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www.spra.com Workforce Strategies: Best Practices in Six States National Association of State Liaisons for Workforce Development Partnerships Winter Meeting January 22, 2007 Washington D.C.
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2 Study Objectives Explore what other states have done to consolidate, integrate, or coordinate their workforce systems Examine costs and benefits of each strategy Identify cross-cutting themes
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3 Data Collection Interviews with six national experts who recommended states to review Interviews with 24 state respondents—4 per state, representing state workforce system and partners, including: –State WIB directors –State workforce agency administrators –Education & adult ed administrators –Community college and technical education administrators
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4 Selected States
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5 Definitions Consolidation: merging multiple workforce programs into a single agency Integration: diminishing program-specific boundaries at the state and local levels Coordination: using formal or informal mechanisms, such as work groups, to manage the workforce system
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6 CONSOLIDATION
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7 Consolidation To bring multiple partners involved in workforce investment under one roof, including economic development and education agencies To achieve alignment of workforce system vision To attain efficiency What Guides Choices
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8 Programs Consolidated with Workforce Development in Six States FLMIORPATXUTWA JTPA / WIA ES / UI Adult Basic Education Career Technical Education Community Colleges Economic Development * TANF Vocational Rehabilitation *Until six months ago, Michigan’s Division of Economic Development was consolidated within its Workforce Development Agency.
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9 Consolidation Decide to consolidate: executive order, legislation, consensus from state agency heads Turn workforce agency into a quasi-public entity Seek federal assistance— inform DOL staff Create evaluative measures Steps to Implement
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10 Consolidation: Costs & Benefits Costs Resources—dollars, staff time, technology Organization & culture change chaos Benefits Avoid duplication of services Resource & personnel efficiencies Increased performance
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11 INTEGRATION
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12 Integration: Approaches –Cross-program accountability measures –Common management information system Local One- Stop system integration –Local administration of workforce programs –State-directed guidance, policies, technical assistance Integration through accountability measures
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13 Integration: Steps to Implement Transfer authority to local boards Federal waivers to facilitate local control Develop policies (One- Stop certification, co-enrollment) Create uniform One- Stops Local One- Stop system integration
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14 Integration: Steps to Implement Legislative mandate Inclusive MOUs, agreements Scorecards, real-time reports One-Stop MIS Connections to other MIS Integration through accountability systems & integrated MIS
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15 Integration: Costs & Benefits Local One-Stop system integration Time (planning & implementation) costs Redesign, staff training costs Cost overruns & mistakes are inevitable Job-seekers receive services from any staff Employers receive consistent services State saves money and garners partner support
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16 Integration: Costs & Benefits Cross-program performance measures & integrated MIS Lack of state government agreement Resistance from partners MIS development/data collection costly Encourages integration Develops consistency, quality Increases partner stake in the system
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17 COORDINATION
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18 Coordination: Steps to Implement Create positions or leadership groups Redraft MOUs Intra-agency staff meetings Inter-agency project staffing Local career center review process Coordination within the primary workforce agencies
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19 Coordination: Steps to Implement State board committees (Alignment, WFD/EcoDev/Ed) Mutual representation on boards Weekly meetings w/WFD & EcoDev Sector strategies Regional planning Coordination w/economic development
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20 Coordination: Steps to Implement State funding for voc/tech & community colleges based on LMI alignment State board & other committees Inclusive strategic planning Workforce liaison to partner agencies Referral pathways to partner agencies Coordination w/education
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21 Coordination: Costs & Benefits Struggle to maintain partner involvement and foster deep system building Challenge of cultural differences Deciding where partners “fit” Beneficial to all customers Aligned decisions, collaboration on project efforts
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22 CROSS-CUTTING THEMES
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23 Cross-cutting Themes Leadership Develop a vision and a strategy Identify the desired outcome Align workforce development, economic development, and education Make business a primary customer Establish principles and priorities within which the local system can operate
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24 Cross-cutting Themes Process Acknowledge that different efforts call for different types of state intervention Collect data to support the chosen reform approach Engage multiple levels of leadership Anticipate the challenges of cultural differences across partner agencies Document everything
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25 Cross-cutting Themes Funding Fund your priorities--it demonstrates the state's commitment to change Do not underestimate the talent requirements for successful implementation Invest in change management Foster mini-entities within the larger system to innovate and experiment
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Social Policy Research Associates 1330 Broadway, Suite 1426 Oakland, CA 94612 (510) 763-1499 www.spra.com www.spra.com Contact: Melissa Mack Melissa_Mack@spra.com
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