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The National Fund NATIONAL EVALUATION The F irst Five Years

The National Fund NATIONAL EVALUATION The F irst Five Years. Navjeet Singh Deputy Director National Fund for Workforce Solutions nsingh@jff.org 617-728-4446 x220 . Agenda. Sources The National Fund Model Achievements Goals & Achievements Systems Change

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The National Fund NATIONAL EVALUATION The F irst Five Years

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  1. The National FundNATIONAL EVALUATIONThe First Five Years Navjeet Singh Deputy Director National Fund for Workforce Solutions nsingh@jff.org 617-728-4446 x220

  2. Agenda • Sources • The National Fund Model • Achievements • Goals & Achievements • Systems Change • How well is the Model being followed • National Fund Influence • Satisfaction with Services • The Next Phase

  3. Sources of Information • Reports (available at nfwsolutions.org/evaluation) • National Fund Principles: Collaborative and Partnership Achievements (August 2012) • Systems Change Activities and Achievements (August 2012) • Summary of Findings: Fourth Annual National Evaluation Report (August 2012) • Implementing the National Fund for Workforce Solutions (May 2013)Data Brief for the Fourth National Evaluation Report • Survey of Collaboratives (April-May 2013)

  4. The National Fund Model & Goals

  5. Most Significant Achievements • Developed new, demand-driven workforce partnershipmodels • Realized significant changes in public policy to support workforce development • Built new regional leadership mechanisms to catalyze change and promote workforce innovation

  6. “Developed and supportedthree employer-driven sector partnerships that have served more than 6,100 individuals since 2008.” Source: Survey of NFWS Collaboratives, April-May 2013

  7. The First Five Yearsof the National Fund Goals Achievements Reasonable success at Systems change at state and local levels 32 collaboratives engaged since 2007, 29 active 4,064 employers served 42,299 individual job-seekers and incumbents served, over 28,000 credentials • Systems change at the national, state and local levels • Support collaboratives in30+ regions • Assist 2,000 employers • Serve 50,000 job-seekers and incumbent workers

  8. Systems Change: Where Did Collaboratives Have the Most Success? • Many had success changing the practices of education and training institutions • A few had significant results in changing workforce systems and public policy andensuring resources at the state level. • Modest success in changing employer practices, such as hiring practices, and opportunities for advancement.

  9. “…we’ve been able to advance the local workforce system … …. to a continually improving system with strong WIB leadership, agrowing community college, and a cohort of providers that reflect best practices” Source: Survey of NFWS Collaboratives, April-May 2013

  10. How well do Collaboratives follow the National Fund Model? • Three-fourths collaboratives showed moderate to high fidelity to the National Fund model • Higher fidelity related to success in in systems change • Least fidelity associated with weaknesses in: • Leadership • Investment, support and guidance of partnerships • Sustainability

  11. How well do Partnerships follow the National Fund Model? • Higher fidelity associated with older partnerships (even older than NFWS) that are: • In Healthcare • Larger • Employer-initiated • Employer-led • Higher fidelity associated with overall outcomes for participants, employers and systems change

  12. What Sectors are key? • Healthcare –- 38 of 96 active partnerships • Manufacturing –- 17 active partnerships • Construction –- 16 active partnerships • Emerging sectors: • IT • Hospitality • Declining • Biotechnology

  13. National Fund Influence on Collaboratives and Partnerships • Most influence in establishment and initial implementation stages of a collaborative’s life cycle • Relatively less influence in deepening implementation during a collaborative’s later stages of its life cycle • Most influence on Partnerships developing the twin pillars of employer engagement and career advancement.

  14. Satisfaction with National Fund Support and Services • High levels of satisfaction with National Fund staff, communication about events/activities, and shared learning (invaluable peer network) • Satisfied and somewhat satisfied with coaching and clarity of model • Mixed around procurement (RFP) processand management of grant agreements • Considerable room for improvement related to clarity/support around national and local evaluations

  15. What have we learned? • Collaboratives, an innovation of NFWS, as an effective intermediary • Successful partnerships meet goals of both employers and low-skill workers • Most significant outcomes were in systems change –public policy and institutional practice. • Role for NFWS to support through- • Shared learning • Knowledge Transfer • Advocacy and Resources • Leadership Development

  16. Next Phase: What would Collaboratives and Partnerships like • Sharing of and benchmarking best practices • More and expanded shared learning opportunities: • Peer groups –other collaboratives • Affinity groups • Exposure/connection to leaders in the field • Continued funding or access to funding sources • Technical assistance, especially in employer engagement and fundraising • Focus on policy and communications

  17. “We are changing the conversation about workforce development to one that has highlighted employer engagement and investment as well as credential attainment for adults.” Source: Survey of NFWS Collaboratives, April-May 2013

  18. BACKGROUND SLIDES

  19. Individuals Served

  20. Collaboratives: Significant Achievements by Major Category

  21. Significant Achievements by Activity

  22. Extent the National Fund Influenced Collaborative Activities and Practice

  23. National Fund Influence on Collaborative’s Support of Partnerships N=24

  24. Partnerships: What are the key sectors?

  25. Collaborative Satisfaction with NFWS

  26. Additional Themes on Satisfaction • Model • Provides credibility/legitimacy to our work • Tremendous influence on our organization; provided framework that is clear, executable, and disciplined • Process • NFWS requirements have disproportionately dictated the focus and investment of the collaborative – “tail wagging the dog” • Expectations of outcomes unrealistic (new v older collaboratives)

  27. Additional Themes on Satisfaction • Shared learning • Created invaluable peer network • But question remains how network is utilized and mobilized in new phase; high priority moving forward • Coaching • helped to elevate work and move us to the next level • expectations unclear in new phase

  28. Next Phase Support for Collaboratives

  29. Next Phase Support for Partnerships

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