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ED355894.Pdf DOCUMENT RESUME ED 355 894 HE 026 337 AUTHOR Haugland, Marlene; And Others TITLE The Bottom Line. INSTITUTION Oregon Workforce Quality CPuncil. PUB DATE Jan 93 NOTE 28p. PUB TYPE Reports Evaluative/Feasibility (142) Viewpoints (Opinion/Position Papers, Essays, etc.)(120) EDRS PRICE MF01/PCO2 Plus Postage. DESCRIPTORS Communications; Delivery Systems; Economic Factors; Education Work Relationship; Elementary Secondary Education; Futures (of Society); Higher Education; *Labor Force; *Long Range Planning; Needs Assessment; Private Sector; Public Sector; School Business Relationship; *State Legislation; State Programs IDENTIFIERS *Oregon ABSTRACT This document evaluates the present needs and future shape of the Oregon workforce and recommends strategies for both public and private sectors and for communication. The first section provides a background to the issues of the state's changing economy by describing global and national economic changes and recent state legislative responses, and giving an analysis of the beneficiaries of change. The report goes on to describe the work of the Oregon Workforce Quality Council and its three-part (public, private, and communication) strategy. Three final sections address each of these areas. The goals of the public sector strategy are: Oregon schools with world class academic standards, smooth transition from school to work, training and placement aimed at high-wage jobs, and employers accessing a full range of business services. The vision for the private sector includes high-skill jobs in all areas of the state, high-performance firms, high level investment, cooperation between labor, business, and education, and expansion of the apprenticeship model in new industries and jobs. The communication vision entails taking a long-range view of expectations, engaging citizens in an effort to change the way business is done, and demonstrating that bottom-up solutions work best. An appendix gives bench mark priorities in tabular form, a list of regional workforce committees, and an annotated list of public sector partners. (Contains 16 references.) (JB) *********************************************************************** Reproductions supplied by EDRS are the best that can be made from the original document. *********************************************************************** HE OWL UUN W01-21,:f ORCE QUALITY CLJUNCIL JANUARY1 9 9 3 a BEST COPY AVAIL OF EDUCATION U.S. DEPARTMENTResearch and Improvement ()Ike of Educahonat INFORMATION EDUCATIONAL. RESOURCES CENTER (ERIC) been reproduCedas his document has of orgamtatron received from The person orrornating A to improve have been made THE r MInca changes rePrOduction duahly opinions slated inthis docu Points of view or oltiral men! do notneCesSarrly represent BOTTOM OERI position ofpolicy "PERMISSION TO REPRODUCETHIS MATERIAL HAS BEENGRANTED BY Oregon Educational LINE Coordinating Comm 10 THE EDUCATIONALRESOURCES 2 INFORMATION CENTER (ERICI." .-111111Elms. OREGON WORKFORCE QUALITY 001-.!NCIL 225 WINTER STREET NE SALEM, OR 97310 (503) 378-3921 Vern Ryles, Jr., Chair Andrea Dobson, Vice-Chair Thomas Bartlett Kevin Concannon Diane Davidson Jon Egge Kurt Engeistad Margaret Hal lock Robert Johnson Wally Mehrens Morton Michelson Dale Parnell Norma Paulus Steve Petersen Jennie Portis Mary Wendy Roberts Larry Sanchez Mary Spilde Beverly Stein Suzan Turley Marilynne Keyser, ex officio Marilyn Johnston Administrator, 1991-92 Camille Preus-Braly Administrator, 1993 3 CIPr!!1,4,1,1gli "AP TABLE OF CONTENTS THE CALL TO COMPETE The Changing Oregon Economy 1 Getting the Competitive Edge 2 The Legislative Response 3 Who Benefits 4 BUILDING THE FOUNDATION Oregon Workforce Quality Council How We Approached Our Work 6 PUBLIC SECTOR STRATEGY al . I ' Vision for 2010 9 9 .N i Legislative Directives What We Have Accomplished 10 Where We Are Going 12 4 PRIVATE SECTOR STRATEGY Vision for 2010 15 Legislative Directives 15 What We Have Accomplished 16 Where We Are Going 17 C COMMUNICATION STRATEGY Vision for 2010 19 Legislative Directives 19 What We Have Accomplished 20 Where We Are Going 20 APPENDIX Oregon Benchmark Priorities 22 Regional Workforce Quality Committees 23 Public Sector Partners 24 References 26 Most Oregonians have come face-to-face with the reality of our state's changing economy, and they are not comfortable with what they see. Oregonians still remember the painful experience of the THE CHANGING long and deep recession in the early 1980s. Nearly 100,000 OREGON jobs, many of them in the high wage forest products ECONOMYindustry, were lost. The purchasing power of many Oregon families declined as per capita income fell sharplybelow the national average in 1979. Despite the creation of300,000 new jobs during the late 1980s, the income gap has not closed. The job growth has been greatest in the trade and service sectors where wages and benefits have not kept pacewith the manufacturing sector. REAL PER CAPITA PERSONAL INCOME 1971-1997 $2. $2 5 Project,d U.S. 5 5 : Oregon THE CALL I: T $1?; $1) r i i i t il I I COMPETE 1971 1974 1977 1980 1983 1986 1991 1997 Source: State of Oregon Employment Division The very foundation of Oregon's economy is being shaken by the globalization of economic competition, the increas- ing importance of computer technology and communica- tions and the shift from high-wage blue-collar jobs to professional, technical and managerial jobs. During the decade of the 1990s, 92 percent of all new jobs will be in sales, management, professional, technical and service occupations. 5 4 .J 0 OREGON PERCENT JOB GROWTH than they have today, and an 1990-2000 equal number believe that front-line workers will have 25 more responsibility in 24 25 ensuring that quality. After 22 21 concern for their families, cn 20 - Oregonians said that job .n opportunities and economic - 15 security was their highest Z 15 priority, followed by educa- "-c5 12 a) tion and skill development. co 10 - Forty-five percent think that a) c..) a) Oregon is doing a bad or a.5 5 3 somewhat bad job in ensuring these values for our citizens. 0 I I 1 1 1 ServiceProfes-Manage-Sales ClericalPrecision Ag/ Operators sional/ menu & CraftForestry/Fab./ Technical Admin. Workers Laborers Source: State of Oregon Employment Division GETTING THE COMPETITIVE EDGE While only 76 percent of school is connected to what available jobs, displacing Oregon high school students work they will do when they existing workers whose skills To take our place in today's graduate, the jobs of the complete their formal have not been upgraded. highly competitive global future will demand significant education. marketplace, Oregon must education beyond high There is a growing realization create a healthier business school. Most professional, However, focusing on schools that these economic shifts climate, encourage economic technical and managerial jobs is only part of the equation. will require a dramatic diversification, and reinvent will require a two-year or Eighty-five percent of the change in Oregon's workforce the way our schools teach. four-year college degree. workforce in the year 2000 and the way companies the way our companies Even sales jobs will require at and 45 percent of the work- organize work and use the organize work and the way least one year of additional force in 2010 are already skills of front-line workers. our employment and training training. For those jobs employed today. The existing programs serve our economic where a high school diploma skills of those workers will In a recent survey conducted objectives. Oregon stands on may be all that is required, it not be enough to ensure their by the Oregon Business the threshold of the 21st must be more than a certifi- success in the jobs of the Council, Oregonians con- century facing a crucial cate of attendance. future. firmed their grasp of the economic choice. changing economy and its Oregon's efforts to reform our The mix of who gets the jobs implications for them and We can choose to respond to educatioi d system must be in the year 2000 may change. their families. Sixty-five global -conomic competition accompanied by a revolution New entrants, if they possess percent of Oregonians believe and technological changes by in the way we attract our the skills needed, will have a that to produce higher quality adopting a low-skills, low- young people to learning and competitive advantage and products, workers will need wages approach that keeps ensure that what they learn in may grab a larger share of the more skills in6he next decade production costs down by 2 S The Legislature created the moving jobs overseas, THE substituting technology for Oregon Workforce Quality workers, contracting out or LEGISLATIVE Council to bring government, using part-time, temporary RESPONSE business and labor leaders workers. together to: The 1991 Legislature, in Or, we can choose a strategy passing the Oregon Work- Raise business and labor that increases productivity force Quality Act, confirmed awareness of and commitment and assures quality through a the importance of a better to restructuring our schools, highly-skilled, flexible educated and prepared improving existing worker workforce using competitive workforce as a critical skills and changing business technology. This high-skills, economic development management practices to keep high-wages approach puts a strategy. Building on the work Oregon economically competi- premium on quality crafts- of Governor Neil Goldschmidt tive; manship, continuous im- and the Oregon Progress provement and worker Board, the Legislature and 1111 Support restructuring of OREGON WILL involvement. newly-elected Governor the public school system to HAVE THE BEST Barbara Roberts embraced raise the level of student EDUCATED AND Oregon can ignore globai this vision: Oregon will have achievement; PREPARED WORK- economic competition at our the best educated and FORCE IN THE peril. Inaction will mean a prepared workforce in the Promote professional NATION BY THE workforce plagued with low nation by the year 2000 and a technical education and YEAR 200 AND A skills and under use of high workforce equal to any in the training programs that lead to WORKFORCE EQUAL skills that exist; a lack of world by 2010.
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