Balanced Scorecard

Linking measurements to

strategy

A matter of perspectives

Financial

Customer Internal

Innovation &

Learning

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?

2013 StrategyVision

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

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

Fina

ncia

l Market share

Uptake

Common measure (effectiveness of core programs)

Cust

omer

Satisfaction

Value for effort

Outreach

Innovation

Inte

rnal

Strategic communication plan

Coordination with economic developers

Gro

wth

Rate of improvement

Staff/contractor suggestions

Sector targeting

Next Steps

• Affirm CAWDB’s strategic goals

• Strategy mapping

• Identify critical measurements