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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.

^W^/IW

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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.

it i<3 an inprpriiMJL li. JL kd? CAJLJ. JL

place to live ana

workers

Matt Tucker

CTO & co-founder. Jive Software

ie tooa is better

'ortland, I nev

tiave to d]

jvv Liie't f^t't t ^ £5 1A?'^st'QTnic' vvciici

Gino Zahnd

CEO, Cozy Software

"We'w

enormous a:

Sam Blackman, CEO and

co-founder Elemental

Technologies on availability

of investment capital.

il workforcf•e instrumental

"eaon

Mike Flynn, President

APEL Extrusions

WASHINGTON

£%;

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.

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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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