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Oregon Workforce Investment Board
November 08, 2013 12:30 – 5:00 pm
Chemeketa Winema: 4001 Winema Place NE, Salem 97305; Building 48, Room 202 A&B
Oregon at Work Quality Jobs – Skilled Workers
Contributing to a strong state economy and local prosperity
Table of Contents
2014 OWIB Meeting Dates ............................................................................................................3
Agenda ............................................................................................................................................4
September 20, 2013 Draft Minutes ...............................................................................................5
Rechartering of the OWIB and LWIBs pursuant to the Executive Order ............................11
Recommendations by Workforce System Redesign Work Group .........................................21
Committee Reports .....................................................................................................................22
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2014 OWIB Meeting Dates
Date Time Location January 10 1-4pm TBD
February 14 1-4pm TBD
March 14 1-4pm TBD
April 11 1-4pm TBD
May 9 1-4pm TBD
June 13 1-4pm TBD
July 11 1-4pm TBD
August 8 1-4pm TBD
September 12 1-4pm TBD
October 10 1-4pm TBD
November 14 1-4pm TBD
December 12 1-4pm TBD
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Oregon Workforce Investment Board Public Meeting Agenda
November 8, 2013
12:30 pm to 5:00 pm
Chemeketa Winema Winema Place Northeast
Salem, OR 97305
12:30 PM Call to Order by Chair Pryor
12:35 PM Consent Agenda
12:40 PM Rechartering of the OWIB and LWIBs pursuant to the Executive Order
• Presentation by Agnes Balassa, Office of the Governor • OWIB discussion
1:40 PM Recommendations by Workforce System Redesign Work Group
• Work Group Presentation o Barry Pack, Department of Administrative Services o Tracey O’Brien, Office of the Governor o Lisa Nisenfeld, Oregon Employment Department o Kim Parker, Oregon Workforce Partnership/Workforce
Investment Council of Clackamas County o Gerald Hamilton, Department of Community Colleges
and Workforce Development o Karen Humelbaugh, Department of Community
Colleges and Workforce Development o Erinn Kelley-Siel, Department of Human Services
• Public Comment • OWIB member Q&A
5:00 PM Adjournment by Chair Rosie Pryor
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Oregon Workforce Investment Board Minutes
DRAFT,
September 20, 2013
Attendees:
Members: Agnes Balassa, Alan Unger, Barbara Byrd, Barbara Rodriguez, Claire Spanbock, Jessica
Gomez, Ken Madden, Laura McKinney, Lisa Nisenfeld, Lori Luchak, Maureen Fallt, Megan Helzerman,
Rep. John Huffman, Rep. Michael Dembrow, Rosie Pryor
Guests: Rachel Post, Jessica Chanay, Alison McIntosh, Kim Parker, Chuck Forster, Jordana Barclay,
Andrew McGough, Krissa Caldwell, Chris Hoy, Jim Pfarrer, Carol Leman, Tom Previs, Victoria Demchoc,
Vianney Hernandez, Todd Nell, Dean Creis, Sue Meier, Pamela Murray, Melissa Leoni, Marcia Fisher,
Karen Humelbaugh, Shalee Hodgson, Robert Brown, Martin Burrows, Jim Fong, Clay Martin, Tim
McGann, Tony Frazier. Randy Bauer, Heidi Patterson
Workforce Policy Cabinet: Dacia Johnson, Erinn Kelley‐Siel, Karen Goddin, Gerald Hamilton
Staff: Tracy O’Brien
Absent: Cheryl Roberts, Dave Baker, Frank Wall, Jesse Gomez, Joe Webber, Kate Wilkinson, Marvin
Revoal, Sen. Larry George, Susan Brown
Meeting called to order at 1:00 p.m.
Board Chair Pryor opened the meeting and introductions of OWIB members and guests were provided.
Open Public Comment Rachel Post, Public Policy Director from Central City Concern, spoke on behalf of a coalition of community based organizations. This coalition applauds the effort in the Executive Order to create greater efficiencies and better outcomes within the workforce system, but requests targeted attention to special populations, including communities of color, homeless, and those involved with the child welfare system, so that these populations are not left behind. Post asked that these voices be included in re‐chartering conversations to ensure that it is as inclusive as possible. The coalition is excited to partner on redesign efforts.
Allison McIntosh, Deputy Director for Neighborhood Partnerships, expressed support for the redesign and re‐envisioning of the workforce system. McIntosh encouraged OWIB to take stakeholder involvement under advisement, and hopes that this process will coordinate with other alignment efforts.
Victoria Demchoc, Oregon Primary Care Association, represents 31 community health centers. They support the principals of rechartering, as workforce development is critical to building healthy communities, and encourage the inclusion of local organizations in the process.
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Consent Agenda
Ken Madden motioned to approve the consent agenda, Lori Luchak seconded, passed unanimously.
Implementing the Strategic Plan: System Redesign Update ‐ Recommendations from PFM
Chair Pryor reminded OWIB that PFM contractors presented at the June, 21, 2013 meeting to discuss
the scope of work for delivering a report of recommendations to the OWIB for system transformation.
These recommendations will be reviewed and approved by OWIB, which will then form the basis of
legislation for 2014 session. Chair Pryor noted that no action was required of the Board today.
Recommendations are being released at this meeting, followed by extensive stakeholder involvement.
The stakeholder input will help the Board form its final recommendations, which will be discussed at the
November 8, 2013 Board meeting. Final refinement of the system recommendations will occur in
December.
Agnes Balassa discussed the background of these redesign efforts, beginning with the Governor charging
OWIB with the creation of a new strategic plan and the passage of House Bill 4141. These changed the
role of both OWIB and the Local Workforce Investment Boards. Balassa highlighted the “North Star
document”, which visually represents the vision, goal, paths, and outcomes the Governor has for
Oregon’s Workforce System. The System Redesign/Structural Alignment path is the focus of PFM’s
recommendations. Balassa asked that the Board use the desired outcomes on the North Star document
to filter the recommendations heard during today’s meeting.
Michael Jordan Chief Operating Officer Director, Department of Administrative Services discussed his
charge from the Governor to change the frame of reference for state systems. Jordan emphasized that
the workforce system redesign is happening alongside other system transformations, such as health
care and education. He noted that the plans to realign workforce system will take several legislative
sessions to achieve, but it is important there is a plan for the 2014 session. He reiterated that the
business model is changing for all state agencies, and the priority now is to interact with the individual,
not just with institutions. He stated that the state systems require vertical integration and require more
collaboration, and it’s imperative to not just instantly distrust the level above you. Controlling costs and
reducing friction is critical, as costs and friction reduces services to Oregonians. Jordan asks that
everyone be collaborative in this process and he will support it.
Tracey O’Brien reviewed the system transformation principles, along with the initial findings from PFM.
Findings were categorized into the following: Governance, Workforce System Needs, Roles,
Data/Accountability, and Equity Impacts. In response to the findings, Karen Goddin noted the
importance of the issues related to employers. Gerald Hamilton noted the striking similarities between
these findings and those from when education went through a similar process. Lisa Nisenfeld stated that
it is urgent the system be flexible and agile, and this agility is something we must learn as a system. Erinn
Kelley‐Siel noted it is a good time to think about the ways in which we engage with our clients when
focusing on outcomes and not programs. She also stressed the need to analyze data through the lens of
various stakeholders, including rural, urban, and special populations.
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Rand Bauer and Heidi Patterson with PFM began reviewing their recommendations, which were
presented in four broad categories that align with the North Star document: 1) Create a shared vision,
system outcomes, and measures, 2) Define the governance and accountability structure, 3) Integrate
service delivery, and 4) Enhance support for service delivery. They noted their recommendations came
as a result of hundreds of conversations, thousands of surveys, and best practice research.
Create a shared vision, system outcomes, and measure:
Bauer noted there was work being done in this area around shared measures. The recommendations
encourage OWIB to take leadership role here.
Define the governance and accountability structure:
Patterson stated they frequently heard on site visits that roles and responsibilities within the system
were not clear. Therefore, their recommendation was the system should utilize the convening role of
Local Workforce Investment Boards, and they should provide local guidance and allocate resources. She
noted that, with the implementation of measuring and reporting results regularly (2C), accountability is
built into the system so that it is more strategic.
Rep. Dembrow asked if PFM envisioned the system’s ability to determine how much money is spent on
workforce, linked directly to the results. Bauer responded that is the desired outcome for this
recommendation. Laura McKinney noted there is often not a clear separation between input and
outcome, and requested they clarify that definition, as there are often many high level outcomes we do
not have control over. Balassa stated that outcome measures are critically important for OWIB, but it is
even more critical that there is transparency of those measures.
Integrate Service Delivery:
PFM’s recommendation is to create one single state workforce agency, with five divisions, that would
provide strategic direction and performance compacts for the system. This agency should integrate as
many workforce programs as possible, and streamline funding to be delivered through LWIBs. Bauer
stated that, ideally, all staff would report to one employer, but acknowledged this may require a federal
waiver, among other barriers.
Discussion ensued around recommendation 3G, Evaluate the Designation of Workforce Investment
Areas, which Rep. Dembrow had asked about earlier in the meeting. Bauer said that the workforce area
boundaries are not necessarily coherent or cohesive. For this reason, PFM recommends aligning
boundaries with Regional Solutions. Balassa asked PFM to provide examples of criteria that could be
used to undertake a boundary re‐designation process. PFM agreed to provide such examples. Rep.
Huffman stated he supported the efficiencies that boundary realignment could bring, but wonders how
it affected the job seekers and if it would limit their choices. Patterson responded that re‐designating
boundaries does not mean that all offices would change, and that job seekers would have more options.
Dacia Johnson asked how this would affect access to services for special populations. Patterson stated
that, if boundaries were to change, it would still be important for each center to maintain core
competencies that would serve these special populations.
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Enhance Support for Service Delivery:
Kelly‐Siel briefly outlined what it currently looks like to a customer when they are utilizing various
programs within DHS, which uses a “No Wrong Door” approach. It was noted this is within DHS, not
across workforce. The approach often reduces friction for customers. Rep. Dembrow indicated this
method would be especially beneficial applied to data sharing as well.
Upon discussion of the recommendations around iMatch and NCRC, Jessica Gomez asked if there is
potential to combine these two systems. Patterson clarified that NCRC determines skills, while iMatch
endeavors to match skills to jobs, so they are systems with different purposes. Gomez urged group to
explore how NCRC can be better integrated into the end result job match system. Employer concerns
around iMatch were discussed, including that it is cumbersome and time consuming to use and the
matches do not always provide value to the employers. Nisenfeld stated the importance of first
evaluating what the private sector already does in terms of job matching, so as not to recreate what
already exists, then determining where we can add on to it.
Chair Pryor asked each Board member their thoughts on the recommendations presented. Rep.
Huffman stated that he supports the many efficiencies the recommendations calls for, and agrees that
technology should be used more strategically. However, he does not want the system to lose its face to
face work/personal touch as it undergoes these changes.
Clair Spanbock affirmed the importance of standardization, especially if center consolidation occurs.
Laura McKinney is interested in learning more about the specific outcomes of the activities, such as
fewer touches per client, amount saved, etc., so that success could be measured. Megan Helzerman
wondered what would be the losses and gains of implementing these changes, and emphasized the
importance of stakeholder engagement throughout this process.
Barbara Byrd agreed with the report highlighting the need for more accountability and transparency.
She indicated she would have liked to see more input from labor and community based organization
incorporated into the workforce system.
Rep. Dembrow reiterated the need to focus on special populations, especially the chronically and
generationally underemployed. He is looking specifically for ways to tie this work to career pathways
and how we can set job seekers onto a career pathway.
Barbara Rodriguez wants to ensure there is strong communication with those who use these services.
Lori Luchak stated it was good to see movement and change after her many years on the board, and
feels it is most important to focus on service integration, as that will enable the system to move quickly
with businesses.
Ken Madden asked that the Board prioritize which changes to implement first, so as not to attempt too
much at once. He is interested in hearing how this will affect the local workforce investment boards and
hearing where they see the most challenges.
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Maureen Faullt expressed the need to hear from constituents on these changes and what they
experience when navigating the system. She noted this is a great opportunity to better align the supply
side and the demand side.
Dacia Johnson stated her interests lay in special populations, and has some concerns that if resources
are so spread out, it can be difficult to have specialization of services. This can be problematic for the
clientele she is directed to serve and wants to ensure they have equal access to the system.
Jessica Gomez agreed with Madden to prioritize. While she agrees that simplifying can result in better
quality services, it is important we are strategic where we begin and where we continue our focus.
Erinn Kelley‐Siel hopes OWIB will prioritize the areas which will provide the best results, as well as focus
on alignment and accountability without watering down any programs. She encourages further
discussion of how customization can be accomplished.
Lisa Nisenfeld finds the recommendations to be strong, and encouraged a strong state and local
collaboration. These changes should not be about turf, but with the acknowledgement we are all in this
together. Commissioner Unger liked the report and is excited about the changes.
Karen Goddin encouraged the process to be looked at as a matrix, rather than a linear process. Gerald
Hamilton Likes the recommendation for a stronger OWIB and looks forward to further outcome
explorations. Chair Pryor likes the recommendations, but also complimented those in the system for
getting where they already are. She emphasized we have a good system, but we will strive to get even
better. She indicated it was not clear why some of these things are not already part of the system, and it
will be important to indicate what the barriers are (financial, logistics, policy, etc.). She reiterated the
need for OWIB to prioritize the recommendations.
Tracey O’Brien reviewed the next steps in the process, including public comment at the November 8,
2013 meeting, and voting on final recommendations at the December 6, 2013 meeting. She encouraged
members to determine what other information they need to accept or reject recommendations. Balassa
encouraged continued discussion on these, not only in terms of what is needed, but also what is able to
be accomplished. The Governor believes oversight and accountability at the local level is key; the
challenge is in the details of implementing this.
Presentation on Certified Work Ready Communities
Karen Humelbaugh and Todd Nell provided an overview of what it means to be a Certified Work Ready
Community (CWRC). The CWRC is a county‐level certification, and connects NCRC with other available
resources in a community.
Chair Pryor asked questions regarding why NCRC was chosen as the appropriate credential, how long
the certification lasts, and how the CWRC/NCRC goals were established. Humelbaugh stated NCRC was
chosen because it is nationally recognized, portable, and demonstrates skills. An implementation
committee agreed on the goal numbers—100,000 NCRC was considered to be critical mass. The NCRC
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has no expiration date for individuals, but the standard expectation is the skills certification lasts for five
years.
Jessica Gomez asked a question regarding the connection and availability of NCRC to schools.
Humelbaugh responded that the system is beginning to reach out to youth and school districts. Notably,
the new Essential Skills Requirement can be met by achieving a Gold NCRC.
Rodriguez asked if there were statistics available on NCRC effects, such as helping with worker
retention. Additional results would assist in selling the NCRC, beyond that it is an easy screening tool.
Humelbaugh noted CCWD is in the process of collecting this from ACT and other states.
Nisenfeld inquired how the NCRC works for individuals with disabilities or for whom English is a second
language. Humelbaugh said there is remediation software available, and they are beginning to work
with DHS to reduce barriers for people with disabilities. Nisenfeld urged the NCRC to be viewed not as a
way to separate who does well and who doesn’t, but rather get everyone to the level that they will do
well.
Gomez asked if there were other criteria to become a CWRC rather that NCRC numbers. Humelbaugh
noted that other states add additional criteria. The OWIB CWRC Committee can look into adding more,
such as child care, transportation, etc. Gomez encouraged OWIB to look at adding criteria to the
certification as a way to differentiate Oregon.
Rep. Dembrow asked if the NCRC is required for state employment. Nell said they are in discussions with
DAS on this issue, and are requesting partner agencies require it.
Meeting adjourned at 4:09 pm.
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Rechartering of the OWIB and LWIBs pursuant to the Executive Order
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DRAFT OWIB CHARTER 2.0
Oregon’s economy is changing. Collective action is needed to assure this changing economy translates into a more prosperous future for all Oregonians. Businesses must find workers with the right skills to support future growth and increase productivity. New solutions that engage the private sector as well as underserved populations are needed to support a higher wage economy with the diverse talent to fill in-demand jobs and expand innovation. Oregon’s workforce programs must go beyond past efforts to coordinate services and become an intensely integrated and aligned system, leveraging all available resources on behalf of our common goals and our common customers – Oregon businesses and residents in need of workforce services.
Oregon’s must:
Deliver a more effective, efficient, and responsive workforce system.
Meet the needs of employers for skilled, committed and innovative workers.
Develop a workforce system this accountable, outcome focused and data driven.
Offer services such as training, skill development, support services, career advice and job matching that are highly tuned in to the needs of employers and the economy.
Ensure equity in regards to program access, services and outcomes to populations that have historically experienced high level of unemployment, underemployment, and poverty.
Provide greater economic security and grow a more inclusive and dynamic economy.
Since the implementation of the Workforce Investment Act of 1998, Oregon’s Workforce Investment Board (OWIB) has played an important advisory role in the development of Oregon’s workforce system. However, in order to better assure that workforce services will meet the needs of a changing economy, the OWIB must take on an expanded. Governor Kitzhaber recognized this changing role by re-chartering the OWIB in Executive Order 13-08.
This charter, which is an agreement between OWIB and the Governor, spells out the board’s roles and responsibilities.
(Note: new or expanded roles and responsibilities are bolded)
OWIB is hereby chartered to
1. Serve as the primary board for Oregon’s workforce agency and system, developing and adopting a strategic workforce plan that identifies system goals and outcomes. (see attachment A for a list of the programs and services included in Oregon’s workforce system for the purposes of this charter)
2. Provide data-driven guidance and advice to help Oregon’s Governor align Oregon’s workforce system to achieve the goals and outcomes in the strategic workforce plan.
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3. Provide data-driven guidance and oversight to hold Oregon’s workforce agency(ies) and Local Workforce Investment Boards accountable for outcomes.
4. Coordinate the development of policy and guidance with the Oregon’s state level Education and Economic Development boards to help achieve Oregon’s goals for greater prosperity.
5. Assure that workforce services help those who are chronically unemployed and underemployed find jobs with pathways to higher incomes.
Roles and Responsibilities
A. Create an aligned workforce system
a. Develop, submit to the Governor, and periodically revise a single, unified state plan that sets the vision for Oregon’s Workforce System with quantitative goals in accordance with s2821 of WIA of 1998 and ORS 660.324.
b. Provide guidance, direction, and approval for local unified workforce plans.
c. Recommend the duties and responsibilities of state agencies to implement the federal Workforce Investment act, create alignment, to avoid conflicts of interest and to capitalize on the experience developed by workforce partners who are efficient and effective at meeting the requirements of the Workforce Investment Act and the larger workforce system in accordance with ORS 660.324.
d. Create procedures that will be taken by the state to avoid unnecessary duplication among workforce investment activities, other related programs, and other federal training programs.
e. Consult with the Governor on the designation of Local Workforce Investment Areas in accordance with WIA.
f. Develop and continuously improve activities carried out through statewide workforce system in accordance with WIA.
g. Establish a process and criteria for the chartering and periodic re-chartering of Local Workforce Investment Boards.
h. Create and utilize a committee and input structure to assure stakeholder input informs OWIB decisions.
i. Assist in the development and continuous improvement of a statewide labor statistics system.
j. Publish labor market data and system outcomes for use in local and state plan and service design.
k. Hold an annual workforce event in accordance with Executive Order 13-08.
l. Review separate plans required by state and federal government related to workforce programs and make recommendations to align these with the OWIB strategic plan
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B. Invest for outcomes
a. Recommend public workforce investments at the state and local level for talent development, job creation, employment, income progression, business competitiveness, and integrated service delivery as part of the state budget development process.
b. Facilitate the provision of resources to LWIBs to support locally developed workforce solutions contingent on budget approvals, including approval of allocation formulas for the distribution of funds for adult employment and training activities and youth activities in accordance with Title 1 of WIA.
c. Recommend rewards and sanctions for system performance
C. Hold workforce system accountable
a. Enter into workforce performance compacts with Local Workforce Investment Boards and state agencies
i. Evaluate outcomes of local workforce program performance compacts, recommend remediation if necessary and reward achievement.
ii. Periodically review or revise outcome measures. b. Publish system outcomes, including an annual report to the Secretary of Labor, the
Governor and Legislature in accordance with WIA.
Operating Principles A. OWIB is committed to the Oregon’s people and businesses rather than any particular
agency or program. B. OWIB will operate as a convening table, engaging a larger set of stakeholders in workforce
solutions and recruiting input from across the system. C. OWIB will be data driven and will use the best research and data available for decision making. D. OWIB will promote the development and expansion of public/private partnerships to better serve
the state’s workforce needs. E. OWIB members will expand partnerships with statewide associations, legislators, and other
groups critical to the success of the workforce system. F. The OWIB will advocate for the development of local solutions to workforce challenges. G. The OWIB will operate in a manner that is transparent and accessible to the public.
Resources needed to carry out this charter
a. A sufficient level and quality of staff to assure that OWIB has the data, guidance and support it needs to fulfill its mission. Staff must be sufficiently independent from ties to any one specific agency or program.
b. Appropriate and timely member appointments form the Governor and Legislature to assure that OWIB can fulfill its mission and represent the views and interests of its stakeholders.
c. High quality labor market data, research and evaluation.
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d. Support of state agencies to provide staffing and resources to implement the vision.
e. Support of state agencies and LWIBs to implement new strategies based on changing demographics and labor markets
f. Support of local workforce investment boards to provide the alignment and leadership at the local level, needed to create effective solutions that lead to better outcomes.
g. Timely and actionable budget information.
h. Timely and accurate outcome data.
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DRAFT LWIB CHARTER 1.0
Oregon’s economy is changing. Collective action is needed to assure this changing economy translates into a more prosperous future for all Oregonians. Businesses must find workers with the right skills to support future growth and increase productivity. New solutions that engage the private sector as well as underserved populations are needed to support a higher wage economy with the diverse talent to fill in-demand jobs and expand innovation. Oregon’s workforce programs must go beyond past efforts to coordinate services and become an intensely integrated and aligned system, leveraging all available resources on behalf of our common goals and our common customers – Oregon businesses and residents in need of workforce services.
Oregon must:
• Deliver a more effective, efficient, and responsive workforce system.
• Meet the needs of employers for skilled, committed and innovative workers.
• Develop a workforce system this accountable, outcome focused and data driven.
• Offer services such as training, skill development leading to certifications, support services, career advice and job matching and placement that are highly tuned in to the needs of employers and the economy.
• Ensure equity in regards to program access, services and outcomes to populations that have historically experienced high level of unemployment, underemployment, and poverty.
• Provide greater economic security and grow a more inclusive and dynamic economy. The path forward requires bold partnerships among business, government, labor and the nonprofit sector. Local Workforce Investment Boards (LWIBs), which are organized as business-led partnerships, provide a “convening table” for business labor, economic development, elected officials, education, workforce development and human service providers to create community-based solutions to today’s and tomorrow’s workforce challenges. Since the implementation of the Workforce Investment Act of 1998, LWIBs have played an important role in the development of Oregon’s workforce system. Iin order to better assure that workforce services will meet business and individual needs in a changing economy, LIWBs must take on an expanded role as envisioned in Oregon’s Strategic Workforce Plan. The Governor’s Executive Order 13-08 re-chartered LWIBs to take on this new and expanded role. This charter document was developed in response to Executive Oregon 13-08 to further clarify roles, responsibilities and expectations.
Oregon’s workforce “system” Oregon’s workforce system is defined as the publicly and privately funded programs and services designed specifically to meet a dual mission:
- Help Oregonians become employed and advance in careers.
- Help businesses find, keep and advance workers to help companies innovate and grow.
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Many programs and services that serve individuals, families and businesses are working toward the goals of a more prosperous economy where Oregonians can find and advance in meaningful work. At minimum, these include education, workforce development, economic development and social services. LWIBs are asked to work with all of these to coordinate resources to achieve the best possible outcomes for communities
In addition, Local Workforce Investment Boards are asked specifically to better align and integrate the programs and resources listed on page __x__ of this charter. Most of these are delivered or made accessible via WorkSource Centers, but many are also delivered via social services sites, non-profit and community based organizations, and private businesses.
In order for the workforce system to succeed in its mission, it must also partner closely with a variety of organizations that deliver workforce training (K-12 education, community colleges, and universities) and economic development organizations. Without the connection to these organizations, workforce efforts cannot succeed.
Roles and Responsibilities A. Create an aligned workforce system
a. Serve as a neutral, independent broker of workforce services, investing in services from those equipped to deliver the best possible results by better directing public workforce investments from the state and local level for talent development, job creation, income progression, business competitiveness, integrated service delivery and expanded opportunities for citizen prosperity;
b. Select or serve as the one-stop operator for WorkSource Centers in the local community;
c. Identify unnecessary duplication among workforce investment activities, other related programs, and other federal training programs in accordance with WIA and make recommendations to the OWIB and state agencies to rectify these.
d. Develop and continuously improve activities carried out through statewide workforce system in accordance with WIA.
e. Provide data-driven guidance and advice to help Oregon’s Governor, the Oregon Workforce Investment Board and State Agencies to align Oregon’s workforce system to achieve better outcomes for Oregon’s businesses and job seekers.
B. Provide the convening table for the development of local workforce solutions
a. Bring together workforce stakeholders and partners beyond the members of the Local Workforce Investment Board to identify workforce issues and possible solutions.
b. Expand private-public partnerships with the integrated workforce system to better meet the needs of communities and create solutions to address tomorrow’s workforce challenges.
c. Create a structure(s) to assure wide stakeholder input informs LWIB decisions.
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d. Use data to inform the conversations and decisions at the convening table.
e. Partner with the Governor’s Regional Solutions Committees and Economic Development organizations to identify and leverage opportunities to expand job creation and incent job growth.
f. Partner with education and economic development to meet Oregon’s 40-40-20 goals for educational attainment as well as goals for increasing employment, job retention, wage gain and movement along career pathways.
C. Develop the Local Workforce Investment Plan for the community
a. Develop a single local strategic plan for workforce that uses labor market intelligence to better align economic development, education and training, and workforce development investments and services for job seekers and businesses to efficiently address local labor market needs and statewide priorities in accordance with s2821 of WIA of 1998 and ORS 660.324 and state guidance
b. Convene local partners to develop the plan and improve progress toward plan outcomes.
c. Assure that the plan include strategies to help those who are chronically unemployed and under employed have opportunity to become employed and progress along career pathways.
D. Labor market expertise
a. Become the brokers of labor market intelligence for the workforce system.
b. Assist in the development and continuous improvement of a statewide labor statistics system.
c. Publish media worthy state of the workforce reports.
d. Work with partners to coordinate surveys, and labor market data collection.
e. Inform local policy and decision making with labor market data.
E. Investment and Accountability
a. Use resources at the local level to purchase or support the most effective services based on the needs of system customers – job seekers and businesses.
b. Leverage local resources to advance progress toward the larger vision of increased prosperity
c. Increase resources dedicated to workforce activities in the community.
d. Recommend public workforce investments at the state and local level for talent development, job creation, employment, income progression, business competitiveness, and integrated service delivery.
e. Hold local programs accountable for the delivery of agreed upon activities and outcomes under the plan. Make recommendations for improvements.
f. Assure that workforce services help those who are chronically unemployed and underemployed find jobs with pathways to higher incomes.
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g. Enter into workforce performance compacts with OWIB and state agencies h. Prepare reports to the Governor and Legislature in accordance with WIA. i. Publish system outcomes.
F. Administrative Capacity
a. Demonstrate the capacity to appropriately administer
i. federal and state laws and funds
ii. the requirements of sunshine laws, document retention, etc.
iii. Contract monitoring
Operating Principles A. LWIB is committed to the Oregon’s people and businesses rather than any particular
agency or program. B. LWIB will operate as a convening table, engaging a larger set of stakeholders in workforce
solutions and recruiting input from across the system. C. LWIB will be data driven and will use the best research and data available for decision making. D. LWIB will promote the development and expansion of public/private partnerships to better serve
the state’s workforce needs. E. LWIB members will expand partnerships to better implement statewide strategies in a manner
that is responsive to local workforce challenges and achieve better outcomes for local businesses and workers.
F. LWIB will operate in a manner that is transparent and accessible to the public, and actively recruit input to assure that it is meeting both the needs of local businesses and the needs those with historically high levels of unemployment, underemployment and poverty.
Resources needed to carry out this charter
a. Sufficient resources to staff the LWIB for the purposes identified above.
b. High quality labor market data, research and evaluation.
c. Regular reporting of outcome data from state agencies that includes local outcomes and statewide data for comparison.
d. Common communications and messaging from OWIB and the state agency so that all workforce partners have the same guidance.
e. Timely and actionable budget information.
f. The support of OWIB, the Governor and state agencies for recommendations to improve system performance.
Programs that LWIBs are responsible for aligning and integrating to reach results
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• Department of Community Colleges and Workforce Development:o Workforce Investment Act Title I-B: Youth, Adult, Dislocated Workers funded by
the U.S. Department of Labor.o Workforce Investment Act Title II: Adult Education and Family Literacy funded
by the U.S. Department of Education.o Workforce Investment Act Title I-D: National Emergency Grants funded by the
U.S. Department of Labor.• Oregon Employment Department:
o Workforce Investment Act Title III-A: Wagner‐Peyser (Employment Service)funded by the U.S. Department of Labor.
o Workforce Investment Act Title I-D: National Veterans’ Employment Programfunded by the U.S. Department of Labor.
o Workforce Investment Act Title I-D: Migrant and Seasonal Farm WorkersProgram funded by the U.S. Department of Labor.
o Trade Adjustment Assistance (TAA) and Trade Readjustment Allowances fundedby the U.S. Department of Labor.
o Supplemental Employment Department Administration Fund (SEDAF) funded bythe state.
o Unemployment Insurance Benefits funded by employer taxes held in the U.S.Department of Labor Trust Fund.
o Unemployment Insurance Administration funded by the U.S. Department ofLabor.
o Federal Grants for Work Opportunity Tax Credit (WOTC), Self-EmploymentAssistance (SEA), and Reemployment Eligibility Assessment (REA) funded bythe U.S. Department of Labor.
• Department of Human Serviceso Workforce Investment Act Title IV: Vocational Rehabilitation funded by the U.S.
Department of Education.o Workforce Investment Act Title V: Senior Community Service Employment
Program (SCSEP) funded by the U.S. Department of Labor.o Social Security Act Title IV-A: Temporary Assistance for Needy Families
(TANF) Job Opportunity and Basic Skills (JOBS) program funded by U.S.Department Health and Human Services and state funds.
o The Food, Conservation and Energy Act of 2008 (P.L. 110-246): SNAP OregonFood Stamp Employment and Transition (OFSET) program funded by the U.S.Department of Agriculture.
• Commission for the Blind:o Workforce Investment Act Title IV: Vocational Rehabilitation funded by the U.S.
Department of Education.
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Recommendations by Workforce System Redesign Work Group
Workforce Redesign Work Group Recommendations Attaced Separately.
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Information - Committee Reports
System Innovation: The Committee has not met since July 24, 2013.
Sector Strategies: The Committee has not met since September 10, 2013.
Certified Work Read Communities: Committee report attached.
Green Jobs Council: The Green Jobs Council has been on hiatus during the legislative session. The committee will convene after the session to determine whether legislative actions have an impact on Green Jobs and consider next steps.
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CWRC/NCRC Implementation Committee
October 15, 2013, 3:00 – 4:00 pm
________________________________________________
Meeting Summary
Members: Barbara Byrd, Dave Williams, Paul Hill, Kim Parker
Absent: Duncan Wyse, Joanne Truesdell, Ryan Deckert, Karen Goddin
Other Attendees: Agnes Balassa
Staff: Karen Humelbaugh, Evelyn Roth, Todd Nell
Sub‐Committee Changes
For the last several years, oversight of Oregon’s NCRC program has been provided by the NCRC
Implementation Committee. This leadership body originally recommended that Oregon apply for
acceptance into ACT’s Certified Work Ready Communities (CWRC) Academy as a Round 1 state in early
2012 and assigned members to function as Oregon’s CWRC implementation planning team. With the
adoption of the CWRC as a primary strategy in the OWIB Strategic Plan, membership of the OWIB CWRC
Sub‐Committee and the NCRC Implementation Committee are being merged under the OWIB CWRC
Sub‐Committee umbrella.
The existing chairs of each committee will now share those duties as Co‐Chairs (Barbara Byrd – Oregon
AFL/CIO and Dave Williams ‐ NW Natural). This newly formed OWIB CWRC Sub‐Committee will now
meet on the off months that the general OWIB does not. OWIB staff is working to increase OWIB private
business representation on this CWRC Sub‐Committee.
Federal Government Shutdown
Karen Humelbaugh gave a quick report of the impact of the federal shutdown on Oregon’s workforce
development programs and believes that Oregon is in good shape to continue the CWRC efforts due to
our state legislative contribution to the initiative. However, if the shutdown continues into November,
some of the NCRC delivery sites that are currently funded with federal workforce funds might have to
make staff reductions or close offices which in turn could affect the proctoring availability of the NCRC.
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CWRC Implementation Update
1) NCRC Plus (Talent Assessment) – (Background) ‐ ACT’s Talent assessment was chosen by the OWIB CWRC Sub‐Committee as the pilot soft skills assessment to be used as a portion of Oregon’s criteria for certification as a CWRC. When the Talent assessment is added to the existing three assessments that make up the National Career Readiness Certificate (NCRC), this certificate becomes known as a NCRC Plus certificate. The CWRC Planning Workgroup recommended that the NCRC Plus be implemented as a pilot program with Phase One implementation communities for a six month period beginning no earlier than January 1, 2013 and evaluated during the summer with a recommendation issued in the fall.
Based on a recent analysis of the pilot, the CWRC Sub‐Committee voted to discontinue using the
ACT Talent assessment and recommended that the Department of Community Colleges and
Workforce Development (CCWD) issue a Request for Proposal for a soft skills assessment that better
meets the needs of Oregon’s job seekers and businesses. WorkSource Oregon centers and affiliated
NCRC testing sites across Oregon will receive a formal written notice to terminate the marketing,
scheduling and proctoring activities of the Workkeys Talent assessment within 30 days of the
notification.
2) CWRC County/Regional Certification – (Background) Oregon will certify at each county level and at a Local Workforce Investment Area (LWIA) level when all counties within a designated local area have met their individual goals. On January 1, 2013, nine counties formally began their two year certification process with another fifteen joining the statewide initiative on July 1. Oregon currently has three counties who are at least 70% of their certification goal or higher (Multnomah, Clatsop and Deschutes). Another two counties are approximately at 60% of goal or higher (Washington and Union) with the remaining counties under 50% of goal. Based on an average of past performance, the first counties are projected to reach their individual certification goals within the next six to eight months.
CWRC and OWIB Staff are working to finalize a certification process.
3) Education Engagement –
(Background) Last year, the American Council on Education approved the NCRC to qualify for college credit. Credit is awarded based on the examinees level of achievement: bronze performance ‐ no credit; silver performance ‐ in the vocational certificate category 3 semester hours in applied critical thinking; gold performance ‐ in the lower‐division baccalaureate/associate degree category 3 semester hours in applied critical thinking; and platinum performance ‐ in the lower‐division baccalaureate/associate degree category 3 semester hours in applied critical thinking.
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CWRC Staff continues to actively pursue this opportunity with the community colleges and other
education stakeholders.
Oregon Youth Conservation Corps (OYCC) NCRC Pilots – CWRC and OYCC staff are working in collaboration to develop NCRC pilot programs at five alternative youth programs across Oregon with the hopes that those locations will champion the NCRC initiative to other youth programs around the state. To date, one pilot has begun and three others are in the initial process.
4) Building (Business) Awareness –
Statewide Communications Plan – CWRC staff have been making improvements to the existing plan around marketing and website expansion with the assistance of Communications staff from BusinessOregon.
On Monday, October 21, there will be a panel presention on the CWRC initiative at the Oregon Economic Development Association (OEDA) conference in Hood River. Presenters on that panel will include Roger Lee, Executive Director of Economic Development of Central Oregon, Joan Bennett, Training Manager for Truitt Bros. of Salem, and Andrew McGough, Executive Director of Worksystems, Inc., of Portland.
House Bill 2353 (2011) requires the Department of Community Colleges and Workforce Development to provide data and recommendations on the National Career Readiness Certificate (NCRC) program. This report, due December 1 of each year, provides 1) the number of students enrolled in an Oregon community college who utilized the services provided by the program during the 2011‐2012 academic year, and 2) recommendations for improving the program. CWRC staff is beginning the process of collecting the annual data and will be expanding the recommendation section to help leverage the NCRC with community colleges.
Updates Discussion:
Dave Williams inquired if there was anything the business community could do to help support the development of credit for the NCRC. He stated that because this committee’s mission is to insert value into the CWRC/NCRC programs, developing credit options seems like a perfect way to build more value around the NCRC. Karen Humelbaugh agreed and asked that staff think about how business input could help in moving the credit option forward.
Dave Williams questioned if any of the workforce areas around the state had major concerns about the committee’s decision to terminate the ACT Talent assessment (NCRC Plus). Staff answered that no, based on survey and written feedback, they were all in favor of termination.
DISCUSSION: Strategies to Increase Awareness with Private Sector
Kim Parker asked if there are any vocal business champions from one or more of the Phase 1
communities. Karen Humelbaugh responded that while each community is working at developing those,
there are some pockets throughout the state that are more successful at that than others. The question
is, how do we harness what’s happening in those pockets for the larger statewide audience? Might
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there be a way that we could capture their energy to become advocates to the larger OWIB
membership?
Todd Nell mentioned that there are several large businesses in the Portland metro area that have been
utilizing the NCRC for years, such as Kraft Foods, Nabisco and Boeing. However, not many people know
this so is there a way we can approach these larger companies to gain their support in the CWRC
initiative?
Paul Hill asked if there were any marketing funds set aside in the budget. Karen Humelbaugh replied yes,
there are and CWRC staff is working with Communications staff from Business Oregon to further
develop and implement a statewide marketing plan. Paul also asked if we had bought any air time yet
and the answer was “no”. He suggested CWRC staff have a conversation with Tom Fuller, Oregon
Employment Department’s (OED) Communications manager, around partnering possibilities because
they have a regular media buy for air time around the state.
Agnes Balassa asked about developing a word‐of‐mouth campaign which involves intentional
development of written articles to be published concurrently with other media advertising. Dave
Williams said that this conversation reminded him of the original NCRC marketing plan and that it might
be a good idea to take a closer look at that again and incorporate pieces that were never completed into
the updated marketing plan. Other committee members agreed. Dave suggested that the plan also
incorporate the inclusion and engagement of OWIB members on a regular basis.
Committee members agreed that while we have traditionally expected workforce staff across the state
to market the employer Letter of Support as one of their outreach strategies, we also need to do more
than that at the local level in order to reach our CWRC goals. Agnes concurred and added that she sees
a fundamental problem with expecting the WorkSource Center staff to “carry the water” – many don’t
know much about the initiative (both CWRC and NCRC) and others don’t see the value in it. She’s not
sure why staff doesn’t value the NCRC and wondered if it might be one or more of the following
reasons:
The challenge of proctoring?
Applicants received their NCRC but still remain unemployed?
A belief that there isn’t any business demand?
We aren’t giving the staff the tools to sell it?
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Business engagement training was offered around the state right before the statewide rollout of the
NCRC in early 2011 but that’s been over two years ago so workforce staff most likely could all use a good
refresher. It was recommended that this committee have more discussion on who really is our core sales
force. Who do we have among our partners that are the most effective at selling this? As a group, we
really need to be more thoughtful in how we want to approach this.
Evelyn Roth updated the committee that she recently revised the original “Consultative Sales” training
curriculum that was previously offered around business engagement. Consultative sales is different than
a cold‐calling sales approach – its starting with a business that has already identified a need so you then
have a discussion around how the NCRC can be a tool to help fulfill that need. She said that two training
sessions with this revised curriculum were being offered to workforce staff and partners in Medford the
following week. Two more training sessions are scheduled for Grants Pass in early November with the
plan to offer it statewide to any interested areas.
Barbara Byrd suggested that this committee really encourage all the OWIB members and staff to take
the three NCRC assessments and earn their own NCRC. She also recommended that we video tape the
employer panel that we are planning on bringing in to speak to the full OWIB at their December 6
meeting. Excerpts of this video could then be used to help with various marketing efforts across the
state.
There was more discussion as to recruitment of other OWIB members to become business champions
for the CWRC/NCRC initiatives. Dave Baker was recommended by several committee members as a good
choice because of his connections and knowledge of apprenticeship populations as well as regular
engagement with education partners in his communities.
ACTION – Create a short term workgroup of this committee with work with staff on further
development of the marketing plan with the intention of bringing a fully thought‐out marketing
strategy to the December 6 OWIB meeting.
(Volunteers for this ad hoc workgroup include Dave Williams, Agnes Balassa, Paul Hill, Jon Stark, Todd
Nell, Evelyn Roth. Others are also welcome)
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