Building Pathways to Opportunity: Partnerships that Work International Association of Jewish Vocational Service June 1, 2008

Outline for Presentation 1.Trends in the labor market and the implications of those trends on our work. 2.Capabilities that our organizations need to be successful as workforce intermediaries. 3.Essential elements to meaningful workforce partnerships. 4.What it takes to lead a high performing workforce intermediary in the global economy.

Decline (2001-4) Recovery (2004-6)Proj. Growth ( ) Educ. & Health Hotels & Food Other Services ConstructionFinanceGovernment Trade, Trans Information Prof. & Bus. Svcs. Manfg Source: CommCorp Analysis of New England Economic Partnership Data, November, All Numbers in Thousands of Employees Structural Shifts in the Massachusetts Economy Updated

Percentage Distribution by Educational Attainment of Employed Individuals Who Worked in the North Shore Area by Major Industry,

“ The highest form of charity is helping people become self- sufficient.” - Maimonides

Finding your way to self-sufficiency in the global economy requires… 1.Strong basic skills 2.Ability to do pre-college or college-level work 3.Soft skills (working in teams, taking feedback, etc) 4.Transferable skills to move from industry to industry, company to company. 5.Networks

Capabilities of a high performing workforce intermediary, 1 Understanding labor market dynamics & changing business challenges Partnering with business to solve workforce challenges through timely and effective actions Partnering with education to develop clearly- articulated pathways that use customers’ time and money effectively and efficiently

Capabilities of a high performing workforce intermediary, 2 Designing customizable programs to meet specific skill needs of job seekers & maximize their investment of time & money Persisting with customers to meet self- sufficiency mission through career coaching and strong business and education partnerships

Differentiating Your Organization: Forming Strategic Partnerships, 1 Shared analysis and understanding of the challenges and opportunities facing the sector, region or targeted group Shared understanding and agreement of the strategy and goals that the partnership needs to attain in order to meet the challenge or maximize the opportunity

Differentiating Your Organization: Forming Strategic Partnerships, 2 Clear governance/protocols that guide decisions and choices Clarity of roles and responsibilities Capability to measure activities and progress in meeting goals Shared investment and risk.

Leading a High Performing Intermediary Focus and Direction (mission and strategy) Accountability and communication of results Talent: well-informed, highly skilled and committed staff Relationships, alliances, partnerships – externally focused to create and maximize opportunities