FutureWorks 2015 Strategic Plan

7/25/2019 FutureWorks 2015 Strategic Plan

1/18

DRIVING

IMPROVEMENT3 Year Strategic Plan

December 2015


2/18

Overview

FutureWorks Career Center is a One-Stop Career Center located in the STCC

Industrial Park in Springfield, Massachusetts, we serve people looking for workas well as businesses. Jobseeker services include job search relatedworkshops, computer skills training and youth services. We are also theinduction point for publicly funded skills training. We assist individuals withqualifying for and connecting to training to upgrade their skills. Businessservices include assistance with staff recruitment. This includes job postingsand job fairs. We also link companies to supportive services such as On The

Job Training, the Workforce Training Fund and Workshare.

FutureWorks collaborates with many local organizations including nonprofits,community colleges and governmental organizations. Opened in 1997, we arechartered by the Regional Employment Board of Hampden County toprincipally serve the county. Our trade area includes Northern Connecticut.Our performance falls under the purview of the Massachusetts Executive

Office of Labor and Workforce Development and the United States Departmentof Labor. FutureWorks is a nonprofit corporation 501 (c) (3).

1


3/18

Education

Less Than High School 18% 2,087

High School Diploma/GED 36% 4,219

Some College/Voc Degree 21% 2,432

Associate Degree 7% 778

BachelorsDegree 8% 967

Advanced Degree 3% 405

Info Not Available 7% 777

Overview

In Fiscal 2015 FutureWorks Career Center ServedTotal Jobseekers 11,741

Unemployed Jobseekers 10,655

2

Ethnicity

White 24% 3,910

Black/African American 17% 2,719

Hispanic/Latino 27% 4,429

American Indian/Alaskan


4/18

Overview

In Fiscal 2015 FutureWorks Career Center Served

3

Businesses

Newly Using FutureWorks Services 204

Repeat FutureWorks Services Users 389

Total Served 593

Companies Listing Jobs 496

Total Openings Posted 3,285


5/18

Plan Formation

In June 2015, the entire FutureWorks staff participated in a day-long planning

session focused on developing/contributing to the FutureWorks strategic plan.Each staff member had the opportunity to provide input on issues or points ofinformation they felt important. Prior to this session, key stake holdersincluding staff, job seeker customers, business customers, and our Board ofDirectors were surveyed to gain their input. This information was reviewedand included in developing the strategic plan.

After the day-long session, the staff separated into two groups to review theinput and formulate priorities for the plan. One group was comprised of staff,the other management. In October, the two groups met to compare theirdrafts. There was a high degree of consensus between the two teams.

On December 17, 2015 FutureWorks' Board of Directors reviewed andapproved our Strategic Plan.

4


6/18

President MacArthur Starks MassMutual

Vice-President Gary McDonald Associated Industries of Massachusetts

Treasurer Josephine Sarnelli Jo Sarnelli CPA

Secretary Diane Kieras-Ciolkos Escapes For Everyone

Director Ronn Johnson Martin Luther King Jr. Family Services

Director Joanne Berwald Mestek

Director Paul Judd Baystate Health

Director Michael Suzor Springfield Technical Community College

Director Phillip Ernst Jr. Hasbro (Retired)

Mayors Liaison Denise Jordan City of Springfield

FutureWorks Board Of Directors

5


7/18

Our Environment

Funding sources needed to cover FutureWorks operating and program

expenses are increasingly becoming scarce and the workforce developmentsystem is undergoing a shift to an emphasis on demand driven services (e.g.matching training programs to business needs). Currently businesses reportan inability to attract applicants with the skills required for their openings.This in an environment where many people are still unable to find work. Over20,000 adults, 92% of whom were unemployed, sought services at HampdenCounty One-Stop Career Centers in FY 13. Less than half of these individuals

were able to secure employment. However, 80% of those that were able tofind jobs, retained employment over time.

Skill and education gaps leave good-paying jobs unfilled, particularly in thehigh growth industry sectors of health care, human services, advancedmanufacturing, and financial/business services. The 2015 Pioneer Valley Planfor Progress identified the talent pool pipeline issue, and it's resulting impact

on the ability of the region to attract and retain Businesses as a "KeyChallenge.

6


8/18

Our Environment

Compounding the inability to fill positons issue is the high degree of Baby

Boom Generation retirements. In addition, some people are just opting out ofthe labor force. The U.S. Bureau of Labor Statistics (bls.gov/news.release/metro.t01.htm)reports the Greater Springfield Area's Civilian Labor Force declined by 4,900from August 2014 to September 2015. This loss of available workersillustrates the workforce supply challenge.

FutureWorks is located within walking distance of Springfield's highest poverty

areas. Over 30% of Springfield residents live below the poverty line. Of those,8% are employed, 23% are white, 33% Black/African-American and 43% areHispanic. The most recent data in the 2013 American Community Surveyreports over 44% of Springfield residents living in poverty had not worked inthe past year. Only 2% had worked full-time in the previous 12-months.

The FutureWorks goal and challenge is to facilitate meaningful skill gains and

get customers job ready. This goal must be aligned with the needs of areacompanies in order to satisfy the needs of both business and job seekercustomers.

7
http://www.bls.gov/news.release/metro.t01.htmhttp://www.bls.gov/news.release/metro.t01.htmhttp://www.bls.gov/news.release/metro.t01.htmhttp://www.bls.gov/news.release/metro.t01.htmhttp://www.bls.gov/news.release/metro.t01.htmhttp://www.bls.gov/news.release/metro.t01.htmhttp://www.bls.gov/news.release/metro.t01.htmhttp://www.bls.gov/news.release/metro.t01.htmhttp://www.bls.gov/news.release/metro.t01.htmhttp://www.bls.gov/news.release/metro.t01.htmhttp://www.bls.gov/news.release/metro.t01.htmhttp://www.bls.gov/news.release/metro.t01.htmhttp://www.bls.gov/news.release/metro.t01.htm


9/18

Strategic Plan Purpose and Scope

Align our performance to a demand driven business model.

Increase our visibility with and usage by the business community and jobseekers.

Empower staff to deliver innovative state of the art services that ensure wemeet our goals.

Create a culture of communication and collaboration.

Move our business forward to ensure high levels of continued qualitycustomer service resulting in increased quality placements.

8


10/18

StaffDevelopment

BusinessContinuation

IncreasePlacements

IncreaseBusinessServices

Performance

Mission

Values

CSFs*

Increase WorkshopParticipation 10% Annually

Increase Use of Assessment Tools10% A Year Annually

Increase MembershipOf UI Claimants 10% Annually

Increase Business Contacts10% A Year Annually

Increase Marketing Of BusinessServices 10% A Year Annually

Increase Job Postings10% A Year Annually

New Performance MgmtSystem Jan 2017

Performance Reward &Recognition System Jan 2017

Informal Staff FeedbackMechanism Begin Jan 2016

Business Recovery PlanBy Jan 2017

Board Development PlanBy Dec 2016

Determine FacilityNeeds/Options By Dec 2016

Big 4 Goals Performance ObjectivesGuiding Principles

Strategic Framework

9

*Critical Success Factors


11/18

Mission

FutureWorks will advance customer careers and support business customer

needs.

10


12/18

Vision

11

FutureWorks will empower customers from local communities by growing

their skills and careers while promoting the economic prosperity of areabusinesses.


13/18

Values

Passionate about getting results.

Act with integrity and honor the commitments we make.

Foster a culture that promotes open and honest dialogue.

Treat people with respect and dignity.

Empower each other to create and deliver high quality services.

12


14/18

Critical Success Factors1. Creating One Team

1. Operate in an environment of honest constructive communication.

2. Believe in each other and help each other.

3. Unite in the goal of providing the best customer service.

4. Celebrate each other's success, because it is our success.

2. Customer Responsiveness

1. All customers deserve a high level of our attention and expertise.

2. Serve customers in a timely manner.

3. Listen.4. Emphasize what we can do.

5. Cultivate relationships.

3. Results Oriented

1. Goals will be clearly communicated and staff will have the tools toachieve them.

2. The need to achieve our goals will not impact those of our customers.

3. People who deliver results will be recognized for performance.

4. Goals will be tracked and benchmarked - monitoring progress.

13

Big 4 Goals


15/18

Big 4 Goals#1 Increase Placements

Objective #1A:Better prepare people involved in direct job search by increasing job seeker workshop

participation 10% annually from the 10,050 in Fiscal 2015.

Objective #1B:Assess job seeker skill sets and provide opportunity for skills gain by increasing use of

job seeker assessment and development tools 10% annually from the 3,627 in Fiscal2015.

Objective #1C:Expanded membership of unemployment claimants 10% annually from 6,660 in Fiscal2015.

14

Big 4 Goals


16/18

Big 4 Goals#2Increase Business Services Performance

Objective #2A:Build relationships by increasing business contacts by 10% annually from 430 in Fiscal

2015.

Objective #2B:Increase visibility to current and potential clients by increasing marketing activities tobusinesses 10% annually from the 506 in Fiscal 2015.

Objective #2C:

Become a key partner in staff sourcing by increasing job postings 10% annually fromthe 2,600 in Fiscal 2015. Increasing the involvement of companies in other FWprograms/activities (job expos, OJT, training programs).

15

Big 4 Goals


17/18

Big 4 Goals#3 Staff Development

Objective #3A:Provide training, tools and information relevant to increasing our staff's job related

knowledge base and skill sets.

Objective #3B:The creation of a new performance management system by January 2017 thatrecognizes results, job skills, continuous improvement and initiative.

Objective #3C:Establish a performance reward and recognition system beginning January 2017 thatwill reflect the values and benchmarks in the new performance management systemdescribed in #3B.

Objective #3D:Develop an informal staff feedback mechanism by creating a 'judgement free zone'where the staff are free to share information they feel pertinent to foster anatmosphere of continuous improvement.

16

Big 4 Goals


18/18

Big 4 Goals#4 Business Continuation

Objective #4A:By December 2017: Update the business recovery plan allowing us to more effectively

recover from a catastrophic event impairing our ability to operate.

Objective #4B:By July 2016: Formulate a Board of Directors development plan that encourages activeparticipation and engaged members.

Objective #4C:By December 2016: Review facility needs and configuration as they relate toperformance. Develop options.

17

FutureWorks 2015 Strategic Plan

Documents