Oregon Workforce Investment Board

November 13, 2015 1:00 – 4:00 pm

Chemeketa Center for Business and Industry 626 High Street NE

Salem, Oregon 97301

OREGON WORKFORCE INVESTMENT BOARD

Agenda Friday, November 13, 2015

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

626 High Street NE, Salem 97301

1. Welcome and Introductions – 1:00 Chair Ken Madden

2. Consent Agenda – 1:05 Pg. 5 Chair Ken Madden a. September 18, 2015 Board Meeting Minutes Pg. 7-9 b. October 9, 2015 Executive Committee Meeting Notes Pg. 11-12

3. Oregon Talent Council/Oregon Talent Plan – 1:10 Pg. 13-18 Shalee Hodgson a. Overview and Discussion Marcia Fischer

Pat Scruggs

4. Strategic Plan Implementation and Board Development – 2:00 Pg. 19-22 Melissa Leoni

5. Break – 2:20

6. Workforce System Budgets Part II – 2:35 Dan Findley a. Adult Basic Education Funding

7. Youth Workforce Programs Panel & Discussion – 2:50 Pg. 23-3 All

8. Open Public Comment – 3:45 Chair Ken Madden 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.

9. Announcements – 3:55 All

10. 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 Michelle Sullivan 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 September Board Meeting The minutes from the September Board meeting are listed below:

September 18th Board meeting, pages -

Notes from the October Executive Committee Meeting The notes from the past four committee meetings are listed below.

October 9th, 2015 pages -

Recommended Action: Board should accept the above minutes and notes.

Action Item

Consent Agenda – Meeting Minutes

Oregon Workforce Investment Board (OWIB) Minutes Chemeketa Center for Business and Industry 626 High St NE Salem Or 97301 September 18, 2015

Members Present: Chair Ken Madden, Vice Chair Jessica Gomez, Barbara Rodriguez, Frank Wall, Joe Weber, Maureen Fallt, Robert Halligan, Barbara Byrd, Alan Unger, Elana Pirtle-Guiney, Dan Findley, Susan Brown, Jessica Howard, Andrew McGough, Rep. John Huffman and Rep. Paul Holvey

Absent: Carrie Chaffee, Charles Hopewell, Joni George, Lori Olund, Trygve Bolken, Dave Baker, Matt Millard, Megan Helzerman, Jeffrey Krolick, Kathy Oliver, Lisa Nisenfeld, Sen. Michael Dembrow

Staff: Melissa Leoni, Karen Humelbaugh, Michelle Sullivan

Guests: Gary Brown, Jerry Waybrant, Laura Lausman, Katelyn Roberts, Frank Brown, Kim Fredlund, Todd Nell, Pete Karpa, Jennifer Denning, Heather DeSart, Bridget Dazey, Greg Ivers, Robin Brandt, Tony Frazier, Jaime Clark, Jordana Barclay, Jim Pfarrer, Kristina Payne, Michelle Deister, Marcia Fisher, Paul Hill, Greg Tackman

Meeting called to order at 1:09PM

Chair Ken Madden called the meeting to order and expressed regret that Governor Kate Brown couldn’t attend. He added that he hopes she is more involved in the future. There was a round of introductions and Chair Madden introduced Gary Brown and Jerry Waybrant as soon-to-be new OWIB members.

Chair Madden and Leoni shared highlights from the National Governor’s Association (NGA) meeting, which they both attended. Chair Madden recommended increasing collaboration within the state and with other states to share best practice strategies across programs. Ultimately, this will help to eliminate duplication of services and focus on successful programs. Chair Madden expressed how moved he was from hearing about the positive changes happening in such an impoverished area and a desire for all board members to have the chance to attend a NGA meeting, or other state board meeting, in the future.

Consent Agenda

Chair Madden asked for a motion to approve meeting minutes from May 8, and July 10th and the Executive Committee Meeting Notes from May 20th, June 17th, August 19th and September 9th. Wall made a motion to approve and Fallt seconded. Motion passed unanimously.

Public comment

None on the list and none in the room

OWIB Strategic Plan

Chair Madden and Leoni thanked the volunteers from state workforce agencies for their help with the July forums and recognized them with a certificate.

Leoni introduced the strategic plan and reviewed the key steps in the planning process. She thanked the board for their participation in the plan subcommittees and process, especially Krolick, Weber, Hopewell and Wall who chaired one of the four subcommittees.

Leoni then gave an overview on the changes made to the draft goals and strategies since the July meeting, including revision of the four goals into three goals and the addition of a new youth goal. The next steps in the process will be identifying and assigning actions steps to ensure progress towards the goals of the strategic plan and establishing indicators to evaluate the success of the plan. These next steps will be discussed at the October 1st 2015 planning meeting.

Humelbaugh informed the board that the local boards will be utilizing the strategic plan when drafting their own local plan. These plans will vary according to the needs of their region and the resources they have available. Each local board will also be provided more money from the general fund to help with board support and developing industry or sector partnerships. Part of ensuring that local boards stay on track and focused towards the goals is bringing all the right partners to the table. New local boards are also receiving technical assistance from the Office of Community Colleges and Workforce Development (CCWD) to help them get started.

Leoni then walked the board through the strategic plan, including the proposed vision, goals and strategies. The OWIB members discussed accountability of local boards for meeting the goals and strategies of the plan. Pirtle-Guiney confirmed that the strategies will not be used as a checklist, but are ways local boards can help meet the goals. The OWIB members also discussed developing metrics on the goals but not on the strategies.

The OWIB then focused on Goal 3, Strategy 3 regarding increasing funding for occupational training. Humelbaugh explained that business feedback from the community forums supported increasing opportunities for occupational training. To do this, the OWIB needs to be in agreement for setting a minimum threshold that can be revisited every year according to the environment of the workforce system. Humelbaugh provided a handout describing a recommendation for OWIB action on two items:

Setting an actual percentage as a minimal threshold or expenditure rate for local boards. Staffrecommend local boards commit 25% of WIOA funding, or petition for an exception to allow thecounting of other income used for training to meet the required percentage.

Define what services and activities should be labeled as occupational training and count towardthe prescribed rate. Humelbaugh recommended aligning the allowed activities as closely aspossible to the activities already defined as training services in the WorkSource OregonStandards.

Byrd made a motion to approve the minimum percentage of25% with the caveat that the minimum percentage be reviewed and revisited in one year according to how local boards faired in meeting the 25% threshold. Byrd also moved that the definition of what constitutes occupational training should be kept consistent with WorkSource Oregon Standards. Halligan seconded. The motion passed unanimously.

Wall then moved to approve the strategic plan. Fallt seconded. The motion passed unanimously.

Unger then asked for discussion and recommended that OWIB have the chance to review the plan regularly. Halligan agreed and also reminded the members that there are regional differences and OWIB needs to allow local board innovation in meeting the strategies. Chair Madden asked Wall if he would amend the motion; Wall agreed and had assumed these were included. Fallt agreed and seconded the

amended motion. The amended motion to approve the plan with the intent to regularly review and encourage local innovation in meeting the strategies was passed unanimously.

Workforce System Budgets Part 1

Humelbaugh presented in Nisenfeld’s absence. Humelbaugh reviewed past budget allocations from the Governors Reserve Fund and Wagner-Peyser funds. Humelbaugh reviewed the proposed budget that the board discussed at the July OWIB meeting, when a quorum was not present. Byrd recused herself as she identified a conflict of interest. Rodriguez made the motion to recommend that Governor Brown approve the spending plans for Wagner Peyser funds and the Governor’s Reserve Funds. Wall seconded the motion. The motion passed unanimously.

WorkSource Oregon Operational Standards

McGough opened the presentation of WorkSource Oregon standards by explaining that the standards are an agreed-up-on set of standards that as, as a system, is constantly improving and becoming what can be expected of all the one-stop centers across the state. These standards explain the ‘what’ while local boards fill in the ‘how’. The WSO standards provide a framework for the alignment of additional programs and services. WorkSource Oregon will be the primary delivery mechanism for resources that were brought to the table because of the position of the local board. McGough also tied the standards to Goal 1 of the strategic plan as ways that goal can be implemented.

Announcements

There will not be an OWIB meeting in October 2015. The next meeting will be November 13th. Leoni instead proposed moving the Executive Team meeting to October 9.

Meeting adjourned at 4:05

OWIB Executive Meeting Notes 10/09/15

Members participating by phone: Ken Madden, Matt Millard, Jessica Howard, Lisa Nisenfeld, Lori Olund, Alan Unger, Barbara Byrd, Megan Helzerman

Staff/Technical Advisors: Melissa Leoni, Frank Brown, Karen Litvin, Shalee Hodgson, Karen Humelbaugh, Kurt Tackman, Michelle Sullivan, Jamie Clark

Call to order

Chair Madden called the meeting to order at 1:04

2. Workforce Innovation and Opportunity Act (WIOA) Career Pathways Definition

The committee discussed possible definitions for the Career Pathways program under WIOA Title II. For Title II funding, Oregon must adopt a statewide definition for the Career Pathways program so that Local boards can respond with their proposals of how they will meet program requirements. Clark explained to the committee that the Workforce Policy Implementation Team has approved ‘Career pathways are connected, transparent, high quality education and training programs and services that offer multiple, successive entry and exit points, allowing individuals to advance their education and employment goals over time’ as a definition. Unger commented that the definition was too long and attempted to fit too much into one sentence. Nisenfeld added that the definition needs more of a career element and suggested adding “for developing in-demand job skills.” If the definition needs to be approved by the OWIB, Byrd and Unger recommended providing the OWIB with more information about why it’s needed. The committee’s feedback was that there is a need for more explanation or context, the definition is confusing and lengthy, and needs to include a career or in-demand skills focus. Before presenting to OWIB, the committee recommended looping back with the groups who developed the definition with this feedback.

3. Board Development

Leoni introduced this agenda item by reminding the committee about the strategic planning process. On October 1, the planning subcommittee chairs, WIOA core program leaders and local board representatives were invited to a work session to discuss possible action steps. Several conversations took place revolving around the role of the board, including ensuring accountability, offering sanctions and providing technical assistance to help local boards achieve their goals. Leoni reported that Elana Pirtle-Guiney has proposed assigning the business and reps of the workforce board members to a local board to have monthly conversations with the local board directors to see how the OWIB’s policy directions are being enacted on the ground. OWIB meetings would then focus on hearing reports from those members on best practices and common obstacles, reviewing the statewide dashboard, and other budget or policy recommendations. Ideally, the OWIB would take on this advisory roll as soon as possible so that OWIB members are engaged while the local boards are developing their local plans.

There was general support for the proposal. The committee recommended emailing the proposal to the full OWIB with time for further discussion at the November OWIB meeting.

4. WIOA One Stop Definition

At the September OWIB meeting, the certification process of Oregon’s one-stop centers was postponed until criteria of how to assess the effectiveness of One Stop centers was defined under WIOA. Tackman provided a document outlining a proposed definition for one-stop centers. The document is intended to simplify the certification process and help describe the minimum statewide requirements. Unger and Millard felt the need for a map showing what this means for services compared to the centers we have now. Millard added that he would like a visual of what this will look like in one to two years. Tackman explained that because each area will use different resources to accomplish these goals, it is hard to predict what the outcome will look like. Tackman and Humelbaugh offered to work on creating a map of services in local areas, but wanted to give the executive committee an opportunity to provide feedback at this point. Madden thanked staff for bringing the definitions to the executive committee for input and making them aware of the current progress, but doesn’t feel it needs to be taken to the full board now. Humelbaugh agreed that it would be part of a policy after further work on the criteria.

5. November OWIB Agenda

Leoni discussed possible agenda items for November OWIB:

The Oregon Talent Council and Talent Plan and how we can leverage the two systems tooptimize all of our resources.

Youth workforce programs and what is currently happening, gaps and what to do next.

Meeting adjourned at 2:14

Purpose The purpose of this agenda item is to update the OWIB on the progress of the recently established Oregon Talent Council and lay the groundwork for mutual collaboration between the OWIB and the Talent Council, resulting in preparation of an MOU as required by the 2015 legislation that established the Council (House Bill 2728).

Background The OWIB Executive Committee heard a presentation regarding the proposed Oregon Talent Council in December 2014, and established a workgroup to continue dialog. The workgroup met to discuss roles and potential collaboration opportunities in February 2015. No further meetings on the topic were scheduled during the 2015 Legislative session.

Oregon Talent Council The Oregon Talent Council has been constituted and members have now been appointed.

Advanced Manufacturing

Mike Donnelly, Materials Manager, Care Stream Inc. Don Hendrickson, Senior Manager, Boeing

Bioscience Soundharya Nagasubramanian, Director, SW and Systems Architecture, Welch Matt Smits, Strategic Programs, Micro Systems Engineering

Energy Josh Bratt, Vice President, Morgan Stanley, and Co-Founder, Oregon Energy Systems & Technology Research Alliance

Healthcare Becky Pape, Chief Operating Officer, Good Samaritan Regional Medical Center Cheryl Stewart, Director, Human Resources, Bend Memorial Clinic

High Tech Eileen Boerger, CEO & Director, CorSource Technology Group David Childers (chair nominee), CCEP, CIPP, OCEG Fellow

The OWIB will be updated on the progress of the new Council’s strategic direction and investment strategy, following its first official meeting November 12, 2015.

Oregon Talent Plan The Council has drafted the initial Oregon Talent Plan, which serves as a starting point for the conversation between the Council and its strategic partners. The Talent Plan is designed to be a living document, updated regularly based upon changes in talent needs and incorporating ongoing input from strategic partners. For OWIB review, a draft Executive Summary of the plan is attached to this cover sheet. The full draft plan is available on the Council’s website: www.oregontalentcouncil.org.

Agenda Item 3

Oregon Talent Council/Oregon Talent Plan

EXECUTIVE SUMMARY

The issue is clear. Companies in Oregon cannot grow or be competitive without the right talent. Thealignment of worker skills with business needs means a worker quickly moves from a company liabilityinto a productive asset. Yet, without the right combination of skills, it takes longer for workers to comeup to speed. This time lag represents real costs –companies grow more slowly, worker wages stagnate,and the best and brightest leave our communities for other opportunities. Talent is the driver ofeconomic growth; Industry, education, workforce and government must work together to create morerobust and agile education and training models for both incumbent workers and new graduates.

The Oregon Talent Council (OTC) was established by the legislature in 2015 to “advise and be a resourcefor state agencies and educational institutions on issues of talent development, and to promote thegrowth and competitiveness of Oregon’s traded sector and high growth industries.” Its mission is to“make Oregonians the first and best choice of Oregon employers.”

This legislation requires the OTC to develop an Oregon Talent Plan (the Plan) each biennium to identifytalent issues and trends of industry and to unite the needs of industry with resources that can transformOregon’s talent pool. This initial plan is a living document, developed over time, to guide OTC decisions.Its purpose is to be a resource to help unite state agencies and education and training partners arounda shared set of aspirations and actions to address Oregon’s critical gaps in professional and technicaloccupations.

Today’s desired skills mean that talent is far more than education it is the integration of applied skillsand work experience, alongside formal degrees and soft skills. Graduates and workers with this mix arevaluable and readily employable. Research and surveys reviewed for this plan noted that employers findlittle difference among graduates and educational institutions in terms of technical skills. They do,however, note significant differences in applied skills such as project management, teamwork,diagnostic thinking and problem solving; the skills that help a person quickly “come up to speed” andthat set them apart from others. Talent also means remaining competitive by continually learning newskills and technologies. With the majority of job openings in Oregon requiring experience, the need tohave just in time training for incumbent and contingent workers is essential for business growth.

These realities lead to the need for programs with high return on investment (ROI) that:Increase initial skill levels; enhancing education with greater applied learning and workexperience opportunities to provide the contextual skills sought by employers.Hasten the speed and cost effectiveness by which education and training is delivered.Increase access to certifications and just in timetraining to keep existing workers competitive.

Today’s lean business models mean companies have fewerresources for training programs; new graduates no longerhave the luxury of long learning curves; and existing workersmust retool their skills to remain employable. Focusing onagile systems, transformative programs and unifyingpolicies can significantly reduce the time it takes forworkers to be a contributing asset is a priority for the OTC.

Oregon Talent Plan

Critical Skills For Today's Desired Worker

The knowledge and technology base for the vast majority of professional and technical occupations ischanging rapidly. Significant trends such as big data, cyber vigilance and the Internet of Things arechanging the way we work. These changes mean the information we gather, manage and analyze,regardless of industry, is a driving force for every enterprise. So too are the advances in engineering andscience that result in new materials for manufacturing, smart grid systems for energy, advanceddiagnostic and therapeutic devices for health care and bioscience, and smart mobile technologies.These innovations and others are generating the need for occupations such as cybersecurity specialists,business intelligence analysts, and mechatronics engineers.

In Oregon and across the nation, the work environment that drives talent is also changing.Mid size companies are disappearing, leaving a barbell economy of small and large firms.The average tenure in a job has decreased to seven years, and younger workers change jobsabout every 3 4 years.More workers (~40%)1 are freelancers, self employed or contract workers, with the trendexpected to grow.Human knowledge is estimated to double every 13 months; making much of what we learntoday out of date in just a few years.Business is conducted in interdisciplinary teams, with consistent customer interactions.The Internet, social media and mobile apps give customers (including students and employees)more choices and influence than ever before.Technology is automating tasks, yet increasing the need for people to diagnose and rapidlyrespond to problems.

Those changes have resulted in the need fora dynamic workforce with much higherlevels of applied or contextual skills that gobeyond technical aptitude and schooledlearning. Simply stated, workers need tolearn how to learn. While these skills havebeen important for decades, today’s fastpaced work environment has changed theratio that makes today’s workers attractivecandidates for businesses.

Examples of applied learning or contextualattributes desired by industry include:

Diagnostic thinking to assess operations, consider causes and devise appropriate actions.Visual and verbal communication skills to translate complex data into bite sized chunks ofunderstandable information.Business acumen such as cost benefit thinking to assess both operational and monetaryoutcomes, and the trade offs incurred in decision making.Project and time management skills including quality control measures.Emotionally intelligent interpersonal skills for teamwork and customer service.

1 U.S. Bureau of Labor Statistics, 2012

Oregon Talent Plan

Occupations Key to Oregon’s Traded and High Growth Sectors

This initial Oregon Talent Plan is a needs assessment designed to establish a foundation for the OTC’swork. The Plan was developed using primary and secondary data sources from industry, government,and academic sources. Data were analyzed for skills and occupations that cut across industries, as wellmission critical skills for specific traded and high growth industry sectors.

The OTC initial plan focuses on five industry sectors2 and occupations it believes will provide a strongreturn on public investment. These occupations:

Are classified as professional and technical in nature,Pay at or above the state average wage,Require some form of post secondary training,Have a demonstrated demand through 2022, andAre identified by industry as high demand, hard to fill or mission critical.

The plan assessments resulted in the identification of ten top occupational clusters in three categories.

High growth, high demandoccupations

Mission critical occupations Emerging occupations

Significant new and replacementjobs with foreseeable demand, highgrowth rates, and hard to fillvacancies that cut across industriesand/or regions

Strong employment and aboveaverage projected growth; identifiedby industry as essential for coreoperations and often hard to fill

Relatively new and/or growingrapidly in support of multipleindustries; ability to position thestate as a leader in these skills

Systems and data specialists whodesign, connect, and manage bigdata systems.Data and business intelligenceanalysts who analyze big data toenhance operations, predict marketdemand, mitigate risk, and controlquality and standardization.Industrial machinists, millwrightsand operators of highlycomputerized and/or automatedprocesses requiring precision,quality control and strong diagnosticskills.Rehabilitation therapists andassistants (physical, occupational,respiratory, etc.) employed inhospitals, clinical and long term caresystems.

Technologically skilled mechanicsand maintenance technicians whomaintain and repair highly technicalmachines and equipment acrossindustries including manufacturing,energy, healthcare, and others.Mental and behavioral counselorswho are a growing part ofintegrated health systems and whosupport the ability of residents tohave productive lives, especially inrural areas.Interdisciplinary engineers who canintegrate mechanics, electronics,and computer systems thatcomprise smart machines andconnected devices.Primary health care practitionersincluding specialty nurses who areat the heart of new coordinatedpatient care health models, and aresignificantly in demand in ruralareas.

Cyber and information securityspecialists who can develop,monitor and mitigate security risksfor data and information systems.Advanced materials engineers &scientists enabling the developmentof products and devices that aresmaller, tougher, lighter, moreflexible, less expensive, and moreenergy efficient.

2 Initial industries include technology, advanced manufacturing, energy, healthcare and biosciences.

Oregon Talent Plan

Addressing Professional and Technical Talent Demands

Talent is an issue that is critical in good and bad economic times. Economic growth will only exacerbatecurrent job vacancies without qualified workers, and recessions tend to push those with marginal skillsfrom the ranks of the employed to the unemployed. The size and variety of Oregon’s talent challengesrequire solutions that are innovative and implemented quickly— doing more of what has been done isinadequate, and we cannot wait years for new programs to be developed. Strategies will need tocoordinate with targeted state and regional industry sectors, and high impact solutions will need toutilize collaborative approaches, low cost, multi modal channels with work based elements.

Producing demand driven talent recognizes that students and businesses are key customers; bridgingthem through metrics such as job placement that go beyond graduation or program completion rates.Focusing on measures such as job placement means that not only do students need employable skills?,businesses need to be able to easily find qualified candidates for internships, apprenticeships and jobs.

The Oregon Talent Council has a unique opportunity to expand partnerships and pilot new programsthat will create significant returns on public investments and have multiple layers of impact goingbeyond the technical content of individual programs and addressing the lever points that can transformand scale the systems that can produce the right talent at the right time. Projects that include:

Strong Contextual Content: The provision of applied skills and work experience along sidetechnical aptitude.Robust Industry Engagement: The level of collaboration and commitment from industry, andthe ability of industry to easily access programs and find qualified students.Cost effective and Agile Systems: The ability to demonstrate cost effectiveness, scalability,responsiveness and sustainability.Expanded Reach and Diversity: The ability to serve a diverse population, a variety of businessesand multiple regions across the state.

Successful examples are already in place in Oregon and elsewhere that demonstrate collaborative wayswe can address talent that hits the ground running. They include programs that:

Are co developed and taught by industry and educators to retool recent graduates, contingent,and underemployed workers for high demand jobs in a variety of industries.Expand work based models (e.g. apprenticeships) that integrate work experience witheducation in a cost effective manner.Provide early and multiple exposures to industries of likely employment through job shadowing,capstone industry projects, and internships to ensure “fit” and to increase the likelihood thatstudents complete their education with realistic expectations for their careers.Develop education and training “infrastructure” that reaches urban and rural areas and can beused across multiple degree and training programs.Develop shared and standardized content for priority occupations that can be delivered throughmultiple institutions and educational channels.

Over this first biennium, the OTC hopes to unite industry, education, workforce and government arounda shared set of objectives to address key occupations. It also hopes to co invest in projects that candemonstrate transformative solutions that can address today’s critical needs while enhancing thedelivery channels that can be responsive to jobs of the future. We simply cannot afford publicinvestment in one time or one off projects. This initial plan is a starting point for this conversation.

Oregon Talent Plan

Purpose The purpose of this agenda item is discuss the Oregon Workforce Investment Board’s (OWIB) next steps in implementing the strategic plan, including how board meetings and the responsibilities of OWIB members will be different.

Background The OWIB adopted a strategic plan in September 2015 that identifies four goals and related strategies for implementation by the Oregon workforce system. During its deliberations on the plan, the OWIB emphasized allowing local flexibility in identifying and implementing the goals and strategies, while identifying the need for metrics for the goals and a mechanism for evaluating the progress of the local workforce boards.

OWIB’s current mechanisms for holding the workforce system accountable have been through its committees and full board meeting discussions. Full board meetings have been held quarterly (2007-11), monthly (2014), and bi-monthly/six times per year (2012-13 and 2015).

In June of 2014, the OWIB sunset four existing committees formed around the previous strategic plan and created two new standing committees on Performance and Accountability and System Budget and Finance. The OWIB Youth and Education committee was not dissolved, but remained on hiatus until it could be reconstituted. Due to various factors, this committee structure has not been effective, although the following actions have occurred:

The Performance and Accountability Committee was assigned responsibility forassessing system performance (dashboard) and local plan review. The committee met inFebruary of 2015.

No members expressed interest in the budget and finance committee, so the ExecutiveCommittee took this role for 2014-2015.

A work group of members from the OWIB and Youth Development Council wasconvened by the Governor’s Office from September 2014 to January 2015 to findcommon ground and identify ways to work together on youth workforce issues.

Local Workforce Development Board Liaison Team Proposal Staff are proposing the following mechanism for monitoring the local boards to determine whether their efforts are resulting in the achievement of the state’s goals:

OWIB representatives of Business and Workforce (labor and community-basedorganizations) will be assigned to one of the nine local workforce boards of which theyare not a member.

The OWIB Local Workforce Board (LWB) Liaisons (the “Liaison Teams”) will meet at leastonce a month, in person or by video/conference call, with their LWB director.

Agenda Item 4

Strategic Plan Implementation and Board Development

The focus of monthly meetings from now until April of 2016 will be on the local plandevelopment process and how the plan addresses the strategic plan goals andstrategies.

The focus of monthly meetings then shifts to how the local board is implementing theirlocal plan, including the progress made, best practices to share, and challenges.

Once a year, each Liaison Team will report to the full OWIB and lead a full boarddiscussion on how to share successes and best practices across local areas andindustries, support local sector partnerships, and address system challenges.

Liaison Team Support and Tools Staff from the OWIB and Workforce Investment Division (WID) will assist the Liaison Teams and help coordinate monthly meetings. WID staff have been assigned as a single point of contact for local board staff and will be reviewing board agendas and meeting minutes to identify best practices and potential action items at the state level.

Additional discussion and work will be needed between now and June of 2016 to develop the metrics or tools the OWIB Liaison Teams will use to know whether local boards are succeeding or need help.

Liaison Team Proposed Membership Local Workforce Development Board OWIB Members WID Points of Contact Clackamas Workforce Partnership Kathy Oliver

Joni George Jordana Barclay

East Cascades Workforce Investment Board Maureen Fallt Ken Madden

Frank Brown

Eastern Oregon Workforce Investment Board

Trygve Bolken Barbara Byrd

Todd Nell

Incite Incorporated Lori Olund Gary Brown

Rachel Soto

Lane Workforce Partnership Jessica Gomez Carrie Chaffee

Rachel Soto

Oregon Northwest Workforce Investment Board

Joe Weber Barbara Rodriquez

Katelyn Roberts

Rogue Workforce Partnership Bob Halligan Dave Baker

John Asher

Southwestern Oregon Workforce Investment Board

Frank Wall Jeff Krolick

Frank Brown

Worksystems Charlie Hopewell Matt Millard

Jordana Barclay

OWIB Performance Reporting Committee Proposal With the Liaison Teams focused on LWB performance, the remaining accountability function for the OWIB is the development and oversight of a system dashboard. Staff recommend the

existing Performance and Accountability Committee be reconstituted as the Performance Reporting Committee to focus on the system dashboard and assume the responsibilities of the Performance Reporting Information System (PRISM) Steering Committee.

PRISM was established to collect, analyze, and report on workforce development services, customers receiving these services, and employment outcomes after receiving services. The Steering Committee has focused on strategic direction, policy and oversight for PRISM, and has had member overlap with the OWIB, including workforce agency directors, the Governor’s workforce policy advisor, and a LWB director.

Staff recommend that the Performance Reporting Committee include the OWIB members or other senior staff from the Governor’s Office, Higher Education Coordinating Commission/Office of Community Colleges and Workforce Development, Department of Human Services, Employment Department, and Business Oregon, along with a representative from the Department of Education, an LWB Director, and other interested OWIB members. Staff would like to convene the first meeting of this committee in December to work on the system dashboard and address PRISM progress and funding issues.

Other Committees The OWIB Executive Committee will continue to meet monthly. Its primary responsibilities will be to review OWIB agendas, review policy recommendations from other committees and work groups, develop budget or spending plan recommendations for full board action, and take any required actions between regularly scheduled OWIB meetings.

Given the new youth workforce goal in the strategic plan and significant interest in making progress in connecting youth to employment opportunities, staff recommend that the OWIB form a new youth workforce committee to work on the gaps and needs discussed under Agenda Item 7, Youth Workforce Program Panel and Discussion.

OWIB Meetings Staff are proposing that the OWIB return to quarterly meetings beginning in March of 2016, which means that most OWIB members will replace a monthly OWIB meeting with a monthly Liaison Team meeting. The proposed meeting schedule for 2016 is January 8, March 11, June 10, September 9, and December 9, 2016 from 1:00 pm to 4:00 pm.

In general, quarterly board meetings will focus on the following: Workforce System DashboardRoundtable on local workforce board progress (2-3 boards per meeting). Initiallydiscussions will be organized by local board. In the future meetings could be structuredby industry sector or other implementation theme.Committee or work group updates, discussions or recommendations.Workforce system budget or policy recommendations, as needed.

OWIB Bylaws The OWIB bylaws were last updated in May of 2014 following the passage of state legislation impacting the board and workforce system. Updates are again needed due to the passage of the Workforce Innovation and Opportunity Act and the new strategic plan. Staff will identify areas for discussion by the Executive Committee in November, including the conflict of interest provisions, and bring revisions to the January 2016 meeting.

Discussion Questions Staff will lead a discussion with the board on the following question before asking for board approval of the recommendations included in this cover sheet.

1. What information, tools or support will you want to be able to more effectively engagewith the LWB Directors about success and challenges?

Recommendation Staff recommend the Board support the following recommendations:

1. Approve the Liaison Team Proposal.

2. Sunset the Budget and Finance Committee and assign budget responsibility to theExecutive Committee.

3. Reconstitute the Performance and Accountability Committee as the PerformanceReporting Committee with responsibility for the system dashboard and PRISM and theproposed membership.

4. Formation of a new youth workforce committee, with membership and responsibilitiesto be further defined by the OWIB and Executive Committee.

5. Approve the proposed 2016 meeting schedule.

Purpose The purpose of this agenda item is to provide some examples of youth workforce programs and initiatives to identify possible best practices and understand what is happening around the state, so the OWIB can discuss ways to support these efforts and work to fill in the gaps.

Background At the June 2014 OWIB meeting, Graham Slater and Nick Beleiciks from the Employment Department Research Division presented their report on Endangered: Youth in the Labor Force. Report highlights included:

Even as jobs increased after the recession, young workers are not benefitting.Unemployment rates for Oregon teens have not returned to pre-recession levels.

Youth are much less likely to use public employment agencies or personal networks toget a job. Youth primarily rely on sending out resumes and applications.

The time young people spend unemployed has lengthened significantly and during thistime, they are not receiving on-the-job experience.

The recession did not increase the share of “idle” youth but it did increase the overallnumber, mainly due to overall population growth.

Money earned by working teens benefits family income and stimulates local economy.

Representatives from local workforce boards discussed what they are doing at the local level to address youth workforce issues and their recommended next steps:

Invest in a youth summer jobs program,Support career readiness and exploration throughout education and workforce system,andProvide flexibility within postsecondary school to accommodate those acquiring workskills while still pursuing education.

The OWIB then identified potential next steps, including: Employer strategies (engagement, sector strategies, internships)Changes to the workforce system (supporting career readiness and career exploration,providing services to youth where accessible to youth)Investments (summer and year-round youth job programs)

Strategic Plan Youth Goal and Strategies

Goal 4 Create and develop talent by providing young people with information and experiences that engage their interests, spur further career development, and connect to Oregon employers.

Agenda Item 7

Youth Workforce Programs

Strategies 1. Create pipeline plans, as part of Oregon’s sector strategy approach, to connect in-school

and out-of-school youth to opportunities in local sector partnerships. 2. Pursue additional resources to support local initiatives in both rural and urban

communities. 3. Provide technical assistance and/or incentives to support adoption and expansion of

work-based learning, apprenticeships, and internships. 4. Build partnerships to increase exposure to job and career opportunities and better

connect school to work.

Youth Workforce Program and Statewide Initiative Examples There are a number of organizations at the state, regional and local level who are working on youth workforce issues. No complete report exists that catalogs all of those programs, so staff have described a few of these efforts in the attached document.

At the November OWIB meeting, invited panelists will briefly describe their programs, including the needs they are addressing, how the programs works, the results they’ve seen, and remaining gaps or challenges. Following the presentations, staff will lead the board in a discussion about common themes, ongoing needs, and potential action steps.

Statewide Initiatives

Youth and You: Oregon Youth Development Council

Created in July 2012 as part of the P-20 system of education, the Youth Development Council supports programs and services for youth ages 6-20 that are at risk of disconnecting from school and future workforce opportunities. With its legislative and Youth Development Council mandate to align with other state youth-serving agencies, and to improve the lives of Opportunity Youth (ages 16-20 not in school and not working), and Priority Youth (youth ages 6-15 at risk of disconnecting from school and the future workforce), the council created a Community Investment Strategy. Implemented in September 2014, the Council strategy is based on Equity and Indicators of Need with a goal to increase academic and career success and reduce youth violence.

In its inaugural 2014-2015 Fiscal Year, more than 108 applications were reviewed and scored by a panel of 30 reviewers, and 70 grantees were awarded. Each grantee signed a letter of performance expectation, agreeing to achieve anywhere from three to five program performance outcomes. Of the 70 programs awarded in the inaugural community investments, only two did not receive a quarter’s funding due to lack of performance.

The Council awarded a second round of funding to 95 statewide programs for the 2015-2017 biennium in three categories: Youth & Community (in three funding tiers), Youth & Innovation, and Youth & Gangs.In addition to the current service level budget, the legislature awarded an additional $2.26 million to Youth & Community Tier 1 awards. The awards are reimbursed quarterly, after program and expenditure reports are approved by YDC grant managers to ensure programs are hitting their targets. If programs are struggling to hit their targets, they are offered technical assistance

The YDC is also pleased to report that SB 586, a bill proposed by the Senate Workforce Committee, and pursued with the support of the OWIB’s youth work group, broadened the age range the YDC oversees from age 20 to 24. It was approved with unanimous support in the 2015 legislative session.

What comes next?

As a pilot for this workforce component of YDC oversight, the Council is in the process of identifying remaining Youth & Innovation funds to be put out in a Request for Proposal (RFP) process for regional grants to propose innovative projects or programs to train Opportunity Youth in the workforce and entrepreneurial skills they need to be successfully employed citizens. The funds will likely be made available during the second half of the biennium, from July 1, 2016 to June 30, 2017. The proposal requirements will include collaboration across the public and private sectors, offering youth access to high quality, comprehensive training with work-based experiences, and entry level workforce training whether through apprenticeships, long-term internships, or technical education training. Regional proposals must demonstrate Collective Impact methodology and use evidence based training.

Oregon Youth Conservation Corps (OYCC): HECC/CCWD

OYCC is a program within the Higher Education Coordinating Commission, Office of Community Colleges and Workforce Development (CCWD). OYCC provides grants to local providers to run youth programs across the state serving individuals from age 13 through 24. Seventy five percent of the youth served must meet OYCC’s at-risk definition. There are two main programs: the Summer Conservation Corps (SCC) and the Community Stewardship Corps (CSC). Other programs administered by OYCC include the Youth River Stewards, Employment and Education Partnership (EEP) and specific grants with funding provided by the Oregon State Marine Board (OSMB).

Along with grants, OYCC provides Crew Leader training with modules specific to the type of OYCC grant. OYCC also serves as a valuable resource for program development, technical assistance and networking with other youth programs, and assists in developing educational, service and work projects.

OYCC is funded primarily through Oregon’s Amusement Device Tax via the Oregon Lottery. Additional state funds come from the OSMB. OYCC receives federal funds through the Bureau of Land Management for the EEP.

Local Programs

Summer Works Youth Employment Program- Worksystems

Nationally, over 5 million young people ages 16 to 24 are both out-of-school and out-of-work - a statistic with dire economic and social consequences. The news is no better here at home. There are over 34,000 young people in the Portland-Vancouver Metro region who are not in school or working, and 1,500 more are likely to drop out of high school this year. From 2000 - 2011, the Portland-Vancouver metro area had the 25th largest drop in youth employment in the country, going from 44.4% to 26%. And for low-income youth and youth of color, employment rates are as low as 12%.

Summer jobs help teens develop the basic building blocks they need in order to get their next job and launch their career. ~JP Morgan Chase report

The Summer Works youth employment program was initiated in 2009 to address this crisis, and over the past six years has placed 3,700 youth in summer jobs. Putting young people to work is more than a paycheck. There is no better place to learn the skills necessary to be successful at work than work itself. Youth who work are more likely to return to school, have a job in subsequent years, and earn more money over the course of their lives. They are also less likely to engage in crime and other high-risk behaviors

Results of the program since its inception in 2009:

89% of youth completed their work experience and received a positive evaluation from theirsupervisor.92% of participating employers would recommend the program to colleagues.93% of youth returned to high school, post-secondary school, or became employed.93% of youth were low-income; 76% were youth of color.An analysis of the program found that $1.20 returned to our local economy for every $1.00 spenton youth wages.

C-TEC Youth Services-Youth Workforce Initiatives (Clackamas Workforce Partnership)

C-TEC Youth Services is a program of the Clackamas Education Service District, which iscontracted to implement the Workforce Investment Opportunities Act (WIOA) services inClackamas County. The program serves low-income youth, ages 14-21 that experience barriers toeducation and employment. C-TEC Youth Services served 477 youth last year (July 2014-June2015) with an average of 70% of participants obtaining a GED or High School diploma whileenrolled with C-TEC Youth Services. Overall, 68% of participants on average obtain employmentand/or start college while enrolled with C-TEC Youth Services. (In 2014, 157 participantsobtained employment). As a result of a partnership with Providence Health Care, five participantswere hired this year, starting at $11.34/hr.

Average length of participation in the program is 24 months.

74% tested below 8th grade reading and/or writing skills66% of youth served were high school drop outs60% received food stamps38% experience a documented disability29% were involved in the justice system12% were young parents

Provided 24 career exploration and career certification training opportunities, including:

Chiropractic Assistant Training and State CertificationODOT Roadway Flagging CertificationMachine Shop Training for ManufacturingBlue Prints for Machine Shops and ManufacturingEngineering and Problem SolvingHealthcare Career Exploration Nights at Clackamas Community CollegeCareers in the Utility IndustryCareers in the Culinary Arts

Training programs created with community partners:

Manufacturing and Trades Preparation Program (6 months, 55 hours of training, 5college credits): Introduction to Trades and Utility Careers, Drafting and Reading Blueprints, Machine Shop Production, ODOT Roadway Flagger Licensure, FIRE Safety Training, OSHA Young Workers Certificate, and National Career Readiness Certification, CPR/First Aid/AED Certification

Providence Advanced Training in Hospitality Services Program (6 months, 85 hoursof training, 2 college credits): Culinary Arts and Hospitality Training sponsored by Providence Health Care, Barista Training, Nutrition Services Training, Special Dietary Needs for Health Care Settings Training, ServSafe Certification, Food Handlers Card, FIRE Safety Training, National Career Readiness Certification

Clackamas Community College Utility Preparation Program (6 months, 55 hours oftraining, 4 college credits): Utilities Career Exploration, Intro to Electrical Trades and Apprenticeships, ODOT Roadway Flagger Licensure, OSHA Young Workers Certificate, FIRE Safety Training, National Career Readiness Certification, First Aid/CPR/ AED Certification

Clackamas County Key Sector Employment in 2014Food Service, Hospitality, and Accommodations: 96 participants hired this yearRetail: 45 participants hiredHealthcare: 20 participants hiredOffice Support: 12 participants hiredManufacturing: 7 participants hiredTransportation/Logistics: 8 participants hiredConstruction: 6 participants hired

Community partners include: Clackamas County High Schools, Clackamas CommunityCollege, Department of Human Services, Housing Authority of Clackamas County, ClackamasCounty Juvenile Department, Oregon Youth Authority, WorkSource Clackamas, regionalbusiness and community organizations

Challenges:Extremely limited resources for preparing the emerging workforce with basic workplaceskillsSchools no longer able to offer the same kinds of work preparation and career explorationclasses that many of us grew up with; much more limited resources in the schools with the focus on academicsBusinesses frustrated with what they see as a lack of work ethic in young workersModern technology and other changes in our culture have eliminated or reduced many ofthe “work preparation” activities that youth traditionally have done in the past. For example, washing dishes, cutting firewood, shoveling snow, picking berries, baby sitting, and yardwork for neighbors, etc. This program is funded just to serve a very specific population. All Clackamas Countyyouth need these same kinds of opportunities.

How can OWIB help?

Encourage businesses to invest in the emerging workforce, both with resources and opportunitiesFunds to support a position to coordinate youth internships throughout Clackamas CountyMore summer programs and opportunities for youth to get hands-on career explorationopportunitiesWork readiness training for all youth in Clackamas County to prepare for the basic expectationsof employment (attendance, punctuality, appearance, ethics, customer service, workplaceetiquette, etc.)

Youth Workforce Partnership- Lane Workforce Partnerships

Lane Workforce Partnership (LWP) Youth Services are operated through contracts with seven Lane County providers, which cover both rural and urban areas. The Workforce & Innovation Opportunity Act (WIOA) funded programs help youth, ages 14-24 years, to re-engage and prepare to be the future workforce through academic and occupational skill development as they transition from school to work.

During the 2014-15 program year, a total of 250 Lane County youth received WIOA program services with the following results:

Educational increase in reading 67 YouthsEducational increase in math 79 YouthsFinancial literacy education 74 YouthsYouth earning a National Career Readiness Certificate 55 YouthsYouth participating in a work experience or internship 124 YouthsYouth completing a pre-apprenticeship program 11 Youths Exited youth who attained a secondary education degree or certificate 71% Exited youth who were placed in employment or enrolled in post-secondary education 78%

During the summer of 2015, LWP partnered with the Department of Human Services (DHS) and Looking Glass Community Services for a highly successful Summer Youth Program where participants completed work readiness classes and limited duration work experiences. For most youth it was their first employment opportunity. All participants, who completed the summer program, received valuable workplace skills as they re-enter the workforce or re-engage with educational providers to complete a secondary degree or credential.

What comes next?

Following the success of this summer’s program and pending funding availability, a pilot project will be designed that would make the Summer Youth Program available year-round in Lane County for DHS youth. This program would offer on-going enrollment to eligible participants who would then receive 8-12 weeks of service, including a work experience placement, academic/career assessments, and a transition plan upon completion.

Lane Workforce Partnership has been very involved in a number youth related sector projects. These projects focus on developing connections between Lane County High Schools to businesses with a collaborative goal of introducing young workers (the emerging workforce) to industry. Examples of the LWP youth sector projects include:

Sponsorship and participation in the Construction and Utility Career Day - 450 studentsexperience a “day in their life” with hands-on activities.

Sponsorship and participation in the Employment and Economic Course. Entering its thirdyear, this course offers high school educators the opportunity to tour local companies thatrepresent consistently strong or growing components of our economy.

Lane County Tech Collaborative - Six tech collaborative response teams focused on issuesrelating to growing and sustaining the tech industry in Lane County. One of the issuesaddressed how to better prepare students as they enter the tech workforce.

Sand and Gravel tours - Local aggregate companies host tour sessions of their respectivework sites for instructors and their students. In the past two years, over 100 students from 13local Lane County School Districts have participated in these tours. Following the tour,students are given the opportunity to apply and interview for positions with the companies.

Participation with the Springfield Chamber Education Committee in their Workplace ProblemSolving Workshops. High school juniors and seniors are paired with local employers to notonly learn about their industry, but problem solve real workplace issues that young workerstypically encounter.

Help facilitate the Lane County Trades Youth Training Academy. A small number ofstudents are selected to participate in pre apprentice programs in sheet metal, electrical andplumbing.

Multiple collaboration efforts to connect local manufacturing, construction, health care,technology companies to Lane County High School Career Technical Education (CTE) andScience, Technology, Engineering, Math (STEM) programs.

Sponsorship and participation in the Lane County Manufacturing Day – scheduled forFebruary 2016

Poverty 2 Prosperity (P2P)- Malheur County

The Career and Technical Education program (CTE), one of the organization’s five-points, is designed to prepare youth to find local jobs while attracting new industry and jobs to Malheur County. The CTE program supports the Governor’s 40-40-20 Plan by offering opportunity youth (students who are at risk of disconnecting from the education system and workforce) a chance to earn technical training preparing them for a successful transition into a career.

The P2P Career Technical Education project is a collaboration between Ontario, Vale and Nyssa school districts, Treasure Valley Community College, Malheur Education Service District, county and state agencies, youth-serving organizations, parents and youth themselves and for the past three years has followed a coordinated approach to improve outcomes for local youth. Through a collaborative process, the CTE Steering Committee members along with Oregon Solutions and some 50 community stakeholders signed a Declaration of Cooperation that pledged their support and made mutually reinforcing commitments to achieve the goals of the project.

The CTE program is one to three years in duration and enable youth to work full-time toward their high school diploma, receive job-skills training, and develop a sense of self-worth by succeeding and failing in a supportive environment. By deepening youth’s skills and knowledge, these efforts enable youth to develop stronger confidence, self-belief, and a desire and capacity to do something meaningful for themselves, their families and their communities. Moreover, this program will create strong mechanisms for elevating youth as a part of the solution for economic recovery.

The CTE Program is implementing curriculum and providing training designed to foster 21st century career skills and expand access to jobs for at-risk, underserved and under-represented students. The first phase of this project started fall 2013 with a Pilot Welding/Fabrication program that included 20 juniors and seniors from Ontario, Nyssa and Vale High Schools. These students earned high school and college credits and will receive a welding pathway certificate.

In fall 2014, a new group of students started cohort 2 welding track at a remodeled Ontario High School Welding lab (TVCC annex) while cohort 1 welding students are continuing their second year at the TVCC welding lab. An allied health professions track, with 67 students attending, was also introduced. Through classroom curriculum and on-site instruction (with industry partners) these students are being introduced to the future of certificate level health care related careers. Other potential programs being considered include automated systems and business technology.

Currently, the welding and allied health programs are taught at multiple locations, due to lack of facility space. Future plans are to construct a CTE Center that would house classrooms and shop facilities on 5 acres, currently owned by Treasure Valley Community College. The Center would facilitate career technical education instruction that could accommodate high school and college students as well as members of the community, along with business and industry sectors. The Center would directly address two of the most important issues facing Malheur County, poverty and workforce development.