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The National FundNATIONAL EVALUATION

The First Five Years

Navjeet SinghDeputy Director

National Fund for Workforce Solutionsnsingh@jff.org

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

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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

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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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