Regional Sector Partnership Development Grant Long Island Region Interim Progress Report March 28, 2017 Submitted By: Ana-Maria Hurtado, Commissioner, WDB Director Town of Hempstead/City of Long Beach Local Workforce Development Board Narrative: On December 2, 2016, the New York State Department of Labor (NYSDOL) awarded a Sector Partnership National Emergency Grant - Regional Sector Partnership Development (RSPD) Grant to the Town of Hempstead Department of Occupational Resources (DOOR) on behalf of the three Long Island Local Workforce Development Boards (LILWDBs), including the following: Town of Hempstead/City of Long Beach; Town of Oyster Bay/Town of North Hempstead/City of Glen Cove; Suffolk County. Under the RSPD Grant, the LILWDBs have created the Long Island Sector Partnership (LISP) Project (Appendix I includes the LISP Membership List). The LILWDBs are working to align a variety of key stakeholders in an effort to implement a sector-based workforce development strategy that will help to meet the workforce needs of employers within the healthcare and social assistance industry, while at the same time creating related career pathways for jobseekers. During the funded period of the grant, the LILWDBs plan to convene at least three facilitated meetings to engage the project stakeholders in the development of career mapping templates, asset maps, research and analysis related to: Existing workforce plans and partnerships; Existing industry specific training and education; Staffing information and patterns data in order to identify in-demand occupations/titles with cross-industry mobility; Common promotional pathways/career lattices; Current or accepted education and training requirements for occupations; Critical skills and foundational competencies for entry and mid-level jobs in the identified priority industry/industries; Target occupations/titles to determine skills gaps that exist and where there are lateral or promotional paths; Type of education/training/credentialing needed to address these occupational skills gaps; 1
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Regional Sector Partnership Development Grant Long Island Region
Interim Progress Report March 28, 2017
Submitted By: Ana-Maria Hurtado, Commissioner, WDB Director
Town of Hempstead/City of Long Beach Local Workforce Development Board
Narrative: On December 2, 2016, the New York State Department of Labor (NYSDOL) awarded a Sector Partnership National Emergency Grant - Regional Sector Partnership Development (RSPD) Grant to the Town of Hempstead Department of Occupational Resources (DOOR) on behalf of the three Long Island Local Workforce Development Boards (LILWDBs), including the following:
Town of Hempstead/City of Long Beach; Town of Oyster Bay/Town of North Hempstead/City of Glen Cove; Suffolk County.
Under the RSPD Grant, the LILWDBs have created the Long Island Sector Partnership (LISP) Project (Appendix I includes the LISP Membership List). The LILWDBs are working to align a variety of key stakeholders in an effort to implement a sector-based workforce development strategy that will help to meet the workforce needs of employers within the healthcare and social assistance industry, while at the same time creating related career pathways for jobseekers. During the funded period of the grant, the LILWDBs plan to convene at least three facilitated meetings to engage the project stakeholders in the development of career mapping templates, asset maps, research and analysis related to:
Existing workforce plans and partnerships; Existing industry specific training and education; Staffing information and patterns data in order to identify in-demand occupations/titles
with cross-industry mobility; Common promotional pathways/career lattices; Current or accepted education and training requirements for occupations; Critical skills and foundational competencies for entry and mid-level jobs in the
identified priority industry/industries; Target occupations/titles to determine skills gaps that exist and where there are lateral or
promotional paths; Type of education/training/credentialing needed to address these occupational skills gaps;
1
Where training/credentials are stackable, redundant, or could be supplemented through work experience or OJT to accommodate promotions;
Locating aligned industry curricula in existing training or degree programs that can address gaps as well as competencies/skills needed for entry and mid-level positions;
Customization of the Competency-Based Models related to the Health Care and Social Assistance Industry, to depict specific needs of that industry within the Long Island Region.
To assist in the implementation of the grant project, the LILWDBs procured the services of Humanity 2.0, a consulting firm that has achieved national success through its work in the development of the Health Care Career Pathways Project in association with the Hope Street Group and Northwell Health, which is one of the Long Island Sector Partnership’s key stakeholders. Humanity 2.0 is subcontracting with Metrics Reporting, Inc., another consulting firm, in providing project services. More information regarding the consultants serving this project is including in Appendix II. The Kickoff Meeting for the full Long Island Sector Partnership was convened at the HempsteadWorks Career Center on March 10, 2017. The meeting agenda included the following items and presenters:
I. Welcome and Introductions – Ana-Maria Hurtado, Commissioner/WDB Director, Hempstead/Long Beach
II. Overview of Grant Project – Steve Bennett, Founder and Principal Strategist, Humanity 2.0/Bill Guest, President and Chief Solutions Architect, Metrics Reporting, Inc.
III. Labor Market Information – James Brown, Labor Market Analyst, New York State Department of Labor
IV. Overview of Northwell Health Career Pathways Project – Deirdre J. Duke, Director of HR Programs, Northwell Health
V. Long Island Sector Partnership Project Goals and Deliverables - Steve Bennett, Founder and Principal Strategist, Humanity 2.0 Bill Guest, President and Chief Solutions Architect, Metrics Reporting, Inc. VI. Facilitated Discussion VII. Questions and Answers
VIII. Next Steps
2
Appendix III contains the presentation slides for the above items. The second meeting of the full partnership is scheduled for April 6, 2017. The agenda items and presenters for the meeting are provided below.
I. Welcome and Introductions – Steven Delligatti, WDB Director, Oyster Bay/North Hempstead/Glen Cove Workforce Development Board
II. Summary of March 10th Kickoff Meeting/Survey Results – Steve Bennett, Founder and Principal Strategist, Humanity 2.0
III. The Role of Adult Education and Literacy in Sector Strategies and Career Pathways – Martin G. Murphy, Ph.D., Director, Long Island Regional Adult Education Network
IV. Sector Strategies Tools Applied to the Long Island Region /Sector Strategies, Career Pathways and the Workforce Innovation and Opportunity Act (WIOA) One-Stop Partners - - Steve Bennett, Founder and Principal Strategist, Humanity 2.0
V. Discussion, Questions and Answers VI. Next Steps
Appendix IV includes a matrix that describes the tasks completed or in-progress for each month of the grant period to date.
Long Island Sector Partnership Meeting Agenda (3/10/17)
I. Welcome and Introductions – Ana-Maria Hurtado, Commissioner/WDB Director, Hempstead/Long
Beach
II. Overview of Grant Project – Steve Bennett, Founder and Principal Strategist, Humanity
2.0/Bill Guest, President and Chief Solutions Architect, Metrics Reporting, Inc.
III. Labor Market Information – James Brown, Labor Market Analyst, New York State Department of Labor
IV. Overview of Northwell Health Career Pathways Project – Deirdre J. Duke, Director of HR Programs,
Northwell Health
V. Long Island Sector Partnership Project Goals and Deliverables - Steve Bennett, Founder and Principal
Strategist, Humanity 2.0 Bill Guest, President and Chief Solutions Architect, Metrics Reporting, Inc.
VI. Facilitated Discussion
VII. Questions and Answers
VIII. Next Steps
The Workforce Innovation and Opportunity Act Title I financially assisted program is an equal opportunity employer / program. Auxiliary aids and services are available upon request to individuals with disabilities
21
Long Island Sector Partnership Kickoff Meeting
Long Island Local Workforce Development BoardsHealthcare & Social Assistance
HempsteadWorks Career Center
March 10, 2017
Funded by a grant from the New York State Department of Labor
22
Who We Are
Steven Bennett – Founder & Chair, Humanity 2.0
Bill Guest – President & Chief Solutions Architect, Metrics Reporting, Inc.
James Guest – Executive Director, National Career Pathways Technical Assistance Center
23
Overview of Project
Plan, create, and implement a sector-based, employer-led workforce development strategy for healthcare and social assistance.
Discovery and analysis of best and leading practices around the country that can be implemented locally.
Create and leverage tools, resources, and methodologies that lead to a world-class sector partnership.
24
Overview of Project
Our approach is rooted in the following:• Evidence – all kinds and from many sources• Competency-based methodologies• Employer-driven strategies• Career pathways• WIOA• Equity• Impact
25
Our Collective Work
Our collective work will include the following key components:• Focused and outcomes-driven meetings• Asset mapping• Career pathway templates• Research, discovery, and analysis• Long-term planning for sustainable implementation
26
Our Tools
Our tools include:• Stakeholder Guidebook
• Career Navigation System Guidebook
• Talent Excellence System Guidebook
27
Our Tools
Our tools include:• Talxcellenz.com
• Public domain/access tools, including O*NET
• Integrated industry tools
28
Timeline
Our timeline for work and progression:• March 2017 Kickoff Meeting (March 10, 2017)
Asset MappingResearch & Analysis
• April 2017 Second Meeting (April 6, 2017)Stakeholder GuidebookCareer Pathway TemplatesTalxcellenz and Competency/Credentials
29
Timeline - continued
Our timeline for work and progression:
• May 2017 Third Meeting (May 8, 2017)Asset Map Report - DraftResearch & Analysis Report OutlineCareer Pathway Templates
• June 2017 Comprehensive Sector StrategyFinal Reports – Asset Map, Research/AnalysisCareer Pathway TemplatesImplementation Plan
30
Initial Questions or Comments
31
Goals and Deliverables
Part 1:• Facilitated meetings• Career pathway tools and templates• Defining skills gaps• Training and credentials• Career pathways for entry and incumbent workers• Replicable and sustainable sector strategy• Map priority jobs and job families
32
Goals and Deliverables
Part 2:• Career pathway mapping templates
33
Goals and Deliverables
Part 3:• Asset mapping
34
Goals and Deliverables
Part 4:• Existing workforce plans and partnerships• Existing industry specific training and education• Staffing information and workforce data• Common pathways/lattices• Current education/training requirements• Foundational and occupational competencies• Priority jobs and job families
35
Goals and Deliverables
Part 4 (continued):• Skills gaps and related training/instruction• Stackable credentials• OJT/Work based learning• Aligning industry curricula for quality credentials• Customizing competency models for local use
36
Questions or Comments
37
Workforce Solutions
38
1
‐2,000 0 2,000 4,000 6,000 8,000 10,000
Wholesale TradeFinance and Insurance
InformationProfessional and Technical Services
Retail TradeManufacturing
Educational ServicesArts, Entertainment, and RecreationReal Estate and Rental and Leasing
Management of Companies and EnterprisesOther Services, Ex. Public AdminTransportation and Warehousing
Accommodation and Food ServicesAdministrative and Waste Services
ConstructionHealth Care and Social Assistance
CHANGE IN JOBS BY SECTOR, LONG ISLAND REGION, 2015-2016
39
2
‐10,000 0 10,000 20,000
InformationManufacturing
Finance and InsuranceWholesale Trade
Real Estate and Rental and LeasingEducational Services
Management of Companies and EnterprisesArts, Entertainment, and RecreationProfessional and Technical ServicesTransportation and WarehousingOther Services, Ex. Public Admin
Retail TradeAdministrative and Waste ServicesAccommodation and Food Services
ConstructionHealth Care and Social Assistance
CHANGE IN JOBS BY SECTOR, LONG ISLAND REGION, 2011-2016
40
3
0%
5%
10%
15%
20%
25%
30%
Change in Private Sector Health Care Jobs by County 2016 vs. 2011
41
4‐2,000 ‐1,000 0 1,000 2,000 3,000 4,000
Offices of Physicians
Offices of Dentists
Offices of Other Health Practitioners
Outpatient Care Centers
Medical and Diagnostic Laboratories
Home Health Care Services
Other Ambulatory Health Care Services
General Medical and Surgical Hospitals
Nursing Care Facilities
Residential Mental Health Facilities
Community Care Facility for the Elderly
Individual and Family Services
Child Day Care Services
Suffolk Nassau
CHANGE IN JOBS BY HEALTHCARE INDUSTRY & COUNTY, 2011-2016
QUARTERLY CENSUS OF EMPLOYMENT & WAGES
42
5
CHANGE IN JOBS BY OCCUPATIONAL CLUSTERNASSAU & SUFFOLK COUNTIES 2007-2015
‐20,000 ‐10,000 0 10,000 20,000 30,000 40,000
Sales & Office Occupations
Construction, Maintenance & Repair
Production, Transportation & Moving
Service Occupations
Managerial, Professional & Creative
Suffolk
Nassau
Source: American Community Survey
43
6
Rank SOC Code
Occupational Title % ofWorkers
Occupation’s Median
Annual Wage
Projected Employment Change (%),2012‐2022
1 31‐1011 Home Health Aides 10.8% $23,220 47.4%
2 29‐1141 Registered Nurses 9.8% $86,940 14.7%
3 39‐9021 Personal Care Aides 9.0% $25,100 45.5%
4 31‐1014 Nursing Assistants 5.8% $73,173 14.8%
5 43‐4171 Receptionists and Information Clerks 3.2% $35,011 16.9%
6 29‐1069 Physicians and Surgeons, All Other 2.8% $200,630 20.9%
Health Care & Social Assistance WorkforceBy Age & Gender
Source: Quarterly Workforce Indicators
46
9
Age Group All Persons Male Female
All Educational Levels 217,474 53,100 164,374
Less Than High School
10.7% 11.1% 10.6%
High School or Equivalent
19.7% 19.0% 19.9%
Some College/Associates
Degree29.4% 25.3% 30.8%
Bachelor's of Higher 32.0% 36.0% 30.7%
Education not available (Under 24)
8.2% 8.6% 8.1%
Health Care & Social Assistance WorkforceBy Educational Level & Gender
Source: Quarterly Workforce Indicators
47
10
0% 10% 20% 30% 40% 50%
Medical & Health Services Managers
Pharmacists
Physicians & Surgeons
Physician Assistants
Registered Nurses
Clinical Lab Technicians
Diagnostic Related Technicians
Nursing & Home Health Aides
Childcare Workers
Share of Healthcare Workers Who Live Outside Nassau-Suffolk Region
48
Northwell Health National Health Career Pathways Initiative
Deirdre J. DukeCorporate Director HR Programs
March 10, 2017
49
Northwell Health
50
The Changing Healthcare Landscape
51
Shift from Hospital to Ambulatory Care
52
NYS DSRIP Program Workforce Impact
Care Coordination
Social WorkBehavioral Health
Project Manager
Medical Assistant
Practice Mgrs./Associates
RN & NP
IT
5
See 2015 Nursing and Allied Professionals Workforce Survey Report, Hospital Association for New York State et.al and Care Coordination Case Study: Preliminary Findings, Center for Health Workforce Studies, School of Public Health, SUNY Albany, April 2014 for information on emerging care coordination roles (Health Coach, Care Coordinator, Patient Navigator, etc.)
53
NYS Projected Health Care Employment by Setting2014 ‐ 2024
6
Health Care and Social AssistanceEmployment Net
ChangePercentChange2014 2024
NYSHealth Care and Social Assistance 1,530,740 1,864,690 333,950 21.8%Ambulatory Health Care Services 502,990 699,810 196,820 39.1%
Hospitals 445,650 462,240 16,590 3.7%
Nursing and Residential Care Facilities 250,890 310,600 59,710 23.8%
Social Assistance 331,210 392,050 60,840 18.4%
LONG ISLANDHealth Care and Social Assistance 203,330 250,410 47,080 23.2%Ambulatory Health Care Services 78,450 104,680 26,230 33.4%
Hospitals 60,910 65,440 4,530 7.4%
Nursing and Residential Care Facilities 33,170 40,760 7,590 22.9%
Social Assistance 30,800 39,530 8,730 28.3%
NYCHealth Care and Social Assistance 632,300 774,590 142,290 22.5%Ambulatory Health Care Services 195,630 277,180 81,550 41.7%
Hospitals 197,430 208,600 11,170 5.7%
Nursing and Residential Care Facilities 74,650 88,090 13,440 18.0%
Social Assistance 164,590 200,720 36,130 22.0%
Source: New York State Department of Labor Long‐Term Industry Employment Projections, 2014‐2024
54
Workforce Transformation: The Strategic Imperative
55
8
Stakeholder Input
CollaborationEvidence‐Based
AlignmentCollective Impact
Major Goals:• Identify the jobs and skills
most in‐demand
• Upgrade training to give students skills & experiences most needed by employers
• Support job seekers, especially those from disadvantaged backgrounds to advance along career pathways
56
57
Alliance for Quality Career Pathways Framework
58
Cohort 1 Regional HCP Network
11
59
Planning Phase Steps: Formed & convened Advisory, Core & Work
Groups (5) Created Project Charter Completed Stakeholder Guidebook Surveys (Data) Analyzed workforce data & projections Created & validated priority jobs & preliminary
career pathways Coordinated monthly meetings Drafted Regional Work Plan Attended inaugural Regional Cohort Meeting in
Washington D.C. Networked with additional stakeholders (ongoing)
NWH’s Health Career Pathway Initiative
12
60
Work GroupsGoal: To accomplish critical tasks in launch phase of project by working in teams representing diverse stakeholder perspectives.
Talent Supply‐Demand
• Identifies employer’s priority jobs & job families
•Calculates supply & demand for each job family
Employer Signals*
• Identifies occupational & foundational skills for each job family
•Characterizes importance and level of skill needed for each job family
• Clearly defined hiring requirements
Regional Supply Chain
•Activities to expose & engage K‐12 students
•Activities to support student work assignments
•Coordinate activities across region to build effective career pathways for adults
Funding
•Planning & oversight of funding activities
• Form special teams for each funding opportunity
Regional Communication
•Website Design
•Monthly Newsletter
• Employer Meetings
61
14
62
Planning Phase(June to Dec 2016)
Launch(Jan to Dec 2017
Implementation(Jan 2018 to Dec 2019)
● Launch phase led by sector facilitator with 12 months of on‐the‐ground support from the HCP technical assistance team to design and develop evidence‐based demand‐driven career pathways
● This phase provides training and support for selected career coaches and case workers, and employers that will receive referrals with the evidence‐based career portfolio.
● Run phase extends 24 months beyond the launch phase to enable 3 years of operation of the evidence‐based career pathways providing time for data collection sufficient for analysis and evaluation.
or Work Behaviors – are job specific work activities.
Foundational Competencies
Industry-Wide Competencies – industry specific
work activities that are common across multiple jobs.
Cognitive
• Listening
• Speaking
• Reading
• Writing
• Reasoning
• Math
• Information Skills
• Judgment &
Decision Making
Linking
Foundational
competencies are
linked to
occupational
competencies to
establish their
relationship to job
performance
Character
• Achievement
Orientation
• Leadership
• Interpersonal
Orientation
• Adjustment
• Conscientiousness
• Independence
• Practical Intel.
Physical
• Fine Manipulation
• Control
Movements
• Reaction & Speed
• Strength
• Endurance
• Flexibility, Balance
& Coordination
• Vision
68
3 • Workforce Solutions Architecture •
Willing & Able
• Willing – Generally associated with character, AKA behavioral skills or personality elements
• Able – Generally associated with cognitive abilities and physical abilities
69
4 • Workforce Solutions Architecture •
National NetworkCommon Employability Skills
70
5 • Workforce Solutions Architecture •
Ottawa Area ISD
71
6 • Workforce Solutions Architecture •
Northview High School – Skills for Success (NS4S)
72
7 • Workforce Solutions Architecture •
73
8 • Workforce Solutions Architecture •
74
9 • Workforce Solutions Architecture •
75
10 • Workforce Solutions Architecture •
Predictive Validity – Job Performance
3
1
5
2
6
4
RANK
The Validity and Utility of Selection Methods in Personnel Psychology:
Practical and Theoretical Implications of 85 Years of Research Findings
76
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77
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The Five Factor Model of PersonalityA summary of the factors of the Big Five and their constituent traits:
Openness to experience: (inventive/curious vs. consistent/cautious). Appreciation for art, emotion, adventure, unusual ideas, curiosity, and variety of experience. Openness reflects the degree of intellectual curiosity, creativity and a preference for novelty and variety a person has. It is also described as the extent to which a person is imaginative or independent, and depicts a personal preference for a variety of activities over a strict routine. Some disagreement remains about how to interpret the openness factor, which is sometimes called "intellect" rather than openness to experience.
Conscientiousness: (efficient/organized vs. easy-going/careless). A tendency to show self-discipline, act dutifully, and aim for achievement; planned rather than spontaneous behavior; organized, and dependable.
Extraversion: (outgoing/energetic vs. solitary/reserved). Energy, positive emotions, surgency, assertiveness, sociability and the tendency to seek stimulation in the company of others, and talkativeness.
Agreeableness: (friendly/compassionate vs. analytical/detached). A tendency to be compassionate and cooperative rather than suspicious and antagonistic towards others. It is also a measure of one's trusting and helpful nature, and whether a person is generally well tempered or not.
Neuroticism: (sensitive/nervous vs. secure/confident). The tendency to experience unpleasant emotions easily, such as anger, anxiety, depression, or vulnerability. Neuroticism also refers to the degree of emotional stability and impulse control and is sometimes referred to by its low pole, "emotional stability".
Source: Wikipedia – Big Five personality traits, January 24, 201478
13 • Workforce Solutions Architecture •
The Ten Aspects of the Big Five
Openness to experience:• Intellect
• Openness
Conscientiousness:• Industriousness
• Orderliness
Extraversion:• Enthusiasm
• Assertiveness
Agreeableness:• Compassion
• Politeness
Neuroticism:• Volatility
• Withdrawal
Source: Between Facets and Domains: 10 Aspects of the Big Five 79
14 • Workforce Solutions Architecture •
Cognitive Skills Rise and Fall Together (Covariance)
Most employees are problem solving specialists. They specialize in a particular set of problems. So, critical thinking, problem solving, and judgment and decision making are key competencies for most jobs.
81
16 • Workforce Solutions Architecture •
Valuable
Our goal is to determine the competencies that are most important to economic opportunity, advancement, and prosperity.
82
17 • Workforce Solutions Architecture •
Gen2 – 244 ONET Elements in 8 Domains
1. Abilities (52)
2. Interests (6)
3. Values (6)
4. Work Styles (16)
5. Skills (35)
6. Knowledge (33)
7. Generalized Work Activities (41)
8. Work Contexts (55)83
18 • Workforce Solutions Architecture •
y = 2078.2x - 59947R² = 0.4969
-50000
0
50000
100000
150000
200000
250000
0 10 20 30 40 50 60 70 80 90 100
Mea
n W
ages
$
Judgment & Decision Making
Mean Wages vs. Judgment and Decision Making (5.29)
84
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y = 2000.8x - 68638R² = 0.5024
-50000
0
50000
100000
150000
200000
250000
0 10 20 30 40 50 60 70 80 90 100
Mea
n W
ages
$
Critical Thinking
Mean Wages vs. Critical Thinking (5.07)
85
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y = 1902.2x - 47338R² = 0.5092
-50000
0
50000
100000
150000
200000
250000
0 10 20 30 40 50 60 70 80 90
Mea
n W
ages
$
Complex Problem Solving
Mean Wages vs. Complex Problem Solving (5.17)
86
21 • Workforce Solutions Architecture •
y = 1763.2x - 37792R² = 0.242
0
50000
100000
150000
200000
250000
0 10 20 30 40 50 60 70 80 90
Mea
n W
ages
$
Time Management
Mean Wages vs. Time Management (5.32)
87
22 • Workforce Solutions Architecture •
y = 1631.6x - 58626R² = 0.3113
-50000
0
50000
100000
150000
200000
250000
0 20 40 60 80 100 120
Mea
n W
ages
$
Achievement/ Effort
Mean Wages vs. Achievement/ Effort (4.01)
88
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y = 1557.3x - 55620R² = 0.2886
-50000
0
50000
100000
150000
200000
250000
0 20 40 60 80 100 120
Mea
n W
ages
$
Persistence
Mean Wages vs. Persistence (4.02)
89
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y = 1501.1x - 56357R² = 0.2507
-50000
0
50000
100000
150000
200000
250000
0 20 40 60 80 100 120
Mea
n W
ages
$
Initiative
Mean Wages vs. Initiative (4.03)
90
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y = 1353.4x - 52113R² = 0.2147
-50000
0
50000
100000
150000
200000
250000
0 20 40 60 80 100 120
Mea
n W
ages
$
Getting Information
Mean Wages vs. Getting Information (7.01)
91
26 • Workforce Solutions Architecture •
y = 1328.5x - 39751R² = 0.3207
-50000
0
50000
100000
150000
200000
250000
0 20 40 60 80 100 120
Mea
n W
ages
$
Decision Making & Solving Problem
Mean Wages vs. Solving Problem (7.10)
92
27 • Workforce Solutions Architecture •
y = -749.74x + 72725R² = 0.2042
0
50000
100000
150000
200000
250000
0 10 20 30 40 50 60 70 80
Mea
n W
ages
$
Stamina
Mean Wages vs. Stamina (1.36)
93
28 • Workforce Solutions Architecture •
94
29 • Workforce Solutions Architecture •
95
30 • Workforce Solutions Architecture •
96
31 • Workforce Solutions Architecture •
Valuable CompetenciesRanked by relationship to wage (slope)
20
63
–R
eas
on
ing
19
17
–Ju
dgm
en
t &
De
cisi
on
Mak
ing
18
14
–Li
ste
nin
g
16
79
–So
cial
Infl
ue
nce
, Le
ade
rsh
ip
16
27
–Sp
eak
ing
15
33
–R
ead
ing
13
29
–W
riti
ng
11
70
–A
chie
vem
en
t O
rie
nt.
11
38
–M
ath
10
36
–In
form
atio
n S
kills
13
91
–V
isio
n
97
32 • Workforce Solutions Architecture •
Earnings
Literacy Level Number of People Working
Proficient 28 million $52,000
Intermediate 95 million $39,000
Basic 63 million $29,900
Below Basic 30 million $20,800
98
33 • Workforce Solutions Architecture •
99
34 • Workforce Solutions Architecture •
LiteracyLevel
Working
1 & Below $24,282
Level 2 $28,056
Level 3 $32,832
4 & 5 $39,160
LiteracyLevel
Working
1 & Below $23,580
Level 2 $30,100
Level 3 $38,960
4 & 5 $52,580
EarningsOECD (50th)
100
35 • Workforce Solutions Architecture •
101
36 • Workforce Solutions Architecture •
102
37 • Workforce Solutions Architecture •
103
38 • Workforce Solutions Architecture •
Wellbeing: The Five Essential Elements
These are the universal elements of wellbeing that differentiate a thriving life from one spent suffering:
• Career Wellbeing is about how you occupy your time or simply liking what you do every day.
• Social Wellbeing is about having strong relationships and love in your life.
• Financial Wellbeing is about effectively managing your economic life.
• Physical Wellbeing is about having good health and enough energy to get things done on a daily basis.
• Community Wellbeing is about the sense of engagement you have with the area where you live.
Wellbeing is about the combination of our love for what we do each day, the
quality of our relationships, the security of our finances, the vibrancy of our
physical health, and the pride we take in what we have contributed to our
communities. Most importantly, it’s about how these five elements interact.
Metrics Reporting, Inc. GoodPaths Retail ONET Occupations Page 6 of 6111
Appendix IV
Tasks Completed or In-Progress December. 2016 Task Completed In-Progress
Convene Long Island Sector Partnership Leadership Team; X Plan and commence procurement for consultant services, including meeting facilitation and development of materials;
X
Begin to identify sector partnership stakeholders/members, including representatives of state workforce and labor organizations, business and industry representatives and intermediaries, and training and education providers;
X
Design data entry and reporting systems for project activities and outcomes.
X
112
January, 2017 Task Completed In-Progress
Convene Long Island Sector Partnership Leadership Team; X Complete procurement and contract(s) execution for consultant services; (Consultant services will include following: Meeting facilitation; Development of career mapping templates for the Health Care and Social Assistance industry; Asset Mapping; and Research and analysis of the following items related to Health Care and Social Assistance industry workforce development elements: Existing workforce plans and partnerships; Existing industry specific training and education; Staffing information and patterns data in order to identify in-demand occupations/titles with cross-industry mobility; Common promotional pathways/career lattices; Current or accepted education and training requirements for occupations; Critical skills and foundational competencies for entry and mid-level jobs in the identified priority industry/industries; Target occupations/titles to determine skills gaps that exist and where there are lateral or promotional paths; Type of Education/training/credentialing needed to address these occupational skills gaps; Where training/credentials are stackable, redundant, or could be supplemented through work experience or OJT to accommodate promotions; Locating aligned industry curricula in existing training or degree programs that can address gaps as well as competencies/skills needed for entry and mid-level positions; Customization of the Competency-Based Models currently posted on the Career One-Stop Competency -Model Clearinghouse web site1 related to the Health Care and Social Assistance Industry, to depict specific needs of that industry within the Long Island Region.
X
Begin consultant activities; X Continue to identify sector partnership stakeholders; X Design data entry and reporting systems for project activities X
and outcomes; Implement data entry and reporting systems for project activities and outcomes.
X
Schedule and plan for a regional stakeholder meeting of the Long Island Sector Partnership full membership;
X
February, 2017 Task Completed In-Progress
Continue consultant activities described above; X Continue to identify sector partnership stakeholders; X Schedule and plan for a regional stakeholder meeting of the Long Island Sector Partnership full membership;
X
Identify business driven sector partnership champions from within the Health Care and Social Assistance industry;
X
March, 2017 Task Completed In-Progress
Continue consultant activities described above; X Enter data into the activities reporting system; X Plan for meeting of the Long Island Sector Partnership full membership;
X
Facilitate meeting of the Long Island Sector Partnership full membership that will begin to accomplish the following:
Provide examples of and create templates for career
pathways in the priority industry of health care and social assistance;
Assist with the uncovering of skills gaps that exist for incumbent workers in the identified priority industry;
Identify specific training or credentials needed to fill the identified skills gaps;
Identify methods to support career pathways for entry and mid-level employees working in the identified priority industry;
Create a replicable sector partnership process and model that can be used to develop or enhance the region’s business driven sector partnerships; and
Map the region’s identified priority industry careers with a resulting analysis that uncovers the training gaps and needs existing in the region’s priority industries.