workforce development overview
DESCRIPTION
Workforce Development Overview. Travis County HHS&VS UT Austin: Ray Marshall Center Work Source Travis County Commissioners Court Work Session, November 29, 2007. WFD System Goals. Successful Workforce Development efforts are built around the following functions: - PowerPoint PPT PresentationTRANSCRIPT
Workforce Development OverviewTravis County HHS&VS
UT Austin: Ray Marshall CenterWorkSource Travis County Commissioners CourtWork Session, November 29, 2007
WFD System Goals
Successful Workforce Development efforts are built around the following functions: Pursuing a “dual customer approach”, serving businesses
looking for qualified workers and job seekers and workers looking to advance their careers;
Organizing multiple institutions and funding streams around common goals;
Providing or brokering services—training and supports—that help workers gain access to the initial rungs on the ladder to economic opportunity and advancement;
Serving a variety of workers but recognizing and addressing the special needs of lower-skilled, lower-wage workers and job seekers;
WFD System Goals
Successful Workforce Development efforts are built around the following functions: Reducing turnover and increasing the economic mobility of
workers; Testing and adapting innovative approaches to workforce
problems; and Catalyzing improvements in public systems and business
employment practices; Emphasizing a mix of labor force attachment and intensive
skill training services tied to high-wage, high-demand sectors
Investment Summary
Our current investment falls into three broad categories: Long-term training: degree or certificate training
targeting high wage careers Short-term training: employability and technical
skills for quick entry into employment – including the REM pilot
Basic Education: literacy, ESL, GED and other foundation skills
Long-Term Training
Current Investment 2007: $700,213 Target Number Served 2007: 600 Performance goals:
Outputs: Number of clients receiving basic education and/or job training
Outcomes: 95% placement rate, 97% placement at $9/hr or more, 96% retention at 6 month
Description: Wraparound services through up to 36 months to high
wage employment in demand occupations in health care, technology, finance, and construction trades
Performance Summary: Long-Term TrainingCapital IDEA Participants, 2003-2005
Employment & Earnings – Before & After Service
Quarterly Employment
Participants* 4 Quarters before
2nd Quarter after
All quarters after
% Change
(Before to All)
321 68.5% 77.9% 77.5% + 13.1%
Quarterly Earnings of those Employed
Participants* 4 Quarters before
2nd Quarter after
All quarters after
% Change
(Before to All)
321 $4,429 $5,651 $6,107 + 37.9%
* Excludes participants who are continuing in education and training services.
Performance Summary: Long-Term TrainingEmployment & Earnings Impacts: Capital IDEA Participants, 2003-2005
Quarterly Employment All Qtrs After
Service: Comparison
Group
All Qtrs After Service:
Treatment GroupUnadjusted Net Effect
Adjusted Net Effect
Overall 68.9% 77.5% + 8.6% + 9.1%**
Average Quarterly Earnings of those EmployedAll Qtrs After
Service: Comparison
Group
All Qtrs After Service:
Treatment GroupUnadjusted Net Effect
Adjusted Net Effect
Overall $5,726 $6,107 $381 $428**
Note: Comparison group members received workforce services through ES/WIA core.** Significant at the 95% level.
Performance SummaryQuarterly Earnings Trajectories
Capital IDEA Participants v. Comparison Group
$2,000
$3,000
$4,000
$5,000
$6,000
-8 -7 -6 -5 -4 -3 -2 -1 0 1 2 3 4 5 6 7 8 9 10 11 12
Capital IDEA Comparison group
Short-Term Training
Current Investment 2007: $347,802 Target Number Served 2007:
152 in adult basic education, 353 in work readiness, 96 in job training and 151 receive only placement assistance
Performance goals: Outcomes: 66% to 85% placement rate, 50% to 85% retention
rate, 50% to 85% start at $9/hr or more; Description:
Includes a range of short-term services including Goodwill, Construction Gateway, Crime Prevention Institute, Austin Area Urban League and The Austin Academy
Performance SummaryQuarterly Employment
Provider Participants 4 Quarters before
2nd Quarter after
All quarters after
% Change(Before to All)
Austin Academy (’01-’06)
301 52.7% 63.9% 62.8% + 19.2%
AAUL (’04-’06)
334 49.1% 71.9% 68.2% + 38.9%
CPI(’04-’06)
218 18.1% 40.0% 39.6% + 118.8%
Gateway*(’02-’06)
329 33.5% 55.7% 51.5% + 53.7%
Goodwill(’03-’06)
437 58.1% 72.3% 69.8% + 20.1%
* Outcomes likely under-reported due to employment in construction trades, a sector with low UI coverage.
Performance SummaryQuarterly Earnings of Those Employed
Provider Participants 4 Quarters before
2nd Quarter after
All quarters after
% Change(Before to All)
Austin Academy (’01-’06)
301 $3,314 $3,455 $3,968 + 19.7%
AAUL (’04-’06)
334 $3,447 $3,242 $3,660 + 6.2%
CPI(’04-’06)
218 $1,995 $2,217 $2,702 + 35.4%
Gateway*(’02-’06)
329 $4,577 $3,212 $3,967 - 13.3%
Goodwill(’03-’06)
437 $3,792 $4,085 $4,403 + 16.1%
* Outcomes likely under-reported due to employment in construction trades, a sector with low UI coverage.
REM Pilot
Short-term training system Current Investment 2007: $249,275 Performance goals:
Outputs: screen 85, 68 enter job training Outcomes: 70% job placement, 50% retention at 6
months, $9/hr average wage at entry Description:
Customer-driven model that leads to employment in demand occupation within 6 weeks.
REM Performance Summary
Employment & Earnings – Before & After Service
Quarterly Employment 2006
Participants 4 Quarters before
2nd Quarter after
All quarters after
% Change
(Before to All)
103 16.3% 54.5% 59.6% + 265.6%
Quarterly Earnings of those Employed 2006
Participants 4 Quarters before
2nd Quarter after
All quarters after
% Change
(Before to All)
103 $1,953 $3,035 $2,931 + 50.1%
* Outcomes likely under-reported due to employment in construction trades and truck driving, sectors with low UI coverage.
Adult Basic Education
Current Investment 2007: $141,399 Target Number Served 2007:1950 Performance goals:
Outputs: number clients receiving Literacy, ESL, or GED instruction
Outcomes: 60%-75% of participants show a gain in standardized test scores (BEST for ESL, TABE or Literacy, or GED tests)
Description: classroom or individualized instruction, largely volunteer based, coordinated with local school districts and community college for broadly accessible adult education.
Other Services
Travis County also invests roughly $500,000 in highly specialized services that do not fit neatly in the above categories: Volunteer Firefighter Academy at ESD #4 Skillpoint Alliance – Youth college and career
activities American Youthworks:
MetroTrails partnership with TNR Workforce development for older youth and young adults
(included in the RMC evaluation project) Austin Urban Youth Corps
Other Services
American Youthworks provides both education and workforce development services to youth ages 16-25
Employment & Earnings – Before & After Service:
Quarterly Employment 2005-2006
Participants 4 Quarters before
2nd Quarter after
All quarters after
% Change
619 27.3% 47.8% 47.0% + 72.2%
Quarterly Earnings of those Employed 2005-2006
Participants 4 Quarters before
2nd Quarter after
All quarters after
% Change
619 $1,515 $1,897 $1,943 + 28.3%
Other Findings
Overall, participants experienced more stable employment in the post-service period, resulting in a larger share qualifying for the first-tier safety net of Unemployment Insurance (UI), a system supported by both employers and workers
Participants as a whole had significantly fewer UI claims in the post-service period
Regional Workforce System
The Capital area regional workforce system iscomprised of a number of independentcomponents: Pre-K programs K-12 Colleges/Universities Technical schools Community & Faith-Based Organizations City/County funded programs WorkSource funded programs
The WorkSource Board
The WorkSource Board, appointed by the Chief
Elected Officials of the City and County, serves
as the governing and leadership body for the
regional workforce system, setting the policy
framework which provides direction, focus and
alignment to the system’s many components.
Board Objectives
Provide focus & direction for the regional workforce system Align the various components of the workforce system to a
common set of goals Advocate for workforce issues/needs Facilitate partnerships/collaborations Strategically invest workforce funds Leverage resources to enhance/expand services to customers Yield a positive return on investment of workforce funds
LONG-TERM ENDS
A better-educated, skilled workforce More globally competitive employers A diverse employer base A prosperous community
Sample Measurements
% of population with an education credential (high school diploma, GED, post-secondary degree/certificate)
% of population with a post-secondary degree or certificate
% of students enrolled in 9th-12th grade who attain a high school diploma
% of students enrolled in 9th-12th grade earning a high school diploma who are “college ready”
% of minority students entering post-secondary education
Sample Measurements
Increase in region’s per capita income Increase in region’s average weekly wage Decrease in % of families/individuals living below
poverty level % of net new jobs created with employers in
targeted industries % of net new jobs created in high-skill, high-wage
occupations Increase in region’s gross regional product
Board Priorities - 2008
ESL/vocational training needs of the Limited English Proficient (LEP) population
Employment/training needs of the ex-offender population
Development/implementation of a work readiness certification initiative
Adopt an industry sector (cluster) approach to workforce development
WorkSource Programs
Workforce Investment Act (economically disadvantaged youth and adults, and dislocated workers)
Trade Adjustment Assistance Temporary Assistance for Needy Families (TANF) Food Stamp Employment and Training Project Re-Integration of Offenders Child Care Wagner-Peyser Employment Service Special Grants/Awards
Average annual budget (all programs) = $30 million; Serving over 100,000 Individuals and 6,000 area businesses.
Looking Ahead: Funding
Funding Strategies & Leverage Opportunities Alternative funding strategies - RMC
UI-related Training Fund Options Bond Financing Food Stamp Employment & Training Program-related Investments Tuition-based Strategies
Leveraging opportunities – WorkSource
Looking Ahead: Investing
Framework for Future Investments:Service Area
Target Outcomes Time Cost/ Client
Long-Term
90% Employed
90% Retained 6 months
$15/hr avg. wage at entry
Up to 36 mo.
$6,000/yr
Short-Term
65% Employed
60% Retained 6 months
$10.50/hr avg. wage at entry
Up to 3 mo.
$3,200
Adult Basic Educ.
Measurably improved skills - using TABE for literacy, BEST for ESL, or earn GED.
Up to 12 mo.
$3,000
?
Also expect: Multiple career
paths for participants
Ability to leverage resources
Cooperation with ongoing third-party evaluation
Increase and diversify investment in independent evaluation