BALANCED SCORECARD STRATEGIC MANAGEMENT SYSTEM ISSUE PAPERS Focus

BALANCED SCORECARD STRATEGIC MANAGEMENT SYSTEM ISSUE PAPERS Focus Area #5 Education & Workforce Development Presentation to the Health, Human Services & Education Committee February 16, 2011 10/28/2020 Chief Administrative Officer / Office of Budget & Strategic Planning 1

Purpose of the Meeting n n n Present Overview of Balanced Scorecard Strategic Management System Present Organization of Issue Paper Discussion of Preliminary Priority Initiatives Ø Preliminary ranking process Ø Estimated costs associated with initiatives Ø Outcomes associated with initiatives Ø Relationships of initiatives across focus areas 10/28/2020 Chief Administrative Officer / Office of Budget & Strategic Planning 2

Overview of Balanced Scorecard Tools: n Strategic planning to develop priority focus areas n Outcome-based budgeting to guide investment to achieve identified outcomes within each focus area n Performance measurement to evaluate success toward achieving its objectives 10/28/2020 Chief Administrative Officer / Office of Budget & Strategic Planning 3

Overview of Issue Paper: Primary/Critical Issues & Problems n n Poverty limits opportunities for education & workforce development success Too many Richmond children are behind before they start school Richmond is working towards improved high school completion rates, 55% of ninth graders entering HS in 05 -06 graduated in 08 -09 with standard or advanced diploma Richmond’s median income is low ($36, 968) 10/28/2020 Chief Administrative Officer / Office of Budget & Strategic Planning 5

Overview of Issue Paper: Primary/Critical Issues & Problems n The lack of a unified, system-wide approach & plan for education & workforce development that spans the learning continuum has significantly restrained Richmond’s progress developing a well-educated, well-trained workforce 10/28/2020 Chief Administrative Officer / Office of Budget & Strategic Planning 6

Overview of Issue Paper: Organization Chapter 1: Richmond’s Role as Workforce Intermediary n Chapter 2: Early Childhood Development n Chapter 3: Success in School n Chapter 4: Adult Education, Life-long Learning & Improved Literacy n 10/28/2020 Chief Administrative Officer / Office of Budget & Strategic Planning 7

Richmond Workforce Pipeline Intake Assessment Essential Services Work Readiness Life Skills Participants (Job Seekers) Providers (Services, Training & Development, & Facilities) Sector Specific Education & Job Training Job Search Skills Partners (Funding, Facilitators, Supporters) Employment Self Employment Customers (Employers) Program Management Policies & Plans 10/28/2020 Infrastructure, Technology, & Enablers Metrics & Measures (Outputs & Outcomes) Chief Administrative Officer / Office of Budget & Strategic Planning 8

1. n n Coordinate All City of Richmond Workforce Programs Maximize outcomes of each program with a minimum of duplicated efforts Build capacity in the workforce system to meet the demand Target key high growth economic sectors identified in 2010 CEDS Leverage success to win more grants & entice more participation from philanthropic/corporate foundations 10/28/2020 Chief Administrative Officer / Office of Budget & Strategic Planning 9

1. n n n Coordinate All City of Richmond Workforce Programs Develop coordinated network of organizations to build capacity Identify indicators of progress Develop strategy maps & cascade goals Coordinate Poverty Commission work & ongoing E&WFD initiatives Align DSS programs to engage the Workforce Pipeline 10/28/2020 Chief Administrative Officer / Office of Budget & Strategic Planning 10

1. n n n Coordinate All City of Richmond Workforce Programs Define & coordinate effective Career Pathways Fund Richmond’s portion of WIB admin costs Security officer at WIB One Stop RRHA MOU to provide workforce development for 80 residents Create pilot project similar to Youth. Build 10/28/2020 Chief Administrative Officer / Office of Budget & Strategic Planning 11

Initiative Metrics & Costs Initiatives/Programs 1. Coordinate all City of Richmond workforce programs such that each has substantial outcomes with a minimum of duplicated efforts 10/28/2020 Timeframe Short to Long Term Metric(s) Improve job placement outcomes (Target: Add 200 pathway participants / year) Rank 1 Chief Administrative Officer / Office of Budget & Strategic Planning Initial Estimated Total Cost $1. 18 M FY 12, FY 13 Mostly GF (TANF, VIEW, etc. ) - $509 K enhancement 12

2. n n n Improve Young Children’s Readiness for School Strengthen infrastructure that fosters collaboration Increase the quality & availability of child care in the city Enhance parenting & health programs to support sound child development 10/28/2020 Chief Administrative Officer / Office of Budget & Strategic Planning 13

2. Improve Young Children’s Readiness for School Infrastructure n n Build “network” & coordinate efforts of childfocused organizations by transitioning Early Childhood Development Initiative into Office for Early Childhood, appointing Leadership Council, updating early childhood strategic plan Admin support position for data collection & evaluation – yield more comprehensive understanding of program impacts 10/28/2020 Chief Administrative Officer / Office of Budget & Strategic Planning 14

2. Improve Young Children’s Readiness for School Quality Child Care n n n Training & mentoring Strengthening alignment between child care providers & kindergarten expectations with the assistance of the National League of Cities Bringing early childhood development centers on line - Phase One: Center in Marshall Plaza Building to serve city employees 10/28/2020 Chief Administrative Officer / Office of Budget & Strategic Planning 15

2. Improve Young Children’s Readiness for School Parenting Education n n Funding & FTE to continue grant-funded Parenting Ed Developer position (40 workshops/year serving over 600 adults & 200 children (40% of $ currently in base) Create 2 parent support centers 10/28/2020 Chief Administrative Officer / Office of Budget & Strategic Planning 16

2. Improve Young Children’s Readiness for School Health Enhancements n n n Establish culturally sensitive breastfeeding program Continue preventive dental health pilot Develop medical home strategy to ensure DSS benefit recipients establish relationships with primary care providers rather than utilizing emergency room services 10/28/2020 Chief Administrative Officer / Office of Budget & Strategic Planning 17

Initiative Metrics & Costs Time. Initiatives/Programs frame Metric(s) 2. Improve young Short Parenting Workshops: children’s readiness to 600 adult contacts for school through Long Nurturing Parenting: infrastructure, Term 675 adult contacts quality child care, & Increased % of parenting & health kindergarteners program entering school ready enhancements to learn (Target: 1% increase in annual 3 year rolling average FY 13 - 81%) 10/28/2020 Rank Chief Administrative Officer / Office of Budget & Strategic Planning 2 Initial Estimated Total Cost FY 12: $1. 42 M total $64 k base, $1. 35 M enhancement FY 13: $1. 04 M total $54 k base, $987 K enhancement GF & grant 18

3. n n Establish a City-Wide, Cross. Functional Strategy to Reduce Truancy & Examine Reasons for Dropping Out Identify & intervene with children at greatest risk in the early elementary grades Add 7 additional roving coaches Increase truancy sweeps during school hours from half to full day Target specific schools for truancy abatement demonstration projects 10/28/2020 Chief Administrative Officer / Office of Budget & Strategic Planning 19

3. Establish a City-Wide, Cross. Functional Strategy to Reduce Truancy & Examine Reasons for Dropping Out n Connect truants with internship & mentoring programs Educate parents, guardians, neighbors on truancy issues Establish a consultant/university partnership to research causes of truancy & dropping out n n 10/28/2020 Chief Administrative Officer / Office of Budget & Strategic Planning 20

Initiative Metrics & Costs Initiatives/ Programs 3. Establish a city-wide, crossfunctional strategy to reduce truancy & examine reasons for dropping out 10/28/2020 Timeframe Short to Long Term Metric(s) Initial Estimated Rank Total Cost Reduce truancy rate by 1% per year & increase truancy sweeps by 50%, Reduce truancy rate by 3% per year in pilot school (Target: 150 added sweeps & 76 fewer 5 -Day Plans/year city-wide & 10 fewer in pilot school) Chief Administrative Officer / Office of Budget & Strategic Planning 3 FY 12: $807 K $350 K base $457 K enhancement FY 13: $792 K $350 K base $442 K enhancement 21

4. n n n Expand Mayor’s Youth Academy To promote high school graduation, post secondary career exploration/education, workforce readiness skills development, civic engagement, & youth entrepreneurship Summer Works Youth Gardeners Life Stages Future Leaders Council 10/28/2020 Chief Administrative Officer / Office of Budget & Strategic Planning 22

Initiative Metrics & Costs Initiatives/Programs 4. Expand Mayor’s Youth Academy including Summer Works, Youth Gardeners & Life Stages programs & Future Leaders Council 10/28/2020 Timeframe Short to Long Term Metric(s) Initial Estimated Rank Total Cost FY 12 Target: 345 youth & emerging adults hired & assigned to work, 100 youth involved in cultural program, etc. Chief Administrative Officer / Office of Budget & Strategic Planning 4 FY 12, FY 13 - $475 K each year $225 K base $250 K enhancement 23

5. n n n Align Adult Job Training & Educational Programs with Employer Needs Expanding RPL computer lab Offering more computer classes to develop basic computer skills Adding dedicated position to support the Computer Lab expansion 10/28/2020 Chief Administrative Officer / Office of Budget & Strategic Planning 24

Initiative Metrics & Costs Initiatives/Programs 5. Align adult job training & educational programs with employer needs by continued expansion of RPL computer lab & computer classes to develop basic computer skills. Add position to support Computer Lab expansion 10/28/2020 Timeframe Short to Long Term Metric(s) Rank FY 12: Add 50 classes serving 500 more students FY 13: Add additional 50 classes serving 500 more students 80% of trainees indicate satisfaction with computer instruction 5 Chief Administrative Officer / Office of Budget & Strategic Planning Initial Estimated Total Cost FY 12: $45, 000 enhancement FY 13: $65, 000 enhancement GF 25

Focus Area Initiatives: Relationship to Other Focus Areas 1. 2. 3. 4. 5. 6. 7. Unique, Healthy & Inclusive Communities & Neighborhoods Economic Growth Community Safety & Well Being Transportation Education & Workforce Development Sustainability & the Natural Environment Well Managed Government 10/28/2020 Initiative FA’s 1. Align Workforce Programs 2, 6 2. Early Childhood Development 1, 3 3. Reduce Truancy 2, 3 4. Mayor’s Youth Academy 1, 3 5. Computer Lab Expansion 1, 2 Chief Administrative Officer / Office of Budget & Strategic Planning 26

Next Steps n n Solicit input from employees Solicit input from citizens Follow up discussion – next committee meeting (if needed) Considering input from Council, employees & citizens, Focus Area initiatives will be prioritized on a City-wide basis and presented by the Mayor 10/28/2020 Chief Administrative Officer / Office of Budget & Strategic Planning 27

Questions? 10/28/2020 Chief Administrative Officer / Office of Budget & Strategic Planning 28