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The National FundNATIONAL EVALUATION
The First Five Years
Navjeet SinghDeputy Director
National Fund for Workforce [email protected]
617-728-4446 x220
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Agenda Sources The National Fund Model Achievements Goals & Achievements Systems Change How well is the Model being followed National Fund Influence Satisfaction with Services The Next Phase
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Sources of Information
Reports (available at nfwsolutions.org/evaluation)1. National Fund Principles: Collaborative and Partnership
Achievements (August 2012)2. Systems Change Activities and Achievements (August
2012)3. Summary of Findings: Fourth Annual National
Evaluation Report (August 2012) 4. Implementing the National Fund for Workforce
Solutions (May 2013) Data Brief for the Fourth National Evaluation Report
o Survey of Collaboratives (April-May 2013)
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The National Fund Model & Goals
National Fund for Workforce Solutions/Jobs for the Future
Systems Change:
National, State & Industry
Employers Served
Individuals Served, Trained, Placed,
Retained
Regional Collaboratives
Systems Change:
State policy & $
Employers Served
Individuals Served, Trained,
Placed, Retained
Industry Partnerships
EmployersServed, Systems Change
Individuals Served Trained, Employed,
Retained
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Most Significant Achievements Developed new, demand-driven
workforce partnership models
Realized significant changes in public policy to support workforce development
Built new regional leadership mechanisms to catalyze change and promote workforce innovation
“Developed and supported three employer-driven sector
partnerships that have served
more than 6,100 individuals since 2008.”
Source: Survey of NFWS Collaboratives, April-May 2013
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The First Five Years of the National Fund
Goals Systems change at
the national, state and local levels
Support collaboratives in 30+ regions
Assist 2,000 employers
Serve 50,000 job-seekers and incumbent workers
Achievements Reasonable success at
Systems change at state and local levels
32 collaboratives engaged since 2007, 29 active
4,064 employers served
42,299 individual job-seekers and incumbents served, over 28,000 credentials
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Systems Change: Where Did Collaboratives Have the Most Success?
Many had success changing the practices of education and training institutions
A few had significant results in changing workforce systems and public policy and ensuring resources at the state level.
Modest success in changing employer practices, such as hiring practices, and opportunities for advancement.
“…we’ve been able to advance the local workforce system …
…. to a continually improving systemwith strong WIB leadership,
a growing community college, and a cohort of providers that reflect best
practices”
Source: Survey of NFWS Collaboratives, April-May 20139
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How well do Collaboratives follow the National Fund Model? Three-fourths collaboratives showed moderate to
high fidelity to the National Fund model
Higher fidelity related to success in in systems change
Least fidelity associated with weaknesses in:
Leadership
Investment, support and guidance of partnerships
Sustainability
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How well do Partnerships follow the National Fund Model? Higher fidelity associated with older partnerships
(even older than NFWS) that are: In Healthcare
Larger
Employer-initiated
Employer-led
Higher fidelity associated with overall outcomes for participants, employers and systems change
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What Sectors are key? Healthcare –- 38 of 96 active partnerships Manufacturing –- 17 active partnerships Construction –- 16 active partnerships Emerging sectors:
IT Hospitality
Declining Biotechnology
National Fund Influence on Collaboratives and Partnerships
Most influence in establishment and initial implementation stages of a collaborative’s life cycle
Relatively less influence in deepening implementation during a collaborative’s later stages of its life cycle
Most influence on Partnerships developing the twin pillars of employer engagement and career advancement.
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Satisfaction with National Fund Support and Services
High levels of satisfaction with National Fund staff, communication about events/activities, and shared learning (invaluable peer network)
Satisfied and somewhat satisfied with coaching and clarity of model
Mixed around procurement (RFP) process and management of grant agreements
Considerable room for improvement related to clarity/support around national and local evaluations
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What have we learned? Collaboratives, an innovation of NFWS, as an
effective intermediary
Successful partnerships meet goals of both employers and low-skill workers
Most significant outcomes were in systems change –public policy and institutional practice.
Role for NFWS to support through- Shared learning
Knowledge Transfer
Advocacy and Resources
Leadership Development
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Next Phase: What would Collaboratives and Partnerships like Sharing of and benchmarking best practices More and expanded shared learning
opportunities: Peer groups –other collaboratives Affinity groups Exposure/connection to leaders in the field
Continued funding or access to funding sources Technical assistance, especially in employer
engagement and fundraising Focus on policy and communications
“We are changing the conversation about workforce development to one that has highlighted employer engagement and
investment as well as credential attainment for
adults.”
17Source: Survey of NFWS Collaboratives, April-May 2013
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BACKGROUND SLIDES
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Individuals Served
2008 2009 2010 2011 20120
10000
20000
30000
40000
50000
3262
9115
17774
29654
42299
Collaboratives: Significant Achievements by Major Category
Top Categories Count
Developed new, demand-driven workforce partnership models
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Realized significant changes in public policy to support workforce development
9
Built new regional leadership mechanisms to catalyze change and promote workforce innovation
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Significant Achievements by Activity
Top Activities Count
Demand-driven workforce partnership models increased employer engagement/demand-driven perspective 6 career pathways and advancement for workers 4 new model implementation 3 labor market analysis and identification of career paths 2
Public policy and systemsinstitutional changes community colleges/employers/public workforce 5policy/legislative initiative to support workforce innovation 3creation of new policy and system intermediaries 3public funding increase 2
New regional thought leadershipstakeholder cohesion/alignment 7catalytic and thought leadership in workforce development 6workforce funding aligned 4creation of new policy and system intermediaries 3
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Extent the National Fund Influenced Collaborative Activities and Practice
Leveraging funding sources
Establishing collaborative
Building workforce partnerships
Building capacity - workforce dev
Sustaining collaborative
Advocating for systems change
Expanding collaborative
Engaging employers
Working w/ jobseekers/workers
Aligning w/ economic dev
Local labor market trend info
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Significant InfluenceSome InfluenceNo InfluenceNA
N=24
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National Fund Influence on Collaborative’s Support of Partnerships
Deepen employer engagement
Advance opportunities for LI jobseekers/workers
Career advancement pathways
Advocate for change employer practices
Advocating for policy change
Advocating for change E&T institu-tions
Advocating for change public workforce
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Significant InfluenceSome InfluenceNo InfluenceNA
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N=24
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Partnerships: What are the key sectors?
Healthcare
Manufacturing
Construction
IT
Biotechnology
Other
0 5 10 15 20 25 30 35 40
15
2
5
0
6
6
38
17
16
4
2
19
20122008
Collaborative Satisfaction with NFWS
Responsiveness of NFWS staff
Clarity/timeliness NFWS activities
Quality of shared learning
Availability of shared learning
Availability of coaching
Quality of coaching
Clarity of NFWS model/expectations
Procurement (RFP) process
Management of grant agreements
Support related to national evalua-tion
Clarity expectation national evalua-tion
Clarity expectation local evaluation
Support related to local evaluation
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Very Satisfied Somewhat Satisfied
Not Satisfied NA
N=24
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Additional Themes on Satisfaction
Model Provides credibility/legitimacy to our work Tremendous influence on our organization;
provided framework that is clear, executable, and disciplined
Process NFWS requirements have disproportionately
dictated the focus and investment of the collaborative – “tail wagging the dog”
Expectations of outcomes unrealistic (new v older collaboratives)
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Additional Themes on Satisfaction
Shared learning Created invaluable peer network But question remains how network is utilized
and mobilized in new phase; high priority moving forward
Coaching helped to elevate work and move us to the
next level expectations unclear in new phase
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Next Phase Support for Collaboratives
Type of Support for Collaboratives Count
Sharing of and benchmarking best practices among collaboratives and in workforce development
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Continued and expanded peer learning opportunities 10
Continued funding or connections to other funding sources
9
Amplify voice through publicity/communications as part of national effort
3
Continued or more coaching 3
Support and advocacy for state and national policy 3
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Next Phase Support for Partnerships
Type of Support for Partnerships Count
More shared learning through peer/affinity groups and exposure/connections to leaders in the field
9
Sharing of best practices 9
Technical assistance, mostly general but some mention of employer engagement and fundraising
9
Continued funding or help with access to funding 6
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