2010 Adult Education Conference

Creating the New Adult School

Improving Economic Improving Economic Competitiveness Competitiveness Through System Through System

AlignmentAlignment

Dennis PetrieDeputy Director

Workforce Services BranchEmployment Development Department

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“…an organizational change that combines inner shifts in people’s values, aspirations and behaviors with outer shifts in processes, strategies, practices and systems”.

Peter Senge

Profound ChangeProfound Change

LEGISLATIONLEGISLATIONWIA ReauthorizationWIA Reauthorization

Proposed legislation may include guidelines that transform the way adult education schools operate.

Current law does not focus on providing high quality adult education and English language services to dramatically increase the rate at which all students attain career and postsecondary success (too little funding and too many goals).

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WIA ReauthorizationWIA Reauthorization Center for Law and Social Policy

Recommendations: Encourage programs that blend

occupational training with basic skills and English language instruction to accelerate learning and help students gain the skills for higher paying jobs.

Foster stronger connections between the workforce investment and adult education systems to better meet the needs of limited English proficient job seekers and those with basic skills deficiencies.

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WIA ReauthorizationWIA Reauthorization Allow programs that combine job

training, ESL, and adult education, and receive both Title I and Title II funding under WIA, to be accountable for just one set of performance measures.

Revise the WIA Title II purpose and activities to focus on increasing the rate at which students attain career and postsecondary success.

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WIA ReauthorizationWIA Reauthorization The United States Conference of Mayor’s

Recommendations: Align goals of workforce and adult

education around economic competitiveness as a key outcome to provide a streamlined process of education and career preparation.

Adult Education, ESL, Pell Grants and Wagner-Peyser must be funded to reflect their importance as well (not just WIA).

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WIA ReauthorizationWIA Reauthorization

Adult education should be integrated with workforce programming.

Contextualized learning should be integrated with career education.

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WIA ReauthorizationWIA Reauthorization

Make connections

NOW

Don’t wait for

legislation!

Connecting

INTEGRATED SERVICE INTEGRATED SERVICE DELIVERYDELIVERY

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Service Integration Service Integration Skill-based Learning LabsSkill-based Learning Labs

Goals:

1. Develop a talent pool that will meet the demands of regional employers.

2. Implement skill-based service delivery system so that every job seeking customer will have the opportunity to:

Know their skills Enhance their skills Get the best job possible with their

skills

1111

Streamlined ServicesStreamlined Services

One-Stops Pulled together funding streams Broke down the silos Adapted to cultural changes

Integrated Service Delivery

WHY?WHY?

1313

TransformationTransformation

Meet the labor demands of regional employers.

Improve customer service. Expand and improve access to skill

development and job getting services.

Efficient use of limited resources.

To A Skill-Based, Demand Driven Talent Development System

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Talent Development SystemTalent Development System

Collaboration and partnerships. Focus on developing talent for critical

occupational clusters in the region. Recruit and train new workers,

second chance workers, and incumbent workers.

Coaching customers to know and enhance their skills.

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Pre-School, K - 12

Higher Education

IndustryWorkforce

SystemOther

AdultEducation

Lif

elo

ng

Lea

rnin

gTalent DevelopmentTalent Development

A comprehensive strategy to drive regional economic competitiveness, job growth and

new opportunities for workers.

Inside the Learning Labs

WHAT MAKES IT WHAT MAKES IT SUCCESSFUL?SUCCESSFUL?

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Critical Success FactorsCritical Success Factors Context

Organizational Culture and Political Context.

Local/Regional Context. Implementation and Process

Management Structures. Decision-making Processes. Formal and Informal Implementation

Strategies.

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Desired Results

Integrated Service Delivery

Driving Factors

Positives Forces for Change

Barriers

Obstacles to Change

Lewin’s Force Field AnalysisLewin’s Force Field Analysis

1919

Key Change DynamicsKey Change DynamicsTop/Down:

Federal: Budgetary Constraints USDOL: Demand, Common Measures

States: Catalyst, Alignment, Integration WIA Reauthorization: Skills Emphasis

New Workforce System Vision

Bottom/Up: New Economy: “Skill-Match”

Business Customers: Skilled Workers Individual Customers: Need New Skills

Workforce System: Maturation Private Sector: Expectations

2020

Organizational Culture and Organizational Culture and PoliticsPolitics

Drivers Shared mission and

vision Common goals and

measures Common values and

priorities Shared commitment

to customers Compatible data

systems

Barriers Different sense of

mission and purpose One-Stop system

partners held accountable to different goals and measures

Incompatible data system

2121

Local and Regional ContextLocal and Regional Context

Drivers History of

cooperation Good working

relationship between system partner management

Barriers History of conflict

between system partner organizations

Poor relationship between system partners management (or no relationship)

2222

Local and Regional Context Local and Regional Context Cont’dCont’d

Drivers High level of trust

between system partner staff

Shared management philosophy of senior management

Symmetry in size and budget

Common shared place

Barriers Competitive rather

than cooperative management philosophies

Significant asymmetry in budget or personnel

Physical barriers in the work space

2323

Learning Labs FocusLearning Labs Focus Welcoming and Engaging All Customers

Initial Assessment and Skills Review Coaching Resulting in My Action Plan

(MAP) Developing Skills through

Workshops and On-line tools (job getting, skills development and remediation, resource and referral)

Enrollment in Low-Cost Skills Training Assistance in Getting the Best Job Possible

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Integrated Service Delivery Integrated Service Delivery ImplementedImplemented

Integrated Customer Flow Common Customer Pool Reduction in Paperwork Focus on Skill Development – skills

needed in the regional economy Shared Planning Common Outcome Measures

The Workforce Team

WHO IS WHO IS INVOLVED?INVOLVED?

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Key PartnershipsKey Partnerships 49 Local Workforce Investment Boards EDD Local Partners

Community Colleges Adult Education Centers Employers, Public & Private Economic Development Organized Labor Vocational Rehabilitation CBO’s / NGO’s Others

Opportunities to Connect

WHERE DOES WHERE DOES ADULT EDUCATION ADULT EDUCATION

FIT IN?FIT IN?

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Building a ConnectionBuilding a ConnectionMarketing Adult Education Services to

One-Stops

Reading & Math

High School Diploma

GED programs

Workshops &

Trainings

Job Training

ESL

Parent Education

U.S. Citizenship

2929

Management StructureManagement Structure

Drivers An ongoing strategic

planning process A clear well articulated

vision Shared goals by staff Effective functional

management Shared management

responsibility Compatible data

systems

Barriers Lack of strategic

planning Poorly defined, or

no vision Conflicting goals

or no goals Conflicting

management priorities

Incompatible data systems

3030

Formal and Informal Formal and Informal Implementation StrategiesImplementation Strategies

Drivers Team building prior to

implementation Ongoing data collection on

measures of effectiveness Physical integration of the

One-Stop layout Symbolic integration

through titles and logos Providing opportunities for

social interaction among staff and management

Barriers Failure to prepare staff

for integrated environment implementation

Lack of data feedback on results from the integration process

Not reinforcing the change process after implementation

Lack of social interaction between system partner staff

Thank YouThank You

Dennis PetrieDennis PetrieDeputy DirectorDeputy Director

Workforce Services BranchWorkforce Services BranchEmployment Development Department Employment Development Department

Dennis.Petrie@edd.ca.govDennis.Petrie@edd.ca.gov