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Oregonians like to think things look different in our state,
with a breathtaking public coastline, majestic mountain
peaks, striking river gorges, peaceful high deserts, all
surrounding thriving urban communities. Workers want
to come to Oregon. Silicon Valley firms are expanding
in the Silicon Forest instead because that's where their
employees want to be.
Oregon's desirable livability, skilled workforce,
competitive costs, and access to foreign markets are
all tremendous assets. These assets have helped to
grow headquarters of world-famous companies such
as Nike and Columbia Sportswear in Oregon, as well as
significant presences of leading companies such as Intel,
Precision Castparts, Adidas, Boeing, and Daimler.
Whether it's semiconductors, software code, sportswear
or some craft ale at Oregon's 197 breweries, the creative
people across the state's diverse industries have a
passion to make great things here in Oregon.
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StSj?^^?^&s.e3SBlsS^ Ss;;s;hfThe largest Capital construction project in Oregon's history, Intel's $6+ billion
D1X fabrication facility under construction.
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CALIFORNIA
LOW BUSINESS TAXESOregon has had one of the top five lowest effective business
tax rates in the country for the past five years, according
to Ernst & Young nationwide studies. Oregon has no sales
tax, and corporations that operate in Oregon but sell goods
in other states pay corporate income taxes based solely on
company sales within the state of Oregon,
DEPENDABLE ENERGYDue to Oregon's ability to harness hydropower, Oregon's
energy costs are among the lowest industrial rates in the
U.S., averaging about six cents per kilowatt hour (kWh).
This is approximately half of the average industrial rate
available in California.
SKILLED WORKFORCEYoung, talented professionals are choosing Oregon as
their home at an increasing rate. Apparel designers,
green building architects, advertising creatives, and
others look to Oregon for jobs in their industries and the
quality of life found here. Oregon is particularly strong in
semiconductor and other silicon-based manufacturing,
with a highly-skilled, high-tech workforce of more than
70,000 Oregonians.
INNOVATION CAPACITYOregon backs a half dozen signature research centers and
initiatives spurring the development of new technology
startups. These investments create new technologies that
spawn new companies that create new jobs for Oregonians.
They also serve as R&D resources for companies, accessing
University capacity for the private sector.
EB-5 INVESTMENT VISASThe EB-5 Immigrant Investor Visa, administered by the U.S.
Citizenship and Immigration Service (USCIS), is available to
those seeking to enter the United States in order to invest
in a new commercial enterprise that will benefit the U.S.
economy and create at least 10 full-time jobs. The program
applies to those creating a new commercial enterprise in
Oregon or investing in a troubled business.
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Living in OregonOregon's of course a pretty incredible place to live, as well as grow
your business. Oregon is the number one destination among people
who moved from one U.S. state to
another. The city of Portland is a nice
balance between big city and close
community, and Oregon's diverse
landscape, people and culture can
provide something for everyone.
Oregon is thetop destinationfor Americansmoving to a
new state.- CNN Money
You can surf on the Oregon coast,
wade its tide pools and enjoy the bounty of Dungeness crab. Oregon's
Willamette Valley is home to the finest pinot noir vineyards, and
incredible rivers and public gardens. Portland is the commercial
center of the state, with an engaging urban environment providing
arts and culture attractions year-round. The high desert of central
Oregon is a beautiful natural attraction, with snow sports drawing
travelers in the winter and incredible golf and hiking in the summer.
Nearly year-round, within a 1-3 hour drive, you can enjoy hiking,
surfing, rafting and skiing.
Oregon's natural beauty, outdoor sports, thriving culture, cuisine, food
products, beer, wine, all add up to a thriving place to work and play.
Sustainable OregonOregonians have always put great value on the long-term health
of the environment in which they live, work and play, so we
take a long-term view when making investments in economic
development.
Oregon had the foresight to set up a renewable energy-friendly
environment ahead of the pack. Public policy helped Oregon's
wind energy industry get off the ground in Eastern Oregon.
Oregon's wind farms put the state into the top five for wind energy
production and the state is home to one of the largest wind
farms in the world. Shepherds Flat. Wind, solar, wave, biomass
and geothermal energy development is all happening in Oregon,
in addition to green building design, environmental monitoring
technology, sustainable urban planning and more.
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Just pick us!
Things You Might Not Know About Oregon...Oregon's population growth rate ranked 6th fastest among the states from 2015 to 2016 primarily due
to people moving to Oregon for employment and quality of life. Some key facts include:
• Oregon has been adding jobs faster than the nation since 2013 and its current unemployment
rate is tied with the lowest ever recorded.
• Oregon has the highest concentration among states of employment in logging (which you
might expect), BUT...
• Oregon also has the highest concentration among states of employment in semiconductor and
electronic component manufacturing.
• Oregon ranks 2nd in highest concentration of employment at wineries (behind California).
• Oregon has the 5th highest concentration of employment at breweries.
Best Practices to Share—Oregon is an innovative leader with many best practices to share. Some potential site visits and tours
include:
• Oregon Manufacturing Innovation Center (OMIC): New collaborative partnership of industry,
higher education, and government to enhance the competitiveness of the metals manufacturing
industry through research, development, and innovation.
• MacLaren Youth Correctional Facility: Provides comprehensive treatment, education, and job-
readiness services with an emphasis on state-of-the-art vocational training offering in-demand
certificates.
• Career Pathways: Oregon has been a national leader in career pathways innovation, development,
and expansion.
• Boeing: Unique apprenticeship programs in partnership with OMIC and based on the AdvancedManufacturing Research Center in Sheffield, UK.
• Portland Opportunities Industrialization Center + Rosemary Anderson High School: Provides
alienated at-risk youth with education and career training.
Entertainment and Events...Oregon is an extraordinary state! There is so much to see and do! Portland and the surrounding areas
are full of exciting places to visit, eat and drink, and explore. Some potential events and
entertainment include:
• Tour and reception at Nike World Headquarters
• Local winery tour and tasting
• River cruise
Special thanks and appreciation to ...
Local brewery tour and tasting
Forest Park hiking and cycling
Madden Industrial Craftsmen, for sponsoring this presentation.
Heather Ficht, Executive Director of the East Cascades Workforce Development Board,for
coordinating with Bend Chamber of Commerce, Hydro Flask, Humm Kombucha,and Deschutes
Brewery to bring you these outstanding, high-quality products.
Shari Dunn, Executive Director of Dress for Success Oregon, for coordinating with Oregon Hill
Jam
Heather DeSart, Executive Director of Northwest Oregon Works, for coordinating with the
Tillamook Co-Op.
Business Oregon
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WHY A REGIONAL PLAN? PLAN GOALS
There are a variety of good public and private effortsunderway to improve the quality of the regionalmanufacturing workforce. The challenge is that these effortsoften work in isolation, which diminishes the overall impact
to the industry. The fact is the magnitude of the challengerequires multiple stakeholders to work together to have ameaningful and sustainable impact on the supply ofwell-trained manufacturing workers.
COLLABORATIVE MODEL
Our proven five-step business model directly involves
industry in the design, development, delivery, and oversightof regional workforce programs and services. We delivered
results for industry under the 2013-2015 ManufacturingWorkforce Plan and have now evaluated and revised
strategies for a new two-year plan.
The Columbia-Willamette Workforce Collaborative is a
partnership that delivers a unified approach to serve
industry, support economic development, and guide publicworkforce investments in the Portland-Vancouver
Metropolitan area. We work with industry to identify andremove barriers that stand in the way of cultivating and
sustaining a skilled workforce.
Phase IInvestigate(Completed)
Under the guidance of local companies, we developed a three-point plan to address manufacturing's workforce challenges.
THECOLLABORATIVE
Phase IIInventory/Analyze
Phase IIIConvene
(Completed)''•}sss°'
DRIVEN BY THE INDUSTRIES WE SERVE
Manufacturers provide jobs, spark innovation, and
spur productivity, giving our region a competitive edge.Recognizing this critical role in the local economy, weworked with industry to pinpoint their key workforcechallenges and develop strategies that would movethe needle.
Updating the Manufacturing Workforce Plan was accomplishedthrough a series of planning sessions with industry, education,
workforce, economic development, and community stakeholders
from throughout the six-county Oregon and SW Washingtonregion. Through this process, stakeholders identified andprioritized several high-level goals and strategies the public
workforce system can deploy to more effectively support theindustry. While many of the same challenges persist in theindustry, three major themes surfaced:
• The manufacturing workforce is aging and not enoughyoung workers are entering the industry.
• Manufacturers need to draw more non-traditional
candidates, such as women and people of color, to
the industry in order to increase diversity and meetemployment demand.
• Manufacturers need tools and resources to develop and
advance their current workers.
"As a growing company, we are constantly working to attract, train, and retain a skilledmanufacturing workforce. We believe it's important for manufacturers to work closely withlocal cities, counties, and schools to ensure we're developing the next generation of talentright here in the community."
Founder & President of Benchmade Knife Company
Outcomes
• Support 150 youth internships in manufacturin
• Create 1,700 manufacturing career-related
learning experiences
• Develop an industry messaging platform,
approach, and materials to raise awareness of
existing programs and opportunities
200 manufacturers engage with youth programsand K12 education
Connect 15 educator teams with manufacturingworksite externships
Increase the number of students participating inand completing CTE programs in manufacturing
CONNECT MANUFACTURERS TO THE RIGHT CANDIDATES NOW
Outcomes
800 WorkSource job seekers pursuemanufacturing careers through training or jobplacement services
700 WorkSource job seekers are connectedto manufacturing employment after receivingtraining and/or placement services
150 manufacturers hire and train WorkSource
customers using work-based training models
such as apprenticeship, OJT, and internships
45 companies sign-on in support of and hire from
the Certified Production Technician program
Increase the number of non-traditional
candidates pursuing manufacturing careers
through WorkSource
STRENGTHEN THE MANUFACTURING COMMUNITY
Outcomes
• 100 manufacturing workers complete
interpersonal, skill-development training
• 50 workers complete leadership/supervisorytraining
• Five peer-to-peer learning events are facilitated/
coordinated by the Collaborative.
25 manufacturers begin or enhance internal
training programs for employee career
advancement after receiving a Collaborative
apprenticeship partner and/or MEP partnertechnical assistance.
Columbia-Willamette Workforce Collaborative Manufacturing Workforce Plan 2016-2018
COLUMBIA-WILLAMETTE MANUFACTURING INDUSTRY PANEL
EXECUTIVE COMMITTEE:
David Fee, Benchmade
Paul Untalan, Q&D Manufacturing
Jay Schmidt, Silicon Forest Electronics
COLLABORATIVE MANUFACTURING LEAD:
Jesse Aronson, Worksystems
PROVIDED INPUT IN PLANNING AND DEVELOPMENT
Ae rate k
Ascentec EngineeringBenchmade
Blount
Boeing
Columbia Machine
Columbia Steel
CRB Manufacturing
Dave's Killer Bread
Elkhart Plastics
COLLABORATIVE PARTNERS
All Hands Raised
Clackamas Community College
dark College
Greater Portland Inc.
State and Regional EconomicDevelopment Entities
Enoch Manufacturing
Express
Gaylord Industries
KCR Manufacturing
Leupold & Stevens
Linear Technology
Madden Industrial
MFG21Microchip
Miles Fiberglass
Impact NW
Impact Washington
K-12 Career Technical Education
Lower Columbia College
Mt. Hood Community College
Oregon Manufacturing ExtensionPartnership
QUESTIONS?
Jesse Aronson
Lead, Worksystems
Multnomah & Washington Counties
& City of Portland
(503) 478-7324
jaronson@worksystems.org
Amy Oakley
Clackamas Workforce Partnershio
Clackamas County
(503) 657-6770
amy.oakley@clackamasworkforce.org
w>?il"k.systems
The Partlanil Metro Workforce Deielnpment Bnard
ClackamasWorkforcePartnershipVOHKFDNCE DEVELOFUEMT BOABO
Pacific Power Group
Q&D Manufacturing
SEH America
Silicon Forest Electronics
Silver Eagle Manufacturing
Sunset Manufacturing
Tosoh Quartz
Tube Specialties
Vigor Industrial
Oregon Tradeswomen
Pacific NW Defense Coalition
Pacific NW Manufacturing Partnership
Portland Community College
WorkSource Oregon and Washington
Cass Parker
Workforce Southwest Washington
dark. Cowlitz & Wahkiakum Counties
(360) 567-1076
cparker@workforcesw.org
workforceSOUTHWEST WASHINGTON
0
MANUFACTURINGWORKFORCE PLAN
For the Counties of Clackamas, dark,
Cowlitz, Multnomah, Wahkiakum,
and Washington & the City of Portland
THE COLUMBIA-WILLAMETTEWORKFORCE COLLABORATIVE
Working together to support and develop regional talent.
lAfi>?<lak.y Ste m s ^«
The Portland Metro Workforce Development Board
workforceSOUTHWEST WASHINGTON
ClackamasWorkforcePartnershipVOHKFORCE DEVEtDPUEir BOAFIS
CWWC Manufacturine Scorecard 2016 - 2018
Updated;
Goal
1; Make Manufacturing a Career Choice for the Emerging
Workforce
Targets 8 Timelines
GoalProgress to
date
Progress to
goalStart Date
Target End
Date
Date
Completed
Status
Updates to be reported at Industry Panel meetings for the preceding quarter
Support 150 youth internships in manufacturing
create 1/700 manufacturing career-related learning
experiences
Develop an industry messaging platform, approach, and
materials to raise awareness of existing programs and
3pportunitjes
200 manufacturers engage with youth programs and K12
sducation
Connect 15 educator teams with manufacturing worksite
sxternships
Increase the number of students participating in and
completing CTE programs in manufacturing
2: Connect Manufacturers to the Right Candidates Now
150
1,700
NA
200
15
NA
Goal
42
1,882
NA
Ill
7
NA
Progress to
date
23%
110%
0%
55%
46%
0%
Progress to
goal
06/30/2016
06/30/2016
12/1/2016
6/30/2016
6/30/2016
Start Date
8/1/2017
Target End
Date
Date
Completed
iti!l gathering industry support and investment for campaign.
iusinesses who participated in MFG Day 2016
\leed to collect baseline CTE program data
Updates to be reported at Industry Panel meetings for the preceding quarter
SOOWorkSource job seekers pursue manufacturing careers
throught raining or Job placement services
700 WorkSourcej'ob seekers are connected to manufacturing
employment after receiving training and/or placement
services
150 manufacturers hire and train WorkSource customers
using work-based training models such as apprenticeship,
OJT,and internships
45 companies sign-on in support of and hire from the
Certified Production Technician program
Increase the number of non-traditional candidates pursuing
manufacturing careers through WorkSource
3: Strengthen the n/tanufacturing Community
800
700
150
45
NA
Goal
516
193
199
15
NA
Progress to
date
64%
28%
132%
33%
Progress to
goal
6/30/2016
6/30/2016
6/30/2016
6/30/2016
Start DateTarget End
Date
Date
Comi
t represents job seekers who completed training or are currently taking manufacturing related training.
t represents Job seekers who have completed training and have been connected to manufacturing employment
Updates to be reported at Industry Panel meetings for the preceding quarter
100 manufacturing workers complete interpersonal, skill-
development training
50 workers complete leadershtp/supervisory training
Five peer-to-peer teaming events are facilitated/coorctinatect
by the Collaborative
25 manufacturers begin or enhance internal training
programs for employee career advancement after receiving a |
Collaborative apprenticeship partner and/or MEP partner
technical assistance
100
50
5
25
0
0
0
0
0%
0%
0%
0%
NOTE; The governor signed this measure on 5/21/2014.
^u^SSENATE BILL 14-205
BY SENATOR(S) Newell, Heath, Johnston, Jones, Kefalas, Schwartz,Todd;also REPRESENTATIVE(S) Young, Becker, Exum, Fields, Hullinghorst,Kagan, Kraft-Tharp, Labuda, Lebsock, Lee, Mitsch Bush, Pabon, Pettersen,
Primavera, Rosenthal, Ryden, Salazar, Tyler, Williams.
CONCERMNG THE TALENT PIPELINE WORKING GROUP WITH THE STATEWORKFORCE DEVELOPMENT COUNCIL INTHEDEPARTMENT OF LABORAND EMPLOYMENT.
Be it enacted by the General Assembly of the State of Colorado:
SECTION 1. In Colorado Revised Statutes, add 24-46.3-103 asfollows:
24-46.3-103. Key industries talent pipeline working group.(1) (a) THE GENERAL ASSEMBLY HEREBY FINDS,. DETERMINES, ANDDECLARES THAT:
(I) COLORADO'S ECONOMY IS DF/ERSE AND CONSTANTLY CHANGD^GAND ITS KEY INDUSTRffiS ARE DEPENDENT ON AN ACCURATELY SKILLEDWORKFORCE TO CONTINUE TO THMVE;
Capital letters indicate new material added to existing statutes; dashes through words indicatedeletions from existing statutes and such material not part of act.
(II) COLORADO'S KEY INDUSTRY EMPLOYERS CONTINUE TO LACKTHE SKILLED WORKERS THEY NEED TO STAY AND GROW IN THE STATE;
(Ill) COLORADANS MISS OPPORTUNITIES FOR GOOD JOBS IN GROWINGINDUSTRIES BECAUSE THEY DO NOT HAVE ACCESS TO THE RIGHTEDUCATION, TRAINING, ORADEQUATEHANDS-ONEXPEREENCEATTHE RIGHT
TIME TO SECURE EMPLOYMENT;
(IV) PROVIDING CLEAR ACCESS TO INDUSTRY-DRIVEN CAREERPATHWAYS FOREDUCATION AND EMPLOYMENT ADVANCEMENT CAN RESULTIN LONG-TERM IMPROVEMENTS IN THE ECONOMIC WELL-BEING OF
COLORADANS AND WILL PROVIDE INDUSTRIES WITH THE TALENT PIPELINENEEDED TO THRIVE NOW AND IN THE FUTURE;
(V) CREATING A COORDDMATED SYSTEM TO ADVANCE THE SKILLSAND EDUCATIONAL ATTAINMENT OF COLORADANS ACROSS WORKFORCEDEVELOPMENT AND EDUCATION, IN ALIGNMENT WITH ECONOMICDEVELOPMENT GOALS, AND IN PARTNERSHIP WITH INDUSTRY IS THE MOSTPROMISING WAY TO ADVANCE COLORADANS AND SUPPLY INDUSTRY WITHTHE TALENT IT DEMANDS;
(VI) DEEP, AUTHENTIC, AND ONGOING EMPLOYER ENGAGEMENTAND FNPUT IS CRITICAL TO ENSURE THAT EDUCATION AND TRAININGPROGRAMS ARE ALIGNED WITH THE REAL AND CURRENT NEEDS OFDOUSTRY; AND
(VII) SECTOR PARTNERSHIPS ARE A PROVEN, ESTABLISHED MODELOFENGAGINGEMPLOYERS AND COORDINATING WORKFORCEDEVELOPMENT,ECONOMIC DEVELOPMENT, AND EDUCATION IN RESPONSE TO THE NEEDS OFINDUSTRY AND ON BEHALF OF WORKERS SEEKING GOOD JOBS.
(b) THE GENERAL ASSEMBLY FURTHER FINDS, DETERMINES, ANDDECLARES THAT IT WILL BE BENEFICIAL TO CREATE A WORKING GROUP WITHTHE STATE COUNCIL COMPRISED OF REPRESENTATWES FROM THE RELEVANTSTATE DEPARTMENTS AND OFFICES TO DISCUSS AND DETERMINE THE MOSTEFFECTIVE WAY TO USE SECTOR PARTNERSHIPS AT THE REGIONAL LEVEL TOALIGN WORKFORCE DEVELOPMENT, ECONOMIC DEVELOPMENT, AND
EDUCATION IN THE STATE TO THE NEEDS OF KEY DSDUSTRIES.
(2) THE STATE COUNCIL, THE DEPARTMENT OF HIGHER EDUCATION,
PAGE 2-SENATE BILL 14-205
THE DEPARTMENT OF EDUCATION, THE DEPARTMENT OF LABOR ANDEMPLOYMENT, AND THE COLORADO OFFICE OF ECONOMIC DEVELOPMENTSHALL WORK COLLABORATIVELY TO:
(a) DISCUSS AND DETERMINE NEEDS ACROSS KEY INDUSTRIES ANDOCCUPATIONS INCLUDING CHALLENGES AND OPPORTUNITIES ENDEVELOPINGAND GROWING RELEVANT TALENT PffELINES;
(b) ENSURE THAT THE TALENT PIPELINE DEVELOPMENTINFRASTRUCTURE INCLUDES:
(I) A LISTENING PROCESS TO COLLECT WORKFORCE NEEDS FOR KEYINDUSTRIES' EMPLOYERS;
(H) CURRICULUM ALIGNMENT FOR HIGH-DEMAND OCCUPATIONSKILL NEEDS;
(Ill) OCCUPATION-ALIGNED EDUCATION AND TOAINING OPTIONSWITH A CLEARLY ARTICULATED PROGRESSION;
(IV) SKILLS ASSESSMENTS; AND
(V) ACADEMIC CAREER COUNSELING;
(c) UTILIZE SECTOR PARTOERSfflPS TO:
(I)ADVISETHEDEVELOPMENTOFCAREERPATHWAYPROGRAMSFORCRITICAL OCCUPATIONS IN KEY INDUSTRIES; AND
(II) ENSURE THE COORDINATION OF EDUCATION AND WORKFORCEDSHTDmVES TO DEVELOP A STRONG TALENT PIPELINE; AND
(d) UTILIZE EXISTING MEASURES AND DATA SYSTEMS TO MPROVESYSTEMS ALIGNMENT AND INTER-AGENCY COMMUNICATION.
(3) (a) IN DOING THE WORK SPECIFIED IN SUBSECTION (2) OF TfflSSECTION, THE STATE COUNCIL, m PARTNERSHIP WITH THE DEPARTMENT OFfflGHER EDUCATION, THE DEPARTMENT OF EDUCATION, THE DEPARTMENTOF LABOR AND EMPLOYMENT, AND THE COLORADO OFFICE OF ECONOMICDEVELOPMENT, SHALL COORDINATE THE PRODUCTION OF AN ANNUAL
PAGE 3-SENATE BILL 14-205
COLORADO TALENT REPORT. IN PREPARING THE ANNUAL COLORADOTALENT REPORT, THE STATE COUNCIL, THE DEPARTMENTS, AND THE OFFICE
MAY USE PREVIOUSLY COLLECTED DATA AND ARE NOT REQUIRED TOCOLLECT NEW DATA FOR THE PURPOSES OF THE REPORT. THE TALENT
REPORT SHALL:
(I) TAKE INTO CONSIDERATION THE DATA CONTAINED m THEANNUAL JOB SKILLS REPORT PRODUCED BY THE DEPARTMENT OF HIGHEREDUCATION AND USE SUCH DATA TO INFORM WORKFORCE DEVELOPMENTISSUES ACROSS KEY INDUSTRIES;
(II) UTILIZE STATE-LEVEL DATA GENERATED FROM STATE-LEVELSOURCES WHENEVER POSSIBLE;
(Ill) UTILIZE, AND AS APPROPRIATE, EXPAND EXISTINGDATA-SHARING AGREEMENTS BETWEEN AGENCIES AND PARTNERS;
(IV) PROVIDE A PROGRESS REPORT ON THE STATUS OF CAREERPATHWAY PROGRAMS TARGETED AT KEY INDUSTRIES;
(V) PROVIDE AN ANALYSIS OF DATA REGARDING THE SKILLSREQUIRED FOR KEY INDUSTRY JOBS;
(VI) INCLUDE RECOMMENDATIONS RELATED TO ADVANCING TALENTPIPELINE AND CAREER PATHWAYS DEVELOPMENT; AND
(VII) INCLUDE RECOMMENDATIONS REGARDING THE ALIGNMENTAND CONSISTENCY OFDATANOMENCLATURE, COLLECTIONPRACTICES, AND
DATA-SHARING.
(b) THE HEADS OF THE DEPARTMENT OF HIGHER EDUCATION, THEDEPARTMENT OF EDUCATION, THE DEPARTMENT OF LABOR AND
EMPLOYMENT, AND THE COLORADO OFFICE OF ECONOMIC DEVELOPMENTSHALL INCLUDE THE RECOMMENDATIONS FROM THE STATE COUNCIL, ANDANY COMMENTS THEY MAY WISH TO ADD CONCERNING THERECOMMENDATIONS, TO THE HOUSE OF REPRESENTATIVES AND SENATECOMMITTEES OF REFERENCE WITH JURISDICTION OVER BUSINESS ISSUES BYJANUARY 1, 2015. THE HEADS OF THE DEPARTMENTS SHALL ANNUALLYPRESENT SUCH RECOMMENDATIONS AND COMMENTS DUMNG THELEGISLATIVE HEARINGS REQUIRED PURSUANT TO THE "STATE
PAGE 4-SENATE BILL 14-205
MEASUREMENT FOR ACCOUNTABLE, RESPONSIVE, AND TRANSPARENT(SMART) GOVERNMENT ACT", PART 2 OF ARTICLE 7 OF TITLE 2, C.R.S.
SECTION 2. In Colorado Revised Statutes, 24-46.3-101;add(10)
and (11) as follows:
24-46.3-101. State work force development council - creation -
membership - funding through gifts, grants, and donations - talentpipeline cash fund. (10) THE STATE COUNCIL IS AUTHORIZED TO SEEK ANDACCEPT GIFTS, GRANTS, OR DONATIONS FROM PRIVATE OR PUBLIC SOURCESFORTHEPURPOSES OF THIS ARTICLE; EXCEPT THAT THE STATE COUNCIL MAYNOTACCEPTA GIFT, GRANT, OR DONATION THAT IS SUBJECTTO CONDmONSTHAT ARE INCONSISTENT WITH THIS ARTICLE OR ANY OTHER LAW OF THESTATE. THE STATE COUNCIL SHALL TRANSMIT ALL PRWATE AND PUBLICMONEYS RECEP/ED THROUGH GIFTS, GRANTS, ORDONATIONS TO THE STATETREASURER, WHO SHALL CREDIT THE SAME TO THE TALENT PIPELINE CASHRJND CREATED IN SUBSECTION (11) OF TfflS SECTION.
(11) (a) THE TALENT PIPELINE CASH FUND, REFERRED TO IN THISSUBSECTION (11) AS THE "FUND",IS CREATED IN THE STATE TREASURY. THEFUND CONSISTS OF ANY MONEYS THAT THE STATE COUM3GL RECEWES FROMGIFTS, GRANTS, OR DONATIONS PURSUANT TO SUBSECTION (10) OP THISSECTION.
(b) THE MONEYS IN THE FUND ARE ANNUALLY APPROPRMTED TOTHE STATE COUNCIL TO PROVIDE ACTION GRANTS TO TALENT PIPELINEPROJECTS.
(c) ALL INTEREST AND INCOME DERT/ED FROM THE INVESTMENTAND DEPOSIT OF MONEYS IN THE FUND ARE CREDITED TO THE RJND. ANYUNEXPENDED AND UNENCUMBERED MONEYS REMAINING W THE RJND ATTHE END OF A FISCAL YEAR SHALL NOT BE CREDITED OR TRANSFERRED TOTHE GENERAL RJND OR ANY OTHER FDND.
SECTION 3. Act subject to petition - effective date. This acttakes effect at 12:01 a.m. on the day following the expiration of theninety-day period after final adjournment of the general assembly (August6, 2014, if adjournment sine die is on May 7, 2014); except that, if areferendum petition is filed pursuant to section 1 (3) of article V of the stateconstitution against this act or an item, section, or part of this act within
PAGE 5-SENATE BILL 14-205
such period, then the act, item, section, or part will not take effect unless
approved by the people at the general election to be held in November 2014and, in such case, will take effect on the date of the official declaration ofthe vote thereon by the governor.
Morgan Carroll Mark FerrandinoPRESIDENT OF SPEAKER OF THE HOUSETHE SENATE OF REPRESENTATIVES
Cindi L. Markwell Marilyn EddinsSECRETARY OF CHIEF CLERK OF THE HOUSETHE SENATE OF REPRESENTATIVES
APPROVED
John W. HickenlooperGOVERNOR OF THE STATE OF COLORADO
PAGE 6-SENATE BILL 14-205
OREGON'S WORKFORCE SYSTEM STRUCTURE:ROLES & RELATIONSHIPS Post-secondary institutions
*
Overseestmplemehtation andfundingoflocaiworkforce programsFunding: W10A Title I(adults & distocatedworkers, youth)
Responsible forpolio/and fundingcoordlnatfon relatedto Oregon's 7 publicuph/ersities
Governance isresponsibHtty ofindividual fnstitutions
Oversees quality/integrity anddiversity th roughregulation/ licensand degreeauthorization
basic educationFunding: WIOA TitleII (adult literacy &basic education)
STEM HubsGenerate locallydriven connectionsbetween Education& Workforce
STEM & CTE CouncilsTo assist Chief Ed Officerdevelop strategies to meet40-40-20 In STEM & CTE
Oregon YouthConservationCorps (OYCC)
Oregon Workforce Investment Board (OWIB) Oregon Business Council
CTE-STEM Employer CoalitionBuild and coordinateseamless education systemfrom birth through collegeand career; ensure 40-40-20
Advisory board to governor on workforce matters. Responsible for aligning stateworkforce policy and resources with education and economic development,
promoting a proactive, flexible and innovative talent development system, andholding the workforce system accountable for results.
Youth Development
CouncilDevelop state policy andadminister funding tocommunity and school-
based youth programs foreducational success and
career and workforce
development.
OW1B Youth
Taskforce
OWIB WIOAImplementation
Committee
OWI B Executive
Committee Oregon
Apprenticeship &Training Council
Oversees apprenticeshipcommittees & programs
Oregon Workforce
Partnership:Local Workforce Boards
Local workforce conveners
that develop local workforceplans/and directandprioritize funding
WorkSource
Centers
Works with businesses to identifyskills training gapsDevelops and oversees registeredapprenticeship programsCertifies apprenticesProvides technical assistance toemployers, labor unions, andindustry groups that operateapprenticeship programs
Provides research
and resources thatsupport & staff YOC
Co-ownerofWSCsProvides largeportion of staffing& physical.infrastructureWIOA Title III(workforceinvestmentactivities)
Talent CouncilSector industryleaders; create TalentDevelopment Pfan • Assists people with
disabilities access& maintain a iob
TA.NF: temporaryassistance for needy
•families
JOBS: Job Opportunity& Basic Skills programSNAP: employment &training for SNAPSCSEP: seniorcommunity service
employment program
Indicates agency funding &oversight relationship
Developsworkforce andeconomic
research.
Providesunemploymentbenefits.
Indicates workforceboard orcounci
* Business Enterprise Program Indicates staffed byagenc/ (color)
^
TT^ Indicates agency representationon board/council
Indicates agency representationon commrttee
Indicates businessrepresentation
Indicates agency works w'rthbusinesses to provide services
Recommendations on Workforce System needs
Sourced from: HHEWD committee hearing on 2/14/2017; WSET and Oregon Workforce Partnershiprecommendations to Governor Brown; Rep. Reardon Advisory group members
Key; "WSET" = Workforce System Executive Team (HECC, OED, CFB, DHS)"OWP" = Oregon Workforce Partnership, composed of the 9 LWBs"Adv" = Rep. Reardon's advisory group members
Workforce Structure
• Need a statewide approach to effective, integrated workforce development (Adv, WSET, OWP)."Right now we're in a cloud - blindly making uncoordinated decisions that aren't based on sound
information."
o Consider OWIB for this statewide function: re-define / expand mission and give
authority (Adv)
o Need statewide strategic planner, convener, and coordinating body, that has a primary
role connecting workforce education / training with employer needs (Adv)
o Identify which occupations have demonstrated demand, and expand Registered
Apprenticeships, training & education degree and certificate programs in those sectors
and occupations. Support employers, local boards, and community colleges to
implement (BOLI, OWP, Adv)
o Identify current business landscape / needs as well as emerging industries, and
industries that may develop in the next 5,10,20 years. Plan and train for those
opportunities now (Adv)
o Coordinate issue groups in a statewide framework (e.g. apprenticeship, veterans,
abused women, etc.)
o Responsible for identifying all players: service delivery, funding, policy (Adv)
o Help minimize communication vacuum between agency silos
o Put the work of the Talent Council under OWIB umbrella; retain sector-focus (Adv)
o Why are public post-secondary institution staff not part of WFB?
o Develop a common return on investment methodology that is consistent across
workforce system programs to enable like comparisons for prioritization and investment
decisions (WSET)
• Expand leadership table to include Business Oregon and other key agencies that support
businesses (WSET)
• Relationship needed between BOLI Apprenticeship and Training Division (ATD) and workforce
partners; cross-train apprenticeship and WorkSource Oregon staff (BOLI)
• Use WorkSource sector strategies and employer engagement capacity to assist employers in
developing structured work-based learning and apprenticeship programs (BOLI)
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• Hold Local Workforce Development Boards accountable for increasing resources to strategies
such as occupational skill development, sector partnerships, On-the-Job Training, Registered
Apprenticeship, and other work-based learning models (WSET)
• OED and Worksource centers should be helping applicants figure out where to go to increase
their skills if they don't meet certain requirements for jobs (e.g. math skills) (Adv)
Connection between Workforce Education / Training & Employer Needs
• Work-skills training & work experiences need to be better integrated into K-12 curriculum
, (OWP,Adv)
• Invest in training capacity, because can't fill key industry jobs and there's not enough capacity in
training programs that certify workers (OWP)
• Align industry credentials to K-20 curriculum to create stronger career pathways (OWP)
• Increase ease by which community colleges can develop and implement certificate programs to
meet business demands. Agency policy restrictions currently unintentionally impede the
development of these programs, which limits local areas' abilities to respond to local workforce
needs (OWP)
• High school counselors: should they be school employees or OED employees? Should they have
sector-specific expertise and travel school-to-school? (Adv)
• Develop Continuing Education (CE) credits and credit requirements for counselors and teachers
that are business-focused (Adv)
• Need for CTE in middle schools again (Adv)
BARRIERS: Connection between Workforce Education / Training & Employer Needs
• Curriculum and student pathways are not sufficiently aligned with sector strategy
industry needs
• Lack of coordination between workforce education / training and employer needs
• Institutional inertia to change - it takes a lot of work to align high school and
college/post-secondary curricula, and K-20 educational curricula and industry recognizedcredentials
• Agency missions, cultures and/or mindset. Education entities are not really workforce-driven.
•3/10/201711:43 AM
Coordinating Employer Engagement
a Enhance Local Workforce Boards' capacity to convene stakeholders, and build Talent Pipeline &link to sector industries (OWP)
• Use "Oregon Connections" platform, and create a one-stop, streamlined system for employer
engagement (OWP)
• Coordinate employer engagement efforts (Adv)
BARRIERS: Coordinating Employer Engagement
• Multiple schools and agencies are knocking on employers' doors
• More students & career seekers want employer connections than there are employers
and slots
• Every school's STEM or CTE program is its own silo seeking advisory members
• Employers are overwhelmed with requests and want a one-stop, streamlined system
Data Systems & Sharing
• Conduct a comprehensive review of existing data and reporting systems across programs to
identify and resolve incompatibility or gaps (WSET)
• Finish building "Data Warehouse" (many pieces already in process), and invest in analyticcapacity to do data mining, generate longitudinal data, etc. (OWP)
• Empanel & empower a new OWIB taskforce to recommend ways for state agencies to partner
with LWBs to expedite streamlining & development of an integrated IT system for workforce
(OWP)
• Review, improve and standardize data sharing agreements across agencies and programs
(WSET, BOLI)
• Assure that intersections among data and technology systems are considered as agencies
modernize their systems (WSET)
• Expand capacity to analyze data and inform policy decisions (WSET)
• Increasing data sharing capacities between agencies (data and referral processes) to betterintegrate registered apprenticeship as a key component of state workforce strategies (OWP)
BARRIERS: Data Systems & Sharing
• Cannot identify shared customers (unless they voluntarily disclose they're being
served by another workforce program)
• PRISM doesn't yet report for all core WIOA partners
• Institutional processes for technology development within state agencies prevent
us from being responsive as a system, and getting data systems modified to supportour work in a timely manner
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Lack of Work Readiness Skills & Resources for Youth
• Need state-funded programs for summer youth employment (OWP)
• Work-skills training & work experiences need to be better integrated into K-12 curriculum
(OWP)
• Help young people identify their aptitudes and interests (e.g. ASVAB military test). Exposure tocareer pathways needed at earlier ages(Adv)
BARRIERS: Lack of Work Readiness Skills & Resources for Youth
• Many individuals lack work readiness & soft skills as adults
• Many youth ages 16-24 not attached to either school or work
• Young people in rural Oregon have less access to work
System Funding Issues
• Need additional state funding to maintain and/or increase service, and support sector work
(OWP)
• Engage federal funding agencies to increase flexibility in program and eligibility requirements
that would optimize serving Oregonians including strategic waivers (WSET)
• Agencies are very successful in discretionary funding opportunities, but complex legislative,
fiscal and data systems create lags in getting funds to Oregonians quickly (WSET)
• Investments in vocational preparatory activities have not included requirements to work across
programs-agencies, This creates a gap between secondary and postsecondary levels of career
and technical education to better prepare Oregonians for the workforce (WSET)
• Provide employers, local boards and community colleges support to expand Registered
Apprenticeships in any occupation with demonstrated demand (BOLI)
BARRIERS: System Funding Issues
• Proposed federal cuts could eliminate all WIOA funding for many workforce programs
• State funds could be at risk due to $1.8 billion projected deficit
• Current Worksource Oregon funding meets only 2% of the training need
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Lack of Affordable Housing & Affordable Childcare
Strategy Notes:
• Strategize how to get conversation about this structure change need going in the public - op edsdrumbeat about needing to re-think the way we connect young people's education to work
(Adv)
• Use budget process to drive policy: Interim project to figure out where all the money flows inthe silos of the current system, There is no current price-tag for the workforce system, way to
see funding stream duplications, or way to know what Oregonians are getting for the total dollaramount (Adv)
Other Noted System Barriers:
• Lack of high level communication of the vision of a unified, solution-based model that is
implemented consistently by all workforce system partners (WSET)
• Program-focused, rather than customer focused structures are a barrier to ensuring customers
are served holistically regardless of funding stream or program (WSET)
• Outdated technology systems create a barrier to collect, share and analyze detailed outcomes of
our collective investments. Uniformity of collected data elements and a common, accessible
repository for the data is critical (WSET)
• Non-standardized data sharing agreements across agencies and programs make collaboration
more challenging (WSET)
• Federal requirements, restrictions, and definitions can prohibit the most efficient use of dollars
and flexibility to focus on targeted populations (WSET)
• Performance mandates are negotiated by each federal funding agency, creating inconsistent
goals for each program and furthering challenges to our system approach to serving Oregonians
(WSET)
• Lack of knowledge or understanding of registered apprenticeship by employers and the
workforce system (BOLI)
• Insufficient data sharing capacity (BOLI)
• Underdeveloped connectivity between registered apprenticeship and career pathways and
sector strategies (BOLI)
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