1. IMPLEMENTING CHANGE: A NEW LOCAL AGENDA FOR JOBS AND GROWTH In co-operation with the EU Presidency, Irish Government and Pobal 26-27 March 2013, Dublin-Kilkenny, Ireland 9 th Annual Meeting PLENARY SESSION I: A NEW LOCAL AGENDA FOR JOBS AND GROWTH Randall Eberts President, W.E. Upjohn Institute for Employment Research, United States

2. INTEGRATING EMPLOYMENT AND ECONOMIC DEVELOPMENT, LESSONS FROM THE UNITED STATES AND AUSTRALIA March 26th, 2013 Randall Eberts, President, W.E. Upjohn Institute for Employment Research, United States Forum on Partnerships and Local Governance, Dublin & Kilkenny, March 2013 “Implementing Change: A new local agenda for jobs and growth” Hi Bernie, Good morning! Did you hear from Declan by any chance ? Did he send you the cost estimate for the equipment he needs to use for the streaming? Thanks in advance Elisa

3. Employers complain they can’t find enough qualified workers Without qualified workers, employers can’t fill job openings and employers can’t create jobs Increasing skills and improving the match between the supply of and demand for skills is a critical challenge Skills Shortage and Mismatch

4. Real Consequences of Skills Gap Larger the skills gap, the lower the job creation Each dot is a US metro area; data provided by Rothwell, 2012

5. Real Consequences of Skills Gap Larger the skills gap, the higher the unemployment rate Each dot is a US metro area; data provided by Rothwell, 2012

6. OECD/LEED has studied models that integrate workforce development and economic development to increase skills, improve skills utilization, and reduce the skills gap Basic components of integration: – Flexibility – Partnerships – Collaboration Integrating supply and demand

7. Vision Strategic planning Leadership Metrics Resource Alignment Trust Collaborative infrastructure Prerequisites for Effective Collaboration

8. Similarities – Contract out JSA to private providers – Local providers – Performance outcomes – Initial screening and identification of needs JSCI for Australia; WPRS for US – Reemployment Assessment Plans – Strategic plans – Local and state economic development efforts Models of Integration: US and Australia

9. AustraliaUnited States National agency contracts JSALocal WIBs contract JSA and training Payment based mostly on performance outcome Payment based mostly on formula, with financial incentives for making/missing targets National VocEd qualificationsLocal and/or industry qualifications Demand-driven training: industry, unions, professional associations at national level define outcomes required from training Demand-driven training: employers and local community colleges at local level develop training curriculum More national skills standards, national training products Few national skills standards; mostly state and local standards 16 mandated programs co-located at One- Stop Career Centers Local Employment Coordinator: identifies needs and match with employers, education and training facilities Local WIBs offer opportunity to be catalyst for integrating economic development and workforce development at local level Models: Differences

10. U.S. WIBs: Partnership Catalyst WIB Local organizations Leadership role with non-contractual service organizations Federal Programs Administrative fee to WIB $$ $ Administrative accountability State County Government Master Contract County Government Inter-local Agreement Sub- contracts Businesses Non-financial Agreements Memoranda of Understanding Partnership Arrangements $$ Vouchers or training accounts Administrative Agent

11. Payoff to Partnerships States with more local WIBs tend to have higher placement rates

12. Narrowing the gap between demand for and supply of skills is a critical challenge for job creation Local flexibility and autonomy can foster partnerships that connect workforce and economic development The two models provide examples of local areas that use their flexibility to form effective partnerships to help create jobs Conclusion