Strategic Planning for State Energy Workforce Consortia Day 2

Learning Objectives Participants will:  Discuss roles & responsibilities for consortium members  Develop a vision and mission for the consortium  Identify long and short-term priorities  Develop an Action Plan  Discuss measures of success 2

Introduction A strategic plan should include the following:  A strategic vision of where the organization wants to be  Key strategies to be achieved 3

 Plan to achieve the vision –Short term (1 – 2 years) goals with initiatives/programs –Longer term (3 – 5 years) goals and initiatives/programs  Measures of success Introduction 4

 Your name, about your company, role at the company  What would you like for the consortium to become over time? 5 Ice Breaker

 Role of Executive / Steering Committee: Consortium Strucutre 6

 Customers –Representatives of the energy industry are the customers of the Consortium and its outcomes –Operations departments are accountable for meeting the service requirements of external customers through the hiring, training and development of skilled employees Identify Roles/Responsibilities of Consortium Members 7

 Partners –Members of the consortium who have significant common interests, needs, objectives and goals and bring complementary skills and resources to the work of the consortium –Includes company HR representatives, educational organizations and workforce boards Roles/Responsibilities of Consortium Members 8

 Suppliers –A person or business that supplies goods or services without any additional investment in the outcome of the project. –Example: affiliated schools graduating students from existing programs and attempt to market their curriculum or educational services to industry, but do not partner with energy companies Roles/Responsibilities of Consortium Members 9

State Consortium Strategy Document 10

 Insert draft vision and mission Draft Vision and Mission for the Consortium 11

 During the first day of the workshop, we discussed: –State of the industry –Current and future demand trends –State’s energy policy –State workforce development –Education Support –Stakeholders Assess the state of the industry 12

 Review of SWOT Analysis from Day 1 –Is there anything that needs to be added?  Review of gap analysis from Day 1 –Demand data –Workforce gaps Develop strategies that will support the mission 13

 The focus areas/priorities that we came up with on Day 1 include: –(ADD BULLETS) Priorities from Day 1 14

 Priority: More diversity of applicant pool  Strategic Objective: –Create awareness among targeted populations of the critical need for a skilled energy workforce and the opportunities for education that can lead to entry level employment. Converting Priorities into Strategic Objectives - Example 15

Use CEWD as a guide  Strategic Objectives  Strategies –Career Awareness –Education –Workforce Planning –Structure and Support Develop strategies that will support the mission 16

 Work in groups to develop strategies for your key area of focus. (Both short term and long term)  Prioritize your strategies using the Prioritization Matrix  Be prepared to present your strategies to the consortium Action Planning 17

 How the objectives will be achieved. Objectives are often broad statements; strategies narrow the focus for planning purposes and define specifically where the consortium will focus during the planning period. Strategies 18

Potential Considerations Activities Prioritization Matrix High Low Impact Difficult Easy Ease of Implementation Low Hanging Fruit Quick Wins Not worth effort

Definitions  Impact = level to which the activity helps meet the strategic objective/ key area of focus –impact should be measurable, e.g., number of female applicants; number of students recruited; number of training days reduced, etc.  Ease of implementation can be measured in many ways; including (1) number of labor hours needed to implement; (2) amount of effort required; (3) cost to implement; (4) existence of other programs or efforts that the activity can be linked to and leveraged, which may facilitate the implementation

Questions to Consider Impact of the Activity:  Does it address your most important area of focus?  Will it meet long-term needs of industry partners? How?  Will it meet short-term needs of industry partners? How?  Are there extraneous benefits to this activity, e.g., positive publicity, beneficial partnerships, etc.?  Is this a one-time impact or an ongoing impact that will provide continuing benefit?  Does this activity pave the way for another important activity? Ease of Implementation:  Can this activity be leveraged or combined with other, ongoing work?  Do best practices exist elsewhere that would shorten the implementation cycle?  Does this activity require funding? If so, is the funding readily available?  Does budget already exist for this activity or is it readily available?  How many people will need to devote time, and how much time, to this activity?  Is the impact of the activity sufficient enough to warrant the effort and time it will take?  Does the activity require any significant changes in company governance or state/county laws that would slow or threaten its implementation?

 What task forces are needed? –Establish task forces for the short term strategies  What will be your involvement? Assignments 22

 What factors can we use to measure the success of each strategy/initiative? Measures of Success 23

Quantifiable measurements that reflect progress toward defined goals Examples: - number of hires compared to planned hires -attrition by tenure Key Performance Indicators 24

 assess actions that need to be in place to achieve strategies. Examples: - focused career awareness programs - strong HR practices Critical Success Factors 25

 Get a 17th energy career cluster approved by the CTE system within the state (CSF)  Implement an energy career academy at one high school within the state (CSF).  Implement EIF within one energy career academy in the state (CSF). Examples: Measures of Success 26

 For Careers in Energy Week, implement three activities (CSF).  Pre-employment testing and hiring goals: start with each company then roll up to totals for the state (KPI).  Increase the number of diversity applicants by x % (KPI). Examples: Measures of Success 27

 Summary of today’s activities  Next consortium meeting: DATE/LOCATION  Purpose of next workshop: –Check in on Action Plan –Define the measures of success? –What additional resources may be needed? Next Steps 28

For more information, contact: Name Title Organization Address xxx-xxx-xxx