1. Workforce Training and Education Coordinating Board Employer Engagement: A Possible Model Framework Agnes Balassa, ESD Eric Wolf, Workforce Board

2.  One of three Steering Committee key strategic priorities for the state’s WIOA strategic plan  Pathways and Local Governance/Sector Subcommittees both explored strategies for improving employer engagement.  the big question: What can we do to engage employers as partners in our workforce development system to produce a better-trained workforce directly responsive to their skill needs? Employer Engagement and the WIOA Strategic Plan

3. Suggested answer :  Build on current employer engagement efforts to create a framework that  Aligns across sector strategies, career pathways, etc.  Creates greater consistency and shared expectations  Recognizes the leadership role required of WDCs in WIOA  Provides a vehicle for tracking, training and continuous improvement  Fits together the many pieces of the employer engagement puzzle So,  Is there value in creating a standardized approach statewide?  Does creating a state framework for employer engagement help make state guidance and resources clearer to locals? Employer Engagement and the WIOA Strategic Plan

4. A proposed model for employer engagement

5.  WIOA Section 197(d)(4) EMPLOYER ENGAGEMENT- Local Boards shall lead efforts to engage with a diverse range of employers and with entities in the region.  Multiple references to employer engagement  New focus on employer-led/employer engaged workforce development strategies:  Sector strategies  On-the job-training  Incumbent worker training  Apprenticeship  Etc… Employer Engagement under WIOA

6. What exists:

7.  Developed by partnership of 3 WDCs across 2 states to create a consistent approach to business engagement in a regional economy  Why start with this model?  Current - the most recent thinking on employer engagement  Informed by/consistent with other models  Tested  Approved by business  Who informed the development of this model?  Research on sectors/employer engagement  A business led steering committee  WDC directors and staff The Columbia-Willamette Regional Collaborative Model

8.  Existing State Resources/Strategies  State Sector framework  Employment and economic information  Reports produced by state and locals Phase I: Investigate Goal: Determine target industries Determine growth sectors to investigate Ensure relevance in two or more WIB regions Evaluate industry against 10+ considerations relating to growth, relevance to economic development activities, and other key factors Make a recommendation to the Regional Competitiveness Committee (RCC) Pursue approved industries using the 5-phase approach Quantitative Data Analysis Core /driver industries Inter-industry linkages Qualitative Validation Data validation thru on-the- ground, real- time observation Collaboration: Strategies… Action

9.  What could we do to take this to the next level?  Emphasize skills and competencies (Attachment A: The German Federal Employment Agency’s Virtual Job Market)  Explore opportunities to use Monster/common management information system (MIS)/other sources of labor market data to inform data-based mapping of job-seeker skills and competencies, as well as employer needs Phase I: Investigate

10. Phase II/III: Inventory & Analyze/ Convene Goal: Vet growth trends, produce industry report Conduct a baseline review of demand-side (employer) and supply-side (labor pool) data Analyze industry trends, review existing research/reports Conduct employer workforce survey to gather primary, local data Analyze gathered intelligence Produce a brief industry re- port focused on local issues, trends, and labor shed data Goal: Prioritize potential workforce initiatives Present potential workforce initiatives and investments to industry Collect input from industry about how to prioritize potential strategies Identify industry stakeholders who commit to guiding implementation of identified priorities. Convene industry panel(s) targeted toward specific strategies Develop preliminary action plans for selected initiatives Existing State Resources/ Strategies Employer Engagement Checklist (Attachment B) Business Impact Primer (Attachment C) Industry Skill Panels (Attachment D)

11.  What could we do to take this to the next level?  Feedback in subcommittees is that the system could do a better job “speaking the language of businesses” and coordinating employer outreach.  Prioritize enhanced professional development on employer engagement strategies and tactics  Support WDC requirement to “lead employer engagement”  Encourage WorkSource as a single point of contact for business access to workforce system services, facilitating relationships between employers and the one-stop partners  Use new Monster solution as labor matching service for all job seekers Phase II/III: Inventory & Analyze/ Convene

12.  Existing State Resources/Strategies  Multiple efforts already on the ground  A robust toolbox to draw from:  Training and skill certification – classroom/online, on-the- job, apprenticeship, career pathways, etc.  Enhanced employee recruitment and job matching Phase IV: Act Goal: Implement workforce initiatives  Develop an operational plan for WIB staff  Execute plans, monitor progress  Provide Industry Panels and Collaborative leadership with status reports at agreed-upon intervals.  Identify roadblocks or barriers and address them in a timely manner.  Continue to re-evaluate industry trends in real time as initiative(s) are carried out

13.  What could we do to take this to the next level?  Invest in the training and deployment of career and business navigators  Expand availability of just-in-time training, credentialing, and customized training Phase IV: Act

14. Existing Resources/Strategies  Possible Model Tool: Oregon Workforce System Sector Progress Report (Attachment E)  Other tools may also exist throughout the state. Phase V: Evaluate Goal: Produce a final report, identify next steps Conduct quantitative and qualitative data collection through a variety of methods from project participants and stakeholders Analyze data and vet initial findings Prepare reports targeted to industry employers and consortia, public officials, and media Present findings, where appropriate, to targeted groups in web-based or in- person forums Convene Industry Panel for close-out meetings to articulate a final recommendation to the RCC regarding next steps with the industry.

15.  Developed in Oregon in 2014 to inform the state workforce board on progress toward implementing sectors  Created by state LMI group and a team of partners in response to Governor’s Office request.  Serves as a tracking tool to accompany a model like the Columbia-Willamette Collaborative  A WA version could be built into state & regional/local strategic plan Tracking and Self-Assessing Employer Engagement Strategies

16.  Should we build on current employer engagement efforts to create a framework like the one presented?  Is there value in creating a standardized approach statewide?  Does creating a state framework for employer engagement help make state guidance and resources clearer to locals? Employer Engagement and the WIOA Strategic Plan

17. Next Steps?