Strategic Review of LMI Investments

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Strategic Review of LMI Investments
Review Process

• Environmental Scan
• Broad Consultations
• Listening Sessions
• Gaps Identified

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Findings of Review

• Information Gaps
• More Local
• More Timely
• More Skills-Based
• Better Known and More Usable

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Why is it Important?

• Demand Driven
• Meets the needs of Business and the skill needs
  of the Workforce
• Informed Choice

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The New Business Model

• Retain Essential Activities
• Introduce Competition
• Leverage Funds and Resources
• Promote Innovation
• Improve Accountability

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Six Strategic Goals

• 1.    Generate More Local and Current Information
• 2.    Deliver Better Analysis and Interpretation
• 3.    Shift to Skills Focus
• 4.    Improve Information Delivery
• 5.   Promote, Strengthen and Integrate
• Ability to Use LMI
• 6.    Stimulate Resource Leveraging as New
  Business Practice

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State Plans
LMI Shops ALMIS Database - Projections
State Workforce Agency

SWIBs Local Studies High Growth Customer
Satisfaction LMI Training - Competitive TA
Grants - Web Delivery of LMI
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Strategy 1 Generate more local and current
information

• Capture data that
• Reflects the current labor market,
• Is available on a more localized basis, and
• Enables job seekers, educators, and economic
  developers to make decisions.

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Strategy 1 Generate more local and current
information

• Populate and Support the ALMIS Database
• Produce Industry and Occupational Projections
• Continue Employer Database
• Expand Local Employment Dynamics (LED) Program

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Strategy 2 Deliver better analysis
interpretation

• Workforce Intelligence
• Analyze and interpret data to create information
• Recognize and convey trends to customers
• More effectively support business planning and
  strategy development.
• Aid job seekers in occupational planning and
  career mobility.

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Strategy 2 Deliver better analysis
interpretation

• Best practices, research, and analysis can be
  leveraged and jointly funded by SWAs, WIBs and
  other partners with similar needs
• Additional producers can be integrated as
  resources to leverage, supplement and enhance
  base data used for analysis and interpretation
• Competitive TA grants can be used to upgrade
  existing analytical tools or to create new ones

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Strategy 3 Shift to Skills Focus

• A demand driven LMI system must
• Identify and prioritize skills,
• Provide information on skills and job
  requirements to business and job seekers, and
• Translate and communicate relevant skills
  information to business and job seekers.

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Strategy 3 Shift to Skills Focus

• ETA National Initiatives
• ONET common language regarding the
  knowledge, skills, abilities, work activities,
  required preparation, interests and work values
  for 900 occupations
• Skills Initiative to be launched with three
  components
• Skills Window user oriented text and data
  mining tool to extract employer demands and
  applicant skills from electronic job banks
• Autocoder software to code job orders to ONET
  SOC and facilitates the identification of
  emerging and changing job skills
• Apprenticeship available data on established
  training standards (skill and competency
  information) for 800 apprenticeship registered
  programs

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Strategy 4 Improve Information Delivery

• Create web services standards coordinate
  nationally.
• Expand/improve access to information, services,
  and analytical capabilities.
• Allow more end-users to obtain more information,
  more easily, and more cost effectively.

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Strategy 4 Improve Information Delivery

• National Initiatives Supported by State Inputs
• 1. National Electronic Tools
• 2. State Web-based Delivery Systems
• 3. State and Local Information Dissemination
• 4. Career Voyages
• 5. Career Videos
• 6. National Crosswalk Service Center (NCSC)

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Strategy 5 Promote, Strengthen and Integrate
Ability to Use LMI

• Require higher levels of skills and knowledge
  about LMI from workforce professionals.
• Utilize competitive technical assistance for
  common needs, standard data structures and new
  analytical tools.
• Better educate information consumers on the
  benefits of using LMI to make informed decisions.

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Strategy 5 Promote, Strengthen and Integrate
Ability to use LMI

• New Competitive TAT Approach
• State WIB LMI Training Initiatives

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Strategy 6 Leverage Resources

• Stimulate resource leveraging as new business
  model
• Encourage strategic partnerships
• Attract private investments

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Strategy 6 Leverage Resources

• Add LMI component to NEG and other special grants
• Enhance WIB Support
• Expand LMI boundaries to include data from other
  federal and private producers

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Conclusion

• The new ETA LMI/WI Business Model
• Is demand driven
• Fosters innovation
• Allows for flexible customer focus by the state
  and local area
• Engages state and local WIBs on information
  content and delivery

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Next Steps

• Implement New Business Model
• Planning Guidance for Core Products and Services
• Develop TAT SGA