workforcecamp: an introduction to policy, strategy, implementation
DESCRIPTION
CSW presentation to inaugural WorkforceCamp 09, April 27-28, 2009, San Diego, CA. Overview, Policy, Theory of Change, Common Interventions, Simulation.TRANSCRIPT
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WorkforceCamp: An Introduction to Workforce Policy, Strategy and Implementation
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Welcome & Overview of WorkforceCamp For questions
Speak up Index cards Twitter backchannel #wfcamp09
Folders contents on wiki http://workforcecamp.wikispaces.com/
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Pair up Introduce yourselves to each other Introduce your partner to the group – name,
affiliation & location, three “tags”
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UNDERSTANDING HISTORICAL AND POLITICAL CONTEXT: BOB JONES, MARION PINES
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BIG PICTURE ISSUES: POLICY & STRATEGY
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Did you know (3.0) Laid off
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Thinking about our nation, your state or your community:
What kept you awake last night? Last year?
What is emerging that will keep you awake in the future?
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UNPRECEDENTED? OR “HERE WE GO AGAIN”?
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Strategy & Purpose: “what” & “why”, not “how” “Big Deal” Issues Seeks to change behavior:
Individuals Companies What we do communally through government and
in our communities
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Issues about: Employment Skills and knowledge of workers Worker transitions Worker/learner supports
Territory spans many silos: Workforce boards Community Colleges and other post-secondary Adult education/basic skills development Economic development Human services skills & employment
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Multiple levels: Federal State Regional/local
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Formal Levers include: Legislation Regulation Directives Organizational structures Funding Performance
requirements Incentives
Informal Levers include: Building guiding coalitions Advocacy Engaging people in the
issue Incentives
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POLICY = “WHAT” & “WHY” PROGRAM = “HOW”
Aimed at broader change More readily integrative Systemic, lasting change;
often affects multiple programs
Created to solve a specific problem
Tend to form silos, create turf Focus on delivery of service/
solution to specific
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BREAK (10 MINS)
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Agricultural Policy
TradePolicy Health Policy
DefensePolicy
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Logic Model & Theory of Change
Adaptive Strategy & Social Impact
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*BasedonGeoffMulgan’sAdap3veStrategyModelar3culatedinTheArtofPublicStrategy(OxfordUniversityPress,2009).
Mission:Prosperity(goodjobs,thrivingcommuni3es)Strategy:Increasecommunity(regional)agilityandresilience
3.OutcomesPartners• Alignment(priori3es,strategies,resources,investments)• Morecollabora3veac3vityacrossdiversepartnerships
Public• Measurablechangesinawareness,opinion,percep3on,aOtudes• Self‐organizedindividualshelpthemselvesandeachother• Moremeaningfulengagement
2.Environment“Wickedproblem”spacesincommuni3es
1. PurposeFacilitatehealthycommunitynetworksfocusedoninnova3onandtransi3on(workers,firmscommuni3es)
4.Ac9ons• Partnershipbuilding:Asset/resourcemapping,socialnetworking,convening• Informa3on:datagathering,environmentalscan• Strategy:Ini3a3vedevelopment&implementa3on• Engagement:facilita3on,events,communica3on,promo3on
5.Learn• Evalua3on• Documenta3on• Retrospec3ve• Feedbackloop• Survey
Impact• Increasedagility,resilience• Changeinwaysofdoingbusiness• Increasedconfidenceincommunity• Improvedeco‐systemawareness• Increaseinpeer‐to‐peerlearning,bartering/brokering
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Get into groups of 5-6 Select a “problem” from
environmental scan Develop a modified
theory of change Define and give context
to problem (cause) Identify what action(s)
you will take to address it Define outcome(s) Report back
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Exploration & Simulation
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Sector Partnerships: Regional public-private workforce partnerships in critical industries
Career Pathways: How people advance from one job to another based on skills and experience
Entrepreneurship: How we help people make jobs (not just find them)
Community engagement: How we influence attitudes and behaviors in firms, communities, and among people
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Education and
Training Providers
Workforce Intermediary
Businesses & Industry Associations
Work Support
Providers Workers
State
Labor, Economic
Developers
Private Funders
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Convened by Richmond Works (Local Workforce Investment Board)
Unprecedented level of collaboration with employers, Adult Education, public and private training programs, unions, city economic development, and the city housing authority.
Richmond Works staff worked closely with employers to understand skills needs across positions in the construction and solar installation sector.
Public private partners provide in-kind and financial support.
Strong career pathway focus. Targets at-risk youth in Richmond, CA. Since its launch in April 2007, the
partnership has placed 90% of its 130 graduates in green construction jobs paying $18+/hour.
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Involves identifying a set of occupations within an industry, the relevant skills needed for each, and the steps (including coursework, certificates, degrees) needed to obtain employment and advance in each.
Career “lattices” or “crosswalks” are a related concept, indicating sets of skills that are transferrable across industries or related sub-sectors.
Often at the center of a sector partnership’s activities, if employers in the partnership identify this is as a missing piece to filling their workforce gaps.
Many community colleges use employer or industry advisory boards to help them create career pathway curriculum in target industries.
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Jobs & Opportunity
Innovation Community value
Entre- & intra-
preneurs
Lifestyle businesses
High growth firms
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A region with mixed urban, suburban and rural areas, maybe 50 square miles; roughly a population of 150,000 people. Pockets of poverty, mostly solid working class neighborhoods, increasingly diverse, but aging population.
The area encompasses two local workforce areas, 3 community colleges, a University, a handful of Chambers of Commerce, a few school districts;
Regional economy made up traditionally of small- to mid-size manufacturing but that sector has been shrinking;
Relatively strong organized Labor presence; High proportion of private construction contractors with little to no work in the
down economy, including insulation workers, welders, pipefitters, electricians, roofers and builders;
The region also is home to a large software company advertising to the public about recent sustainable business practice efforts.
Data shows emerging growth in “green manufacturers” – e.g. 2 solar panel manufacturers; a wind turbine manufacturer; a recycled carpet company; a few window supply companies trying to shift to energy efficient products;
One of the solar manufacturers approached a local workforce board with this question: “My company employers 12 people, but to grow quickly I need a dozen more entry- to mid-level workers who know their way around the basic technology that I use to design and produce my specialized solar panels. What can you do?”
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Imagine this is an emerging opportunity in your region. A convener has been given a small ($20K) grant to start a sector partnership in green manufacturing.
You are all invited to be members of this new sector partnership. You will play different roles – these are described on your role cards.
One of you (in each group) has been assigned the role of “convener” or “intermediary.” It’s your job to get this group talking coherently about relevant workforce needs, and possible joint efforts for sector growth. Get ready to facilitate.
Take 2 minutes to get into your role – really think about the interests and motivations of that person. Become that person. Get into it!
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YOUR TASKS FOR THE NEXT 45 MINUTES CONSIDER THESE QUESTIONS:
Start by introducing yourselves in your “role.” Then get to: 1. Why we’re all here today; 2. Some identification of
common needs; 3. At least one idea for
common action.
What is potentially different about this partnership from existing workforce or training efforts?
How will you identify common, persistent workforce challenges across employers in this sector?
What types of activities do you envision meeting the workforce needs of employers at the table?
How will you know it is meeting their needs? How will this partnership engage additional employers?
What funding streams might be tapped to support convening the partnership and mid- to long-term activities of the partnership?
Who is not at the table that should be?
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Did you get distracted by trying to define “green jobs”?
What did “conveners” notice about the process?
What were the biggest barriers to consensus?
What ideas emerged? What would be next for this
partnership?
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