Briefing given to the US Department of Labor Employment Training Administration re: the Enhancing Workforce Leadership initiative, May 4, 2011.

1. WORKFORCE LEADERSHIP PROJECT BRIEFING:WHAT WE’VE DONE & WHAT WE’VE LEARNED KRISTIN WOLFF & TEAM SOCIAL POLICY RESEARCH ASSOCIATES

2. The Big Picture Leadership model has changed (and people know it). Expectations of public are higher. What does this mean for workforce development?

3. Click here for link to video.

4. Methods: Literature Review Group interviews Individual interviews Direct, ongoing dissemination & engagement (events, simulations, informal polls, social media analysis, etc.)

9. Group Interviews

10. Group Interviews:

13. Blog Entries

14. Dissemination & Engagement (Ongoing) Identification, analysis of top blogs (workforce & leadership, ongoing) Conference participation (sessions, twitter, photos, blog entries, informal polls) Community events (Research Club, BarCamp, OpenGovWest) Products: brief (in development), sessions, website, overall analysis (in development)

15. Blogs

16. Conference Participation

17. Community Events

18. Click here for link to video.

19. THINGS WE’VE LEARNED ABOUTWORKFORCELEADERSHIP KRISTIN WOLFF & TEAM SOCIAL POLICY RESEARCH ASSOCIATES

20. Click image for googlemap

21. 1. IT’S MORE LIKE . . .WE-ADERSHIP “We bring different players involved in workforce development, from tech schools to trade associations and state government agencies. We are conveners. So much depends on the willingness to collaborate.” –Lana, State Representative

22. 2. 31 FLAVORS Literacy, BroadbandConnectivity, Industry Transition(it’s all workforce) "Expectations are greater today as the public's understanding of education and economic issues has increased. It's a positive change – our agendas are bigger, even if not always realistic." – Paul, WIB Director

23. 3. “In order to form a more perfect …” ALIGNMENT ”Diverse partners add the resources and expertise we do not have and the reverse is also true. You need partnerships to take on the hard issues. Knowing how to manage them is an important aspect of leadership.” – Christine, WIB Director

24. 4. IMPACT > PROGRAM + SYSTEM ”Metrics matter and they should be strategic – linked to a collaboratively negotiated community-wide strategy and owned by multiple stakeholders who can hold each other accountable. Then they are powerful.” – Sam, VP Membership Association

25. 5. IT’S A GLOBAL VILLAGE ”Technology and innovation are key. We need to keep in mind that we are part of a global economy. The world is bigger than the community we live or work in.” – Stephen, Interagency Workgroup Director

26. 6. WORKFORCE DEVELOPMENT = PICK-UP BASKETBALL? ”Leadership has to see a greater range of choices coming and deal with them faster and better than ever before. We do what we can to anticipate change – and make sure what we design is sustainable after the flurry is over.” – Mike, WIB Marketing Specialist

27. 7. EFFECTIVE LEADERSCAN PLAY MANY POSITIONS ”Since the downturn, mayors have asked for more workforce services delivered more locally – I have 34 municipalities in my area.” Jennifer, WIB Director

28. 8. WORKFORCE LEADERSHIP DEMANDS LIFELONG LEARNING ABOUT LEARNING AND WORK ”We are trying to build an understanding of workforce and how systems work at all levels in our community – but those systems themselves need to change.” Shari, VP of Member Association

29. 9. THE LIST OF “NEED-TO-KNOWS” IS GROWING STRATEGY INFORMATION& ANALYSIS PEOPLE NARRATIVE

30. 10. LEADERS WANTED!

31. ”Younger people have different expectations about the workplace, and about work. How should we be thinking about knowledge-sharing vs. adaptation?” Shari, VP of Member Association ”Younger people have different expectations about the workplace, and about work. How should we be thinking about knowledge-sharing s. adaptation?” Shari, VP of Member Association ”One of our biggest concerns has to do with the number of people reaching retirement age…how do we institutionalize the knowledge and skills they have?” – Roy, Program Director

32. 11. IT’S SERIOUSBUSINESS ”Leaders do real things. Last year we put 15,000 young people to work – the need is 70,000, but now everyone knows it and a partnership is taking root.” – Robert, Department Manager

33. 12. LEADERSHIP DEVELOPMENT: WHAT’S NEXT?

34. US Department of Labor, National Association of Counties, National Association of Workforce Boards, National Conference of State Legislatures, National Governors Association, National League of Cities, US Conference of Mayors, California Workforce Association, 102 Individual Workforce Leader Contributors (to date) Flickr Friends: Letter P (takomabibelot), IceCream (kthread); Kayak (barryskeates); NUFC (mikebrown59): Board Meeting (isgce); Basketball (jdanvers); Work, School (JD Lasica); M&Ms (averain); Street sign (Thomas Frederick) SPR Research Team: VinzKoller (vinz_koller@spra.com), Kristin Wolff (kwolff@thinkers-and-doers.com), Trace Elms, Alison Gash, RickiKozumplik, with assistance from Annie Nyborg and MiloneyThakrar Follow us on Twitter: @WFLeadership For more information: www.EnhancingWorkforceLeadership.org

35. Impressions? Are these the things you expected? Any surprises? What are the ways DOL can play a role in enabling better leaders? What does what we’ve learned so far suggest about ways to foster leadership?

36. Enhancing Enhancing Workforce Leadership is a Technical Assistance Project of the Employment Training Administration of the US Department of Labor managed under contract by Social Policy Research Associates (Oakland, CA).