Oregon Workforce Investment Board

November 14, 2014 1:00 – 4:00 pm

Chemeketa Center for Business and Industry

626 High Street NE, Salem 97301

Oregon at Work Quality Jobs – Skilled Workers

Contributing to a strong state economy and local prosperity

 

OREGON WORKFORCE INVESTMENT BOARD

OREGON AT WORK QUALITY JOBS – SKILLED WORKERS

CONTRIBUTING TO A STRONG STATE ECONOMY AND LOCAL PROSPERITY

Agenda Friday, November 14, 2014

1:00 – 4:00 pm Chemeketa Center for Business and Industry

626 High Street NE, Salem 97301 1. Welcome and Introductions – 1:00 Vice Chair Jessica Gomez 2. Open Public Comment – 1:05 Vice Chair Jessica Gomez

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.

3. Consent Agenda – 1:15 Pg. 5 Vice Chair Jessica Gomez

a. October 10 Board Meeting Minutes Pg. 7-12 b. November 6 Executive Committee Meeting Notes Pg. 13-16

4. Industry Sector Partnerships – 1:20 Pg. 17-26 Karen Humelbaugh

a. Panel on Local Sector Partnerships Lindsey Woolsey & Panel b. Sector Framework and Project Update Lindsey Woolsey &

John Melville 5. Break – 2:20 6. Workforce Equity Lens – 2:30 Pg. 27-30 Erinn Kelley-Siel

a. Overview and Scenarios Peter Tromba b. Action Item: Board Adoption of Workforce Equity Lens

7. Special Populations Review – 3:00 Pg. 31-38 Erinn Kelley-Siel

a. Overview of Survey and Results Liesl Wendt & Lily Sehon 8. OWIB Updates– 3:40 Pg. 39-42 Melissa Leoni

a. Board Collaboration Plan Overview b. Action Item: 2015 Meeting Schedule

9. Update from OED – 3:50 Lisa Nisenfeld 10. Announcements – 3:55 All 11. Adjourn – 4:00 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 Brittany Dean at 503-947-1733. TTY is also available: 1-800-735-2900. A sign-up sheet for those who wish to offer comments or testimony on any item will be available at the meeting.

 

Minutes from October Board Meeting The minutes from the October 10th Board meeting are included on pages 7 through 12 of this packet. Notes from the November Executive Committee Meeting The notes from the November 6th Executive Committee are included on pages 13 through 16 of this packet. Recommended Action: Board should accept the above minutes and notes.

Action Item Consent Agenda

 

Oregon Workforce Investment Board Minutes Chemeketa Center for Business and Industry, 626 High Street NE, Salem 97301 October 10, 2014 Members Present: Chair Ken Madden, Agnes Balassa, Maureen Fallt, Charles Hopewell, Jeffrey Krolick, Andrew McGough, Megan Helzerman, Kathy Oliver, Barbara Rodriguez, Krissa Caldwell, Lisa Nisenfeld, Dacia Johnson, Erinn Kelley-Siel, Sen. Michael Dembrow, Bob Halligan, Matt Millard, Alan Unger Collaborate: Carrie Chaffee, Rep. Paul Holvey, Joni George, Trygve Bolken, Jessica Howard, Lori Luchak-Olund Members Absent: Susan Brown, Frank Wall, Barbara Byrd, Rep. John Huffman, Laura McKinney, Claire Spanbock, Jessica Gomez, Joe Weber, Dave Baker, Stephaine Parrish Taylor, Sen. Larry George, Karen Goddin Staff: Melissa Leoni, Katelyn Roberts, Brittany Dean, Wayne Fanno Guests: Kelsey Madden, David Gutzler, Val Studebaker, Kim Parker, Andrew Spreadborough, Dan Haun, Brent Parton _____________________________________________________________________________________ Meeting called to order at 1:05 PM Board Chair Madden called the meeting to order. There was a round of introductions. Public Comment There were no public comments. Consent Agenda Chair Madden put to motion to approve the consent agenda to the September 12th Board Meeting minutes and October 2nd Executive Committee notes. Hopewell moved, Millard seconded, motion passed unanimously. HECC/OWIB Taskforce Recommendations Chair Madden thanked the OWIB members and staff for the work they did on HECC/OWIB Taskforce and recommendations. He informed the board that the Higher Education Coordinating Commission (HECC) approved the final report including the ten recommendations yesterday. Humelbaugh reminded the board that the taskforce mission was to shared responsibility for achieving of the middle 40 goal. The taskforce recommendations were developed to be approved by the HECC, OWIB, and Oregon Education Investment Board (OEIB). She explained that recommendation 1 was added as a result of the last taskforce meeting in September. It requests OEIB support the recommendations and incorporate them into its work. There were no significant changes to Recommendation 2 through 8. The last two recommendations were modified. Recommendation 9 includes three mechanisms related to managing policy between the HECC and the OWIB. Recommendation 10 suggests ways for the boards to make strategic investments. Balassa added the taskforce recommendations represent a fundamental change to work of the OWIB and how the workforce system operates. Though there are some questions on implementation, the

recommendations are a positive first step in moving forward in alignment with the HECC to meet the middle 40 goal. OWIB members serving on the taskforce provided comments that they were overall pleased with the process. It was encouraging to work together with higher education to find common ground. They also recognize that there may be challenges with implementation and the work plans to begin moving forward will be important. Unger asked when the budget conversation would begin. Balassa clarified that the first conversation related to budget would be for the 2017-2019 budget cycle. He also asked when the recommendations and discussion would go to local workforce boards. Balassa said that once OWIB approved the recommendations, the report would go to the OEIB for approval. Two local board directors and two representatives from the community colleges have served on the taskforce. Staff will begin developing plans for implementation of the recommendations. Balassa added that it will be important for staff to have a conversation with the legislators on the OWIB to discuss the best strategy for communicating the work of the taskforce to the legislature. Unger asked when the OWIB will be collaborating with economic development. Leoni said that this conversation would start in November. She drew the board’s attention to a meeting calendar handout that was not provided in the packet. It shows what staff have planned for board meetings through June of 2015. From a planning and policy perspective, Sen. Dembrow thought that the report got it right and was a great result. He described the previous education and workforce interface, with OWIB staff coming in once a year to give an update, as frustrating. Sen. Dembrow also asked about the status of the state is at position of with the Department of Community Colleges and Workforce Development (CCWD) as an agency. Balassa explained that this was not part of the taskforce conversation. A taskforce on HB 4018 (2014) was tasked with finalizing the structure of HECC and integrated CCWD into HECC. Caldwell clarified that in June 2015, CCWD’s agency budget will be zeroed out and it becomes part of the HECC. As a member of the Taskforce on HB 4018 (2014), Rep. Holvey provided that the taskforce’s final report would be finalized very soon; the question of where Workforce Investment Act funds will be located remains unanswered. Chair Madden requested a motioned to approve the HECC/OWIB taskforce recommendations. Fallt moved, Krolick seconded, motion passed unanimously.

Oregon Employment Department (OED) Strategic Plan Nisenfeld presented on OED’s 2014-2019 Strategic Plan. The plan has been built on the insights from the WorkSource forums sponsored with the local boards last spring. She added that normally a strategic planning process would involve people from throughout the department as well as many customers and partners. However, OED was given a very short timeline to produce this plan which forms the basis for the department’s budget requests and builds the business case for critical Information Technology projects. OED took direction from Oregon’s 10-year plan, OWIB’s 2012-2022 Strategic Plan, and Executive Order 13-08 in order to develop a renewed emphasis on helping Oregonians with reemployment activity, in order to improve opportunities for economic prosperity while supporting the needs of businesses in today’s economy.

Nisenfeld reviewed the five goals with corresponding objectives. Members provided comments after Nisenfeld explained each goal and objectives. Goal 1: Provide an effective unemployment insurance system for workers, businesses and communities.

• Improve customer service to people seeking UI benefits, and to employers. • Increase the integrity of benefit payments and tax collection. • Improve communications with the public. • Improve return to work efforts by guiding UI claimants to resources across the workforce system

and WorkSource Oregon, a collaborative effort of Oregon’s Local Workforce Investment Boards (LWIBs) and OED.

• Modernize UI division business services and technology infrastructure. There was conversation about unemployment insurance and the financial cliff some customers experience with benefits. Rodriguez suggested that it would be helpful to employers if the workforce data system was connected to or similar to LinkedIn or other searchable database. Goal 2: Connect businesses and job seekers, through WorkSource Oregon, to foster a vibrant economy in Oregon.

• Connect employers with skilled workers on a timely basis. • Provide job seekers with access to a variety of tools to help increase their skill sets. • Provide targeted populations of job seekers with enhanced services to become more

employable. • Support key industry sectors so they can grow and thrive. • Optimize services for all customers across WorkSource Oregon by aligning state and local

efforts and adhering to WorkSource Oregon operational standards. Hopewell commented that it is important for government and the private staffing sector to work together to identify how the systems can complement each other and not compete. Nisenfeld agreed that there are opportunities to partner with staffing companies. Goal 3: Collaborate with the Department of Community Colleges and Workforce Development to transform Oregon’s talent development system.

• Implement the federal Workforce Innovation and Opportunity Act (WIOA). • Redefine, repurpose, and strengthen the Oregon Workforce Investment Board (OWIB). • Research, develop, and implement innovative and best practices. • Implement and manage Oregon’s workforce performance management system.

Balassa wanted to ensure there is a clear understanding of roles and responsibilities. OED will be implementing WIOA under the direction of the board. The board has responsibility for the state plan and will make a recommendation to the governor. It is not the agency’s role to redefine the board; it’s OED’s role to assists the OWIB in its efforts Krolick mentioned research on chronic unemployment and physical health and asked about the connection to the health system. Kelley-Siel responded that she would be happy to provide additional information as it relates to some of the Department of Human Services’ current work. Kelley-Siel asked if there is a need to include the Department of Human Services (DHS) more explicitly as a partner. Nisenfeld responded that this language is in the beginning of the plan, and in WIOA.

Goal 4: Collect labor market data and provide analysis that informs the decisions of the workforce system, including the Oregon Employment Department, businesses, educators, job seekers and families.

• Support the identification, implementation, and operation of Oregon’s future workforce areas and Local Workforce Investment Boards (LWIBs).

• Develop, analyze, and publish the workforce system performance measures and related information needed by Oregon policy makers.

• Give OED, OWIB, and LWIBs the information, analysis, and support they need to make good, data-based decisions.

• Help young people and their parents, teachers, and counselors better understand workforce trends and the needs of businesses.

In response to an earlier question about how workforce staff will be connecting to schools, Nisenfeld explained that there will be OED analysts stationed with each of the local workforce boards. Some of the analysts will be piloting a project to explore which fourteen strategies are effective for working with high schools. There was also discussion about minimum wage and the wage level in which individuals are able to support themselves while not experiencing disincentives for receiving federal benefits. Goal 5: Strengthen OED’s performance through adopting efficient and innovative business practices and inspiring staff to strive for exceptional customer service.

• Improve performance and continuity among OED employees through skill development and succession planning.

• Assist in achieving strategic goals through communication and outreach, both internally and externally.

• Improve support services and create transparency in business operations for all program areas. • Rejuvenate the department through streamlining business operations, transforming customer

service, and maximizing technology infrastructure. McGough commented that this is one of many planning efforts to align workforce strategies. Leoni confirmed that strategic planning related to WIOA would begin in early 2015. Millard posed an interesting question: how does the system draw the line saying that customers have the necessary skills to be successful? Nisenfeld responded that this is the million dollar question of workforce development. There is not a clear answer because it is an art. Nisenfeld agreed with Chair Madden’s explanation that this is a living document and will be reviewed and updated regularly. Chair Madden requested a motion to accept the plan with the understanding that it will be reviewed and updated regularly. Halligan motioned, Rodriguez seconded. Motion passed unanimously. Nisenfeld explained that OED has identified and stopped an intrusion into the WorkSource Oregon Management Information System. Staff have been redeployed to fix the problem. A dedicated hotline has been set up for customer inquires. A press release will be going out this afternoon. The department will keep the board and public updated on the extent of the breach. 2015 Workforce Budget Priorities Leoni informed the board the meeting packet contains background material about the state budget process and budget requests that have been submitted by the workforce agencies. The budget requests are currently being reviewed. Once the Governor’s Recommended Budget is released on December 1,

staff will have further conversation with the OWIB Executive Committee and full board about how to move forward. McGough ask if concerns about language should be brought up that this time. He would like clarification because the details matter on the delivery side. Balassa responded that the requests are past the point of edits. There will be an opportunity for implementation discussions once the requests are approved by the legislature. Work-Based Learning Leoni explained that this topic is continuation from the work-based learning presentations in September. Leoni asked that each member share what they thought was most important for the state and the Board to do to support the expansion of work-based learning. The follow topics were themes and factors from the members’ comments:

• Work-validated: It is important that the skills gained by the participants work based learning opportunities can be verified and validated.

• Transportable: Customers can take what they have learned and earned during a work-based opportunity and utilize it in with multiple employers.

• Advance education: customers can earn college credit for the training and certification they gained.

• Be flexible and adapt to local business and job seekers needs • Quality factor: ensure the training is relevant to current jobs and done well to ensure customer

success in present and future jobs • Youth need to be connected to work-based learning opportunities • How can we expand on the programs already in place in the state (i.e. Back to Work Oregon)?

How can we target and align resources to better connect the infrastructure with the talent (supply and demand)?

• Ensuring access to special populations Brent Parton, Economic and Workforce Development Policy Analyst with the National Governors Association (NGA) Center for Best Practices, joined the meeting through Collaborate. He started by expressing that he was glad to hear the understanding of the value of work-based learning. He confirmed that validation of skills, mobility, quality, flexibility, customization and being demand driven are all important components of work-based learning that they are hearing from other states. It provides way to have a shared investment between the public and private sectors. He asked the board to think about the state’s leadership for work-based learning and what levers the workforce systems could influence. He suggested that a good starting point might be looking at the data of how many opportunities are currently provided in the state and the business utilization. Leoni provided that there will be a workgroup convened to look at options for the American Apprenticeship Grant once details are released. Since there is a lot of interest from the board and nationally around work-based learning, staff will also be looking at how to integrate it into the strategic plan. Staff will be convening a committee made up of the members interested in the topics to strategize how best to move forward. Balassa commented that it would be helpful to crosswalk the themes expressed by the members and Brent with NGA’s framework for work-based learning.

Update on Redesignation of Local Workforce Investment Areas Roberts provided an update on redesignation of the local workforce investment areas. On Thursday, October 2, the Executive Committee approved the recommendation of the following two areas:

• Northwest area comprising of Columbia, Clatsop, Tillamook, Lincoln, and Benton • Mid Valley area comprising of Marion, Polk, Yamhill, and Linn

These two areas join the other three areas the OWIB recommended along with the Eastern, Central, South Coast, Northwest. Staff have forwarded a formal recommendation the Governor to redesignate all five areas and anticipate his approval soon. Roberts described an email to the board and other workforce partner and stakeholders announcing the final recommendation on redesignation. The email also included a draft of the state plan modification, which was included in the September board meeting packet. This is Oregon’s formal request to change the local area boundaries. Staff have been in communication with DOL since this process started at the beginning of the year. They are very aware and supportive of the direction the state is heading as it aligns with the WIOA. The new areas are moving forward and working closely with the four technical assistance experts CCWD has on contract to take the correct steps such as getting the appropriate agreements in place, establish the board as an entity, and exploring membership to meet federal and state requirements. Luchak-Olund asked if funding for the new areas has been determined. Humelbaugh confirmed that she is working to finalize this and should have it ready by the November board meeting. Pay for Performance Balassa asked for the board’s support in exploring a pay for performance option in Oregon’s workforce system since it is allowed under WIOA. If the board is supportive, staff would come back with a proposal and possibly modification to the state plan. Overall the board was supportive of exploring the pay for performance strategies. Helzerman asked for clarification of what regression analyses were and how it could be used. Balassa clarified that regression analysis is a tool that could help the state allocate more funding to areas or service providers who are serving harder to serve customers. McGough expressed that there is a need to understand the shift that WIOA is bringing to the workforce system, such as the expanded out-of-school youth, before adding this layer of complexity. He is in favor of the idea but feels that the board and state need to figure out what it will take to implement pay for performance options and understand the ramifications. Hopewell asked staff to come back with examples and information on how it would work. Balassa confirmed that this would be the next step. Announcements Chair Madden reminded the group that the next meeting will be held on November 14th in the same location. Meeting adjourned at 4:03 PM.

OWIB Executive Committee Meeting Notes November 6, 2014 Members participating by phone: Ken Madden, Lori Luchak-Olund, Barbara Byrd, Matt Millard, Lisa Nisenfeld, Jessica Howard Staff/Technical Advisors: Jordana Barclay, Karen Humelbaugh, Melissa Leoni, Katelyn Roberts, Brittany Dean Call to Order Chair Madden called the meeting to order. Leoni did a roll call. OWIB Calendars Leoni talked briefly regarding the OWIB master calendar. Roberts and Leoni have been combining the calendars so that staff can show the related work around committees, conferences, WIOA implementation and collaboration with other boards or programs. The calendar starts with the remainder of 2014 and continues through the end of 2016. Leoni asked the group if this was helpful or if it is too much information. Millard commented that he liked the calendar. Luchak also commented that she thinks this is a great tool for members because it offers a future outlook on events which makes it easy to plan ahead. OWIB members will receive this master calendar in the OWIB packet for the November 14 meeting. November OWIB Agenda Items Leoni referred the committee to the draft November agenda in the packet, and then asked Nisenfeld to give an update about the Employment Department security breach. Nisenfeld stated that after the initial determination of possibly compromised individuals, the agency sent out a press release and set up a hotline for customers to call for information and tips. The total number of customers impacted was X. The agency is offering one year of identity theft protection to those possibly affected. OED is reviewing other publicly accessible systems to avoid this from happening in the future. Workforce Equity Lens Leoni also went through the Workforce Equity Lens. The committee decided in May to put it on the June consent agenda, but some members wanted more information and it was put on hold. Erinn Kelley-Siel will be talking about this at the November OWIB board meeting. She will give an overview and how it is used with the intent to ask the board to adopt it. Special Populations Leoni informed the committee that the special populations survey will also be talked about during the November meeting. This discussion is the first step in looking at the state workforce policies related to special populations. Staff from Department of Human Services will be providing information to the board about the survey findings. Luchak asked about how the list of special populations was compiled. Leoni stated that she will ask the presenters to identify how it was compiled. Nisenfeld advised the committee that the list is a starting point for identifying populations to focus on, but that local areas can identify some groups to be a focal point. Industry sector partnerships Humelbaugh stated that Lindsey Woolsey came to the board retreat to talk about this sector partnerships. During the November meeting she will be moderating a panel of local participants in

sector partnerships. There will be two local board directors along with a community college and business representative to discuss how the sector partnerships work in their areas. Woolsey will also give an update on how the sector partnerships are progressing throughout the state. Woolsey will also be providing a statewide training soon. Humelbaugh stated that the sector strategy will be transitioned to become a foundation of the workforce system, not a separate initiative. Page 17-21 of the exec packet includes the overview of sector partnerships. More information will be included in the OWIB board meeting packet. Board collaboration plan Leoni referred the committee to page 22-23 of the packet for the proposed plan around collaborating with other boards and commissions. Leoni reviewed the information in the proposed plan and described how staff will work to further develop it prior to the December board meeting. Staff will be conducting an analysis that will include an overview of each board, how the work of the OWIB relates, and the common ground for facilitating a joint conversation. Howard asked how the collaboration plan includes community colleges. Howard stated that there is a gap in connection at the state and local level in collaboration with the community colleges. Leoni stated that there is a place holder for community college boards in phase four and more discussions will take place in the near future to determine those opportunities. Leoni asked Howard what the community college members or “body” should be. Howard responded that this should be the Oregon Presidents Council for the community colleges. 2015 OWIB Meeting Proposal Roberts went over the proposal for the 2015 OWIB meetings. Staff is recommending that meetings occur every other month instead of monthly with meetings held from 10am-4pm. Staff recommend that meetings not just take place in Salem; half of the meetings could be held at an employer site or training center. Roberts added that locations are yet not set, but the proposal includes possible locations. The option to participate through Collaborate would be provide when the meetings are held in Salem. Other locations will give the board an opportunity for a tour and a feel for different parts of the workforce system. Howard suggested Clackamas as a possible site since they have a great career and technical education facility where workforce development training is done. Leoni also recommended that the Executive Committee still meet monthly. Leoni presented the possibility of changing meeting times from the first week to the last week of the month. This would provide more time between the committee and OWIB meetings, which would allow more time for staff to adjust the meeting items and materials requested by the committee. There was agreement that changing the date would work for committee members. Dean will send out some queries to determine possible dates. Leoni asked the committee if it interested in using Collaborate for the monthly executive committee meetings. The committee agreed to try it, so staff will work on running Collaborate for the December committee meeting. If members have not used this tool, staff can schedule time to get each member set up and running on Collaborate. December OWIB Agenda Items Leoni reported that the packet did not contain a draft agenda for December’s board meeting, but staff will update the board on the four likely agenda items, as identified in the meeting calendar.

Overview of the Workforce Innovation and Opportunity Act (WIOA) In December, staff will provide an overview and describe the major changes that occur because of WIOA. Roberts explained that the draft regulations will not be out, but staff will be able to provide what the law says and how it affects the OWIB’s role. She added that staff will also be working with planning for the implementation of WIOA in the upcoming weeks. Humelbaugh stated that there are some opportunities for the Governor’s office revolving around how those changes can aid the system in moving ahead. Balassa has been working on this and the OWIB will be involved in this process. 2014 Strategic Review Leoni reported that staff will review the progress during 2014 on the OWIB strategic plan and give an update on the status of the workforce redesign recommendations. Workforce Information Update Leoni stated that Graham Slater from OED will present in December and has a list of updates, including a year-end wrap up of the economy, update on system performance measures and occupations information. Budget & Legislative Priorities Leoni advised the committee that on December 1st the Governor’s recommended budget will be released and staff will then be able to provide more information about what is included during the December board meeting. Also scheduled for December will be a legislative update. Chair Madden adjourned the meeting at 1:58pm.

 

Introduction and Background The 2012 Oregon Workforce Investment Board (OWIB) Strategic Plan identifies Industry Sector Strategies as one of three statewide strategies to achieve Oregon’s prosperity goals. Industry sector strategies are employer-driven partnerships to meet the needs of key industries within a regional labor market. To implement and monitor progress on this strategy, a work plan was developed to:

1. Clarify the state role in the development of sector strategies. 2. Develop a training plan that supports local development. 3. Develop and implement a greater level of accountability that shows progress.

The contractors hired to implement the work plan, Lindsey Woolsey and John Melville, presented to the OWIB at its July 2014 retreat on the development of a sector strategy framework and potential metrics. Since July they have been working on local area training and support and state level training and advising. Attached to this cover sheet is the LWIA Sector Partnership Update – October 30, 2014, which gives a sector partnership status update by local workforce investment area. Also attached is the Oregon Sector Strategy Overview document, which is a tool for understanding and establishing sector partnerships in Oregon. At the November 14 board meeting, Lindsey and John will give an update about what’s been happening with the local area training and support. This will be followed by a panel discussion with representatives from two local sector partnerships, including local workforce investment boards, businesses, and community colleges. Panelists will speak about the sector partnership approach, how it benefits employers and partners, and how the state or OWIB can support sector partnerships. This agenda item will conclude with an update and discussion around the state efforts and training.

Discussion Item Sector Partnerships

LWIA Sector Partnership Update – October 30, 2014 LWIA Current Target Sectors Status Update Local Sector Training Date/Agenda Lane (Lane Workforce Partnership)

• Healthcare • Manufacturing • Financial Services • Construction • Software

Development

• Revised State of the Workforce Report (October 2014)

• Advanced Sector Partnerships in Healthcare and Manufacturing;

• Sector-focused interventions in Construction and Financial services

• Strong potential for a new sector partnership in Technology/software development.

• November 13, 8-12:00 • 20 RSVPs • Diverse mix of Chambers of

Commerce, other EDOs, SBDCs, colleges, RS team, elected officials

• Agenda to include best practices, taking stock of current efforts, looking at industry data together, agreeing on next steps for new partnerships

Mid-Valley (Job Growers Incorporated)

• Advanced Manufacturing

• Natural Resources (sub-target: Agriculture)

• Existing Manufacturing Consortia is very active

• Make it in America grant is providing a mechanism for collaboration with economic development and education

• Natural resources is a target sector; no organized activity yet

• November 14th, 8-12:15 pm • 8-9:15 am: Manufacturing

Consortia Steering Committee to meet to: take stock and agree on next big push/steps

• 9:15-12:15: about 12 partners from workforce, economic development, COG, DES and CTE invited

• Agenda to include best practices, taking stock and reflection, target sector discussion, agreeing on next steps, sustainability.

LWIA Current Target Sectors Status Update Local Sector Training Date/Agenda Clackamas County (WICCO)

All via the Collaborative with WSI and Southwest Washington counties.

• Healthcare • Manufacturing • IT/software

• Sector-focused training initiatives in partnership with the Collaborative with WSI/Clark County

• Also interested in exploring Food/Ag, Creative industries, and other sectors (TBD) unique to Clackamas county.

• November 12th, 8-12:00 • Invited: Biz/economic

development, college, OIT, DES, CTE, 5-6 local chambers of commerce

• Agenda to include best practices, taking stock of what works, industry data workshop, agreement on new sector partnership, next steps.

Multnomah, Washington and City of Portland (Worksystems, Inc.)

All via the Collaborative with Clackamas and Southwest Washington counties.

• Healthcare • Manufacturing • IT/software

• Sector-focused training initiatives in partnership with the Collaborative with Clackamas and Clark counties

• Call scheduled with

Collaborative Nov 17th • Agenda, goals, date all to be

determined.

Northwest (formerly Linn-Benton-Lincoln)

• TBD • Potential focus on

marine economy sectors for coast

• Former Linn-Benton-Lincoln LWIA conducted initial healthcare needs assessment, and had initial activities in manufacturing in Linn County

• Clay to help transition Linn County knowledge and connections to Job Growers for healthcare and manufacturing

• Target industries in Coast and Valley economies of new Northwest region TBD

• December 16th, 1-4:00 • Will invite multiple economic

development, education and workforce partners in his new area

• Agenda to include Sector 101, industry data workshop, planning next steps

• Info and next steps to help build foundation for LWIA strategic planning session in January

LWIA Current Target Sectors Status Update Local Sector Training Date/Agenda Southern Oregon (Rogue Valley WDC)

• Manufacturing • Healthcare • E-commerce/IT

• Employers within each target sector have had meetings; initial assessments of occupational needs in Manufacturing and Healthcare.

• A focus on e-commerce/IT by RWP and some partners.

• December 18th, 9-3:00 pm • Invited: Over 50 education,

economic development, workforce, industry and other partners

• Agenda to include getting grounded in sector partnership model and vision; Industry diagnostic workshop; facilitated mapping of industry-focused activity; agreement on sector partnerships to be launched; workgroups and next steps.

South Coast To be determined n/a • December 17th, 9-12:00 • Industry diagnostic workshop

with education, economic development, workforce development partners; preparation for new Board development

• Info and next steps to help build foundation for LWIA strategic planning session in January

Central To be determined To be determined • Targeting New Board Orientation

Eastern To be determined To be determined • Targeting New Board Orientation

Oregon Sector Strategy Overview Introduction The 2012 Oregon Workforce Investment Board (OWIB) Strategic Plan identifies Industry Sector Strategies as one of three statewide strategies to achieve Oregon’s prosperity goals. Industry sector strategies are defined as employer-driven partnerships to meet the needs of key industries within a regional labor market. Sector Partnerships Sector partnerships are partnerships of companies, from the same industry and in their natural labor market region, with education, workforce development, economic development and community organizations that focus on a set of key priority issues identified by the target industry. Today’s sector partnerships focus on issues related to an industry’s overall competitiveness, including but not limited to workforce training needs. Their role:

• Be the neutral voice for and convener of private industry and community support partners that have a shared stake in the health and growth opportunities of the target industry.

• To create a shared strategy with measurable outcomes that connects and coordinates workforce development, education and economic development efforts around a specific industry.

• Help leverage resources and provide centralized data and information. Ideally, a sector partnership exists for any industry that is an “economic driver” in an area or region, as determined by labor market data indicators like employment, growth and location quotients. No region or area should have more than one sector partnership operating in the same target industry. The actual scope of the target industry, as well as the geographic footprint of its sector partnership, will vary from region to region. The scope of a sector partnership should initially be determined by labor market information, and ideally with input from potential stakeholders and partners. Sector partnerships often change in size and scope over time as a more refined understanding of the sector and its labor market region is gained. The Sector Strategy Practice for Oregon Oregon’s Approach for Sector Strategies has been developed as a guide for understanding and establishing sector partnerships across Oregon’s diverse regional economies. It is designed for multiple stakeholders, including the education and training systems and programs responsible for aligning their services with the needs of critical industries, as well as the economic development organizations that work directly with companies for the purposes of company retention, expansion and recruitment. All have a role to play in sector partnerships. While there is no one, right way to launch a sector partnership, there are a set of key people and recommended steps for designing, implementing and operating one. The following sections give an overview of those recommendations.

Oregon Sector Strategy Overview

People Sector partnerships are comprised of different stakeholders and each brings a unique contribution to the table at different times during the development and execution of a strategy. These stakeholders can be categorized into three groups:

• Convening and Connecting Organizations: local workforce investment boards (LWIBs), economic development organizations (EDOs), regional solution centers (RSCs), state agencies, or other organizations.

• Demand Side: individual businesses (employers) and industry associations and professional organizations. An industry member should chair the sector partnership.

• Supply Side: educational organizations and workforce partners.

Process Like all good organized efforts across multiple stakeholders, sector partnerships need a planning process. The following six design and implementation phases are recommended:

Prepare: Define the sector, assemble industry data, and establish the core team and determine the convener

Convene: Identify the industry sector’s growth opportunities, establish the sector partnership, and determine sector strategy mission, goals and desired outcomes

Connecting and convening

organizations: LWIBs, RSCs, EDOs

Individual Business/Employers

Industry Associations and

Professional Organizations

Educational Institutions (universities, community

colleges, K-12)

Workforce Partners: One-Stops,

Organized labor, community

organizations, etc.

Oregon Sector Strategy Overview

Develop: Develop a strategic action plan, establish performance metrics, and secure partnerships and resources for implementation.

Implement: Implement priority strategies based on the action plan

Assess: Measure progress and outcomes as determined by the action plan (typically a combination of process and impact measures.)

Sustain: Evaluate assessment to determine any strategic or tactical modifications, assess the timelines and need for the partnership to evolve.

Data and Metrics Data and metrics are important elements of a sector strategy. A sector partnership should assemble a shared set of facts, including industry and occupational data, when selecting and forming a target sector. Sector-based performance metrics are also needed to measure outcomes for employers/industry, jobseekers/workers, and use of public funds.

State Role The State plays a role in supporting the development of local or regional sector partnerships in at least three ways. The State can:

• Provide consistency to the sector strategy process (guidance, resources and metrics)

• Provide regional data and program information

• Provide inter-regional connections

Putting it All Together The following chart takes information about who is involved in the partnership and combines it with the process overview to illustrate the various roles of the convening organization, the industry, the state, and the workforce and educational organizations. Phase Convener Employers/Industry

Groups State Role Education/Training

Providers Phase I: Plan Form core sector team;

Meet with state agencies and industry groups to define the interest and need for a sector strategy.

Provide guidance on defining the sector; Confirm the need for sector strategy and share information on current efforts.

Provide information about existing sector efforts and known regional needs; Provide guidance on defining the sector.

Provide a preliminary inventory of programs and efforts related to the target sector.

Phase II: Convene

Synthesize and assess data; Facilitate industry strategy session to identify and prioritize opportunities.

Provide industry data and information; Actively engage in a discussion about opportunities and shared priorities for action.

Provide an initial sector profile for the region.

Participate as an active listener in partnership meetings.

Oregon Sector Strategy Overview

Phase Convener Employers/Industry Groups

State Role Education/Training Providers

Phase III: Develop

Conduct an analysis of what may already be going on that is related to the sector partnership’s priorities; use this to provide a foundation for action plan development; Convene work sessions with stakeholders to develop a strategic action plan; ensure strong industry participation; Develop overall and project-based metrics; Establish project teams with industry leads and clear action plans that articulate the owners and outcomes of key actions.

Participate in development of strategic action plan; Chair project teams, committees, task forces; Review proposed sector strategy and program metrics; Identify appropriate industry resources.

Share information on related programs in other regions; Participate in development of recommendations; identify appropriate state resources; Assist with development of metrics and ensure continuity with state goals and metrics.

Provide information existing programs and capacity; Participate in strategy action plan; Identify existing and proposed education and training resources for implementation.

Phase IV: Implement

Establish communication and data-sharing protocols; Use the discipline of action plans to identify short- and longer-term actions; Immediately get some early wins accomplished; Work with stakeholders and partners to design and implement services and activities, and be the organizer of partner solutions.

Participate in the implementing project teams or task forces; Continue to guide ongoing development of solutions, services and activities.

Understand and bring to bear state level expertise and resources that help the implementing project teams succeed.

Participate in the implementing project teams; Report progress and intermediate outputs (number of participants, number of completers, etc.).

Phase V: Assess

Provide a regular assessment of strategies, program progress and results; report results; Resurvey employers about satisfaction and report results to employers in targeted sectors.

Participate in strategy and program reviews.

Participate in strategy and program reviews; The State will provide metric results to the OWIB.

Provide performance metric data as defined in sector strategy; Participate in strategy and program reviews.

Phase VI: Sustain

Convene stakeholders to review assessment and make continuous improvement recommendations; Develop a plan/timeline for implementing enhancements.

Stay involved and engage as ongoing partners and leaders.

OWIB will assess the results and for improving their role in supporting sector strategies.

Stay involved and agile in needed supports and responses.

Oregon Workforce Investment Board Role The OWIB has a role in helping to establish sector partnership guidelines (such as this overview) to local workforce areas and their partners, and in assessing the results of sector partnerships. In Phases V and VI, the OWIB will receive the metric results for each sector partnership to

Oregon Sector Strategy Overview

assess the results and to review the state’s role in supporting the statewide sector strategy and individual sector partnerships. Conclusion: The Big Picture In the best cases, sector partnerships become the integration vehicle for supply-side strategies from education and training with demand-side strategies focused on economic development and industry cluster growth. By acting as the intermediary structure that brings employers together from a target industry in a common labor market, they have the potential to catalyze the types of synergies and connections that make industry clusters thrive. Likewise, as the intermediary that organizes resources and activities across multiple education and training partners, sector partnerships are a natural place for coordinating how otherwise separate education and training programs come together into career pathway systems. The opportunity, therefore, for sector partnerships is to tangibly integrate the talent agenda of a region with its goals for economic competitiveness. Contact Information For more information about regional sector partnerships or how you can become more involved, please contact:

Todd Nell Workforce Initiatives Manager Department of Community Colleges and Workforce Development 503.871.4305 Todd.A.Nell@oregon.gov

The Oregon’s Approach for Sector Strategies is available online at: http://www.oregon.gov/gov/skilled_workforce/Pages/OWIB%20Strategies.aspx.

Oregon Sector Strategy Overview

 

Introduction The Oregon Workforce Investment Board (OWIB) and the Oregon workforce system partners share a vision of equity and excellence for each and every job seeker in Oregon. To meet the combined challenges of a globally competitive economy, changing demographics within our labor force, and increasingly scarce government resources, the workforce system must continuously improve its performance for all Oregon job seekers. An equity lens is a tool that helps ensure that workforce policy decisions that will be made by the OWIB will result in equitable outcomes for all who are served. The Oregon Education Investment Board (OEIB) adopted an equity lens in 2013 to guide policy recommendations and community engagement to ensure that the education system supports each and every student. A draft of the Workforce Equity Lens was circulated to the board in the spring and is attached to this cover sheet. By adopting the Workforce Equity Lens, the OWIB can ensure there is an tool in place to assess how decisions impact populations that have historically been over-represented among Oregon’s under- and un-employed, individuals representing communities of color, individuals experiencing disabilities, immigrants, individuals with a history of criminal convictions, older workers, youth, long term unemployed and veterans. At the November 14 board meeting, Peter Tromba, OEIB Research & Policy Director, will talk about how the equity lens has worked for the OEIB. Staff will then engage the board in a discussion about how the equity lens could be applied to the board’s future work. Action Item Staff recommend adoption of the Workforce Equity Lens.

Discussion and Action Item Workforce Equity Lens

AN EQUITY LENS FOR WORKFORCE

Introduction:

The Oregon Workforce Investment Board (OWIB) and the Oregon Workforce System Partners share a vision of equity and excellence for each and every job seeker in Oregon. We understand that to meet the combined challenges of a globally competitive economy, changing demographics within our labor force, and increasingly scarce government resources, the workforce development system must continuously improve its performance for all Oregon job seekers.

This charge is especially important in relation to populations that have historically been over-represented among Oregon’s under- and un-employed, individuals representing communities of color, individuals experiencing disabilities, immigrants, individuals with a history of criminal convictions, older workers, youth, long term unemployed and veterans.

Oregon cannot afford to allow these population groups to be left behind in our efforts to increase opportunity and prosperity. Every Oregonian deserves an equal opportunity to better them through hard work and to leave their children better off than they were.

As a Board and as Workforce System Partners, we believe that vision can be achieved only when Oregon’s workforce system holds itself and its component parts accountable for equitable access and system outcomes for all job seekers. To that end, we are committed to using an equity lens to provide a common vocabulary and protocol for decisions about system innovation, implementation of the OWIB strategic plan, and resource allocation.

Alignment with the Oregon Education Investment Board Equity Lens:

While the workforce system partners are focused on employment, we are inextricably linked to the efforts that our Education Partners are making in relation to Oregon’s 40-40-20 goals. To that end, the Oregon Education Investment Board (OEIB) case for equity applies equally to the Oregon Workforce System.

Workforce Equity Lens:

Creating a culture of equity requires monitoring, encouragement, resources, data and opportunity. It also requires intentional focus in the following areas:

Leadership

• Strategic planning • Training • Technical assistance • Sufficient funding and resources

Partnerships

• Cross agency collaboration • Community organizations and other jurisdictions

Community Engagement

• Partnership • Early involvement • Building relationships and community capacity • Inclusiveness and equity • Quality process design and implementation • Transparency • Accountability

Accountability

• Create performance metrics for programs that are specific to special populations

• Develop relevant program evaluation criteria specific to the service • Incorporate the results into the budget process and capacity • Integrate performance into performance evaluations

In bringing an equity lens to the Oregon workforce system transformation efforts, the following questions will be considered for decisions about system innovation, implementation of OWIB strategies and resource allocation:

1. Who are the groups affected by this proposed action? How will each group be affected? Is any group negatively affected in a disproportionate way?

2. Does the proposed action ignore or worsen existing disparities or produce other unintended consequences?

3. How does the proposed action expand opportunity and access for groups

who are over-represented among the under- and un-employed?

4. How does the proposed action promote inclusive collaboration and

partnership engagement? How have stakeholders, who are also members of the communities affected by the proposed action, been included in the process of decision-making about the proposed action?

5. How will data about the proposed action, and its impact (positive or

negative) on equitable access and outcomes, be monitored and evaluated?

Introduction On January 3, 2014, the Oregon Workforce Investment Board agreed to 14 recommendations to the Governor as part of the workforce system redesign efforts. Included were the following three recommendations related to special populations in Oregon:

1. Convene workforce system partners to conduct a system-wide review of existing workforce and employment related programs, services and policies for persons with disabilities, persons living at or below the poverty line and chronically unemployed and underemployed.

2. Direct the workforce system partners to develop a statewide workforce policy for persons with disabilities, persons living at or below the poverty line and the chronically unemployed and underemployed that establishes goals for improved workforce services.

3. Direct the workforce system agencies to submit a biennial report to the Governor charting the progress in achieving outcomes for persons with disabilities, persons living at or below the poverty line and the chronically unemployed and underemployed as well as documenting special initiatives and efforts to implement best practices.

A Special Population Survey Workgroup was formed to build a better understanding of the diverse needs of Oregonians seeking employment and advancement. Multiple state agencies were surveyed regarding their services to special populations with the goal of identifying service gaps and improving the inclusiveness of the workforce system. The executive summary of the survey is attached to this cover sheet. During the meeting, staff from the Department of Human Services will review the results of the survey and the identified challenges and opportunities, and then lead the board in a discussion.

Discussion Item Special Populations Survey

 

Oregon Workforce System Special Populations Survey

EXECUTIVE SUMMARY Achieving Workforce Alignment by Understanding the Diverse Needs of Oregonians Seeking Employment and Advancement

Multiple state agencies were surveyed regarding their services to special populations, with the goal of identifying service gaps and improving the inclusiveness of the workforce system

Survey and report prepared by: Oregon Department of Human Services for the Special Populations Survey Workgroup October 2014

Special Populations Survey Report Oregon is advancing workforce alignment efforts under Executive Order 13-08, Chartering Partnerships for Job Growth and Talent Development. As a result, leadership from the state agencies involved in the redesign of the workforce system wanted to gain a boader understanding of the diverse needs of Oregonians seeking employment and advancement. Thus, the Special Populations Survey Workgroup was launched with participation by multiple state agencies. In August of 2014, agencies were surveyed regarding their services to special populations (see below). This survey was conducted to produce an initial broad scan of program services, and to identify whether or not a more in-depth look is needed for policy alignment and development. The purpose of this report is to provide an update on the Special Populations work, providing an overview of the survey and responses. Surveyed State Agencies Department of Community Colleges and Workforce Development Department of Human Services – Self-Sufficiency Programs, Vocational

Rehabilitation Program, Child Welfare Program, Developmental Disabilities Program, Aging and People with Disabilities Programs

Business Oregon Oregon Employment Department Oregon Department of Veteran’s Services

Special Populations Chronically or long-term unemployed individuals Communities of color Individuals living in distressed counties or regions Ex-offenders Migrant seasonal farmworkers People with disabilities People living in households at or below the Federal Poverty Level People with less than a twelfth grade education Seniors Members of Tribes Under-employed persons Veterans Youth (18—25)

S p e c i a l P o p u l a t i o n s S u r v e y R e p o r t

Survey Methodology The survey was administered by the Department of Human Services based on questions identified by a multiagency workgroup that comprised of representatives from Department of Human Services, Community Colleges and Workforce Development, the Employment Department, Business Oregon, and Oregon Workforce Partnership. The purpose of the survey was to provide an initial scan of services provided by state workforce agencies to special populations. Questions were designed to identify the specific special populations served, service gaps, and opportunities for change. The survey was sent to four state agencies representing more than nine programs or sets of services.

OVERVIEW OF SURVEY RESPONSES Definition of Special Populations State agencies have different definitions for special populations, with no consistent definition of what constitutes a specific special population (i.e. veteran, disability). These differing definitions can cause confusion for customers when they qualify for one program under one definiton, but are denied benefits or services because a different definition is used by another agency. Identified Challenges Tracking of Special Populations The data on the number of customers served by the workforce system has

considerable overlap, as many customers receive services from more than one agency. This makes this data less useful, as the total number of customers served in a Special Population across agencies is likely inflated due to duplicate counts. Confidentiality rules and policies hinder the ability to do adequate cross-matching to avoid duplication.

Agencies track enrollment, services rendered and results. Improvement is needed in performance tracking and setting consistent, cross-programmatic outcome goals.

Partnering Agencies are partnering with large numbers of organizations, both public and

private.

S p e c i a l P o p u l a t i o n s S u r v e y R e p o r t

Although agencies partner, they do not always appear to coordinate with other program’s partners serving the same populations. For example, the Employment Department serves job seekers who are Veterans, have disabilities, are receiving food or cash assistance, college students, etc.

Funding issues Services to Special Populations have been reduced due to lack of funding.

Employment and Training Needs: Agencies were asked to share feedback they had received from employers and job seekers regarding their employment and training needs. Although businesses and job seekers are in agreement that computer skills should be a focus of training, they diverge in other areas. Employer needs based on feedback received by agencies

o Employees with soft skills (work ethic) and critical thinking/problem solving skills

o Understanding of transferable skills of military veterans o Single point of contact for information and resources o Accommodations and supports for workers with disabilities o Consultation with management and Special Population workers to resolve

concerns o Internships that fully reimburse employer expenses

Job Seekers needs based on feedback received by agencies o Affordable and accessible education and training o More job availability o Help obtaining interviews o Fair compensation and benefits o Opportunities for advancement and growth o Planning and financial resources for Special Population owned businesses o Transportation (i.e. access to reliable transportation or resources) o Avoiding risk to Medicaid eligibility

Opportunites to improve outcomes for Special Populations

More resources

o More staff time with customers o Program development and delivery to provide the right set of services o Training and education for personal and career growth

S p e c i a l P o p u l a t i o n s S u r v e y R e p o r t

More data needs

o Cohesive definition of integrated employment that aligns across programs that use this standard

o Accurate and detailed employment data o Reporting for program improvement purposes

More outreach and awareness of assistance, resources, programs

More agency collaboration and alignment to break down silos o Collaboration on employment of people with disabilities o System coordination

Policy alignment o Incentivize employment o Marketing of contract opportunities available to special populations

interested in providing services o Person-centered and fiscally responsible practices o Consistency with federal laws and funding requirements o Transportation needs consistently addressed

Strong leadership o Transparency and inclusiveness at all agencies o Inclusion of stakeholders

Summary

1. Although agencies generally have a targeted client base (people with disabilities, low income individuals and families, Veterans, etc.), agencies serve most or all Special Population demographics in their mission. For example, the Employment Department serves job seekers who are Veterans, have disabilities, are receiving food or cash assistance, and are college students, etc.)

2. The data on the number of customers served by each agency has considerable overlap, as many customers receive services from more than one agency.

3. Agencies track enrollment, services rendered and results, although improvement

is needed in performance tracking and setting clear outcome goals.

S p e c i a l P o p u l a t i o n s S u r v e y R e p o r t

4. Agencies are partnering with other organizations, both public and private, but this can be improved, perhaps with agencies networking better to share partner contacts.

5. Services to Special Populations at some agencies are inadequate because lack of

funding created reductions.

6. Employer and job seeker employment and training needs are compatible. Both groups focus on computer skills and soft skills. Employers want more business planning and financial assistance, agency assistance with those hired, and a single point of contact for information and resources. Job seekers want placement services, more job availability, opportunities for advancement, and transportation assistance.

7. Agencies need more resources to have better outcomes for Special Populations

including funding, data, more outreach, agency collaboration, policy alignment, and strong leadership.

8. A consistent definition of what constitutes employment is needed among

agencies.

9. The recently enacted Workforce Innovation and Opportunity Act (WIOA) will require changes that may result in ways that more effectively work with Special Populations.

Next Steps This survey report and the detailed responses will be used by the Special Populations Subcommittee to inform the on developing cross-agency policy recommendations and strategies that provide a connected network of services on behalf of Special Populations through aligned partners. The draft recommendations will be reviewed with state agency leadership during the Workforce Policy Implementation meeting to consider options for improving the inclusiveness of the workforce system.

S p e c i a l P o p u l a t i o n s S u r v e y R e p o r t

Board Collaboration Plan The OWIB’s Charter Criteria includes that the board will have agreements in place by June 30, 2015 with the Oregon Education Investment Board (OEIB)/Higher Education Coordinating Commission (HECC) and the Oregon Business Development Commission (OBDC) that clarifies shared policy making areas and procedures to manage these jointly. Senate Bill 1566 (2014) amended ORS 660.324 to include that the state board shall:

• Collaborate with other advisory bodies also tasked with workforce development, including but not limited to the Oregon State Rehabilitation Council, the Commission for the Blind, the State Apprenticeship and Training Council and the HECC.

• Work with the OEIB and the OBDC to identify areas of common interest to efficiently align resources, recommend common strategies and provide accountability for reaching statewide goals.

In May 2014, the OWIB Executive Committee discussed developing a collaboration plan with these boards and commissions. They recommended that staff:

1. Complete an analysis of each board and commission with workforce responsibilities, including membership, mission and authority.

2. Prioritize boards and commissions, as not all are the same. 3. Identify ways to build bridges between workforce system and these other boards and

commissions. Staff are working to complete the analysis of each board. The attached Collaboration Plan Proposed Framework proposes to engage in collaboration with other state boards and commissions in four phases. Staff will lead a brief discussion with the Board at the November meeting. Between the November and December meetings, staff will do further refinement of the proposal and complete the analysis of each board. Staff will then return to the December meeting with a final proposal for board adoption. 2015 Meeting Schedule Staff are proposing a change to the meeting schedule in 2015. It is recommended that the meetings be moved to every other month with extended meeting time. Half of the meetings would be held in Salem with the option for members to participate through video conferencing technology. The other half will be held at locations outside of Salem, possibly at a WorkSource center, community college, and employer site. The morning hours of the meetings may be used for committee meetings or location tours. A more detailed proposal can be found on pages X through X of this packet. Staff would like board feedback on the 2015 meeting schedule and will incorporate it into the proposal during the meeting. Action Item Staff will ask the board to adopt a 2015 meeting schedule so planning and scheduling can begin.

Information and Action Item

OWIB Updates – Board Collaboration Plan & 2015 Meeting Schedule

OWIB Collaboration Plan Proposed Framework November 6, 2014 Proposed Framework The following table proposes to organize the board collaboration efforts into four phases, with the first phase already being completed by the Oregon Workforce Investment Board and Oregon Education Investment Board (OEIB)/Higher Education Coordinating Commission (HECC). The table identifies each board and commission and the possible areas of collaboration. Phase Board/Commission Description

Phase I (April – Sept 2014) HECC/OEIB Taskforce Complete –

recommendations beginning implementation

Phase II (Oct 14 – Mar 2015)

OED Advisory Council (OEDAC)

Proposal focus on unemployment insurance oversight in coordination with OWIB. Needs OWIB review.

Youth: Youth Development Council and Oregon Youth Conversation Corps (OYCC Advisory Council

Initial joint meeting of workforce committee and OWIB members. Need further conversation; development of work group to develop common strategy?

State Apprenticeship and Training Council

Implementation of American Apprenticeship Grants?

Phase III (April – Sept 2015)

Oregon Business Development Commission

Focus on industry sector partnerships.

Oregon State Rehabilitation Council

Begin conversation around WIOA implementation?

Commission for the Blind Begin conversation around WIOA implementation?

Family Services Review Commission

TANF redesign and WIOA implementation?

Phase IV (Oct 15 – Mar 16)

Community College Boards (or Oregon Community Colleges Association)

Needs further clarification around needs/distinction from ongoing HECC collaboration. May be focused on communication.

Engineering and Technology Industry Council (may be known as Strategic Talent Industry Council)

STEM (Science, Technology, Engineering, and Mathematics) Investment Council

Oregon Workforce Investment Board 2015 Meeting Proposal February 13th Meeting Collaborate and Location: Salem, OR 10:00 AM to 4:00 PM Topics

• WIOA law and Regulations • OWIB Policies for Workforce System • Sectors/ROI Measures • Local Plan Review Process • Legislative Update • OWIB/OBDC Workgroup Overview • Special Population Policy

April 10 Meeting Location: Outside of Salem 10:00 AM to 4:00 PM with tour in AM Topics

• Performance Management System • Local Plan Review Update • Legislative and Budget Update • OWIB/OBDC Recommendation

June 12 Meeting Collaborate and Location: Salem, OR 10:00 AM to 4:00 PM (AM may be used for committee meetings) Topics

• Approval of Local Plans and Charters • Legislative and Budget Update • OWIB/OBDC Recommendation • Report on Achieving Outcomes for Special Populations

August 14 Meeting Location: Outside of Salem 10:00 AM to 4:00 PM with tour in AM Topics

• TBD October 9 Meeting Collaborate and Location: Salem, OR 10:00 AM to 4:00 PM (AM may be used for committee meetings) Topics

• TBD December 11 Meeting Location: Outside of Salem

10:00 AM to 4:00 PM with tour in AM Topics

• TBD Possible Location Options

• Employer: CLIMAX Portable Machining & Welding Systems in Newberg • WorkSource Portland Metro Beaverton-Hillsboro/PCC Willow Creek Center • Clackamas Community College • Labor/Training Center: Central Electrical Training Center • Regional Solutions Office