Oregon Workforce Investment Board · highlights of the plan, Gary recommended the plan for approval...

Oregon Workforce Investment Board

September 9, 2016 12:00 – 4:00 pm

Salem Convention Center 200 Commercial St SE

Salem, Or 97301

Agenda Friday, September 9th, 2016

12:00pm – 4:00 pm Salem Convention Center

200 Commercial St SE, Salem Or 97301

“Focus on Youth” 1. Welcome & Youth Program Presentation (working lunch) – 12:00p Pg. 5 Chair Ken Madden

• Isaac’s Room/IKE Box Mark Bulgin Lunch will be provided for OWIB members only. The lunch presentation is open to the public, however the facility does not allow outside food or drink in the establishment so please make alternate arrangements before or after the OWIB meeting.

2. Opening Comments – 1:00p Chair Ken Madden

3. Consent Agenda – 1:10p Pg. 7 Chair Ken Madden • June 10th, 2016 OWIB Meeting Minutes• June 24th and July 20th, 2016 Executive Committee

4. Open Public Comment – 1:15p Chair Ken Madden The Oregon Workforce Investment Board is a public body. The public is welcomed to submit written or verbal comments during this portion of the meeting.

5. Local Area Youth Programs and Best Practices – 1:20p Pg. 15 • Youth Internships/Work-Based Learning Pg. 17 Heather Ficht • Local Collaboration and Youth Employment Pg. 21 Lyle Lang • Career Achievement Network - A Youth Initiative Pg. 23 Tony Frazier

6. Break – 2:20p

7. Workforce System Resources – 2:30p Pg. 25 • Youth in the Workforce Report Pg. 27 Nick Beleiciks • Youth and Vocational Rehabilitation Pg. 33 Keith Ozols • Youth and Self Sufficiency Pg. 41 Dan Haun

8. Priorities Taskforce Recommendations and Discussion – 3:10p Pg. 43 Gary Brown/ Barbara Byrd

9. Customer Satisfaction Tool – 3:30p Pg. 45 Phoebe Colman

10. Dashboard Taskforce Recommendations – 3:45p Pg. 47 Bob Halligan

11. Additional Resources• Oregon Youth Conservation Corps Pg. 51 • Workforce Boards as Sector Intermediaries Pg. 53

(Includes Lane County as national best practice)

12. Closing Remarks – 3:55p Chair Ken Madden

13. Adjourn – 4:00p

Oregon Workforce Investment Board meetings are held in accordance with open meeting laws and with accessibility requirements. If there is a person with a disability who may need assistance in order to attend or participate in a meeting or if a person wishes to offer comments on any item on the agenda, please notify Michelle Sullivan at 503-947-1733. TTY assistance is also available by dialing 711. A sign-up sheet for those who wish to offer comments or testimony on any item will be available at the meeting.

3

http://salemconventioncenter.org/contact/maps-and-directions

http://salemconventioncenter.org/contact/maps-and-directions

Purpose

The purpose of this presentation is to highlight a successful youth program and share potential best practices that have achieved positive results for youth in the Salem Keizer Community.

OWIB Strategic Plan Goals

Goal 4- Create and develop talent by providing young people with information and experiences that engage their interests, spur further career development, and connect to Oregon employers.

Background

Among many of the youth programs targeted at youth in the Salem Keizer area, the Ike Box approaches withdrawn youth with a unique approach that is rising in popularity. Not only does the Ike Box help provide youth with marketable skills that will lead them to a more promising future, but also helps them to discover the own value and self-worth. The Ike Box helps youth become more engaged in their own future.

In the presentation you will hear more details of how Ike provides experiences that build character, confidence, and skills and a community of people living life with intentionality, intelligence, and spirit. And, you will hear how Ike is rising to the challenge to build a progression of opportunities and services that help divested youth get on their feet, learn to walk, and then learn to run. Such services include shelter and transition housing, viable education alternatives, and training and experience in vital life skills.

Ike’s vision is restored community. Everybody knows that we can’t have truly healthy young people without an engaged, caring community, but Mark Bulgin also asserts that we can’t have a truly healthy community without engaged, caring young people.

Mark Bulgin presents the Ike Box Agenda Item

1

5

Notes from June 10, 2016 Oregon Workforce Investment Board Meeting The minutes from the June 10, 2016 OWIB meeting are included on pages 8 through 11 of this packet.

Notes from June 24th, 2016 Executive Committee Meeting The minutes from June 24, 2016 OWIB Executive Committee Meeting on page 12 of this packet

Notes from the July 20th, 2016 Executive Committee Meeting The minutes from July 20th, 2016 OWIB Executive Committee Meeting on page 13 of this packet

Consent Agenda

Agenda Item 3

7

Oregon Workforce Investment Board Chemeketa Center for Business and Industry, 626 High St NE, Salem, Or 97301 June 10, 2016

Members Present: Chair Ken Madden, Matthew Millard, Barbara Byrd, Gary Brown, Charlie Hopewell, Al Unger, Maureen Fault, Joe Weber, Trina Lee, Andrew McGough, Representative Bill Post, Shari Dunn, Patrick Crane, Jessica Howard, Kay Erickson, Frank Wall, Sen Michael Dembrow, Carrie Chaffee and Ali O’Neill.

Members Participating Through Telephone: Elana Pirtle-Guiney

Staff: Todd Nell, Karen Humelbaugh, and Michelle Sullivan

Guests by Phone: Jim Fong

1. Meeting began at 1:10pm

2. Opening CommentsChair Madden convened the meeting and introduced new members, Patrick Crane, Shari Dunn and Ali O’Neill. Madden then explained that the overall plan for the OWIB is to have extended focused board meetings less frequently to accommodate board members and the distance they travel to volunteer their time. The more focused and detailed discussions will be delegated to work groups or subcommittees to present informed recommendations to the entire board. There are currently two new taskforces; the OWIB Dashboard Taskforce and the OWIB Priorities Taskforce. The Youth Subcommittee has yet to convene but will do so before the next OWIB meeting. At the next OWIB, there will also be an update on the Performance and Policy Subcommittee of which Joe Weber is the chair.

The OWIB Dashboard Taskforce has convened and is working with Oregon Employment Department Research Department to construct a dashboard that can be shared publicly on the OWIB website. The Taskforce will report to the board as new information develops. Chair Madden thanked Graham Slater, Nick Beleiciks, John Glenn and Phoebe Coleman for their work on the dashboard and Wayne Fanno for providing up to date NCRC information.

Humelbaugh explained that while the documents in the packet are components of a potential dashboard, she would not call in necessarily a dashboard, yet. She reported on the demographics for the NCRC.

Madden suggested appointing a subcommittee to work on dashboard metrics. Weber made a motion to delegate this to the taskforce. Wall seconded motion. The board approved. Dunn and O’Neill abstained. Howard asked when PRISM 2.0 will be out. Crane reported that they are still waiting on federal guidance.

Chair Madden informed the board the OWIB staff is testing different online platforms for offering virtual participation to members. Details will be presented as they become available.

Charlie Hopewell has been appointed to the Oregon Talent Council as an ex-officio member.

8

3. Consent AgendaFrank Wall made a motion to approve the following minutes

• February 17th, 2016 Board Meeting Minutes• February 17th, 2016 Executive Meeting Minutes• March 11th, 2016 Board Meeting Minutes• May 18th, 2016 Executive Committee Meeting Notes

Matt Millard seconded. Minutes approved by the board unanimously 4. Open Public CommentNone

5. Presentations on Local PlansElana Pirtle-Guiney opened the local plan presentations by thanking local boards for their diligent efforts to submit high quality plans that are customer service focused and clearly addressed sectors and providing accessible training for good jobs. Pirtle-Guiney was also pleased that each plan added an element of youth focus as well.

Maureen Fallt reported on behalf of Heather Ficht for the East Cascades Workforce Development Board. After explaining the details and highlights of the plan, Fallt recommended the plan for approval by the board pending changes made after receiving final guidance from the Federal Department of Labor. Millard seconded. The board approved. Andrew McGough, Jessica Howard, Shari Dunn and Ali O’Neill abstained.

Barbara Byrd reported for the Eastern Oregon Workforce Development Board. After explaining the details and highlights of the plan, Byrd recommended the plan for approval by the board pending changes made after receiving final guidance from the Federal Department of Labor. Hopewell seconded and felt that wage discussion needs to happen, eventually. The board approved. McGough, Howard, Dunn and O’Neill abstained.

Byrd and Gary Brown reported for Incite on behalf of Lori Luchak. After explaining the details and highlights of the plan, Gary recommended the plan for approval by the board pending changes made after receiving final guidance from the Federal Department of Labor. Frank seconded. The board approved. McGough, Howard, Dunn and O’Neill abstained.

Carrie Chaffee reported out on the Lane Workforce Partnership. After explaining the details and highlights of the plan, Chaffee recommended the plan for approval by the board pending changes made after receiving final guidance from the Federal Department of Labor. Weber seconded. The board approved. McGough, Howard, Dunn and O’Neill abstained.

Joe Weber presented on the Oregon Northwest Workforce Investment Board (ONWIB). After explaining the details and highlights of the plan, Madden recommended the plan for approval by the board pending changes made after receiving final guidance from the Federal Department of Labor. Hopewell seconded. The board approved. McGough, Howard, Dunn and O’Neill abstained.

Matt Millard presented for the Rogue Workforce Investment Board. Millard made a motion to delegate the approval of the local plan pending changes made after receiving final guidance from the Federal Department of Labor to the OWIB Executive committee. Byrd and Wall seconded. Motion approved by

9

the board. McGough, Howard, Dunn and O’Neill abstained. Madden requested one or both liaisons attend Executive committee to report out for potential approval.

Frank Wall presented on behalf of Southwest Workforce Investment Board. After explaining the details and highlights of the plan, Wall recommended the plan for approval by the board pending changes made after receiving final guidance from the Federal Department of Labor. Fallt seconded. Howard asked if there is a timeline as to when the plans will become finalized. Madden said Oct 1, 2016. Nell assured her that the plans will be going back to the boards before being finalized. Motion approved by the board. McGough, Howard, Dunn and O’Neill abstained.

Charlie Hopewell presented on behalf of the Clackamas Workforce Partnership. After explaining the details and highlights of the plan, Hopewell recommended the plan for approval by the board pending changes made after receiving final guidance from the Federal Department of Labor. Weber seconded. Motion approved by the board. McGough, Howard, Dunn and O’Neill abstained.

Matt Millard reported out for Worksystems. After explaining the details and highlights of the plan, Millard recommended the plan for approval by the board pending changes made after receiving final guidance from the Federal Department of Labor. Fallt seconded. Motion approved by the board. McGough, Howard, Dunn and O’Neill abstained.

6. Priority Taskforce RecommendationsBrown and Hopewell updated the board on recent meetings and developments with the Priority Taskforce. They explained the process of reviewing each board member’s top 3 to 5 priorities and then reaching out to Local WorkSource Development Boards. Brown then referred to the matrix (included in the packet) as a draft of the status of the taskforce. Brown reviewed the table and explained each category on the matrix. Madden proposed moving the priorities conversation to next the OWIB to enable a full discussion. Votes took place and the board agreed to move the priority discussion to the September 2016 OWIB. Humelbaugh responded that most funding will go to local boards as a priority and for staff efforts. Madden also requested that questions be directed to Hopewell and Brown. Dembrow added that to have OWIB funding priorities finalized at the September meeting would be helpful so that they can be reported in the fall by the Governor. Humelbaugh requested that the Priorities taskforce meet one more time before September.

7. Budget, Performance and ResourcesKaren Humelbaugh, the Workforce Division Director, gave a presentation on the breakdown of how the budget performance dollars will be dispersed. Humelbaugh explained the percentages that must be allocated to specific areas and in what other areas we have some flexibilities. The goal is to determine how to invest the Governor’s Reserve dollars based on the priorities list the board approves. Of the entire allotted budget, 27 of the 36 million go directly to the local boards. In the end, with additional costs, around 89% of dollars are being directed to the local boards. Humelbaugh then reviewed WIOA Title I documents and indicators included in the packet.

For future OWIB meetings, the goal will be to continue providing resource information and performance reports at every meeting. Humelbaugh requested that questions be directed to Todd Nell.

Madden suggested creating a taskforce that will be charged with collecting and reviewing performance measures that are to be presented to the board to ensure that they are relevant to the strategic plan

10

and are in accordance with board members are requesting. Weber made a motion to delegate this task to a taskforce. Wall seconded the motion. The board approved unanimously.

8. Oregon Advocacy Commission Externship PresentationLucy Baker and Mari Watanabe gave a presentation on the Oregon Advocacy Commission Externship. They explained the program and the goal of helping refugees and immigrants acquire the necessary training to utilize education and skills from their occupation in their country, to obtain equivalent positions in the United States.

9. Closing RemarksMadden thanked Maureen for her service to the board and provided her with a goodbye card.

10. AdjournAdjourned at 4:09

11

Oregon Workforce Investment Board (OWIB) Executive Committee Meeting Notes June 24th, 2016

Members participating in person:

Members participating by phone: Chair Ken Madden, Elana Pirtle-Guiney, Lori Olund and Matt Millard

Guest Board Members: Bob Halligan

Staff/Technical Advisors: Todd Nell, Greg Ivers

Call to Order Chair Madden called the meeting to order at 1:39p.

Announcements Chair Madden reported that Frank Wall has been appointed Chair to the youth committee. He also mentioned the Dashboard Taskforce has connected and will be meeting within the next two weeks.

Presentation and Recommendations on Rogue Workforce Partnership Local Plan Halligan reported for the Rogue Workforce Partnership. After explaining the details and highlights of the plan, Halligan made a motion to recommend the plan for approval by the board pending changes made after receiving final guidance from the Federal Department of Labor. Olund seconded. The committee approved for recommendation.

Other Business/ Wrap up None

Adjourn Meeting adjourned at 1:55

12

Oregon Workforce Investment Board (OWIB) Executive Committee Meeting Notes July 20th, 2016

Members participating in person: Kay Erickson

Members participating by phone: Chair Ken Madden, Alan Unger, Matt Millard, Elana Pirtle-Guiney and Lori Olund

Staff/Technical Advisors: Karen Humelbaugh, Karen Litvin, Jordana Barclay, Todd Nell and Greg Ivers

Call to Order Chair Madden convened the meeting at 1:32

Report on Dashboard Taskforce Executive Director of the OWIB, Todd Nell, updated the committee on the progress of the impromptu taskforce established to create an OWIB Taskforce to be posted to the OWIB website. Nell reported that the taskforce is up to date and on schedule to recommend a dashboard to adopt at the September 9th OWIB meeting.

Eligible Training Provider List Barclay explained the changes to the Eligible Training Provider List (ETPL) as a result of changes from the Workforce Innovation Opportunity Act and requested approval. Acting Oregon Employment Department Director, Kay Erickson, made a motion to approve the ETPL Criteria and Procedures. Millard seconded. The motion passed unanimously.

September OWIB Agenda/Location Chair Madden announced the plan to focus the September OWIB around youth employment. Nell reported frequency and location changes to be made to the OWIB meetings to accommodate board members requests.

Other Business/ Wrap up None

Adjourn Chair Madden adjourned at 2:01

13

Purpose

The purpose of this agenda item is for Local Workforce Development Boards to present information and best practices related to Youth Services across the state. You will hear from Heather Ficht, Executive Director of East Cascades Workforce Investment Board, Tony Frasier, Executive Director of Incite, and Lyle Lang, Youth Contracts Coordinator at Lane Workforce Partnership.

Related OWIB Strategic Goals

Goal 2: Provide business and industry customized workforce solutions to prepare and deliver qualified and viable candidates and advance current workers.

Goal 4: Create and develop talent by providing young people with information and experiences that engage their interests, spur further career development, and connect to Oregon employers.

Background

Strategies under goal 4 above include creation of pipeline plans, as part of Oregon’s sector strategy approach, to connect in-school and out of-school youth to opportunities in local sector partnerships. While some activities of sector partnerships will focus on meeting the immediate needs of the industry, to ensure that the future workforce is also prepared, sectors must take into account the youth population. As new and existing sector partnerships are being launched or expanded throughout the state, a plan is needed to ensure a focus is kept on the emerging and future workforce and that young people are informed about and connected to the strong industries in their communities.

OWIB will also pursue additional resources to support local initiatives in both rural and urban communities. As resources become scarcer from federal and state sources, it is important to make sure that a strong menu of youth services isn’t lost. The OWIB supports local areas in pursuing additional resources for maintaining current initiatives and implementing new and innovative programs that engage and provide work experiences for youth.

While the OWIB does not directly provide services to businesses or individuals, it is a resource for technical assistance, making connections between local areas, and sharing best practices related to various work-based learning initiatives. When possible and if funds are available, it will prioritize incentives for programs that provide these experiences for youth.

OWIB builds partnerships to increase exposure to job and career opportunities and better connect school to work. Partnerships with businesses and schools are essential to ensuring young people are exposed to local career options and are able to see real-world applications of what they are learning in school. The OWIB works to make these connections at the state level and to share best practices from across the state and country on how to make these partnerships successful and address any of the obstacles that typically exist when trying to provide youth work experiences.

Local Area Youth Programs and Best Practices Agenda Item

5

15


Oregon Workforce Investment Board September 9th, 2016

Docket Item: Local Area Youth Programs and Best Practices Presenter: Heather Ficht Related to: WIOA implementation

Goal 2- Provide business and industry customized workforce solutions to prepare and deliver qualified and viable candidates and advance current workers.

Goal 4- Create and develop talent by providing young people with information and experiences that engage their interests, spur futher career development, and connect to Oregon employers.

Summary: Discussion of the value of internships/work-based learning to the emergent workforce and business community. Contrast and compare urban and rural models of delivery of summer jobs programming and the importance of diversifying the funding streams that support the work.

Background: In my former position as Director of Youth Services at Worksystems, I was part of a team that tripled the size of Portland Metro’s summer employment program AND expanded it to serve youth year round with paid internships. That model is based on central delivery of internships that allows the program to scale based on resources. There are always more youth interested than can be served with the limited resources. In my current role in a predominately rural region with a handful of urban settings a centralized model would be difficult to implement, therefore we resource multiple entities to deliver the service. They leverage OYCC and some earned income via social purpose enterprises but their reach is limited.

Presentation Includes: PowerPoint Slide Show

OWI Staff Recommendation: Informational only

Approve

Delegate to taskforce

Create topic specific subcommittee

17



Docket Item: Local Area Youth Programs and Best Practices Presenter: Lyle Lang Related to: WIOA implementation



Summary: Strategies to connect young people to industry and employment

Background: Several employers have asked Lane Workforce Partnership to assist in connecting to young people so they can educate them on workforce possibilities. This presentation will include three examples of local projects where education, industry, and local government have collaborated to support employment opportunities for young workers.



Approve



21


Oregon Workforce Investment Board Date 09, 2016

Docket Item: Local Area Youth Programs and Best Practices Presenter: Tony Frazier, Incite Inc. CEO Related to: WIOA implementation



Summary: The Career Achievement Network (aka theNET) is a regional initiative in the Mid-Willamette Valley Local Workforce Area. It creates a regional standard for work readiness approved by local employers. TheNET model is composed of three main components – soft skill curriculum utilized cognitive behavioral techniques, 200 hour work experience, and evaluations. This model is used by a growing number of workforce partners including the WIOA Youth funded programs.

Background: Local business has continually expressed frustration with the emerging workforce. Much of this is due to new employees’ lack of soft skills. theNET is a solution developed with employer feedback. It utilizes an innovative curriculum and delivery method to teach 21 soft skills identified by employers.

Presentation Includes: Informational handouts


Approve



23

Purpose: To provide board members with information, statistics and trends on Youth in the Labor Force and employment and training programs that provide services to the young people served by Vocational Rehabilitation and Self Sufficiency.

Related OWIB Strategic Goal:



Background

The job market struggles facing today’s youth are real and pose a danger to them and to the future of Oregon’s workforce. The unemployment rate among young Oregonians ages 16 to 24 was 17.1 percent in 2013, more than double the 6.5 percent rate for those ages 25 and over. Young people also make up an oversized share of the state’s total unemployment. Young people were just 13 percent of the labor force in 2013, but they accounted for 29 percent of unemployed Oregonians.

Although stories about which groups suffered the most during the Great Recession and which groups are left behind during the recovery are common, too often the story of younger workers is laughed off with remarks about the youngest generation’s work ethic. This generation is different because it has not been given the chance to develop its work ethic. Youth in today’s labor force are an endangered species, and their survival depends on access to meaningful job opportunities.

If the cloud hanging over the job prospects of today’s youth has a silver lining, it’s that young people are enrolling in school at record rates. Many young people are forgoing early work experience to gain formal education because they anticipate higher wages later if they get a college degree now. But that’s not the entire story. Some may be enrolling in school solely because they are unable to find viable work. Skills taught in school may differ from the essential skills learned through on-the-job experience.

• How can we help young people who want to find a job?

• How can we make sure young people have the skills employers are looking for?

Workforce System

Resources

Agenda Item 7

25



Docket Item: Workforce System Resources: Youth in the Workforce Report Presenter: Nick Beleiciks Related to: WIOA implementation


Summary: Unemployment rates for teens and young adults increased drastically during the recession. Strong job growth and near-record low unemployment has improved the employment situation for young adults, but unemployment among teenagers is still very high. This presentation will provide the latest statistics and trends about youth in the labor force.

Background: The Oregon Employment Department published a special report “Endangered: Youth in the Labor Force” in 2014. The report looked at trends in the youth employment situation and focused on the long-term fall in labor force participation among young people. Much of the fall can be attributed to an increased focus on educational attainment and competition from older workers for jobs that were traditionally held by youth. The overall labor market has improved since the report was published, so this presentation will provide an update on the statistics and trends.



Approve



27

8/31/2016

1

Youth in the Labor Force: Statistics and Trends


September 9, 2016

Update to the 2014 report, available online:

Endangered: Youth in the Labor Force

Oregon’s labor market has improved substantially since the report was published.

• Oregon has been adding jobs faster than the U.S. since 2013.

• Oregon recently added more jobs in 12 months than over any 12 month period since 1990 (at least).

• Oregon’s unemployment rate was the lowest in 40 years, up slightly thissummer as more people join the labor force.

• Strong job growth is boosting the labor force participation rate, offsetting the long-term decline in participation.

• The youth labor market has improved a lot, but it’s still not great, especially for teens.

28

https://www.qualityinfo.org/documents/10182/13336/Endangered+Youth+in+the+Labor+Force?version=1.3

8/31/2016

2

Youth Unemployment

• Unemployment rates for teens and young adults increased drastically during the recession.

• Unemployment among young adults (20-24 years) has improved significantly since then.

• Unemployment among teenagers (16-19 years) reached a record high during the recession. It has improved a lot since then, but the unemployment rate for teens is still very high.

The recession sent youth unemployment rates to record highs. It’s still troublingly high for teens.

Young people were just 12 percent of the labor force in 2015, but they accounted for 27 percent of unemployed Oregonians.

Unemployment rates:

16-19 years: 22.2%

20-24 years: 8.8%

25+ years: 4.7%

The share of unemployed teens with no previous work experience is much higher than it used to be, and the lack of experience makes it more difficult to find a job.

Share of unemployed with no previous work experience:

16-19 years: 50%

20-24 years: 16%

25+ years: 3%

29

8/31/2016

Youth Labor Force Participation

• The labor force participation rate is the share of the civilian noninstitutional population that is employed or unemployed (no job, but actively looking for work).

• Young adult participation increased slightly as economic conditions improved.

• Teen participation has continued its long-term fall, which began in the year 2000.

After years of decline, the share of teens participating in the labor force reached the lowest point on record in 2015.

It’s now far more common for teens to be neither working nor looking for a job.

Participation rates:

16-19 years: 34%

20-24 years: 72%

25+ years: 62%

Average earnings of younger workers peaked in 2000.

Average Monthly Earnings:

All Ages: $4,056

22-24 Years: $2,001 19-21 Years: $1,383 14-18 Years: $829

$0

$500

$1,000

$1,500

$2,000

$2,500

$3,000

$3,500

$4,000

$4,500

$5,000

Avera

ge M

on

thly

Earn

ing

s

Average Monthly Earnings by Age Group, OregonAdjusted For Inflation, 4-Quarter Moving Average

All Ages

22-24 Years

19-21 Years

14-18 Years

Source: U.S. Census Bureau, Quarterly Workforce Indicators

30

8/31/2016

Oregon’s youth held 26,700 fewer jobs in 2015 than they did in 2007.

Employment change since 2007:

All Ages: +51,300

22-24 years: -2,200 19-21 years: -9,500 14-18 years: -15,000

0

20,000

40,000

60,000

80,000

100,000

120,000

1993 1995 1997 1999 2001 2003 2005 2007 2009 2011 2013 2015

Nu

mb

er

of

Jo

bs

Number of Jobs by Age GroupOregon

22-24 Years

19-21 Years

14-18 Years

Source: U.S. Census Bureau, Quarterly Workforce Indicators

Nick Beleiciks, State Employment Economist

Oregon Employment Department [email protected]

(503) 947-1267

To find this presentation online, go to

www.QualityInfo.org and use the search box to look up my name

Join the conversation: OregonEmployment.blogspot.com

Twitter @OrEmployment

31

mailto:[email protected]

http://www.qualityinfo.org/



Docket Item: Workforce System Resources: Youth in the Workforce Report Presenter: Keith Ozols; Youth and Workforce Manager, Oregon Vocational Rehabilitation (VR) Related to: WIOA implementation


Summary: Keith Ozols will present on the Oregon Vocational Rehabilitation’s programs that serve youth and students with disabilities. The presentation will also briefly cover WIOA implications for VR and youth/student services and how these services could be coordinated with the larger Oregon Workforce partners.

Background: WIOA brings expectations for a higher level of collaboration among members of state workforce systems. Vocational Rehabilitation’s growing connectivity to other members of Oregon’s workforce system will benefit people receiving VR Services. VR staff work in partnership with the community and businesses to provide services that are individualized to help each eligible person receive services that are essential to their employment success. The focus of Vocational Rehabilitation remains solidly on helping people with disabilities find employment that fits with their interest and abilities so they can be fully contributing members of their communities.

Presentation Includes:

Informational handouts


Approve



33

8/31/2016

VOCATIONAL REHABILITATION YOUTH TRANSITION PROGRAMS

Keith Ozols Workforce and Youth Manager Vocational Rehabilitation

Workforce Innovation and Opportunity Act

WIOA reauthorizes the Rehabilitation Act through the year

2020 and was signed by President Obama on July, 22nd 2014.

Overview of WIOA Transitions Services Specific to Vocational Rehabilitation

• 15% set aside for Pre-Employment Transition Services (Pre-ETS)

• Pre-ETS coordination with School Districts (LEAs)

• Transition Coordination

34

8/31/2016

15% allotment for Pre-ETS

WIOA requires all states to use at least 15% of their federal funds to create the provision of pre-employment transition services.

VR’s Mandate

In collaboration with the local educational agencies involved, [VR] shall provide, or arrange for the provision of, pre-employment transition services for all students with disabilities in need of such services who are eligible or potentially eligible for services under this title.

WIOA

VR and IDEA Coexisting

“Nothing within WIOA is to be construed as reducing the responsibility of the local educational agencies or any other agencies under the Individuals with Disabilities Education Act to provide or pay for transition services that are also considered to be special education or related services necessary for the provision of a free appropriate public education to children with disabilities.”

35

8/31/2016

Pre-ETS: REQUIRED ACTIVITIES

1. Job exploration counseling

2. Work-based learning experiences

3. Counseling on postsecondary education options

4. Workplace readiness training

5. Instruction in self-advocacy

Local VR Office Transition Coordination

• Attend IEP meetings for students with disabilities when invited,

• Work with local workforce development boards, One-Stop centers, and employers to develop work opportunities for students with disabilities,

• Work with schools, to coordinate and guarantee the provision of pre-employment transitions services

VR Transition Programs:

• Youth Transition Program (YTP)

• Project ACCESS and Passages

• Partnerships with Community Colleges/Career Pathways

• Portland Public Schools/Portland Community College

• Sector Strategies with LWIBs

• Transition Network Facilitators

• 8 Statewide

• Career Information System (Pre-ETS Curriculum)

36

8/31/2016

• YTP is a Partnership Between:

• The Office of Vocational Rehabilitation

• The Oregon Department of Education

• University of Oregon College of Education

• Over 115 school districts statewide

• Over the last 25 years, YTP has provided direct services and improved outcomes for over 27,000students with disabilities

WHAT IS YTP?

• Prepare high schoolyouth with disabilitiesfor employment orcareer related postsecondary education(service delivery)

• Create a new pattern of service within schoolsand communities (systems change)

YOUTH TRANSITION PROGRAM GOALS

The YTP Team

Transition Specialist Voc Rehab

Counselor

YTP Client

TA Provider

37

8/31/2016

Individualized Education

Plan

Individualized Plan for

Employment

Employment Or

Postsecondary

Training

THE YTP PROCESS

•Ave hourly wages: $10.75

•30.40 hrs per weekEmployment

•Employed or in training: 77% at 12 month follow-up

Engagement

YTP STUDENT SUCCESSES

38

8/31/2016

International Recognition Oregon’s Youth Transition Program was recognized

as a Best Practice in 2013 by the European Association of Service Providers for Persons with

Disabilities and by the Association of Maternal and Child Health Programs in 2010.

In 2013 a study by the Zero Project comparing the implementation of the UN Convention on the Rights of

Persons with Disabilities named YTP as the only Innovative Project that addressed transition.

39



Docket Item: Workforce System Resources: Presenter: Dan Haun, Deputy Director SSP Related to: WIOA implementation


Summary: The Department of Human Services Self Sufficiency teen parent program focuses on teen parents in need of work skill and employment opportunities. The presentation is to provide OWIB more details about the employment and training programs that provide services to young people.

Background: As one of the partners in the Oregon workforce system, DHS SSP provides services to families who are living in poverty. Our programs are focused on providing a safety net for families in need, stabilization services for families in crisis, and a pathway out of poverty. We partner in the workforce system to help our clients address employment related barriers and begin a path towards employment that provides a living wages.

Presentation Includes:

Informational handouts


Approve



41

Purpose

The purpose of this agenda item is to present the findings and recommendations of the Oregon Workforce Investment Board’s Priority Taskforce. The taskforce was charged with setting priorities to guide the investment of funds through the Governor’s WIOA Reserve and other potential funding opportunities.


Goal 1: Create a customer-centric workforce system that is easy to access, highly effective, and simple to understand.


Goal 3: Invest in Oregonians to build in-demand skills, match training and job seekers to opportunities, and accelerate career momentum.


Background

The OWIB Priorities Taskforce was formed earlier this year and charged with settling on a three to four top priorities for the board to drive the Strategic Plan. At its first meeting, the group categorized and winnowed down a larger list developed by members. A priorities matrix was created. In subsequent meetings, more clarity around alignment and OWIB priorities was achieved, taking into consideration feedback on the needs of the Local Workforce Development Boards. In OWIB Priorities Matrix was further refined and in its current form highlights what the taskforce believes are four comprehensive priority areas that include Additional Resources, LWDB support, Governance and Monitoring Goals and Progress. This matrix includes a comprehensive list of six prioritized ways to direct potential reserve and grant funds.

At the June 10th OWIB meeting a brief report out and discussion occurred regarding the matrix. Due to the approval process for local plans, decisions on these six priorities were postponed. Since then, the committee has met two additional times in order to gain further clarity around these priorities. Business leaders on the taskforce will be reengaging members at the September 9th meeting to settle on these priorities that will guide potential investment of funds through the Governor’s WIOA Reserve and other potential funding opportunities to drive the overall Strategic Plan and priorities on where to focus staff work.

Priority Taskforce Recom

mendations and D

iscussion Agenda Item 8

43

Purpose

The Employment Department Research division released an interactive Customer Satisfaction web reporting tool on July 26, 2016. This release is the first of several that are planned over the next year as part of the larger project to redesign Oregon’s Performance Reporting Information System (PRISM) and present workforce system performance measures through user-friendly tools on the QualityInfo.org website.


Goal 1- Create a customer-centric workforce system that is easy to access, highly effective, and simple to understand.

1.2 - Align and leverage resources (data, funding, capacity, etc.) to collectively impact common outcomes and reward collaboration.

1.3 - Build accountability mechanisms focused on results.

1.4 - Build a solution-driven (vs. program-driven) culture.

Background

The Customer Satisfaction Survey is part of Oregon’s workforce performance measurement system. The Employment Department Research Division administers monthly surveys to measure the satisfaction of individuals and businesses who have received workforce system services. The Customer Satisfaction Survey was designed as an integrated customer survey that meets legislative reporting requirements and workforce policy needs, while also providing actionable information for program managers.

Custom

er Satisfaction Tool Agenda Item

9

45

Oregon Workforce Performance Measures

WIOA ADULT MEASURES ADDITIONAL OREGON MEASURES

Employment Rate Q2: Program participants in unsubsidized employment during the second quarter after exit from the program.

Employment Rate Q4: Participants in unsubsidized employment during the fourth quarter after exit.

Median Earnings Q2: Median earnings during the second quarter after exit.

Credential Rate: Percentage of participants who obtain a recognized postsecondary credential or secondary school diploma (or equivalent) during participation or within one year after exit.

Measurable Skill Gain: Percentage of participants who, during the program year, are in an education or training program that leads to a recognized postsecondary credential or employment and who are achieving measurable skill gains toward such a credential or employment.

Services to Employers: Effectiveness in serving employers. (Definition pending.)

Entered Employment Rate Q2: For those individuals not employed at the first date of participation, the number employed during the second quarter after exit from the program.

Wage Gain: Of those who were employed during the second and third quarters prior to the date of participation, and in the second and third quarters after the exit quarter; the percentage who had higher wages after exit than prior to participation.

Business Satisfaction: From a survey of employers; the percentage of survey respondents who gave favorable ratings to the overall quality of services they received, and the likelihood that they would recommend those services to others.

Individual Satisfaction: From a survey of individuals; the percentage of survey respondents who gave favorable ratings to the overall quality of services they received, and the likelihood that they would recommend those services to others.

www.qualityinfo.org/pm Updated August 2016 46

Purpose

The purpose of this item is to update the board on the status of the OWIB Dashboard for the workforce system. The Dashboard Taskforce will present its completed dashboard (Version 1.0) content and format.


Goal 1- Create a customer-centric workforce system that is easy to access, highly effective, and simple to understand.

1.2 - Align and leverage resources (data, funding, capacity, etc.) to collectively impact common outcomes and reward collaboration.

1.3 - Build accountability mechanisms focused on results.

1.4 - Build a solution-driven (vs. program-driven) culture.

Background

The core programs under the Workforce Innovation and Opportunity Act (WIOA) share a common state plan and a common set of performance measures focused on workforce outcomes for the benefit of workers, job seekers, and employers. Policies, processes, and funding decisions are only effective if they are followed or used properly.

A theme of OWIB’s strategic plan is to increase accountability to these components and to focus on results. The OWIB will lead efforts to design and enforce mechanisms for accountability to ensure that investments are used wisely, are focused on solutions, and that programs are serving customers effectively.

Following discussions from the Oregon Workforce Investment Board and staff, a taskforce from business, Workforce Investments and the Oregon Employment Department convened. The taskforce identified and defined performance measures that would complement the overall workforce system, redesign efforts and be used to continuously improve the system. The taskforce has completed its initial project on developing Version 1.0 of the OWIB Performance Dashboard and this tool will be located on the OWIB website.

The development of the dashboard is an ongoing process. It will be improved over time as key performance indicators are identified and defined (Sector Partnerships, Youth, etc.).

Dashboard Taskforce R

ecomm

endation Agenda Item

10

47


Oregon Workforce Investment Board September 9, 2016

Docket Item: Oregon Youth Conservation Corps Presenter: Additional Resource Only Related to: WIOA implementation


Summary: The purpose of this item is to introduce the board to the Oregon Youth Conservation Corps (OYCC).

Background: The Oregon Youth Conservation Corps was established by the 1987 Legislature for the purpose of providing education, training, and employment opportunities for at-risk youth ages 13 through 24. The program purpose is to improve work skills, instill work ethic, increase employability, improve school completion and to protect, conserve, rehabilitate and improve the natural, historical and cultural resources of Oregon. Projects are created through partnerships with federal, state and local governments as well as private and non-profit entities.

OYCC has an advisory committee consisting of nine members equally representing the appointing authorities of the Governor, Speaker of the House, and President of the Senate.

During the summers of 2013 and 2014, over 900 youth were served throughout Oregon as part of the Summer Conservation Corps (SCC). OYCC aims to have at least one SCC program in each of Oregon’s 36 counties. Projects included: trail construction and maintenance, landscaping, planting, wetland/bank/stream restoration, invasive species removal, construction, gardening/greenhouse, boat ramp repair and maintenance and signage repair and replacement.

During the 2013-2014 and 2014-2015 school years, 947 youth were served through Community Stewardship Corps (CSC) programs. OYCC worked with 31 alternative education programs across the state. CSC projects included: trail construction and maintenance, invasive species removal, riparian and wetlands restoration, construction, cultivating and planting native plant stock, GIS/GPS mapping and water and soil sampling and monitoring.

Participants reported in follow-up surveys that their experience with OYCC increased their work skills, interest in further education and/or job training, their understanding of environmental issues, and their ability to cooperate in a team effort, work with others and learn from their mistakes.

51


Oregon Workforce Investment Board September 9, 2016

Revenues for the state program come from the Oregon Lottery’s Amusement Device Tax, and agreements with the Oregon State Marine Board, US Forest Service and Bureau of Land Management. Grants are issued to organizations across the state through separate competitive processes for the CSC and SCC programs.

Each Oregon Youth Conservation Corps project or program leverages state funding with matching dollars from one or more natural resource, education and workforce partners. Local workforce boards often partner with and co-enroll youth.

Staff Recommendation: Informational only

Approve



52

ETA Sector Strategies Technical Assistance Initiative:

WORKFORCE BOARDS AS SECTOR INTERMEDIARIES

i

This resource is part of a series of integrated briefs to help workforce practitioners build a range of skills needed to launch and advance sector strategy approaches. The briefs are designed to be succinct and connect readers to existing resources, best practices, and tools. For more information, visit http://bit.ly/22CxIe7.

Sector strategies are regional, industry-focused approaches to building skilled workforces and are among the most effective ways to align public and private resources to address the talent needs of employers. While the approach is not new, there is a growing body of evidence showing that sector strategies can simultaneously improve employment opportunities for job seekers and the competitiveness of industries. As such, a number of national initiatives and federal laws (including the Workforce Innovation and Opportunity Act) are driving workforce organizations, in particular, to embrace these approaches, to meet both the needs of workers and the needs of the economy.

At the heart of sector strategies are sector partnerships (sometimes referred to as industry partnerships, workforce collaboratives or regional skills alliances, among others). These partnerships are led by businesses—within a critical industry cluster—working collaboratively with workforce areas, education and training, economic development, labor, and community organizations. Sector partnerships are the vehicles through which industry members voice their critical human resource needs and where customized regional solutions for workers and businesses are formed.

About Sector Strategies

About This Brief

http://bit.ly/22CxIe7

ii

CONTENTS

Role of the Sector Intermediary .......................................................................................................... 2

Case Study: Boston Healthcare Careers Consortium ............................................................................. 3

Catalyst and key mapping exercise ............................................................................................................... 4

Industry-led governance structure .................................................................................................................5

Consortium Structure ................................................................................................................................................ 6

Sustainability: Value to Employers ................................................................................................................ 7

Case Study: Lane County Sector Strategy Team ........................................................................................... 9

Building trust: Not just about workforce needs ............................................................................................ 10

Better Together: early accomplishments ..................................................................................................... 11

Key Takeaways ................................................................................................................................. 12

Resources and Appendices ................................................................................................................ 13

Acknowledgements .......................................................................................................................... 13

Appendices ...................................................................................................................................... 14

Appendix I: Consortium Year 1 Workplan ................................................................................................... 14

Appendix II: Consortium Partnership Agreement ....................................................................................... 19

1

ETA Sector Strategies Technical Assistance Initiative:

WORKFORCE BOARDS AS SECTOR INTERMEDIARIES

Engaging in sector partnerships (sometimes referred to as industry partnerships, workforce collaboratives or regional skills alliances, among others) is now a mandatory strategy for workforce development boards (WDBs). WIOA requires boards to promote the use of sector partnerships as the vehicles through which they diagnose and solve the skill needs of workers and key growth industries.

Sector partnerships are collaborative approaches, involving the engagement of community colleges, economic development organizations, community-based organizations, among others. As such, sector partnerships often require a strong intermediary organization; a neutral entity that can convene and manage a partnership toward its intended outcomes. For greater detail than can be provided in this brief, you may refer to Connecting People to Work: Workforce Intermediaries and Sector Strategies, edited by Maureen Conway and Robert P. Giloth.

While the appropriate entity to assume the intermediary role will vary from place to place, WDBs are well-suited to take on this role. This brief will highlight two instances, the Boston Healthcare Careers Consortium and the Lane County Tech Collaborative, where WDBs have successfully stepped into this role of sector intermediary and found it a good fit with their overall mission and way of doing business.

2

ROLE OF THE SECTOR INTERMEDIARY

What does a sector intermediary need to do? In Expanding the Mission, Jobs for the Future highlights four key functions of high-performing intermediaries:

1. Serving Dual Customers - Employers and Workers;2. Organizing Multiple Partners and Funding Streams;3. Providing or Brokering Labor Market Services; and4. Projecting a Vision to Guide Partnerships and Activities.

To be effective, the sector intermediary needs to be an organization that is valued and trusted. The intermediary plays the role of convener and honest broker, representing and advancing the goals and mission of the whole sector partnership. This requires the ability to manage complex relationships and balance the various agendas of members.

As mentioned previously, the role of sector intermediary may be filled by different stakeholder entities; and the sector strategies themselves may look different and function at differing levels. For example, they may be statewide or local in focus. Also, their goals and activities may target direct training outcomes or they may be intending to target systems change and policy-level outcomes. Despite these differences, high-performing intermediaries and sector partnerships do share some common characteristics that, if replicated, are strong indicators of success.

The National Fund for Workforce Solutions (NFWS) advocates that the sector intermediary serve as the crucial organizer of the sector strategy:

No simple formula to develop partnerships (takes many forms/roads), but all need the services of an organizer.

Organizer is a lead organization or individual that regular convenes the leaders and participants of the partnerships.

Helps partners communicate their needs and challenges, works with employers and workers, education and training providers, and the public workforce system to organize, align resources, and broker services.

There is a real advantage to having an organizer that can dedicate a substantial amount of time and energy to organizing.

Organizers must become entrepreneurial and results-oriented; be industry-driven but have a dual customer focus; generate employer and worker leadership early and understand, aggregate, translate, and communicate needs and gaps; broker or provide the necessary services and build system infrastructures that will ensure sustainability of these services.

3

Although in some instances a new entity is created to play the sector intermediary role, this is not always a given or even the most efficient solution. Despite requiring a significant commitment of dedicated staff time, often the sector intermediary approach leverages existing organizations and staff. The approach usually does require a “transformation of existing policies and programs so that they are more adaptable to local labor markets.” The intent is not to create another layer of organization or administration, but rather finding the best way to align existing efforts toward a shared vision, mission, and goals for a particular industry.

The Lane County Workforce Partnership (the local Workforce Board in Lane County, Oregon) has developed a short video which provides a straightforward description of this kind of alignment.

Lane Workforce Partnership Video on role of WDB: https://youtu.be/Gif6gtafXPY

CASE STUDY: BOSTON HEALTHCARE CAREERS CONSORTIUM

The Boston Healthcare Careers Consortium (The Consortium) is a partnership of Greater Boston area healthcare employers, educators, and workforce system partners. The Consortium’s vision is to have an efficient and effective system where job seekers and employees are successfully connecting to positions at the end of training and employers are finding and developing the skilled workforce they need to meet their vacancies and to adapt to industry demands.

https://youtu.be/Gif6gtafXPY

http://www.bostonpic.org/policy/boston-healthcare-careers-consortium




4

To work towards their vision, the Consortium utilizes the following strategies:

Cross-sector communication and sharing of best practices.

Sharing and using quality data to inform system development.

Generating resources to support this community of practice.

Focusing on specific cohorts of individuals and learning from their progression through the system of labor exchange, education and training, employment, and career advancement.

The Consortium is chaired by the Workforce Development Directors from Beth Israel Deaconess Medical Center and Partners Healthcare and is managed by the Boston Private Industry Council (PIC), the local Workforce Development Board in Boston, Massachusetts.

CATALYST AND KEY MAPPING EXERCISE

An American Recovery and Reinvestment Act (ARRA) grant administered through the Commonwealth Corporation was the catalyst to the Consortium’s creation in 2010. The Consortium built on prior efforts to bring together the healthcare industry in Boston, but the grant brought additional drivers of success – funding for staffing the partnership and a short timeline (15 months) in which to show progress and outcomes. Consortium founders worked to ensure that meetings provided a sense of action and purpose, which is important to bringing employers to the table and keeping them there.

A key first exercise the Consortium did was conduct a mapping exercise to inventory and document the current state of Boston’s healthcare workforce. The resulting document, Boston Healthcare Careers Consortium: Profile of the Current Educational & Training Opportunities for Boston’s Healthcare Workforce, detailed:

The healthcare sector in Boston

List of all healthcare employers, including Hospitals, Community Health Centers, Assisted Living

Centers, Nursing Homes

High vacancy occupations

A profile of Boston’s workforce

Current local training programs: Academic, employer-based, WIA-funded, projects funded through sectoral initiatives

This exercise served two important purposes. First, it provided a shared foundation of information upon which to build, identifying industry needs as well as existing resources. Second, it was a no-risk way for Consortium members to build trust and gel as a cohesive group.

“Although driven by industry, a sector

partnership needs staffing. Industry

leadership is crucial, but we have other

work.”

JOANNE POKASKI

Director of Workforce Development at Beth Israel Deaconess Medical Center and Chair of the Boston Healthcare Careers Consortium

http://www.bostonpic.org/

http://www.commcorp.org/

http://bostonpic.org/sites/default/files/resources/Profile_Education_Training_Opportunities_Healthcare_Apr2011.pdf


5

At the first meeting, the Consortium developed a work plan that was developed by consensus, thus giving all members a sense of ownership, commitment, and accountability. The Year 1 work plan identified four priority areas as well as specific activities, outcomes & products, impact, use of consortium meeting time, potential activities if incremental investment, and potential activities if unlimited investment. This is provided in Appendix I.

Year 1 Work Plan

Priority Area #1 LABOR MARKET INFORMATION EXCHANGE

Improve labor market information exchange among area employers, academic institutions and other interested parties.

Priority Area #2 SYSTEMS ALIGNMENT

Better coordinate pre-college assessments, courses, standards and curricula across the public education system.

Priority Area #3 PROMOTING BEST PRACTICES

Encourage health care employers to actively participate in the development of their workforce.

Priority Area #4 CONSUMER RESOURCES

Work together to make more resources available to support matriculated and prospective students.

INDUSTRY-LED GOVERNANCE STRUCTURE

Although the Consortium was always chaired and driven byindustry, a 2014 strategic planning process resulted in the development of a more formal governance structure that ensured industry leadership as well as representation by other stakeholder groups. Roles and responsibilities were delineated in this process as well, and codified in a Partnership Agreement that all Consortium members signed. The agreement is included in Appendix II. The Consortium Chair and Vice-Chair are required to be industry representatives; the Consortium Project Manager from the PIC staffs the Consortium; and a diverse Executive Committee (including additional industry representatives) aids in providing leadership and setting the agenda.

REMINDER:

You want representatives that will be doers, real champions and active partners that own their responsibilities and add value to the group.

6

Consortium Structure

Reporting

Executive Committee (Six to eight Consortium

Leaders,

includes Chair and Vice Chair)

Boston Healthcare Careers Consortium

Community & Workforce Partners

CBO / Nonprofit City / Local Govt. Career Centers

(20 member orgs)

Employer Partners

Two reps co-chair Consortium

(19 member orgs)

Education Partners

Two- and four-year colleges

State DHE

(13 member orgs)

LEADERSHIP & AGENDA SETTING

Boston Private Industry Council

(Workforce Development Board)

Convenes and staffs regional industry collaboratives,

Consortium Project Manager

Industry Chair & Vice Chair

7

Consortium Chair (BIDMC) and Vice-Chair (Partners HealthCare)

Roles fulfilled by industry leadership Lead Consortium meetings Represent the Consortium on the PIC’s Workforce Development Committee Participate in the Executive Committee Provide supervision to the Consortium Project Manager

Executive Committee

Roles fulfilled by representatives from different stakeholder groups:

2 employer representatives (minimum) 1 educator from a community college 1 community-based training organization 1 labor union representative 1 workforce development system partner representative

Convene between Consortium Meetings to provide input on agenda setting Represent the views and interests of the sector by regularly checking in with peers Assist with recruitment of members to the group Lead subcommittees

Consortium Members

Represent stakeholder organizations Fully participate in data-gathering activities Attend meetings regularly (60% annually) and/or participate in specific Consortium projects

Consortium Project Manager (Boston PIC)

Role fulfilled by Boston PIC and dual reporting to the PIC Workforce Development Director and to theConsortium Chair

Organizes and staffs the Consortium Convenes the Consortium five times per year between September-May and prepares meeting materials Maintains relationships with partners Manages Consortium projects between meetings, such as mock interviews, internships, work readiness

workshop

SUSTAINABILITY: VALUE TO EMPLOYERS

The Consortium ensures that roles and responsibilities are clear and shared across the membership. This is effective in keeping momentum moving and ensuring the Consortium remains relevant and valuable to members, particularly the employers. As evidenced by the Partnership Agreement, the Consortium requires commitment from a primary and a secondary representative as well as sign off by a senior administrator/executive director. This ensures the relationships are with the organization and not just one individual.

8

At the meetings, the Consortium Project Manager updates the Consortium on shared projects and various members take the lead to present on various topics. Between meetings, the Consortium Project Manager makes sure to put the members to work! Homework is assigned at many meetings, typically in the form of a brief occupational survey to learn about vacancies and hiring preferences (e.g. phlebotomists). Employers research internally and share findings at the meeting, discuss similarities and differences among organizations, and any potential changes to job descriptions and requirements.

Longer-term projects of the consortium include:

The Profile discussed earlier (Link: Boston Healthcare Careers Consortium: Profile of the Current Educational & Training Opportunities for Boston’s Healthcare Workforce)

“Critical Collaboration” (LINK) a report outlining the ways that greater Boston’s employers, educational institutions and the workforce system could better coordinate training into healthcare jobs.

A pilot project funding employers’ and community colleges’ efforts to track hire data and student outcomes.

The “From Classroom to Employment” project, which involves the consortium providing wrap-around services to students in four community college allied health programs to achieve and document better placement outcomes for students.

The wrap-around services described in the “From Classroom to Employment” project include mock interviews and work readiness training. Employer members often send junior staff to participate in these events, which furthers the employer’s institutional commitment, plus the employers really enjoy these events and appreciate being able to share their experience.

The Consortium meetings provide an organized way for training programs and community-based organizations to access local healthcare employers and learn about their needs. As the Consortium Project Manager, Meredith Crouse has amassed a high level of healthcare sector expertise, which allows her to work with these groups to help them frame their requests to employers in an efficient and effective manner that will serve the needs and interests of these businesses.

The Boston PIC serves as a valuable intermediary in the Boston healthcare sector, bringing together the various stakeholders in an organized and facilitated way to best serve everyone’s needs. This bridge, connector, and in a way translator role cannot be underestimated. Ms. Crouse states one major benefit is that “everyone is in the loop and helping each other, versus competing”.

Both Ms. Polaski and Ms. Crouse feel that serving as a sector intermediary squarely aligns with the PIC’s mission. As an intermediary, the PIC (1) convenes local leadership around education and workforce priorities, (2) brokers employer partnerships, (3) connects youth and adults with education and employment opportunities, and (4) measures program impact, in terms of both quality and scale. With WIOA and potential new grant funding, the PIC hopes to expand into other sectors, leveraging the Consortium model.



9

The following are examples of key activities that often take place during the development and

implementation of regional sector partnerships. These activities have costs that need to be supported by

the participating organizations:

The mission of the Lane County Workforce Partnership (the local Workforce Board in Lane County,

Oregon) is to meet the workforce needs of employers and individuals through partnerships and

innovation. As such, the November 2014 launch of the Lane County Sector Strategy Team (The Strategy

Team) was a natural fit for the Workforce Board as a mechanism to drive action toward achieving their

mission. The Strategy Team brings together regional workforce development, economic development, city

and business leaders to collectively support critical industries in Lane County.

After conducting a labor market analysis of the regional economy, The Strategy Team selected the

technology industry as the focus of their first sector partnership. Why Technology (tech)?

Lane County is home to over 400 tech companies, which:

Create over 5,000 jobs with an average pay of $67,000 annually

Generate over $350 million dollars in wages

Are projected to grow by 1,105 jobs by 2022, with an additional 1,258 jobs projected to be

replaced

In order to meet these workforce demands and keep tech companies thriving in Lane County, The

Strategy Team realized they needed to band together across silos to engage tech businesses and

strengthen the workforce pipeline.

Case Study: Lane County Sector Strategy Team

http://www.laneworkforce.org/

http://www.laneworkforce.org/impacts/sector-strategies/

10

BUILDING TRUST: NOT JUST ABOUT WORKFORCE NEEDS

Traditionally, when workforce representatives approach businesses, it is with the question, “How can we support your hiring needs?” While this approach is not wrong, The Strategy Team realized that they first needed to gain the trust of the tech industry, building good will and credibility. They knew they were combatting skepticism from fatigued businesses who were known to say things such as:

“You want me to come to another meeting to talk about my business needs…and then what will happen?”

“Don’t you guys ever talk to each other?”

“I answered all of the questions on that survey you sent out…what ever happened to that?”

“Who do I need to talk to in this town in order for something to happen?”

Therefore, The Strategy Team invited tech company executives to a conversation on opportunities for expansion and to identify all issues (workforce or otherwise) that inhibit the growth and/or stability of the tech industry in Lane County. It was also made clear that over 30 local leaders would also attend the event, ready with potential solutions to the challenges identified.

Resulting from this meeting and the open-ended question to the tech industry, the group decided to form six “Tech Collaborative Response Teams” to address the following industry needs:

1. Create Business-driven Computer Science Curriculum in Local Colleges

2. Improve Quality of K-12 Education

3. Increase Internet Speed in Downtown Eugene

4. Improve Eugene/Springfield Downtown Image & Safety

5. Improve Air Travel Options In and Out of the Region

6. Brand and Market Lane County

A gut reaction to this list might be, “but, these are not all workforce- related issues! Isn’t this just raising unrealistic expectations? How is the workforce system going to fix these problems?” The answer is no, and it will not, at least not alone.

“Workforce Boards are not THE experts. Our role is one of convener and bridge. We bring together the experts and empower them to do what they do best.”

KRISTINA PAYNE

Executive Director Lane Workforce Partnership

11

BETTER TOGETHER: EARLY ACCOMPLISHMENTS

Within six months of the initial meeting of the Lane County Tech Collaborative, the following achievements had been accomplished. Momentum has continued and shows no signs of stopping. The Collaborative’s success helped The Strategy Team secure$107,000 of the $6,000,000 federal Sector Partnership National Emergency Grant funds awarded to Oregon to support additional sector partnerships.

“I think a lot of people had the will and it was about getting the

people together to find the way.”

TODD EDMAN CEO of Lunar Logic (from The Register-Guard 4 May 2015)

Achievements in First Six Months

1. Engineering & Technology Industry Council grant application: $699,000 for three years, to fund tech

program development at the University of Oregon

2. National Science Foundation Grant application: $2,500,000 for five years, to improve computer science

courses in Lane County’s K-12 School System

3.

Lane Workforce Partnership opened & staffed a chapter of the Technical Assistance Association of Oregon in Eugene

Pilot effort to connect two downtown buildings to “world class” broadband internet

Communications one-pager on economic benefits to non-technical stakeholders

Expedite building access agreements to complete network infrastructure

Courted internet service providers (ISPs) to participate on open access network

Community convening between ISPs and building tenants

Funds contributed from the City of Eugene, Lane Council of Governments, and Eugene Water & Electric Board to make this project possible

Introduced new ISP’s directly to customers

4. Downtown redevelopment that includes filling vacant spaces with new retail, housing and vibrant

community hubs

5.

Non-stop air service between Eugene, OR and San Jose, CA, two key tech destinations, began in November 2015 through Alaska Airline’s sister company, Horizon Airlines. This logistical solution has strengthened Lane County’s position as a convenient location for tech companies to locate.

6. Lane County Tech Collaborative featured in two major media stories: “Tech Industry Undertakes Effort

to Improve Schools” May 2015 and “Faster Fiber” June 2015, The Register Guard articles.

12

Video of 6/17/15 meeting: https://youtu.be/LJ9GgOJtHug

KEY TAKEAWAYS

Although these case studies possess unique aspects, they share common attributes. In both, the role of intermediary and convener was squarely aligned with the workforce board’s organizational mission and sector partnerships are truly driven by industry needs. Business leaders are in the driver’s seat even though the workforce boards staff the partnerships.

Workforce boards should review the key functions of sector intermediaries culled from high-performing sector partnerships and honestly assess themselves and their ability to fulfill this role. Who is the best situated to be the intermediary will likely vary from sector to sector. Regardless of whether it makes sense for a workforce board to be the intermediary, they are a key partner and can play other roles, as described in another brief in this series, The Changing Roles of Workforce System in Carrying out Sector Strategies.

The Boston Healthcare Careers Consortium is a mature sector partnership that has always been driven by industry needs and established and refined their governance structure to reflect this core focus. They have also codified roles and responsibilities at each part of the structure to make expectations clear and hold members accountable. This commitment has allowed them to be of continued value to employers and other members, and contributes to long-term sustainability of the sector partnership.

The Lane County Sector Strategy Team and their Tech Collaborative are a newer sector strategy, but they already have a list of accomplishments and the momentum built up for even more in the technology sector, as well as in additional sectors. Their success is largely due to their comprehensive approach to engaging businesses around all of their needs and helping them connect to the right experts to work on solutions. By taking this approach, The Strategy Team has positioned themselves as a go-to resource for business and built up credibility and trust, proving we truly are better together!

https://youtu.be/LJ9GgOJtHug






13

RESOURCES AND APPENDICES

1. JFF’s Expanding the Mission: Community Colleges and the Functions of Workforce Intermediaries

2. NFWS Workforce Partnership Guidance Tool

3. Connecting People to Work: Workforce Intermediaries and Sector Strategies

4. Lane Workforce Partnership Video: Role of the Workforce Board

5. Boston Healthcare Careers Consortium (The Consortium) Website

6. Boston Healthcare Careers Consortium Marketing Materials

7. Boston Healthcare Careers Consortium: Profile of the Current Educational & Training Opportunities forBoston’s Healthcare Workforce

8. Boston Healthcare Careers Consortium Year 1 Work plan (Appendix)

9. 2015 Consortium Partnership Agreement (Appendix)

10. Boston PIC Mission Statement

11. Lane County Workforce Partnership Website

12. Lane County Sector Strategy Team Website

13. Lane County Sector Strategy Team Presentation

14. TadZo Best Practices 4/5/16 Blog: Putting Bureaucracy Aside - even within WIOA

ACKNOWLEDGEMENTS

A sincere thank you to Joanne Pokaski and Meredith Crouse, Chair and Project Manager of the

Boston Healthcare Careers Consortium respectively, and Kristina Payne, Executive Director of the Lane Workforce Partnership, for their willingness to share their time, experiences, and materials for this tool.

Thank you for this and all the great work you do!

http://www.jff.org/publications/expanding-mission-community-colleges-and-functions-workforce-intermediaries

http://www.nfwsolutions.org/sites/nfwsolutions.org/files/publications/NFWS_workforce_guidance_tool_111110.pdf

http://www.aspeninstitute.org/policy-work/economic-opportunities/connecting-people-work





http://www.bostonpic.org/about

http://www.laneworkforce.org/


http://tadzoconsulting.blogspot.com/2016/04/putting-bureaucracy-aside-even-within.html

14

APPENDICES

APPENDIX I: CONSORTIUM YEAR 1 WORKPLAN: IDENTIFIES FOUR PRIORITY AREAS AS WELL AS SPECIFIC ACTIVITIES, OUTCOMES & PRODUCTS, IMPACT, USE OF CONSORTIUM MEETING TIME, AND POTENTIAL ACTIVITIES. THIS MAY BE USED AS A SAMPLE WORK PLAN FOR DRIVING SECTOR ACTIVITIES.

Boston Healthcare Careers Consortium An initiative of the Boston Private Industry Council

WORK PLAN Draft 4

Priority area

#1

Improve labor market information exchange among area employers, academic institutions, and other interested parties.

Currently there is no consistent method for employers, academic institutions and others to talk with each other about labor market needs. Improvement of communication in this area should lead to better alignment of academic and other programs to workforce need. As a result, more graduates will find jobs expeditiously and relevant programs will be sustained and supported.

Immediate opportunity for healthcare careers consortium

Activities

Identify topics/occupations to pilot LMI information sharing

Through regular exchange develop a structured, consistent method to share labor marketinformation

Create a written record of this LMI research

Review official vacancy data and compare to actual experience

Share information pertaining to the impact of Massachusetts and federal healthcare reform

Explore career ladders across different types of institutions (e.g. from community healthcenters to hospitals)

Impact Develop a model for sector information sharing and collaboration

More effective utilization of public resources for education and training

15

Use of consortium

meeting time

Data presentations

Conversation around respective needs – inform

Research into practices across types of healthcare facilities

Potential activities if

incremental investment

Creation of annual public forum/event

Development of new or revised programs to address labor market needs

Potential activities if unlimited

investment

Fund new or revised courses/programs grounded in LMI projections

Designated staff to convene and coordinate regular ongoing regional dialogue andcollaboration

Priority area

#2

Better coordinate pre-college assessments, courses, standards and curricula across the public education system.

Students pursuing certificates and degrees in health care regularly take courses from more than one institution, often as a result of trying to find courses that are convenient for balancing other priorities (e.g. work, childcare) in their lives. Currently, students must take placement tests at each institution they plan to attend. Implementation of the test and utilization of the results varies from school to school. Once they complete courses, students find it challenging to transfer credits from one college to another or even from one program to another. We aspire to a community college system of comparable pre-college, general education, and science requirements. Ideally, all allied health certificate coursework will provide foundation credits that students can build upon as they pursue associate and bachelor degrees. For example, students should be able to take the same biology course whether they are pursuing medical assisting at Bunker Hill or licensed practical nurse at Roxbury Community College. Should these students decide to pursue a nursing degree, they should not have to repeat redundant coursework just because the courses were taken outside of the nursing curriculum.


Activities

Form an advisory group to:o Outline ways that curriculum doesn’t align – across community college system, across

programso Explain the impact on students and employerso Provide real life exampleso Identify other organizations/collaborations doing similar work on the topic of curriculum

coordination & unification

16

o Identify best practices at 2 & 4 year schools and within statewide systemso Identify a list of potential partners to work with us to write a report (e.g. JFF, MassInc,

TBF, a university, etc.)

Outcomes & Products

A report that:o Articulates local alignment issues/problems and how they impact training the

healthcare workforceo Presents local and national best practices

Impact Better defined problem helps more decision-makers understand the issues

Shared vision for next investments in system development/reforms

Use of consortium

meeting time

Review subcommittee’s products and provide feedback

Update from DHE, Mass Assn of Community Colleges re this issue

Best practices from across MA and other states


Incremental investment

Pilot new methods/venues for delivering courses

Pilot some community college collaborative – 3 or 4 schools working on 1 or 2 programs

Potential activities if Unlimited

investment

Fund pilot curriculum alignment initiatives

Fund system reform initiatives in this area

Priority area

#3

Encourage health care employers to actively participate in the development of their workforce.

Our third goal is to help employers actively participate in the development of their workforce, through effective utilization of public and private resources and adoption of best practices.

Immediate opportunity for the healthcare careers consortium

Activities

Best practices & topics to examineo Tuition reimbursement / paymento How to incentivize employees to pursue further training?o Managing employer buy-in through economic cycleso What kinds of internal challenges do employers face?o Statewide system for coordinating nursing practicum

17

Outcomes & Products

Best practice presentations at monthly meetings

Exploration of employer challenges at monthly meetings

Documentation of best practice presentations available for dissemination

Impact Dissemination of good ideas

Collective problem solving

Use of consortium

meeting time

Presentations

Generation of questions or topics to research and discuss



Fund research into issues faced by employers such as English language proficiency, culturalcompetence, and the impact of healthcare reform on the expectations of the healthcareworkforce


investment

Fund innovative employer programs and systemic efforts

Priority area

#4

Work together to make more resources available to support matriculated and prospective students.

It is important to ensure that students have accurate and comprehensive information to make informed decisions about their education and career paths. Vast amounts of information and data are available about scholarship opportunities, career assessments, and labor market projections of future need. Yet it could be better organized and managed to serve area students, their employers and other partners that are encouraging career advancement.


Activities

Form a subcommittee to outline content for a comprehensive web site

Identify potential resources to support launching a new site

Identify options for web site location

Outcomes & Products

Drafted content for web site

18

Impact Efficient, Boston-based web resource site accessible for all users

Use of consortium

meeting time

Review subcommittee’s products and provide feedback



Create and sustain a new web site

Communicate with clarity to students about readiness assessments for ESOl/ABE programs,preparing for college placement tests, entry-level certificates, advanced certificates, andassociate/bachelor degrees


investment

Create new resources for healthcare-specific One Stop Career Center services andhealthcare career coaching models

Identify resources to support resource personnel for students

19

APPENDIX II: BOSTON HEALTHCARE CAREERS CONSORTIUM PARTNERSHIP AGREEMENT - A SAMPLE GOVERNANCE STRUCTURE WITH ROLES AND RESPONSIBILITIES THAT ALL CONSORTIUM MEMBERS SIGNED. MAY BE USED AS A MODEL.


2014 PARTNERSHIP AGREEMENT

As a member of the Consortium, Partners are entitled to:

I. Be a part of an on-going community dialogue on the local, state, and national trends, policies, and events shaping the context of our work in the fields of healthcare (reform and the implementation of cost containment), higher education, and workforce development

II. Suggest topics of interest for Consortium discussion and potential action

III. Be part of a group of practitioners utilizing data to drive greater system understanding and improvements

IV. The ability to participate in select grant projects that promote and train incumbent workers and recruit newemployees from the community

V. The opportunity to share best practices, hear from subject matter experts and discuss new ways of thinking about the issues facing the industry

VI. Recognition on the PIC’s website

VII. The opportunity to represent your sector on the executive committee and help frame the agenda andpriorities for the regional collaboration.

In return, all partners agree to:

I. Identify one primary and one secondary representative who are responsible for sharing the organization/institution’s perspective in group dialogue. Should there be a staff transition, organizations/institutions will identify a new representative within the subsequent quarter.

II. Fully participate in data gathering activities by providing the institution’s relevant data

III. Attend meetings regularly, at least 60% annually, and/or participate in specific Consortium projects

Boston Private Industry Council

I. Will hire, supervise and support the project manager

II. Provide resources to support convening activity

III. Assume responsibility for sustaining appropriate staffing levels to support the Consortium’s efforts

IV. Integrate the Consortium into the PIC’s workforce development and board committee structure

20


2014 PARTNERSHIP AGREEMENT

Organization:

Date:

Required signatures:

1) Primary Consortium Representative 2) Secondary Consortium Representative

Signature

Name:

Title:

Email:

Phone:

Signature

Name:

Title:

Email:

Phone:

3) Senior Administrator/Executive Director

Signature

Name: Title:

Email: Phone:

21

The lead author for this brief is Patricia Maguire, Senior Program Manager, Jobs for the Future.

Jobs for the Future (JFF) designs and drives the adoption of innovative, scalable approaches and models—solutions that catalyze change in our education and workforce delivery systems.

Maher & Maher completed this project, which has been funded, either wholly or in part, with Federal funds from the U.S. Department of Labor, Employment and Training Administration under Contract Number BPA DOLQ131A22098, TASK ORDER DOL-ETA-14-U-00005. The contents of this publication do not necessarily reflect the views or policies of the Department of Labor, nor does mention of trade names, commercial products, or organizations imply endorsement of same by the U.S. Government.

Maher & Maher is a specialized change management and talent-development consulting firm focused on advancing the collaboration between workforce, education and economic development.

About The Author

Oregon Workforce Investment Board · highlights of the plan, Gary recommended the plan for approval...

Documents

Transcript of Oregon Workforce Investment Board · highlights of the plan, Gary recommended the plan for approval...