1. Balanced Scorecard

2. Linking measurements to strategy

3. A matter of perspectives Financial CustomerInternal Innovation & Learning

4. Key Questions ▷ If we suceed with our vision and strategy how do we look different ▷ to our Funders & Customers? ▷ In terms of our internal processes? ▷ In term of our ability to innovate and grow? ▷ What are the critical success factors from each perspective? ▷ What are the key measurements indicative of success?

5. 2013 Strategy Vision Capital Area Workforce Development Board is the leader in providing innovative solutions to match workforce skills with employer needs Mission To create a highly skilled workforce system. This system will provide employers with productive, skilled workers and offer citizens training and employment opportunities that promote job satisfaction and economic stability. The accomplishment of this mission will enable all citizens to contribute to the prosperity of the community. Goal 1 By June 2016, build robust business connections and supporting networks Goal 2 By June 2016, enhance job seeker services and the One-Stop System Goal 3 By June 2016, enhance youth services and resources Objective Facilitate the connection of businesses to current and future workforce solutions Objective Provide unemployed individuals and incumbent workers for current and future economic needs Objective Provide the knowledge, resources and opportunities to all youth to develop and utilize relevant skills to be successful in their communities Strategic Initiatives Expand resource networks to enhance our business connections across the area Achieve next level economic development Expand employer pipeline outreach Create a business connections communication plan and monitor impact with stakeholders Maximize our One-Stop asset and its impact on business Strategic Initiatives Develop sustainable career pathways based on labor market demand (fact based intelligence) Develop programs and services targeted to veterans Equip the job seeker with knowledge, skills, and abilities to successfully qualify and or advance in their career Strategic Initiatives Develop an asset/resource map to identify gaps in the connection of youth focused services in Wake and Johnston counties Build a lifelong learning network including community partners and organizations that have connections to youth Identify best practices, in other high performing workforce boards, that can guide our connections to youth

6. Strategy to Success Factors The Vision Be the leader in providing innovative solutions to match workforce skills with employer needs Strategy Build robust business connections Financial Market share Uptake Common measure (effectiveness of core programs) Customer Satisfaction Value for effort Outreach Innovation Internal Strategic communication plan Coordination with economic developers Growth Rate of improvement Staff/contractor suggestions Sector targeting

7. Next Steps Affirm CAWDB’s strategic goals Strategy mapping Identify critical measurements