Transcript Jobs With a Future

Jobs With a Future
A Partnership for Job Quality,
Lifelong Learning, and
Private Sector Leadership
JWF by the Numbers
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Delivered over 125 courses
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Trained nearly 2,000 area workers
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Served more than 100 companies in the region
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Implemented worker retention and advancement strategies
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Invested $2.25 million to improve training and workforce
development
Developed systems to measure workforce development initiatives
A Successful Partnership Requires
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A shared vision among collaborative public
institutions and organizations
Active leadership from high quality local employers
Strong relationships between employers and
institutions
JWF’s dual infrastructure of
institutional and employer-based
collaboration leads to tangible results for the
region’s employers and workforce
How Employers Win
By accessing
training that
is relevant &
affordable
“The partnership definitely
makes it more feasible to
send people to training.
Sharing the cost really
helps. I do think, from my
standpoint, it comes back
as value added.”
-Sue Spitz,
Sunny Industries, 2004
By engaging in on-going
cross-firm learning
“One of the greatest
benefits of the
partnership was the
ability to be in frequent
contact with other
[health care] agencies.
Good for brainstorming
and talking about
strategies for
overcoming common
obstacles.”
-health care firm
How Employers Win
By building
relationships with
public-sector
workforce
development
institutions & utilizing
the resources
they offer
“Getting to know people at the WDB &
MATC, and hearing what they’re working
on, and learning what is happening
across the country, has inspired and
challenged us. It has also given us
connections to meet some of our needs
in the future. I am so grateful to have had
the chance to interact with people who
are ‘in the know’ about state dollars and
training in industry. What an invaluable
asset to be able to connect with them.”
-Marilee Crosby,
Cardinal Glass, 2004
How Workers Win
By accessing training that prepares
them for jobs in the local labor market
“I learned a more
efficient and accurate
confidenceway
andof doing my job.”
“I got my CNA
certification
and have a
better chance of
getting a better
job if I
choose to.”
By acquiring skills that
improve
boost job
performance
By building skills and advancing
their wages and careers
“I now have a job I like with better wages.”
How the Public Sector Wins
Tech
Colleges
Job Centers
WDB
I understand the resources offered to
my firm by the:
7%
23%
16%
I feel there is a good working relationship between my
firm & the:
7%
16%
9%
I gained a better understanding of the resources
offered by the:
92%
87%
80%
Over the duration of the project, there was improvement
in the relationship between
my firm & the:
71%
52%
64%
Employer Survey (April 2003)
% respondents agreeing w/statement:
Employer Survey (October 2004)
% respondents agreeing w/statement:
JWF: Broad Lessons Learned
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A high road economic and workforce development system requires
joint “ownership” by stakeholders (employers, employees, public
institutions); it must be led by business, but with public goals and
clear metrics on achievement.
Relationship building is hard and requires a conditional
commitment (pending success) of long-term investment in the
shared partnership infrastructure.
That partnership really increases leverage, economies of scale and
scope, and system reform; it’s worth building.
Moving Forward: GROW Grant Goals
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To strengthen JWF’s partnership model in current and new
industries, while extending membership to the Southwest WDB
region
To establish, with added ED partners, a shared regional vision for
inclusive growth and a clear EWD plan for achieving it
To build, without being overwhelmed by the task of building,
more effective coping strategies for dislocation within the region
To document this process for use elsewhere