ACTION PLAN
Workforce Development
STRATEGY
Resource Diversification/Board Development
Diversify, leverage, and align resources to meet regional talent needs and priorities as well as foster board development.
ISSUE/NEED
Reliance on Workforce Innovation and Opportunity Act (WIOA) funding limits flexibility and the ability to address local workforce priorities, innovate, and respond to emerging community needs.
MEASUREMENTS
Decrease in percentage of total funding from WIOA
Increase in co-funded initiatives with partners
KEY ACTIVITIES
TIMELINES
Research national best practice examples in workforce board funding diversification.
July 2026-July 2027
Develop a position paper and funding action plan to align funding opportunities to Board priorities.
July 2026-July 2027
Actively seek and pursue alternate funding sources for workforce development activities in the region.
July 2026-July 2027
Educate and position board members to be ambassadors of the system & create an effective and fully engaged board by restructuring meetings, agendas, and committees.
July 2026-July 2027
Shared Measurement System Connections
AIM
We Achieve Our Full Potential
GOAL
Reduce percentage of families living in poverty
LEADING INDICATOR
Living Wage Employment
ROOT CAUSE
Community members are not adequately involved in design and administration of policies and services
STRATEGY
Intentionally communicate services and value to our communities resulting in further engagement and employment of under-served and marginalized populations.
ISSUE/NEED
Underserved and marginalized populations face employment barriers and may not be effectively reached through traditional workforce services.
MEASUREMENTS
Increased participants from targeted populations
Increased Net Promoter Score (NPS)
Increased partnerships with organizations serving targeted populations
KEY ACTIVITIES
TIMELINES
Implement innovative initiatives to reach and serve under-served and marginalized populations.
July 2026-July 2027
Innovate service delivery through flexible and remote/virtual services.
July 2026-July 2027
Expand career exploration and planning resources, employment opportunities and work experiences available for youth.
July 2026-July 2027
Shared Measurement System Connections
AIM
We Achieve Our Full Potential
GOAL
Reduce percentage of families living in poverty
LEADING INDICATOR
Unemployment Rate
ROOT CAUSE
Community members and providers are not knowledgeable about service systems
STRATEGY
Cultivate employer partnerships by proactive outreach and quality, data-driven services to ensure the workforce are fully competent and career ready.
ISSUE/NEED
Employers report challenges attracting qualified workers, retaining employees, and filling positions with individuals who have the required skills.
MEASUREMENTS
Increased employment retention
Increased employer customers
Increased career exploration efforts with education partners
KEY ACTIVITIES
TIMELINES
Share and validate labor market information with employers to understand their current and future workforce needs.
July 2026-July 2027
Intentionally engage with employers to address emerging technology and sectors.
July 2026-July 2027
Coordinate activities with K-12 and post-secondary education and training partners to ensure jobseekers are prepared for available careers.
July 2026-July 2027
Shared Measurement System Connections
AIM
We Achieve Our Full Potential
GOAL
Reduce percentage of families living in poverty
LEADING INDICATOR
Unemployment Rate
ROOT CAUSE
Community members and providers are not knowledgeable about service systems
STRATEGY
Align and effectively partner with economic development, education, labor, and community organizations to build and maintain a regional talent pool.
ISSUE/NEED
Workforce, education, economic development, labor, and community organizations are not fully aligned, resulting in missed opportunities for coordination, referrals, resource sharing, and addressing community barriers such as transportation, housing, childcare, and substance use.
MEASUREMENTS
Increased participation in partner meetings
Increased referrals to and from partner organizations
Increased number of collaborative initiatives
Increased number of co-sponsored events
KEY ACTIVITIES
TIMELINES
Increase communication and collaboration among workforce partners.
July 2026-July 2027
Enhance relationships with organizations in each county to move from transactional relationships to strategic partnerships.
July 2026-July 2027
Improve the alignment and coordination across partner programs of the MWSE Service Centers.
July 2026-July 2027
Shared Measurement System Connections
AIM
We Achieve Our Full Potential
GOAL
Reduce percentage of families living in poverty
LEADING INDICATOR
Living Wage Employment
ROOT CAUSE
Community-based services are not sufficient to help residents meet their basic needs
Partner Wins & Accomplishments
Celebrate meaningful progress made by Network Partners to address community needs, remove barriers, and advance equitable outcomes across Jackson County. Whether connected to the Collective Action Plan or shared independently, each accomplishment demonstrates how collaborative action is creating lasting change within Jackson County.
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