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FOR TITLE I OF THEWORKFORCE INVESTMENT ACTAND THEWAGNER-PEYSER ACT
 
For the period of July 1, 2007 - June 30, 2009
 
 
2007-2009
 
GUAM’S WORKFORCE STRATEGIC PLAN: YEARS 3 and 4
 
2 
Guam’s Workforce development has embarked on a major effort to plan the territory’s workforcefuture aligned with the new National Workforce Initiatives and guidelines.
Vision:
To provide leadership, strategic guidance, and resources that is valuable to the WorkforceInvestment System.
Mission:
Our commitment is to provide program services to improve the quality of life and (to improve theStandard of Living) of our citizens by maximizing their potential for employment in a competitiveeconomy
NEW STRATEGIC DIRECTION EMPHASIS AND CONTINUATION OF STRATEGICGOAL AREAS (TRANSFORMATION CONTEXT)
Guam’s Workforce Investment System continues to evolve reflecting a long history of the manyGWIB dealings and the varied challenges and shifting priorities shaping our island economy andcommunity. This experience continues and the latest round supports a demand-driven workforcesystem with a shift toward a broader scope entitled:
“Planning for Transformation”
alignedtoward
thinking regionally
. The importance of thinking regionally allows our market economies to build on our unique competitive advantages and creating a culture and climate of entrepreneurshipand innovation. The next two years leverages a more coherent operational base in support of  purposeful growth and high impact strategies that will rely on how well we achieve the alignmentof 
employment, education, and economic development 
resources and assets.This document represents the culmination of the many workforce conversations, meetings,conferences, and listening sessions over the past two years. These sessions continue to shape theoutcomes, actionable strategies, and goal areas with specific input coming from surveys, capacity building sessions, and program delivery of pilot initiatives. This includes the most recentcomprehensive assessment of the Agency for Human Resources Development- One Stop Career Center (OSCC) delivery system. The workforce strategic planning team presents a modifiedstate plan with the corresponding plans of work integrating the latest national strategic emphasis
1
. Thisalso includes the recent USDOL ETA, Region VI onsite review report requiring immediatecorrective actions and are incorporated into the applicable goals and prescribed actionablestrategies. This includes recommendations for refining current programming practices. Theserevisions continue to build on the progress realized in the first two years and serves as essential building blocks designed to enhance our workforce mission and vision. In summary, thesediscussions express a common consensus from responsiveness on leveraged and integratedsystems toward transformation and refining/replicating best practices. This approach reflects our uniqueness and sensitivities toward providing solutions for those looking for 
the best employer,the best employee and the right career 
.
 
2007-2009
 
GUAM’S WORKFORCE STRATEGIC PLAN: YEARS 3 and 4
 
3
 
STRATEGIC PLAN FRAMEWORK
The proposed strategic goals and the accompanying objectives in the modified and new work planreflect a renewed emphasis on the success gained from implementing plans of work previouslyframed under 10 separate goal areas and now integrated through this modified plan under 5 coregoals. The latest presentation continues to reaffirm the GWIB’s need to be relevant and tocontinue to foster a climate for working toward a broader unified focus on achieving the qualityworkforce Guam and the region deserves. This approach continues to integrate and transform theefforts of both Guam’s Workforce Investment Board (GWIB) partner policies and programs, toinclude the redirection of programs and resources directed by the Department of Labor/Agencyfor Human Resources Development. In line with this, the Department of Labor/Agency for Human Resources Development in concert with the GWIB have incorporated the latest addition of the regional economies posturing by the Western Chief Executives
2
.The first two years focused on years 1 and 2 strategic initiatives identified by past GWIB summitsand conferences and which continue to be core areas of programming interest and support. Thesestrategies follow the strategic direction in the U.S. Department of Labor State Planning Guidelines(SPG) for the Pacific jurisdiction. The actionable elements in years 1 and 2 describe the support of all the concerted efforts from the governance and programming levels. This includes plans thataddress the integration efforts for programming, data reporting, accountability, case and portfoliomanagement, and expected overall improvements to our partnership and one-stop programming.The portfolio review continues to build on the ongoing One-Stop systems assessments andintegration strategies for job development, job retention, and governance agreements.Performance will reflect SPG performance measures or be tailored to reflect existing programs.Criteria may change over this modified planning period for existing program review as issues andworkforce priorities emerge. This approach continues our leveraging strategies and investing incapacity of our workforce system and begins to shape both economic analysis and workforce datathat will strengthen program evaluation and policies.These overarching goals intend to be transformational goals that will begin to transition andinstitutionalize the success of today’s workforce system. We expect that this alignment will resultin an effective delivery of programs responsive to a demand driven system for employers,employees, youth, and adults and shifting to the next threshold of transforming our system to becompetitive. This plan continues to serve as a guiding piece for workforce funded collaborative programs and their respective planning units and as a reference in developing new areas for plansof work (POWs). These strategic goal areas embrace the following: Guam’s WorkforceInvestment Infrastructure anchor system, Guam’s Workforce Delivery system and Guam’sWorkforce Community Collaboration system.In support of our posturing for high growth, Goal areas 1 and 2 address the environmental contextto support growth-oriented businesses. This is will be realized through improving the quality of the delivery and information environment to provide the right sustainable connection to nurtureand develop adaptable human resources. This also speaks directly to how well we deliver on the business of providing job seekers access to skills and job training.
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