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PATHWAYSand PARTNERSHIPSNew Jersey’s Blueprint for Talent Development

Dennis M. Bone, Chairman

New Jersey State Employment and Training Commission

Harold J. Wirths, Commissioner

New Jersey Department of Labor and Workforce Development

Adopted by the NJ State Employment and Training Commission

June 16, 2015

Chris Christie Governor Kim Guadagno Lieutenant Governor

Harold J. Wirths, CommissionerDepartment of Labor & Workforce Development

Dennis M. Bone, Chairman State Employment and Training Commission

June2015

Thankyoutoall,

Withtheoverwhelmingsupportandparticipationofmanyvaluedanddiversestakeholders,NewJerseyhasdevelopedaclearstrategicapproachtotalentdevelopment.Thisdocument,entitledPathways and Partnerships: New Jersey’s Blueprint for Talent Development (Blueprint),identifies the key policy frameworks that will guide New Jersey’s implementation of theWorkforce Innovation and Opportunity Act (WIOA) and serve as the foundation of the State’sUnifiedStatePlan.

This document was developed through an intensive seven month process that included

regularmeetingsofsixWorkGroups,meetingsofSETCcommittees,aseriesofwebinars,andtheconvening of 300 stakeholders for a two day conference at Mercer County College. Due to thedynamicexchangeof informationwithsuchadiversestakeholdercommunityandtheknowledgeand expertise of all who generously shared their insights, we are well positioned to implementWIOA and to meet our vision of increasing the number of New Jerseyans who have earned anindustry‐valued post‐secondary degree or credential. We will meet this vision by building andexpandingemployer‐driven,high‐qualitypartnerships, bybuildingmore careerpathwaysandbyfocusingourtraininginvestmentsonindustry‐valuedcredentials.

WiththispreliminaryBlueprint,ourworkisfarfromover.TheSETCandLWDurgeyouto

continuetoengageandchallengeusaswemovethroughthiscomplexprocess.Itisonlythroughan ongoing exchange of information that our state will be positioned to achieve its vision ofacceleratingthepaceofNewJersey’scompetitivenessinthe21stCenturyglobalmarketplace.Thework done in the nextweeks andmonthswill build upon this Blueprint to influenceworkforcedevelopmentprioritiesandactionsforyearstocome.

We invite you to regularly check the NJ WIOA website (lwd.state.nj.us/labor/wioa) and

shareyourthoughtsandsuggestions.Asfurtherguidanceissharedbyourfederalcounterparts,wewillpostitonthewebsite;andasfurthercollaborativeopportunitiesarise,theytoowillbepostedonthesite.Thankyouagaintoallwhoparticipatedinthisprocess.WelookforwardtocontinuingtoworkwithyoutoensureNewJerseycontinuestobealeaderinworkforcedevelopment.

Sincerely,

HaroldJ.Wirths DennisM.BoneCommissioner Chairman

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June 16, 2015

PATHWAYSANDPARTNERSHIPS

NewJersey’sBlueprintforTalentDevelopment

TableofContents

LeadershipIntroduction 1

ExecutiveSummary 3

CalltoAction 5

Vision~Mission~StrategicIntents 7

DevelopingtheBlueprint 8

BlueprintforChange

ComprehensiveStrategies 10

Results‐DrivenPartnerships 12

CareerPathways 14

CommunityAlliances 16

SystemIntegrity 17

Timeline:KeyMilestones 18

Appendix1:RegionalDesignationOptions 19

Appendix2:HighQualityPartnershipsCriteria 22

Acknowledgements 23

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EXECUTIVESUMMARY

ThisBlueprint,aprimerforastatewideworkforceplanningeffort,putsforthfivestrategicintentsthatwilllaythefoundationforthenextgenerationoftalentdevelopmentinNewJersey.Thisstateframeworkwillgovernpolicydirection,guideplanninginitiativesanddriveinvestmentstrategiesforboth federalprogramsandstateprojects.TheBlueprint forTalentDevelopmentwill serveasthecornerstonefortraininginvestmentsandcapacitybuildingefforts,toenhanceservicedeliveryatstateandlocallevels.

The Call to Action provides a summary of the imperative need for fundamental change in thecurrentworkforcesystem.FromtheState’slonghistoryincreatingahighlyeducatedworkforce,itmustbuildanewfoundationtocontinuethatlongtraditionintothe21stCentury.

NewJersey’sVision:AcceleratethePaceofNewJersey’scompetitivenessinthe21stCenturyglobaltalent marketplace and Mission: New Jersey will increase the number of residents with anindustry‐valuedcredentialordegreethroughhighqualitypartnershipsandintegratedinvestments;demonstratethecommitmenttobringforthanewchapterintheworkforcefortheState.

Inorder to achieve this visionandmission, theBlueprintDevelopment processwas createdasstrategicandcomprehensiveapproachtogatheringsystemstakeholderfeedback.BuildingontheState’scurrentworkforcesuccesses,gainingcriticalstateleadershipsupportandengagingawideberth of stakeholders, resulted in the identification of key opportunities for transformationalchange. Theexpertiseofrepresentativesfromnationalorganizationswascriticaltothiseffort,aswerethedevelopmentofworkgroupscomprisedoflocalrepresentativeswithdirectknowledgeofthecurrentsystemstructureandstateleadership,includingthoseresponsibleforstatepolicyandprogrammanagement. ThecreationofadedicatedBlueprintwebsiteandtheprovisionof topic‐drivenwebinars enabled thework to be sharedwith awider audience, and provided enhancedopportunity forpublic feedbackandcomment. FiveStrategicIntentswerecraftedasaresultofthisprocess.

ComprehensiveStrategies:NewJerseyhasdeterminedthataregionalframeworkiscriticaltothefuturealignmentofNewJersey’seducationandtrainingresources.Thistransformativeeffortwillintegrate regional planning, service strategy coordination and resource sharing amongst theexistingnetworkoflocalareas.ThedevelopmentofanewStateStrategicPlan,aswellasRegionaland Local Plans will provide the opportunity to align strategies at all levels of the talentdevelopmentsystem.

Results‐Driven High Quality Partnerships: New Jersey is transforming its focus to industrydriven,highqualitypartnershipsasthepre‐requisitecriteriafordeterminingworkforceeducationand training collaborations and investments. These partnerships are embedded in industryintelligenceandexpanded through the re‐engineeringof currentprojects, results focusedprojectmanagementandstaffdevelopment.

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EXECUTIVESUMMARYContinued

Career Pathways: The State is committed to blending industry, literacy development andexperiential learningsolutionsto fill thetalentneedsofNewJerseyemployers. CareerPathwaysprovides a strategic framework to establish a series of education and training experiences thatresult in industry valued credentials. Themodel is industry focused, has diverse entry and exitpointsand includes integrationofadultbasicskills,digital literacy,employabilityskillsandworkbasedlearning.

Community Alliances: New Jersey will build a strong network of One Stop Career Centers,community colleges, libraries, community and faith‐based organizations, labor unions andeducational institutions toensure that jobseekersandstudents,atall levels,haveaccess tohigh‐quality career guidance and job search information and assistance. New Jersey will invest inprofessionaldevelopmentandstafftrainingandinon‐lineresourcestosupportthiseffort.

System Integrity: New Jersey commits tomaking performance data onworkforce developmentprograms available to a variety of decision‐makers, including the SETC, program staff and thepublic.TheEligibleTrainingProviderList andConsumerReportCard forTrainingProgramsarecritical tools for assisting jobseekers and students tomake informed decisions about short‐termoccupationaltrainingprograms.

Eachof theseStrategic Intentsarewell supportedwith tacticsandactionsderived fromboth thetalent development successes of the State and the transformative vision set forth in the federalWorkforceInnovationandOpportunityAct.Thesestrategickeystonessetthevitalframeworkforthe State’s comprehensive workforce planning initiative to direct the transformation of NewJersey’ssystemforthe21stCentury.

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CALLTOACTION

YesterdayandToday

For more than 200 years, New Jersey’s skilled workforce has helped its employers converttechnologicalbreakthroughs intoworld‐class industriessuchas lifesciences,medicaldevicesandcommunications,advancedmanufacturingandfinancialservices.Thestatetodayranksamongthe“Top 10” states for workforce education, patents, investment in research and development, andemploymentofscientistsandengineers.

Pastperformance,however,isnoguaranteeoffutureeconomicsuccess.NewJerseymustkeeppacewithglobal trends thatareboostingdemand forworkerswithpost‐secondarydegreesandothercredentials valued by employers, while reducing job opportunities for lower‐skilled job seekerswith limited education and work experience. Fast‐changing technology and rising internationalcompetition are challenges to educators, employers, government, and community groups alike.Togetherwemustfindwaystomeettheessentialskillneedsofemployers,whileatthesametimeensuringthatmembersoftheworkforcearenotleftbehind.

NewJerseybusinesseshaveidentifiedagrowinggapbetweentheskillstheyrequireonthejobandthe skills currently available from their traditional pools of talent. Georgetown University, in arecent report, found a serious mismatch in the state between future job requirements and thecredentialsandknowledgeof theworkforce.Barely40%of today’sworkersoverage25haveanAssociate’sdegreeorhigher.Within15years, those individualswouldnotqualify for55%of thejobsavailablestatewide.

Similarly,aNJBusiness&IndustryAssociationsurveyofmanufacturersfound:morethan70%ofemployersreporteddifficultyfillingkeypositionswithworkerswhohadthenecessaryskills;74%said those skills gaps made it difficult to maintain production levels consistent with customerdemand;and51%reportedthemismatchledtoslowerdeliveryoftheirproducttomarket.

The employers’ urgent need for more skilled labor comes at a time when nearly 600,000 stateresidents still lackahigh schooldiplomaand295,000 jobseekers remainunemployed.Therearealso untappedpools of potential talent among the 25,000 adults receivingpublic assistance, andNew Jersey’s estimated260,000peoplewithdisabilitieswho are actively looking forwork.Withpropertrainingandsupportservices, therearemanystateresidentswhocouldbecomepartofasustainablepipelineofqualifiedcandidatesformanyvitalindustrysectors.

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CALLTOACTIONContinued

StrategyforAction

Clearly,theabilitytorecruittalentwithparticularareasofexpertiseisbecomingacriticalfactorforbusinessesdecidingwheretoinvestfutureresources.Awell‐definedTalentDevelopmentStrategyistherefore essential to sustaining New Jersey’s traditional advantages in attracting and retainingcompetitive,high‐wageemployment.

KeygoalsofaTalentDevelopmentStrategywouldinclude:aligningresourcesthroughplanningandservicecoordination;developingcommunityalliancesandemploymentnetworkslinkingOneStopCenters, community partners, and job seekers; a career pathways approach which engagesindustry, literacy, and experiential learning solutions to fill talent needs; and results‐drivenpartnershipsfocusedonhighquality,employer‐centeredcollaborations.

Anticipated outcomes include increasing the number of people in New Jersey with a post‐secondary,industry‐valuedcredentialordegree,andmakingemploymenttheprimaryobjectiveofservicesforpeoplereceivinggovernmentbenefits.

Employers, libraries, community groups, academia, training providers, vocational/technicalinstitutions, K‐12 education systems, trade associations, unions and government all have anenormousstakeincreatingasuccessfuleducationandtrainingsystemthatrespondstotherapidlychangingneedsoftheregion’skeyindustries.

Recent passage of the new federal Workforce Innovation and Opportunity Act (WIOA) is animportantcatalystforchangethatcouldencourageawiderangeofstakeholderstocollaborateoncreating this type of plan. The time for action has come. This Blueprint is intended to act as afoundationforthecriticallyimportantworkwehaveahead.

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Vision~Mission~StrategicIntents

VisionAcceleratethePaceofNewJersey’scompetitivenessinthe21stCenturyglobaltalentmarketplace.

MissionNewJerseywillincreasethenumberofresidentswithanindustry‐valuedcredentialordegree

throughhighqualitypartnershipsandintegratedinvestments.

TalentDevelopmentSystem

StrategicIntents

Comprehensive

Strategies

Results‐Driven

Partnerships

Community

Alliances

System

Integrity

Career

Pathways

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Communicate a vision, mission and strategic intentions for talent development

Serve as the foundation for the broader state, regional and local planning

Act as a roadmap leading up to a comprehensive State Plan adoption in 2016

DEVELOPINGTHEBLUEPRINT

BuildingonSuccess

NewJersey recognizedWIOAasacriticalopportunity forourstate toensure thatourworkforcedevelopmentsystemispositionedtohelpindividualsobtaintheskillsandabilitiestheyneedtobecompetitive inanever‐changingeconomyandensureourstatehasthemostskilledworkforce inthe country. Since the development of the Stateworkforce plan, theNew JerseyDepartment ofLabor andWorkforce Development (LWD) and the State Employment and Training Commission(SETC)haveworkedtogetherwithkeystakeholderstobuildastrongfoundationforNewJersey’sworkforcesystem.

WhileNewJerseyhasmadetremendousstridesinworkforcedevelopmentthatishighlyconsistentwith the priorities established under WIOA, since its enactment, the SETC, LWD and other keypartners have been working together to develop a WIOA Blueprint that will help form thefoundationfordevelopmentofamorecomprehensiveStatePlan.ThepurposeofthisBlueprintisto:

EngagingStakeholders

TheBlueprintwasdevelopedthroughaninclusiveprocess.EachofthefollowingstepsweretakentoensureNewJersey’sWIOABlueprintplanprovidesaguideconcerningWIOA‐specificprioritieswhile remaining a flexible, living document that serves as a foundation for the creation ofNewJersey’soverallcomprehensiveStatePlan.

WorkGroups:WorkGroups addressing six key opportunities for transformational changewerecreatedinDecember2014toinformthedevelopmentoftheBlueprint.WorkGroups,consistingofapproximately10‐15membersrepresentingLWD,SETC,localWIBs,One‐StopOperatorsandotherkeystakeholders,werechargedwithreviewing theprovisionsofWIOA, identifyingopportunitiesfor policy and operations recommendations, obtaining feedback from stakeholders andcoordinatingtheirworkwiththatoftheassociatedSETCcommittee.

In December 2014, the Work Groups began meeting twice a month to begin craftingrecommendationstomaximizetheopportunitiespresentedbyWIOA.Thesixworkgroupsfocusedon:

Governance & Planning Career Pathways

One‐Stop Services Youth Services

Services to Individuals with Disabilities Performance

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DEVELOPINGTHEBLUEPRINT(Continued)

NJWIOAWebsite:Thewebsitehttp://lwd.state.nj.us/labor/wioa/waslaunchedinJanuary2015toprovide aplacewhere stakeholders could receive up‐to‐date national andNew Jersey‐specificWIOAinformation.ThewebsitecontinuestobeacriticalcomponentofboththeSETC’sandLWD’swebsites. Individualswereencouraged tosubmit commentsonWIOA implementation toaWIOABlueprintemailaddress:[email protected].

Work GroupWebinars: Starting in February, 2015, each Work Group hosted informational,interactive webinars to provide an overview of WIOA provisions and to provide an additionalopportunity for feedback to be received about the various opportunities and challengesstakeholdersfeltWIOApresented.AnintroductorywebinaraboutWIOAandtheBlueprintprocesswashostedbyseniorstaffoftheSETCandLWD.

Two‐Day Conference: On March 31 and April 1, 2015, the SETC and LWD jointly hosted the“Pathways and Partnerships: Building New Jersey’s Blueprint for Workforce Innovation andOpportunity” Conference. The conference included more than 300 stakeholders from across thestate, representing all the key stakeholders and partners in workforce development. TheconferencefeaturedoverviewpresentationsfromnationalexpertsaboutWIOAandcriticaltrendsin workforce development. Breakout sessions were held on each of the sixWork Group topics,offering the participants an opportunity for smaller group discussions and comments on keyquestionsandissuesrelatingtoWIOAimplementation.Ontheseconddayoftheconference,apaneloffournationalexpertsfromtheNationalGovernorsAssociation,theNationalAssociationforStateWorkforce Agencies, the Council of State Administrators of Vocational Rehabilitation and theNational Skills Coalition provided the national perspective on the criteria for workforcedevelopmentsuccessina21stCenturyeconomy.Thispanelexpandedupontheideasengenderedfrom the first day’swork group sessions andprovided a springboard to thenextphaseofWIOAimplementation, with the challenge to construct our new Talent Development system. Thisconferencebecameapromisingpractice,recognizedbytheNationalSkillsCoalitionintheirrecentcasestudyonWIOAplanningprocesses.

CoordinationwithSETCStandingCommittees:Throughouttheprocess,WorkGroupsmetwithSETCstandingcommitteescoveringgovernance,adultliteracy,andperformancetofurtherenhancetheconnectionwiththeSETC.

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COMPREHENSIVESTRATEGIES

AligningResourcesthroughPlanningandServiceCoordination

A.StatePolicyFramework

1.RegionalFrameworkNewJersey’seducationandtrainingresourcesfortalentdevelopmentarealignedthroughregionalplanning,servicestrategycoordination,andresourcesharing.

B.WorkforceInnovationandOpportunityAct:PolicyRecommendations

1. StateBoardMembershipRecommendation to include a Commission seatmembership for a representative of theNJ StateRehabilitation Council (SRC) to strengthen and build on the work of each body to optimallycoordinateservicestomeettheneedsofindividualswithdisabilities.

2.StatePlanFormatTheCommissionadoptstheWIOACombinedStatePlanformatasthetemplateforthe creationofNewJersey’sTalentDevelopmentStrategicPlan,tobesubmittedbyMarch2016.

3.RegionalDesignationsCommission adopts the use of three draft Regional Maps as the proposed WIOA RegionalDesignations to be used for local area engagement and public comment. RegionalMapswill bepresentedtoLocalElectedOfficials,CountyAdministratorsandLocalBoardLeadershipto informlocalareasontheregionaldesignationsunderconsideration,solicitinputandfeedback,andallowareastoself‐identifywithregionalpartners.RegionalMapswillalsobemadeavailable forpubliccomment period for expanded stakeholder input. The Commission will finalize the State’sworkforceregionalmapinthefallof2015.4.InitialLocalAreaDesignationsTheCommission,inconsultationwithLWDandtheGovernor’sOffice,willcreateaprocesswherebylocalWorkforceDevelopmentBoardswillrequestinitialdesignationasalocalarea,asoutlinedbyWIOA.Criteriafordesignationwillminimallyinclude:

Local area’s commitment toparticipate in regionalplanning, resourceallocation, andcoordinationofservicestrategieswithinthedesignatedregionand

Demonstration of having satisfactorily met fiscal and performance requirements forthelast2consecutiveyears.

5.StateandLocalAreaTransitionPlans:OutofSchoolYouthandWorkBasedLearningNew Jerseywill require state and local area Out of School Youth Transition Plans by December2016.Plansaretoincludeyouthassets,recruitmentandretentionstrategies,andoutcomesfocusedonachievingtherequired75%investmenttargetforservicestoOutofSchoolYouth.

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COMPREHENSIVESTRATEGIESAligningResourcesthroughPlanningandServiceCoordination

C.WorkforceInnovationandOpportunityAct:PlanningandOperationalStrategies

1. State Board Designation: Elevate and re‐constitute state board membership to includeGovernor,AssemblyandSenatemembersand51%businessmajorityincompliancewithWIOAandthe needs of the State. The business sector Chair will continue to be appointed by Governor.RevisionofstatestatutegoverningCommissionmembershiptobecompletedbyJanuary2016.

2. Local Board Membership Appointments: Local board membership requirements andappointmentprocesstobedrafted,inconsultationwiththeGovernor’sofficeandpresentedtotheCommissionforreviewandadoptionbyfall2015.

3.StateWorkforceAnnualReporting TheCommissionwill create andpublishanannual reportof theState’sworkforce systemby

December each year, beginning inDecember 2016.Outline for report contents to be createdthroughthestateplanningprocess.

The Commission will review and authorize the submission of the annual WIOA report byOctoberofeachyear,beginninginOctober2016.

4.LocalWorkforceBoardCertificationandCapacityBuilding:TheCommissionwillbuildonitsfoundation of required certification and capacity building for local boards, with an expandedcertification process that includes enhanced communication, capacity building and technicalassistanceinpartnershipwiththeDepartmentofLaborandWorkforceDevelopment.

5.EmploymentFirstNewJerseywillanEmploymentFirstFrameworktoestablishpoliciesandpracticesandprogramsthat support and integrate individuals with disabilities throughout all factions of the workforcesystem.TheStateVocationalRehabilitationCouncilswillpresentareportandrecommendationstotheStateEmploymentandTrainingCommissionby2016.6.SystemCapacityBuildingandTechnicalAssistanceNew Jersey is committed to the successful implementation of state, regional and local strategiesthrough the provision of resources to support state, regional and local execution of strategiesthroughcapacitybuildingandtechnicalassistance.

7.SystemBestandPromisingPracticesNew Jersey is committed to building on success and will establish a repository and reciprocalprocess for collecting and disseminating information and tools related to best and promisingpracticesforthestate,regionalandlocalpartnersofthetalentdevelopmentsystem.

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RESULTS‐DRIVENHIGHQUALITYPARTNERSHIPSHighQuality,Employer‐CenteredCollaborations


1.HighQualityPartnership:StatewideDefinitionandCriteria(seeAppendixI)

New Jersey defines “high quality partnerships” as those workforce and education partnershipswhichareemployer led,andhavedevelopedaclearlydefinedmissionandvisionstatement,withdefinedroles,responsibilitiesandimpactmeasuresforallpartners.

2.HighQualityPartnerships:FrameworkforInvestmentsandCapacityBuilding

New Jersey will use the High Quality Partnership framework as the pre‐requisite criteria fordeterminingworkforceeducationandtrainingcollaborationsandinvestments.TheStatewillbuildandexpandonhighquality industrypartnershipsbyrefocusingandre‐aligningkeypartnersandstaff; re‐engineeringtheTalentNetworkstobefocusedonhighqualitypartnershipdevelopmentandtolinkandleverageexistingprogramstotheHighQualityPartnershipFramework.


Noneatthistime.


1. High Quality Partnership Metrics: Development of impact metrics to measure theeffectivenessandimpactofHighQualityPartnerships.

2.IndustryAssetMap:DevelopmentofassetmapandstrategiesforkeyindustrysectorstotargetdevelopmentofHighQualityPartnershipsandidentifydemandIndustry‐ValuedCredentials.

3.StrategicHighQualityEmployerPartnerships:NewJerseywillbuildandexpandonemployerpartnershipstodevelopmeaningfulprogramswithemployerinputlinkingtocredentials,aswellascreateworkbasedexperiencesandmentoringopportunities.

4. Employer Engagement Strategies: New Jersey will engage employers in these efforts bydevelopingbusinessoutreachstrategiestoeducateemployersonprogramstomeettheirbusinessneeds,providehiringsupportandincentives,andeducationonhiringjobseekerswithbarrierstoemployment.

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CAREERPATHWAYSEngagingIndustry,LiteracyandExperientialLearningSolutionstoFillTalentNeeds


1.CareerPathways:AdoptionofStatewideDefinitionCareer Pathways is a strategic framework that establishes a series of education and trainingexperiences resulting in industry‐valued credentials which can lead to employment, promotion,and/oradvancededucation.TheCareerPathwaysmodelisindustryfocused,hasdiverseentryandexit points, and includes integration of adult basic skills, digital literacy, employability skills,customizedemploymentandwork‐basedlearning.

2.ContextualizedLearningandLiteracyNew Jersey adopts Contextualized Learning as the preferred model for Adult Literacy programdelivery.

3.Work‐BasedLearningNewJerseyprioritizesstrategiesandinvestments inwork‐based learningopportunities includingPre‐apprenticeship, Apprenticeship, Internship, Job Shadowing, Job Coaching, Mentoring and OntheJobTrainingmodels.

4.Industry‐ValuedCredentials

NewJerseyensuresthatEducationandTraininginvestmentsaredirectlyalignedwithindustrybyrequiring a minimumworkforce training investments result in an industry‐valued credential ordegree.


1.Work‐BasedLearningStrategiesNewJerseyprioritizesstrategiesandinvestments inwork‐based learningopportunities includingPre‐apprenticeship,Apprenticeship,Internship,JobShadowing,MentoringandOntheJobTrainingmodels.

2.WIOACareerPathwaysFundingParameters

New Jersey requires that all of WIOA funded training programs incorporate information onCareer Pathways for key industries, as developed within the Career Pathways State PolicyFramework,forparticipantsandpartners.

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CAREERPATHWAYSEngagingIndustry,LiteracyandExperientialLearningSolutionstoFillTalentNeeds


1.WorkFirstNJ: Re‐engineer WorkFirst NJ programs (TANF, GA & SNAP) to align investmentstrategieswiththeCareerPathwaysandContextualizedLearningframeworkinStateandLocalOneStopSystems.

2. Youth Recruitment and Retention Strategies: New Jersey will develop recruitment andretention strategies, based on career pathway models for youth. Strategies and investmentsincludecareerawarenesstoidentifyindustryskillsandcredentials;engagementofemployersandyouth inpre‐apprenticeshipandapprenticeshipcareerpathsandopportunities; investing innewprogram elements and strategies including mentorships and job shadowing; and engagingeducationandemployerpartnersinthedevelopmentofnewprogrammodelsbasedonPromisingPracticesforOutofSchoolYouth.

5.Pre‐EmploymentTransitionServices:NewJerseywillcreatepoliciesandprocessestoensuretheprovisionofpre‐employmenttransitionservicestoallstudentswithdisabilitiesasprescribedbyTitleIVoftheWorkforceInvestmentandOpportunityAct.

6. Career Pathways System Development: Build the capacity of employer workforce andeducationpartnerstooffercredentialprogramsthatincludecoursecredittoencourageacademicachievement; recognize and award credit for prior learning; and expand co‐enrollmentopportunities.

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COMMUNITYALLIANCESEmploymentNetworkslinkingOneStopCenters,CommunityPartnersandJobSeekers


1.OneStopCareerCenters

New Jersey is committed to locally‐driven and managed One Stop Career Centers that assistindividualswhoareunemployedorunder‐employedtoobtainnewskillsandemployment.

2.NetworkforCareerGuidance

NewJerseywillbuildastrongnetworkofOneStopCareerCenters,communitycolleges,libraries,communityandfaith‐basedorganizations,laborunionsandeducationalinstitutionstoensurethatjobseekers and students, at all levels, haveaccess tohigh‐quality career guidanceand job searchinformationandassistance.NewJerseywill invest inprofessionaldevelopmentandstaff trainingandinon‐lineresourcestosupportthiseffort.


1.One‐StopCareerCenterCertification

The Commissionwill establish a process, including standards and criteria,whereby local boardswill certify their local One‐Stop Career Centers. This will be done with input from relevantstakeholdersoftheOne‐Stopsystemandpresentedforadoptioninfall2015.

2.YouthAdvisoryCouncils

Designated local areas are required to designate local Youth Advisory Councils to facilitate theplanning, program development and oversight of the youth services in the local area. YouthAdvisory Councils must be recognized as the formal youth committee of the local WorkforceDevelopmentBoard, andbe granted all related authority inpolicy andprogramdecisionmakingrelatedtoyouth.

3.OneStopCareerCenterAccessibility

NewJerseywillensuretheaccessibilityofOne‐StopCareerCentersthroughestablishingminimumaccessibilitystandards,aspartoftheOneStopCenterCriteria,andwillrequirelocaldesignatedareastoconductaccessibilityauditsatleastannually.

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COMMUNITYALLIANCESEmploymentNetworkslinkingOneStopCenters,CommunityPartnersandJobSeekers


1. Functional Integration of One‐Stop Career Centers: Experts in functional design will becontracted to create a change management plan including strategies, tactics, timelines andresources,toguidetheevolutiontoalocallydrivenOneStopSystemcenteredincustomerservice.

2. One‐Stop Career Centers Roles and Responsibilities: The State and Local roles andresponsibilitiesmustbeclearlydefined,withcommonbrandingandcriteriatomeettheneedsofcustomers.TheOneStopCareerCenter’soutcomeswillfocusonaccountabilitythroughtheuseofprogramperformancemeasures.

3. OneStopPerformanceMetrics:NewJerseywillensureappropriateperformancemetricsareestablished to inform servicedelivery, enhanceprogrammanagement and support the seamless,coordinateddeliveryofservicesbyallOne‐StopCareerCenterpartners.

4.SocialMediaStrategyNewJerseyshalladoptandmaximizetheuseofSocialMediastrategiesforenhancedrecruitment,retentionandcommunicationpracticesacrosstheworkforcesystem.

5.CapacityBuildingandTechnicalAssistance forYouth:Provideyouthcapacitybuildingandtechnicalassistancetodesignatedlocalareasforyouthtransitionpolicyandprogramdevelopmentandperformancesuccess.

6. Integration of Services for IndividualswithDisabilities: New Jersey will develop formalpolicies, processes andprocedures to ensure individualswith significant disabilities are referredeffectivelyandefficiently.

7.YouthwithDisabilitiesandSub‐MinimumWage:NewJerseywilldeveloppolicies,processesandprocedurestoprovideyouthwithsignificantdisabilitiestheopportunitytoachievesuccessfulcompetitiveemploymentpriortoplacementinsub‐minimumwageworkprogram.

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SYSTEMINTEGRITYCommitmenttoSuccessUsingPerformanceStandardsandDataQuality


1. InformedDecision‐MakingthroughPerformanceData

NewJerseycommitstomakingperformancedataonworkforcedevelopmentprogramsavailabletoavarietyofdecision‐makers,includingtheSETC,programstaffandthepublic.TheEligibleTrainingProvider List and Consumer Report Card for Training Programs are critical tools for assistingjobseekers and students to make informed decisions about short‐term occupational trainingprograms.


1.InformationTechnologyPlanning

NewJerseywilldevelopastrategytoreplacethecurrentOne‐StopOperatingSystem(AOSOS)datamanagement tool as part of the requiredWorkforce Information Technology Plan. New systemrequirementsshouldinclude:

Reportfunctionstomeetorexceedfederal,stateandsystemicrequirements

Measure/manageprogramproductivityandeffectivenessofperformanceoutcomes

Includecapabilitiesforvirtualcommunicationwithcustomers(emailandtexting)

DatainterfacebetweenEligibleTrainingProviderListandConsumerReportCard


1.HighQualityPartnershipMeasures:NewJerseywilldefineadditionalperformancemetricstomeasurethequantity,impactandeffectivenessofHighQualityPartnerships.

2. New One Stop Metrics: Additional impact measure metrics will be developed for the re‐engineeredOneStopCareerCentermodel toassess jobseekerandemployersatisfaction,systemeffectiveness,percentageofcustomersemployedafterfourthquarterafterprogramenrollmentand“realtime”measurestoincreasetheeffectivenessofdatamanagementandreporting.

3. Reporting: New Jerseywill use Talent Development Performance Dashboards and quarterlyperformance reports to support system oversight and accountability, tailored to Systemstakeholdersandconsumers.

4. DashboardTraining:Developmentandtrainingontheutilizationofquarterlydashboardsforkeyconstituenciestoensuretooleffectiveness.

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KEYMILESTONESWIOAImplementationTimeframesleadingtotheStatePlan

ComprehensiveStrategiesDeliverable Timeframe CommissionAction Owner

StateBoardMembershipRevisionandDesignation

July2015–January2016 January2016 SETC

RegionalDesignations July–September2015 September2015 SETC

InitialLocalAreaDesignationsProcessandImplementation

June–December2015 September2015 SETC

LocalBoardMembershipPolicy July–October2015 September2015 SETCYouthTransitionPlans

StateandLocalJuly–December2015 January2016 SETC

StateStrategicPlanSubmission:March2016

July2015–December2015 NA SETC

StateStrategicPlanExecutiveandBoardReview

January‐February2016 January2016 SETCand LWD

RegionalStrategicPlanning February–September2016 November2016 SETC

LocalStrategicPlanning September–December2016 N/A SETC

OneStopStandards September–December2015 January2016 SETC

Results‐DrivenHighQualityPartnershipsCareerPathways

Deliverable Timeframe CommissionAction Owner

IndustryValuedCredentialDemandCredentialList

April2015–December2015 January2016 LWD

CommunityAlliancesItem Timeframe CommissionAction Owner

OneStopStandards July2015–December2016 January2016 SETC

YouthAdvisoryCouncils May–December2015 January2016 SETC

EmploymentFirst November2015– January2016 November 2015 SRC

SystemIntegrityDeliverable Timeframe CommissionAction Owner

InformationTechnologyPlan July2015– January2016 January2016 LWD

NewPerformanceMeasuresHighQualityPartnerships

Customer/EmployerSatisfactionCustomerRetention

May– October2015 November2015 LWD

SETC

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APPENDIX1

RegionalDesignationOptions

DRAFT

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APPENDIX1


DRAFT

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APPENDIX1


DRAFT

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APPENDIX2

HighQualityPartnershipCriteria:NewJerseyPolicyAcademy

IndustryDriven:HighQualityWorkforceandEducationPartnershipsDefinitionandCriteria

HighQualityworkforceandeducationpartnershipsareemployerled,andhavedevelopedaclearlydefinedmissionandvisionstatement,withdefinedrolesandresponsibilitiesforallpartners.Thesepartnershipswilldriveprogramsandinvestmentswithcurrent industryandworkforcedata,andwillfocusoncollaborativecurriculumdevelopmentbasedonindustryneed.

Allprogramswillintegratetheuseofcareerpathways,andprovidebothinterimprocessmeasuresaswell as outcomemeasures,whichwill be particularly focused on industry valued credentials,employability skills, and experiential learning. It is additionally expected that programs willdevelopplansforsustainabilitybeyondthelifeofanyonefundingstream.1. EmployerDrivenPartnerships:Partnershipsshallincludeprivatesectoremployers,andmay

include but are not limited to: educational institutions; nonprofit organizations or industryassociations;andlocalorstategovernmentagencies.

2. Clear Roles and Responsibilities: The program shall have clearly delineated roles andresponsibilities for all partner participants, including a clear coordinator, convener, orbackbone organization. Participants should have a shared vision and mission around achallengearea,andajointapproachtosolvingitthroughagreeduponactions,suchasmaybefoundinastrategicplan.

3. Employer Valued Degree or Credential: The education and/or training provided by theprogramleadstoskills,degrees,orcredentialsthatcreateadvancedopportunitiesforstudentsor job seekers in high‐demand fields or identifiable career pathways. Programs should useexistingcareerpathwaysmodels,ordevelopnewpathwaysmodels.

4. Data Informed Strategies: The program shall integrate quantitative and qualitative labormarket or institutional data in identifying industry sector demand. This datawill be sharedbroadly among all partner participants. The program will endeavor to provide educationand/ortraininginaskillsorcredentialsin‐demandcategoryasidentifiedbytheNJDepartmentofLaborandWorkforceDevelopment’sCredentialReviewBoard.

5. CollaborativeCurriculum:Curriculumshallbedemandbased,anddevelopedincollaborationwith partnership participants. The program includes at least one of the following: careerreadiness; mentorship; internship, apprenticeship, or other experiential learning; and/oremployabilityskillstraining.

6. ProgramEffectiveness:Programprovidesformeasurableevaluationofthepartnershipwhichcould includesuchtangiblesasevaluationof improvedskills,employment forstudentsor jobseekers, program growth, or increased funding. Additionally, the program shall lead to anindustry valued degree, credential, or employment for students or job seekers. Programmeasures and evaluates job placement effort made by, or in collaboration with, a PartnerOrganizationresponsibleforconnectingstudentsorjobseekerstoemploymentopportunities.

7. SustainablePlans:The program shall have a plan for continued funding of initiative,whichmayincludesingle‐sourceoravarietyoffundingstreams,includingbraidedfundingstrategies.Thisshouldincludeaplanforcontinuingstaffingandresourceallocationsufficienttocontinueorexpandtheeffort.

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June 16, 2015

ACKNOWLEDGEMENTS

Pathways and Partnerships: New Jersey’s Blueprint for Talent Development was created through the valuable parternships with the following organizations: National Partners US Department of Labor – Employment and Training Administration US Department of Human Services National Association of State Workforce Administrators National Governors Association National Skills Coalition State Partners Office of the Governor‐State of New Jersey

New Jersey Office of the Secretary of State

New Jersey State Employment and Training Commission

New Jersey Department of Labor and Workforce Development

New Jersey Office of the Secretary of Higher Education

New Jersey Department of Education

New Jersey Business Action Center

New Jersey Commission for the Blind and Visually Impaired

New Jersey State Rehabilitation Council

New Jersey Retail Hospitality and Tourism Talent Network‐Farleigh Dickenson University

New Jersey Retail Hospitality and Tourism Talent Network‐Stockton State College

National Fund for Workforce Solutions – Newark Alliance John J. Heldrich Center for Workforce Development at Rutgers University New Jersey Business and Industry Association

New Jersey Community College Consortium

Local Partners

Camden County Community College

Mercer County Community College

Local Workforce Investment Board Chairpersons, Members, Directors and Staff

Local Area One Stop Career Center Operators and Staff

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