and policy

• Lead or support relevant leadership groups

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STRATEGIC ALIGNMENT

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CWDC Annual Goals are Aligned to…

CWDC 2018-19 Goals

CWDC’s Vision and Mission

Council’s Strategies

WIOA State Plan Goals

BEL Commission

Goals

Governor’s Education and

Workforce Cabinet Goals

Funding Requirements

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Council’s Strategies• Assess, improve and integrate services and programs supporting business,

employment, and education.

• Establish an integrated system of measurements and outcomes to ensureevidence-based strategic decisions regarding investments in Colorado’s talentsystem.

• Strengthen and fully utilize a CWDC network to ensure active and timelycommunication, seek and share information on relevant issues, and advanceColorado’s talent system.

• Utilize the CWDC committee and task-forces to convene partners, increasecollaboration, leverage resources and ensure coordination and support ofgrant opportunities.

• Champion the creation of user-friendly information sources that providebusinesses and individuals with easily accessible information and resources.

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WIOA State Plan Goals

• Engage business and industry as a fulcrum to inform and align allelements of the demand-driven system.

• Establish a customer-centric and holistic focus to increasecoordination, effectiveness, and access through shared data, tools, andresources.

• Engage partner staff at every level for better system alignment.

• Create and deliver a unified message for internal and externalcommunication and connections.

• Drive meaningful outcomes through innovation, alignment of metrics,and accountability.

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Business Experiential Learning Commission Priorities - initial focus on expanding apprenticeships

ApprenticeshipsOn-the-job training (OJT)Internships

▪ Short timeframe and limited training andskill development

▪ Historically focused on “white collar” jobs▪ Typically from Post-secondary▪ Paid, unpaid, or volunteer

▪ Occurs during existing employment toenhance skills

▪ Focused only on skills required forexisting employer

▪ Lacks classroom training

▪ Longer timeframe and significantopportunity for skill development

▪ Includes both OJT and classroominstruction

▪ Paid opportunity: “earn while you learn”▪ Historically focused on trade jobs

Given shortage of “middle-skill” workers and opportunities for students and job seekers, a focused youth apprenticeship initiative offers the “biggest bang for the buck” to meet Colorado’s current needs

Governor’s GoalsTo bring down the high cost of living in the state and creating a Colorado where everyone has the opportunity to succeed.

1. Economy: Foster and economy that works foreveryone

2. Environment and Renewables: Move torenewable resources and protect theenvironment

3. Health: Save Coloradans money onhealthcare

4. Education: Fulfill every child’s potentialregardless of their zipcode

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ENABLEMENT

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Managing DirectorLee Wheeler Berliner

Sr. Communications Strategist

Britta Blodgett

Sr. ConsultantRenise Walker

ConsultantShaJuana WilliamsCommunications

SpecialistKatie Ciaglo

Madison MurphyOperations Manager

ConsultantThomas Hartman

AssociateJean Dougherty

Board LiaisonAlba Duque

Executive/Operations Assistant

Miranda Podmore

Data StewardEthan Bui

ConsultantLisa Hoxie

AssociateColleen Wohnoutka

ConsultantAbigail AultGrant Administrator

Jayneah Jackson

CWDC Operations CWDC Communication CWDC Networks CWDC Career Pathways

CWDC Shared Staff

Talent Development Research Analyst

Brandon McReynolds

Liaison, DOYIJenny Smith

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Basis for Council AuthorityThis Council shall serve as the convening body for the State of Colorado that represents the interests of all communities relevant to economic vitality and talent development, with a focus on business need for skilled talent and client centered delivery of services.

• Federal Workforce Innovation and Opportunity Act of 2014, 29 U.S.C. sec. 3101 et seq.

• Colorado statute 24-46.3-101

• Executive Order B-2015-007

• CWDC By-Laws

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Composition of the Council• The Governor, two state Senators, two state Representatives, two local elected officials

• The Executive Directors from relevant state agencies

• President of the Colorado Community College System, a representative of Area Technical Schools, and a representative of local Workforce Directors each serve as non-voting members.

• Representatives of organized labor and of Community-Based Organizations serving special populations such as veterans or people with disabilities

• Majority are business representatives:

– Small to large businesses

– C-Level Executives, Owner/operators, senior human resource professionals

– Geographically diverse, representing all regions

– Representative of all primary industries of Colorado

– Nominated by business organizations or trade associations

– Wide range of experience with the workforce system, local economic development and education

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Council Government Partners

Federal Government *

• US Dept. of Labor (DOL) Employment and Training Administration (ETA)

State Agencies (by Executive Order)*

• Governor's Office• Dept. of Labor and Employment (CDLE)• Office of Economic Development and International Trade (OEDIT)• Dept. of Higher Education (CDHE)• Dept. of Education (CDE)• Dept. of Human Services (CDHS)• Colorado Community College System (CCCS)• Dept. of Local Affairs (DOLA)• Dept. of Corrections (DOC)

*NOTE that the CWDC and its member agencies have strong relationships with many national, state and local partners and organizations, see the CWDC Overview.

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Increasing Operational Excellence

• Operate to an annual Playbook.• Operate to a well-coordinated Business Management System.• Enhance the professional service capabilities and productivity of

staff.– Define core services (technical assistance, convening, aligning,

holding accountable, strategy setting/clarity, training)– Create training plan for staff to enhance skills in core service areas– Assign staff more clearly to a matrix: services, industries, regions,

sectors– Make continual progress on high-performing team plan

• Ensure quality management of key core data sets and processes.– Maintain quality contact list to enable customer-relationship

management– Maintain a financial tracking system that can be reconciled with

CORE as well as produce needed reporting of financial status to goals (both Playbook goals, as well as to fund requirements)

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Every Colorado business has access to a skilled workforce and every

Coloradan has access to meaningful employment, resulting

in statewide economic vitality.

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