Workforce Development An Economic Development Asset

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Workforce Development An Economic Development Asset

  1. 1. Solutions Through Teamwork MEDA 2010 Economic Development Basic Course – October 7, 2010 WORKFORCE DEVELOPMENT - AN ECONOMIC DEVELOPMENT TOOL AND THE BUSINESS SOLUTIONS MODEL
  2. 2. What we will cover and why <ul><li>Understanding The Workforce System </li></ul><ul><ul><li>Workforce Investment Act (WIA) </li></ul></ul><ul><ul><li>Workforce Boards </li></ul></ul><ul><ul><li>Why you need to understand and engage </li></ul></ul><ul><ul><li>Roles of Federal, State, Regions, Education and Unions </li></ul></ul><ul><li>Your Role in the Workforce System </li></ul><ul><ul><li>Where do workforce and economic development align </li></ul></ul><ul><ul><li>What are the opportunities for collaboration </li></ul></ul><ul><ul><li>What are the challenges </li></ul></ul><ul><ul><li>Business Solutions Professionals </li></ul></ul>
  3. 3. What is Workforce Development? <ul><li>&quot;Workforce development consists of activities which increase the capacity of individuals to participate effectively in the workplace, thereby improving their productivity and employability.&quot; </li></ul>
  4. 4. The Workforce Development System <ul><li>Workforce Investment Act Primer: What It’s About </li></ul>
  5. 5. HISTORY <ul><li>1935 - 1942 Works Progress Administration (WPA) </li></ul><ul><li>1962 Manpower Development and Training Act (MDTA) </li></ul><ul><li>1973 Comprehensive Employment and Training Act (CETA) </li></ul><ul><li>1978 Jobs Training Partnership Act (JTPA) </li></ul><ul><li>1998 Workforce Investment Act (WIA) </li></ul>
  6. 6. Purpose of WIA: <ul><li>Enhance National Productivity and Competitiveness by: </li></ul><ul><ul><li>Increasing Occupational Skill Levels </li></ul></ul><ul><ul><li>Improving Quality of Workforce </li></ul></ul><ul><li>Improve Lives of Workers by: </li></ul><ul><ul><li>Increasing Employment, Retention and Earning of Participants </li></ul></ul>
  7. 7. WIA Predecessors <ul><li>Federal Control </li></ul><ul><li>Serve Job Seekers Only </li></ul><ul><li>Social Service Intent - helping people </li></ul><ul><li>“ Silo” Programs </li></ul><ul><li>Boards Directly Provide Services </li></ul><ul><li>Services to Specific Target Groups </li></ul>
  8. 8. Workforce Board Composition <ul><li>Chief Local Elected Officials (CLEOs) appoint Local Board Members: </li></ul><ul><ul><li>Business Reps (must be board majority) </li></ul></ul><ul><ul><li>Economic Development </li></ul></ul><ul><ul><li>Community Based Organizations </li></ul></ul><ul><ul><li>Local Education </li></ul></ul><ul><ul><li>Labor Organizations </li></ul></ul><ul><ul><li>Employment Services User/Organization </li></ul></ul><ul><ul><li>Others As Determined Locally </li></ul></ul>
  9. 9. Workforce Development Board Responsibilities <ul><li>Research </li></ul><ul><li>Vision </li></ul><ul><li>Coordination </li></ul><ul><li>Convening </li></ul><ul><li>Leveraging resources </li></ul><ul><li>Leadership! </li></ul>
  10. 10. One Stop Service System <ul><li>Programs </li></ul><ul><ul><li>WIA Title 1: Adult, Youth and Dislocated Workers </li></ul></ul><ul><ul><ul><li>Eligibility </li></ul></ul></ul><ul><ul><ul><li>Documentation </li></ul></ul></ul><ul><ul><ul><li>Service Provision </li></ul></ul></ul><ul><ul><ul><li>Tracking </li></ul></ul></ul><ul><ul><ul><li>Reporting </li></ul></ul></ul>
  11. 11. One Stop Service System: Core Services <ul><li>Intake and Orientation </li></ul><ul><li>Skill & Interest Assessment </li></ul><ul><li>Access to job listings </li></ul><ul><li>Access to resume writing tools </li></ul><ul><li>Labor Market Information </li></ul><ul><li>Workshops (job seeking, resume writing, interviewing, etc.) </li></ul><ul><li>Info on Partners </li></ul><ul><li>Resource Room (computers, phones, etc.) </li></ul>
  12. 12. One Stop Service System: Intensive Services <ul><li>More comprehensive assessments </li></ul><ul><li>Individual career and service planning </li></ul><ul><li>Individualized job readiness help </li></ul><ul><li>Case (Career) Management </li></ul>
  13. 13. One Stop Service System: Training <ul><li>Michigan’s NWLB (tuition assistance for vocational / technical training) </li></ul><ul><li>Local flexibility / ability to narrow eligible occupations / industries (demand & high growth) </li></ul><ul><li>Community Colleges & Technical Schools </li></ul><ul><li>On The Job </li></ul><ul><li>Customized (including incumbent worker) </li></ul><ul><li>Eligible Training Provider lists </li></ul>
  14. 14. One Stop Service System: Business Services (typical) <ul><li>Business Needs Must Be Addressed in Local Plan </li></ul><ul><li>Provide Labor Market Information </li></ul><ul><li>Resource Room </li></ul><ul><li>Referrals </li></ul><ul><li>Job Postings </li></ul>
  15. 15. Business Solutions – A Michigan Model
  16. 16. Collaboration <ul><li>Definition 1 </li></ul><ul><li>General: Cooperative arrangement in which two or more parties (which may or may not have any previous relationship) work jointly towards a common goal. </li></ul><ul><li>Definition 2 </li></ul><ul><li>Knowledge management (KM): Effective method of transferring 'know how' among individuals, therefore critical to creating and sustaining a competitive advantage. </li></ul><ul><li>Definition 3 </li></ul><ul><li>Negotiations: Conflict resolution strategy that uses both assertiveness and cooperation to seek solutions advantageous to all parties. It succeeds usually where the participants' goals are compatible, and the interaction among them is important in attaining those goals. </li></ul>
  17. 17. Partnering <ul><li>Definition </li></ul><ul><li>Establishing a long term win-win relationship based on mutual trust and teamwork, and on sharing of both risks and rewards. </li></ul><ul><li>Partnering arrangement can be between labor and management, subordinates and the executive, suppliers and customers, and suppliers and suppliers. </li></ul><ul><li>The objective is to focus on what each party does best, by sharing financial and other resources, and establishing specific roles for each participant. </li></ul>
  18. 18. The Business Solutions Driving Philosophy <ul><li>Business IS the primary customer </li></ul><ul><li>Education and Workforce Development IS Economic Development </li></ul><ul><li>Philosophy IS backed by comprehensive strategic partnerships and operational plans </li></ul>
  19. 19. Example of a Business Solutions Partnership Structure Workforce Development The Economic Developer drives the demand side of the model Workforce Development prepares the labor force with their programs and services Education meets the demand with training programs ALL PARTNERS WORK TOGETHER TO FOCUS ON AND SERVE BUSINESS Economic Development Education
  20. 20. Common Challenges <ul><li>Turf </li></ul><ul><li>Resistance to Change (Individuals & Systems) </li></ul><ul><li>Duplicative Efforts </li></ul><ul><li>Organizational Cultural Differences </li></ul><ul><li>Organizational Silos </li></ul><ul><li>Short-Term Nature of Grant Funding </li></ul>
  21. 21. The Demand Driven Model Demand Supply Partners Resources
  22. 22. What is demand? <ul><li>An urgent requirement or need </li></ul><ul><li>The state of being sought after </li></ul><ul><li>Economics </li></ul><ul><li>The desire to possess a commodity or make use of a service, combined with the ability to purchase it. </li></ul><ul><li>The amount of a commodity or service that people are ready to buy for a given price: Supply should rise to meet demand. </li></ul><ul><li>Along with supply, demand is one of the two key determinants of the market price. </li></ul>
  23. 23. What resources do you use to meet business demand? <ul><li>Economic Development </li></ul><ul><li>Block Grants </li></ul><ul><li>Tax Abatements </li></ul><ul><li>Site Selections </li></ul><ul><li>Business Growth </li></ul><ul><li>Brownfield Redevelopment </li></ul><ul><li>Retention Calls </li></ul><ul><li>Strategic Planning </li></ul><ul><li>Other….. </li></ul><ul><li>Education </li></ul><ul><li>Michigan New Jobs Training Initiative </li></ul><ul><li>Curriculum Development </li></ul><ul><li>Customized Skills Training </li></ul><ul><li>Apprenticeship classes </li></ul><ul><li>Other…. </li></ul><ul><li>Workforce Development </li></ul><ul><li>On the Job Training </li></ul><ul><li>Incumbent Worker Training </li></ul><ul><li>Classroom Training </li></ul><ul><li>Skilled Workforce </li></ul><ul><li>Skills Upgrading </li></ul><ul><li>Apprenticeship creation </li></ul><ul><li>Customized Hiring Projects </li></ul><ul><li>Workforce Planning </li></ul><ul><li>Other…. </li></ul>
  24. 24. Why Inventory Your Assets <ul><li>What resources can you deliver to the partnership </li></ul><ul><li>Who is in your network </li></ul><ul><li>What resources does your network have </li></ul><ul><li>Who can deliver the solutions to your customer </li></ul><ul><li>Can you deliver on your commitments </li></ul><ul><li>What partners do you trust and rely on </li></ul><ul><li>Who trusts and relies on you </li></ul><ul><li>How will your resources blend with your partners </li></ul>
  25. 25. Understand your programs and services Learn about your partners Talent Bank Pre-Employment Testing WOTC Identification CRT Training OJT Training EEO/CDBG Tracking Application Pre-Screening EDJT Grants Incumbent Worker Training Resource Rooms Tax Abatements TRA/NAFTA Assistance CDBG Grants Employer Specific Job Fairs Labor Market Research BEST Processes Lay-Off Aversion Projects Education and Training Programs Placement Assistance Retention Call Programs Veteran Employment Project Area Labor Management Groups Empowerment Zones
  26. 26. What does a Business Solutions Professional do? <ul><li>Through discovery - identifies the need(s) of </li></ul><ul><li>the customer – understanding their own </li></ul><ul><li>assets as well as their partners – assists in </li></ul><ul><li>providing solutions through their resources or </li></ul><ul><li>by referrals to partners – - - dependent on the </li></ul><ul><li>situation and demand . </li></ul>
  27. 27. Why this approach?... <ul><li>Prevent Michigan's traditional industries and jobs from leaving the state by adopting a surviving to thriving strategy </li></ul><ul><li>Support community-led efforts to prevent plant closings and lay-offs through the development of strategies that link economic development workforce, and education </li></ul><ul><li>Create a regional approach to implement these strategies and make a successful transition to new markets, new jobs, and talent development.  </li></ul>
  28. 28. … Why this approach? <ul><li>Assist Michigan businesses to retain workers, create </li></ul><ul><li>jobs, and operate competitively in the global market </li></ul><ul><li>and to attract new companies to Michigan. </li></ul><ul><ul><li>Growth situations </li></ul></ul><ul><ul><li>Business enhancement / layoff prevention situations </li></ul></ul><ul><ul><li>Attraction situations </li></ul></ul><ul><ul><li>Closure situations </li></ul></ul>
  29. 29. What we teach <ul><li>How to use your resources to provide solutions </li></ul><ul><li>How to create collaborative partnerships </li></ul><ul><li>How to recognize opportunities for your customer </li></ul><ul><li>How to blend your resources with your partners </li></ul><ul><li>A different way of doing local and regional business </li></ul><ul><li>About available resources from 21 st Century Partners </li></ul><ul><li>The five proven BSP steps (Entry, Fact Finding , Solution Design, Implementation, Follow-up) </li></ul>
  30. 30. Purpose of the Workforce Development Proposal / Plan <ul><li>Answers the question of “Can we, and will we be able to get a trained workforce” </li></ul><ul><li>It is a written business plan of action that the customer owns </li></ul><ul><li>It is a working document for all partners to follow. </li></ul><ul><li>It demonstrates coordination to your customer </li></ul><ul><li>It is a value added document for your customer and partners </li></ul>
  31. 31. Is it a Proposal or a Plan <ul><li>A proposal is drafted to “suggest options” </li></ul><ul><li>A proposal may be done without a fact finding </li></ul><ul><li>A proposal is added to an attraction proposal </li></ul><ul><li>A plan is crafted with customer participation </li></ul><ul><li>A plan is endorsed by the customer </li></ul><ul><li>A plan is what the partners follow to deliver the commitments to the customer </li></ul><ul><li>Plans are to be flexible for quality control </li></ul>
  32. 32. Uses <ul><li>Growth and Expansion Projects </li></ul><ul><li>Attraction Projects </li></ul><ul><li>Lay-Off Prevention Processes </li></ul><ul><li>Allows you to build a repository of BEST Practices for future use. </li></ul><ul><li>Plans can be activated or deactivated to serve your customer </li></ul><ul><li>It enhances your economic development proposals </li></ul>
  33. 33. Design… <ul><li>Must be 6 or less pages in length </li></ul><ul><li>Use 12pt or 14pt font Arial or Times New Roman </li></ul><ul><li>Use “Justify” Alignment </li></ul><ul><li>Keep it short and to the point </li></ul><ul><li>Design it to offer solutions for your customer </li></ul><ul><li>Bold Print important information </li></ul><ul><li>Always under promise and over deliver </li></ul><ul><li>Maintain Confidentiality </li></ul>
  34. 34. … Design <ul><li>1 st Page use logos and add goal statement for project </li></ul><ul><li>Don’t use logos without permission </li></ul><ul><li>You can copy and paste customers logos from WEB sites </li></ul><ul><li>Remaining pages contain the element of the proposal </li></ul>
  35. 35. Elements <ul><li>Background (who, what, why,) </li></ul><ul><li>Project Coordination (who, how) </li></ul><ul><li>Steps to achieve the project outcomes or </li></ul><ul><li>Recommended Solutions </li></ul><ul><li>Value added section when needed </li></ul><ul><li>Disclaimer Language </li></ul><ul><li>Process map for partners </li></ul>
  36. 36. Value Added <ul><li>Factor in Projected Training Dollars </li></ul><ul><li>Estimate value of usage of one stop centers </li></ul><ul><li>Staff value for time spent on project </li></ul><ul><li>Any future IWT commitments </li></ul><ul><li>Work Opportunity Tax Credit (WOTC)*? </li></ul><ul><li>Other? </li></ul><ul><li>(CAN NOT promise WIA Dollars when a customer is closing another location and moving the work to your area) </li></ul>
  37. 37. Follow-up Letter <ul><li>Produced at project completion </li></ul><ul><li>Remember some projects can take 1-2 years to complete </li></ul><ul><li>Write the letter to your partners and customers. </li></ul><ul><li>State the commitments made in the original plan </li></ul><ul><li>Summarize the value added and outcomes </li></ul>
  38. 38. Rules of the Road <ul><li>Key decision maker is the author of the proposal </li></ul><ul><li>If you can’t deliver don’t promise it </li></ul><ul><li>Maintain Confidentiality </li></ul><ul><li>Watch for legal issues </li></ul><ul><li>Review your proposal in-person </li></ul><ul><li>Have customer sign WDP if possible </li></ul><ul><li>Coordinate with your partners </li></ul><ul><li>Your customer will see the proposal as something special </li></ul>
  39. 39. Keys to Success <ul><li>Identify your Local and Regional Partners </li></ul><ul><li>Communicate with those partners </li></ul><ul><li>Learn about what your partners do and respect their work </li></ul><ul><li>Work on Definable, Targeted Projects/Tasks </li></ul><ul><li>Play to Your State and Local Strengths and the Strengths of Your Partners </li></ul><ul><li>Create a Formal, On-going Process to Solve New Projects/Tasks </li></ul>
  40. 40. Lessons Learned <ul><li>Burn your enemies list </li></ul><ul><li>Communicate with your partners </li></ul><ul><li>Stay in your lane </li></ul><ul><li>When you help people get what they want you will get what you want </li></ul><ul><li>You don’t need to be an expert in everything (RP) </li></ul><ul><li>Give away or share the credit </li></ul><ul><li>Celebrate the successes </li></ul><ul><li>Under promise and over deliver </li></ul><ul><li>Always have positive words for others </li></ul>
  41. 41. Questions? Christine Quinn, President, South Central Michigan Works! – [email_address]
  42. 42. *The Work Opportunity Tax Credit (WOTC) <ul><li>The Work Opportunity Tax Credit (WOTC) is a Federal tax credit incentive that </li></ul><ul><li>the Congress provides to private sector businesses for hiring individuals from </li></ul><ul><li>twelve target groups who have consistently faced significant barriers to </li></ul><ul><li>employment. The main objective of this program is to enable the targeted </li></ul><ul><li>employees to gradually move from economic dependency into self-sufficiency as </li></ul><ul><li>they earn a steady income and become contributing taxpayers, while the </li></ul><ul><li>participating employers are compensated by being able to reduce their federal </li></ul><ul><li>income tax liability. WOTC joins other workforce programs that help incentivize </li></ul><ul><li>workplace diversity and facilitate access to good jobs for American workers. </li></ul><ul><li>http://www.doleta.gov/business/incentives/opptax/ </li></ul>

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