Willamette Workforce Board|MINUTES

Willamette Workforce Board|MINUTES August 16th, 2018 | 7:30 am | 626 High St, Salem Oregon 97301 Room 101/102 Welcome and Introductions: Patricia Callihan-Bowman 8:40am Members present: Patricia Callihan-Bowman, Ann Buchele, Jim Eustrom, John Pascone, Aaron Ensign, Tim Davis, Rick Palmer, Alvin Elbert, Tom Erhardt, Bruce Christensen, Melody Garcia, Rhonda Meidinger, Kevin Billman, Frances Alvarado, Erin Frenzel, Chad Freeman, Amanda Countryman and Scott Oldham Others present: Gary Mueller, Kim Parker-Llerenas, Julianne Major, Ami Maceira-McSparin, Suzie Gibson, Dean Craig, Dan Sullinger, Sandra Robledo, Tammy Forcier, Pat O’Conner, Janet Scott, and Greg Ivers WorkSource Salem tour: Board members toured the WorkSource Salem office and heard from service providers prior to gathering for the business meeting. Consent Agenda: Minutes of May 15th, 2018 Workforce Board meeting Tim Davis moved approval, Tom Erhardt seconded. The motion passed unanimously WorkSource Salem tour debrief: General themes included board members commenting that it’s wonderful to know there is a place with vast resources to send jobseekers. Members were impressed with how much has changed over the last several years and found it to be a very friendly, comfortable place. Discussion of Revised Local Plan: Aaron Ensign moved to authorize the Executive Committee to approve the revised local plan if necessary before the next full board meeting Alvin Elbert seconded. The motion passed unanimously. Staff Reports:

Budget report: Presented by Gary Mueller Program report: Presented by Ami Maceira-McSparin

Presentation from recipients of the incumbent worker grants: Dan Sullinger - Oregon Bath and Kitchen: Train incumbent workers to fully utilize resources, opportunities to take higher skilled jobs, and learn proper communication and process. Sandra Robledo - Cascade Steel: Static Stepless Crane training and electrician training. Tammy Forcier - American Easel: Manufacturing processes established, Lean teaching, 5S training, and reestablishing Kanban systems. Discussion of future incumbent worker grants: Chad Freeman moved to authorize the Executive Committee to approve incumbent worker grants before the next board meeting Aaron Ensign seconded. The motion passed unanimously. Meeting Adjourned 9:41am _________________________________________________ Seth Christensen Secretary/ Treasurer Date

Curry and Company ‐‐‐$20,000

Marion County

Lean Training

18 Oaks Sign Company‐‐$12,076

Yamhill

Crane Handlers Certification

Willamina School District ‐‐$20,000

Yamhill

First aid/CPR, Trauma‐informed Care, Small Group Interventions‐best practice for Math, reading and

writing. Health and Nutrition, Self‐care for tough times, Financial Literacy, Cultural Responsiveness.

These training opportunities will be delivered to classified staff.

Hi‐Tek Electronics‐‐‐$5,085

Marion County

Leadership Effectiveness, Basic Supervision, HR Compliance training, Employment law and Wage & Hour.

AM Equipment‐‐‐$12,900

Marion County

Project Management Certification for 6 key personnel.

Oregon Cherry Growers‐‐$9675

Marion County

Leadership Development

Catholic Community Services‐‐$20,000

Marion County

“We Flourish Together” Honest Compassionate Communication, Mindfulness Meditation, Trauma

Informed Care, Time management, Blue Zone Health and wellness, Financial Literacy and Civic

Engagement.

GK Machine‐‐‐$20,000

Marion County

Leadership and management, Lean Manufacturing, Certifications for Welding, Forklift operation and

Computer Skills in Excel, lead man Suite software and ADP Certifications.

Smith Gardens‐‐‐$8,150

Marion County

Total Productive Capability, Team Leadership, Equipment Utilization Skills, Maintenance/Operator and

Worker Relations Skills.

Rich Duncan Construction‐‐‐$14,700

Marion County

Associated General Contractors of America Supervisory Training Program. Includes Leadership and

Motivation, Oral and written Communication, Planning and Scheduling, Contract Documents, Improving

Productivity and Managing Project Costs and Risk Management and Problem Solving.

Willamette Valley Pie Company‐‐$4698.00

Marion County

English as a Second Language

Oregon Fruit Products‐‐‐$15,000

Marion

Lean Training/ Process Improvement

Marion‐Polk Food Share‐‐‐$5,600

Marion

CDL Truck Driver Training

West Salem Machinery‐‐$10,000

Polk

Autodesk Software, Vault Product Data Management, Global Shop Solutions, Basic Supervision.

BOARD MEMBERSHIP (Draft)

Revised: October 2, 2018 Policy: A07

Page 1 of 2

PURPOSE The purpose of this policy is to outline criteria and processes for Workforce Board Member appointment and Board Member expectations in compliance with federal and state laws, regulations, policies, and guidance. REFERENCES WIOA Sec. 107 OWTDB Policy 107(b) POLICY BOARD COMPOSITION AND APPOINTMENT The Mid-Willamette Jobs Council (MWJC), a consortium of county commissioners from Linn, Marion, Polk and Yamhill Counties as established by an intergovernmental agreement, serve as the local elected officials (LEO) for the workforce region comprised of the four counties. The MWJC appoints a chair from among their membership to act as the chief local elected official (CLEO). The MWJC appoints members to the Willamette Workforce Partnership (WWP) Board in accordance with the Workforce Innovation and Opportunity Act (WIOA) and State of Oregon Workforce and Talent Development Board policies to be the visionary driver of workforce development in the local area. WWP Board members shall have the qualifications for membership consistent with the requirements of WIOA as supplemented by any qualifications for board membership established by the governor in partnership with the State of Oregon Workforce and Talent Development Board. The composition and makeup of the WWP Board shall comply with federal and state regulations and directives under WIOA. The Members of the WWP Board shall be appointed by the MWJC, in accordance with the appointment procedures as set by WIOA and its implementing regulations. WWP Board members fall into three categories as defined in the WIOA: a representative of business, a representative of workforce (includes labor and community-based organizations), and a representative of education and training. Workforce Board members may be appointed as a representative of more than one entity if the individual meets all the criteria for representation, including the criteria described in WIOA for each entity. WWP Board members will be appointed as necessary to maintain the appropriate balance of membership as outlined in WIOA and State Workforce Board policy. The WWP Board shall have an Executive Committee whose membership shall consist of at a minimum the WWP Board officers, and one commissioner from each of the four counties. The CLEO shall be one of the four commissioners on the Executive Committee. The Executive Committee is designated by the full WWP Board to conduct business on behalf of the entire board when time does not permit full board action. NOMINATION AND APPLICATION PROCESS Prospective members are appointed as follows:

BOARD MEMBERSHIP (Draft)

Revised: October 2, 2018 Policy: A07

Page 2 of 2

• Business Representatives are appointed from among individuals nominated by local business

organizations and trade associations. • Labor Representatives are appointed from individuals nominated by local labor organizations. • The Higher Education Representative is appointed from nominations submitted by the

institutions of higher education within the workforce region. • The Adult Education and Literacy Representative is appointed from nominations submitted by

local providers of those services. BOARD MEMBER TERMS, REMOVALS, AND VACANCIES Workforce Board members serve renewable three-year terms from the date of appointment. Three-year terms are staggered amongst board members. Workforce Board members who no longer hold the position or status that made them eligible for workforce board membership must resign with written letter or email to the WWP Executive Director or be removed by the MWJC immediately as a representative of that entity. WWP Board members must be removed by the MWJC if any of the following occurs:

• Documented violation of Code of Conduct; • Documented proof of fraud and/or abuse; and • Other factors as outlined in the WWP By-Laws

Any vacancy occurring during the terms shall be filled as soon as possible by the MWJC.

Note Board action will occur November 15, 2018 meeting.

Year to Date Goal

Quarter 1 Quarter 2 Quarter 3 Quarter 4 Totals Total

2,171 2171

2,553 2553

413 413 658

842 842

735 735

23 0 0 0 23 32

8 8

2 2

7 7

14 13 39

Remaining

104,986.93$ 104,986.93$

246,715.85$ 246,715.85$

44,091.00$ 44,091.00$

52,477.32$ 52,477.32$

Total Spent (WWP budget) 448,271.10$ ‐$ ‐$ ‐$ 448,271.10$ 1,641,728.90$

362 0 0 0 362 330

51 51 60

100 100 100

83 83 75

128 128 95

46 0 0 0 46

8

38

28 0 0 0 28

9

0

6

12 12

28 28

112 112

Remaining

56,703.00$ 56,703.00$ 281,988.00$

88,371.51$ 88,371.51$ 315,112.49$

66,821.00$ 66,821.00$ 281,488.00$

88,747.75$ 88,747.75$ 256,252.25$

300,643.26$ ‐$ ‐$ ‐$ 300,643.26$ 1,134,840.74$

24 0 0 0 24 24

3

15

0

19 19 19

8 8 8

Business 146 146 146

489 489

239 239

134 134

Remaining

11,695.00$ 11,695.00$ 188,305.00$

18,867.25$ 18,867.25$ 503,132.75$

7,066.00$ 7,066.00$ 15,934.00$

37,628.25$ ‐$ ‐$ ‐$ 37,628.25$ 707,371.75$

Complete Complete

Complete Complete

Contract Complete Complete

Complete Complete

Complete Complete

Complete Complete

Transportation/Warehousing

Individual Training Accounts completed (July 1, 2018‐ June 30, 2019)

Healthcare

Manufacturing


Job Shadow

Internship

Youth Served in Linn County

Healthcare

Manfacturing

Marion‐ WorkSource Salem/Woodburn

Youth Served

Youth Served in Polk County

Youth receiving Life‐Skills Assistance for Workforce prep

Youth Served in Marion County

Job placements resulting from postings

Number of Consortia Trainings

On‐the‐Job Training Completions

On‐the‐Job Training Placements

Youth with unsubsidized employment

Youth receiving a Work Experience

Linn Youth

Healthcare

Manufacturing


# of Employers with listings

ELY

YOOP

Contractor Progress

ResCare

CSC Adult

CSC Youth‐ Linn

CSC Youth ‐ Polk

OJT Reimbursements

Total Spent (WWP budget)

SPENDING

Consortia

Deliverables

Individuals attending Workshops

Individual Training Accounts Started

Individuals receiving Basic Career Coaching

Polk Youth

Yamhill ‐WorkSource Yamhill

Individuals receiving government assistance (SSDI/TANF/SNAP)

Polk ‐ WorkSource Dallas

Linn ‐WorkSource Albany/Lebanon

SPENDING

SPENDING

Youth Served in Yamhill County

BOARD REPORT

Youth

Adult

Deliverables

Incumbent Worker Grant

Business job listings through WorkSource Willamette

Individuals who receive or exhaust Unemployment Insurance

Individuals who receive Individualized Career Services

Program Year 18‐19 (July 1, 2018 through June 30, 2019)

Youth attending Industry Tours

Youth receiving Post‐Secondary Preparation

Deliverables

Employees attending Consortia trainings

Yamhill Youth

Total Spent (WWP budget)

Marion Youth

11/15/2018

Rethinking Job Search November 2018

Overview Rethinking Job Search is an innovative approach aimed at preparing Oregonians who receive unemployment insurance benefits to build their confidence, motivation and accountability to find and retain employment. The program is structured as a workshop series of 12, 2-hour classes delivered over 4 weeks. The focus is on learning and applying cognitive behavioral techniques and tools to enhance the ability to think and act effectively in managing the challenge of job-seeking, and ultimately to reduce the duration of time unemployed. Rethinking Stats

As of September 28, 2018, 1,225 Oregonians have participated in Rethinking Job Search. Our goal of serving 1,000 participants was exceeded!

The program ended implementation under the DOL WIF grant at the end of September however, the effects will be long-lasting for those who participated.

An extraordinary 96% of participants responding to an exit survey (72%) say they would recommend Rethinking to other people.

Response rates for additional evaluations sent 6-months after the last day of each workshop is also very high at 48%.

o 95% of completers report being motivated to search for jobs.

o 87% of completers report being confident in their job search. Preliminary employment outcomes for entering employment (55%) and retention (85%) have

greatly exceeded program goals, though it should be noted that the goals were set unrealistically low due to the high unemployment rate when the grant proposal was written.

o Grant goals are stated as 20% of participants will enter employment 3 months after program participation and 15% will retain employment 12 months after participation.

Participants report they have transformed the way they search for work and as a result, gained employment.

Public Policy Associates (PPA), our third party evaluators, will publish a year 4 report at the end of this year and the final results in September 2019.

Rethinking’s Future Now that Rethinking Job Search implementation has ended under the WIF grant, we are looking for ways to continue offering this life-changing program. To this end we have:

Applied for a private foundation grant to pilot Rethinking with Easter Seals clients who are 55+ years of age.

Contacted worker’s compensation insurers to discuss implementing RJS with worker’s comp claimants.

Initiated discussions with Oregon DOC to see where Rethinking fits with incarcerated and/or re-entry populations.

Communicated with boards who participated in the grant about how they might continue offering the program.

THANK YOU TO EVERYONE WHO WAS INVOLVED IN THE DEVELOPMENT, IMPLEMENTATION AND OVERSIGHT OF THIS TRANSFORMATIVE PROJECT!

Willamette Workforce Partnership Regional Input Sessions Summary

Prepared by: Heidi East McGowan Principal Healthy Business Systems & Associates, LLC

Heidi East McGowan | HBSAA | WWP Input Session Summary | 2018 2

Table of Contents

Page I. Executive Summary

A. Overview………………………………………………………………………………………………………. 1 II. Regional Input Sessions

A. Location and Attendance……………………………………………………………………………… 2 B. Input Session Questions and Process……………………………………………………………. 3

III. Regional Themes, Strengths, Challenges and Future Workforce Needs

A. Regional Themes …………………………………………………………………………………………… 4 B. Regional strengths, challenges and future workforce needs …………………………. 6

IV. Project Summary

A. Closing Comment………………………………………………………………………………………….. 8


I. Executive Summary

A. Overview

In the fall of 2018, the Willamette Workforce Partnership held a series of community input sessions to hear from community and industry partners across the four-county region of Yamhill, Marion, Polk, and Linn, to inform and guide strategic development of initiatives that will promote a robust and strong workforce. Four input sessions were held across the four-county region and one webinar was offered to listen to community and industry partners share their experience, insights and expertise related to the current and future workforce needs. One hundred individuals provided input, with attendees representing a range of perspectives from business leaders, government agencies, higher education, non-profits and community-based organizations. Twenty percent of the individuals attending represented private industry and regional business leaders. Consistent themes were echoed throughout the region, while individual themes surfaced within each county. The most common themes that were heard across the region were the following:

Current and prospective workforce need soft and essential skills

More opportunities for career technical education and the trades

Businesses need training and support systems that lead to increased recruitment and retention of the workforce.

II. Regional Input Sessions

A. Location and Attendance

Representatives from a cross-section of sectors and industries offered insights and expertise in each of the four counties, in addition to one webinar. Fifteen participants attended in Polk County, twenty-three in Yamhill, twenty-eight in Marion, and twenty-seven in Linn counties. The last input session was a webinar held with five participants attending.


B. Input Session Questions and Process

The input sessions provided opportunities for small group discussions that included a report out of themes discussed within each group and concluded with a full group discussion about future workforce needs. The questions were responded to using the following format:

What is going well for recruiting and retaining a qualified workforce?

What is challenging? Why?

What bold action would you like to see funded in this region that would have a significant impact on enhancing a qualified and robust workforce?

In five years, what do you think your future workforce needs will be? III. Regional Themes, Strengths, Challenges and Future Workforce Needs

A. Regional Themes

The most common themes heard throughout the four-county region were the need for the workforce to have soft and essential skills, increased exposure and opportunities in career technical education and the trades, and business training and supports that lead to increased recruitment and retention of a qualified workforce.

Soft and essential skills

Soft and essential skills of the workforce were highlighted at each input session as a high need for businesses and organizations seeking to recruit and retain quality and qualified employees. A range of desired skills include problem solving abilities, inter-personal relationships, communication with co-workers, appearance, punctuality, loyalty to the business, staying on task, critical thinking, and having a prepared resume and interview skills.

Career technical education and the trades

Increasing career technical education and access to employment in the trades were identified within each county. Strategies ranged from industry forging partnerships with high schools increasing exposure early, to marketing and promoting the trades broadly as high-quality jobs for a prospective workforce. A consistent sentiment was expressed that there will always be a need for employees in manufacturing and welding. The plumbing and electrical trades also will remain in high demand.


Business training and supports

A range of training and supports for business were consistently identified as a need across the region. The following business training, supports and services were highlighted:

Creating onboarding, orientation and retention plans

Creating a family friendly culture and flexible work environments

Recruiting, retaining and working with younger generations

Recruiting and increasing a bi-lingual workforce

Providing mental health services for employees

There was significant discussion about providing education, training and support to businesses as they address their internal retention, onboarding and culture. Additionally, it’s worth noting that the need for mental health services of employees was identified at most of the county input sessions.

Additional themes

The following themes were highlighted across the region, with some of the themes emerging in only one to three counties. The following themes include transportation, child care, and housing; internships; incumbent worker training; peer support and mentorship; changes needed in the law to increase youth exposure; and apprenticeships.

Transportation, child care, housing

Transportation, child care, and/or housing were raised at most input sessions as a barrier to recruitment and retention of the workforce. Transportation was raised as a need in three of the four counties, with a particular focus needed for weekend and night transportation in rural parts of the region. Affordable housing was identified as a critical need within Oregon’s infrastructure for recruitment and retention of employees, in particular for industry considering expansion. Access to child care was also highlighted as an essential part of infrastructure and supports to recruit and retain employees. Child care was mentioned in most counties with Linn county highlighting this as a critical need for families, specifically during an employee’s first or second year, when turnover is the highest.

Internships

Internships were raised as a strategy to support training and exposure of a future workforce in various industries, while also enabling businesses to preview a potential employment relationship. It was suggested that several types of internships be encouraged and supported, starting them earlier in a young person’s education and career life.


Incumbent worker training

Increasing training and support for the incumbent workforce was mentioned in most of the input sessions, with a particular focus on providing English as a second language and leadership development to increase advancement of the workforce within their workplace. Additionally, providing funding to businesses would enable the release of employees for training, and in turn, enable those employees to return to the business to train others.

Peer support/mentorships

Developing a peer support and mentorship system for employees and employers was identified as a strategy to increase recruitment and retention of a robust workforce.

Law changes to allow youth exposure

At each of the input sessions, law changes from the Bureau of Labor Industry (BOLI) were highlighted as a critical need to enable youth to work in key industries. Recruitment of youth was highlighted frequently across the region for employment, paid internships and industry exposure, though due to current laws, this option is limited and in many industries, not allowed.

Apprenticeships

While apprenticeships were not mentioned as frequently as other themes, the topic was raised in most of the counties. It is worth noting, that several areas of input relate to apprenticeships including industry strategies such as the success of on-the-job training to “grow our own.” This term was expressed throughout the input sessions as a successful strategy to build upon in looking to the future workforce.

B. Regional strengths, challenges and future workforce needs

Across the region strengths, challenges and future workforce needs were highlighted in the recruitment and retention of a robust workforce.

Strengths

Each input session agreed that a strong economy and the availability of good jobs are a strength across the region. It was also noted that there is a large and robust labor pool, with an increase in diverse applicants.

Additionally, Linn and Polk counties highlighted that there is a strong relationship between businesses and their local community colleges, with Linn county highlighting


their “Pipeline” model as a success in recruiting people into the workforce. Yamhill county noted that there are several programs available to industry and job seekers, and Marion noted that there are many jobs available for those with barriers. There was an overarching theme that there are strong partnerships between industry, K-12, higher education and agencies.

Challenges

While there is a large labor pool, it is challenging to find a qualified and experienced employee, in particular those with soft and essential skills. While the majority of input sessions highlighted the lack of soft skills, they also identified that there are barriers to employment such as affordable housing, transportation and child care. It should also be noted that the term “job hopping” was frequently raised, as employees leave for another opportunity with a minimal pay increase. Additionally, Linn county added that access to child care was a very high need in their region in addition to affordable housing. Polk county raised the need for transportation, in addition to a challenge of finding qualified supervisors with technical skills. Yamhill county noted that while there are several programs available, many businesses don’t know that they exist. Marion county noted that recruiting across diverse cultures and in rural areas is a challenge and that the I-9 verification is a barrier.

Future workforce needs

Closing discussions focused on future workforce needs in five to ten years. In addition to the current workforce themes identified above, there was an emphasis that the region will need more workers to employ and employers will need to be prepared to recruit and retain an increasingly diverse workforce and the emerging younger generation. The themes below echoed throughout the regional discussions:

A need for enhanced diversity and equity training for employers

Strategies to increase youth engagement, including changing laws and regulations

A continued focus on the need for soft skills that include communication, resiliency, leadership, critical thinking and interpersonal relationships

A growing need for essential skills with adaptability, flexibility and ability to learn and utilize multiple skills (computer, operations, maintenance)

A need for higher skills in the emerging workforce, including in technology and in the trades

A workforce that demonstrates commitment and engagement that leads to increased retention


IV. Project Summary

A. Closing Comment

Inputs across the four-county region echo that a strong economy and a large labor pool are pillars of a strong and robust workforce, though the challenge of recruiting and retaining a qualified workforce remains high. As participants reflected upon the bold action they would like to see implemented across the region, common themes were strategies to support the current and prospective workforce increase soft and essential skills; expanded opportunities for career technical education and the trades; and for businesses to have training and supports that lead to increased recruitment and retention of the workforce. This valuable input will inform the strategies of the Willamette Workforce Partnership as they continue to support the development of the areas’ workforce.

Willamette Workforce Board|MINUTES

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