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Oakland Workforce Investment Board Strategic Plan 2012-2014 Achieving Excellence in Workforce Development

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Oakland Workforce Investment Board Strategic Plan 2012-2014 Achieving Excellence in Workforce Development Oakland Workforce Investment Board Strategic Plan 2012-2014 Achieving Excellence in Workforce Development Oakland Workforce Investment Board 2012-14 Strategic Plan 1 Table of Contents Acknowledgements ................................................................................................................... 4 About the Oakland Workforce Investment Board .................................................................. 5 About OWIB’s Strategic Planning Process ................................................................................ 5 Executive Summary .................................................................................................................... 6 Section 1: Introduction ............................................................................................................... 7 1a. The Importance of OWIB .................................................................................................. 7 1b. About Workforce Investment Boards ............................................................................. 7 1c. Human Talent Development and WIBs’ Sphere of Influence ...................................... 8 1d. 2012-2014 OWIB Strategies ............................................................................................. 10 Section 2: OWIB External Context ........................................................................................... 11 2a. Global and National Context ....................................................................................... 11 2b. Regional Context ............................................................................................................ 12 Section 3: Job Seekers .............................................................................................................. 14 3a. Labor Force and Unemployment ................................................................................. 14 3b. Important barriers to employment in Oakland ........................................................... 17 3c. Former Incarceration ...................................................................................................... 17 3d. Youth ................................................................................................................................ 18 3e. Limited English Proficiency ............................................................................................. 19 3f. Opportunities .................................................................................................................... 20 Section 4: Employers ................................................................................................................. 21 4a. Employers’ role in workforce development ................................................................. 21 4b. Key Industry Sectors ........................................................................................................ 21 4c. Green Jobs ...................................................................................................................... 23 4d. Small Business, Micro-Enterprise and Entrepreneurship .............................................. 24 4e. Informal Employment ..................................................................................................... 24 4f. Worker-owned cooperatives .......................................................................................... 24 4g. Opportunities ................................................................................................................... 25 Section 5: The Workforce Development Community ........................................................... 26 5a. Oakland’s WIA‐Mandated Workforce Development System ............................................... 26 5b. Oakland’s Workforce Development Community ....................................................... 29 5c. Opportunities ................................................................................................................... 30 Oakland Workforce Investment Board 2012-14 Strategic Plan 2 Section 6: OWIB – Board and Staff .......................................................................................... 31 6a. OWIB Board Members .................................................................................................... 31 6b. OWIB Staff ........................................................................................................................ 32 6c. Opportunities ................................................................................................................... 33 Section 7: OWIB Foundation .................................................................................................... 34 Section 8: OWIB Innovations .................................................................................................... 36 8a. Innovation 1: Learning Organization and Performance Management ................... 36 8b. Innovation 2: Sector Strategies ...................................................................................... 39 8c. Innovation 3: Collective Impact ................................................................................... 40 Section 9: The Future of OWIB - 2012-14 ................................................................................. 41 9a. Strategies for Success ..................................................................................................... 41 9b. Strategic Area 1: Management .................................................................................... 42 9c. Strategic Area 2: Performance – WIA System .............................................................. 44 9d. Strategic Area 3: Performance – Youth ....................................................................... 46 9e. Strategic Area 4: Leadership – Sector Strategist ......................................................... 48 9f: Strategic Area 5: Leadership - Catalyst ......................................................................... 50 Section 10: OWIB Organizational Structure and Processes .................................................. 52 10a. Board Organization ...................................................................................................... 52 10b. Finding and Recruiting Board Members .................................................................... 54 10c. Board Meetings ............................................................................................................. 54 10d. Staff Skills and Size ......................................................................................................... 55 10e. Brand and Communications ....................................................................................... 56 Section 11: Growing OWIB’S Resources ................................................................................. 57 Section 12: Scenarios and Risks ............................................................................................... 58 Conclusion ................................................................................................................................. 59 Appendices ............................................................................................................................... 60 Appendix A: Resources ........................................................................................................ 60 Appendix B: OWIB Strengths, Problems, Opportunities, Threats (SPOT) Analysis ............ 62 Appendix C: OWIB Destinations and Bold Steps Brainstorming ....................................... 63 Appendix D: Conversation Maps from Focus Group Meetings ....................................... 68 Appendix E: OWIB Environmental Context Map ............................................................... 70 Oakland Workforce Investment Board 2012-14 Strategic Plan 3 Acknowledgements The National Association of Workforce Boards is grateful to the Oakland Workforce Investment Board members, staff, service providers, city staff, business leaders, community leaders and officials that contributed their time and wisdom to this strategic plan. We thank the Board’s Strategic Planning ad-hoc committee for their enthusiasm and determination to create a brighter future for Oakland’s workforce. OWIB staff’s operational support throughout this strategic planning process was essential and deserves recognition. OWIB Strategic Plan Ad-hoc Committee Mike Hannigan, OWIB Chair Dr. Benjamin Bowser Josie Camacho Wilhelmina Parker Obray Van Buren OWIB Staff John Bailey, Executive Director Bouapha Toommaly Naima Jameson Chrishelle Chatman Felice Leon About the National Association of Workforce Boards Tim Aldinger, Ratna Amin and Julian Roberts, consultants with the National Association of Workforce Boards (NAWB), created this strategic plan. NAWB represents business-led Workforce Investment Boards (WIBs) that coordinate and leverage workforce strategies with labor, education and economic development stakeholders within their local communities, to ensure that state and local workforce development and job training programs meet the needs of employers. These investments in workforce development create a comprehensive system to provide America with a highly skilled workforce that competes in the global economy. NAWB works closely with policy makers in Washington, DC to inform national strategy as it relates to WIBs and our partners in education, economic development, labor and
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