Build Legislative Support: Legislative support and funding are often the difference between short ♦ and long-term success for state sector strategies. Oregon’s Workforce Investment Board plan connects sector strategies to the but different” “similar cluster strategies that are favored by economic developers. Those seeking competitive money from the State Workforce Investment Board must demonstrate their intention to build linkages between these two approaches; in other words, they must address the state’s economic/cluster strategy as well as the state’s workforce/sector strategy. Oregon also convened a cabinet-level planning meeting to understand and align both sector strategies and cluster initiatives. Performance and Evaluation Models for Sector Initiatives An Evaluation Framework for State Sector Strategies - The Evaluation Framework is one outcome of the first phase of a project jointly designed and implemented by the National Governor’s Association (NGA), the National Network of Sector Partners (NNSP), and the Corporation for a Skilled Workforce (CSW). The Framework represents a combination of quantitative and qualitative measures across a variety of groups and sub-categories, each of which has additional subcomponents. It is not intended to be prescriptive, but should be viewed as a starting point for states that are looking for a measurement framework for their sector approaches, or as a guide for states just beginning to think about sector strategies based on the most valuable elements of sector approaches, as agreed to by leading thinkers in the field. The specific goals of the Framework according to its developers are below. Goals ♦ To have a performance measurement framework that can be adopted and adapted by states based on their individual needs; ♦ To design a benchmarking process that captures continuous improvement by states implementing sector strategies; ♦ To transition the system to be employer driven; ♦ To develop intra- and inter-state shared learning (and to save individual state time/resources); ♦ To provide employers with context and comparisons that lead to employer investment and advocacy; and ♦ To tell what happened, to put it into context, to tell the story of that context to multiple audiences, and to make decisions that improve the context.
♦ Build Legislative Support: Legislative support and funding are often the difference between short and long-term success for state sector strategies. Oregon’s Workforce Investment Board plan connects sector strategies to the “similar but different” cluster strategies that are favored by economic developers. Those seeking competitive money from the State Workforce Investment Board must demonstrate their intention to build linkages between these two approaches; in other words, they must address the state’s economic/cluster strategy as well as the state’s workforce/sector strategy. Oregon also convened a cabinet-level planning meeting to understand and align both sector strategies and cluster initiatives. Performance and Evaluation Models for Sector Initiatives An Evaluation Framework for State Sector Strategies - The Evaluation Framework is one outcome of the first phase of a project jointly designed and implemented by the National Governor’s Association (NGA), the National Network of Sector Partners (NNSP), and the Corporation for a Skilled Workforce (CSW). The Framework represents a combination of quantitative and qualitative measures across a variety of groups and sub-categories, each of which has additional subcomponents. It is not intended to be prescriptive, but should be viewed as a starting point for states that are looking for a measurement framework for their sector approaches, or as a guide for states just beginning to think about sector strategies based on the most valuable elements of sector approaches, as agreed to by leading thinkers in the field. The specific goals of the Framework according to its developers are below. Goals ♦ To have a performance measurement framework that can be adopted and adapted by states based on their individual needs; ♦ To design a benchmarking process that captures continuous improvement by states implementing sector strategies; ♦ To transition the system to be employer driven; ♦ To develop intra- and inter-state shared learning (and to save individual state time/resources); ♦ To provide employers with context and comparisons that lead to employer investment and advocacy; and ♦ To tell what happened, to put it into context, to tell the story of that context to multiple audiences, and to make decisions that improve the context.