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
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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
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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 business.
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About the Oakland Workforce Investment Board
The stated vision of the Oakland Workforce Investment Board (OWIB) is to:
“establish and direct a results-oriented workforce development and business services system that:
• Provides job seekers with the education and training needed to achieve self- sufficiency. • Merges public and private sector resources and expertise to create an integrated workforce development and business services system capable of sustaining itself through fee generation. • Creates job opportunities for youth and adults and advancement opportunities for the underemployed through comprehensive business development, retention, and expansion.”
OWIB’s stated mission is to:
“oversee the federally-funded employment and training programs and services in Oakland. These programs and services help job seekers gain employment and connect businesses with a qualified workforce.” About OWIB’s Strategic Planning Process
OWIB undertook a strategic planning process from May to November 2011. The objective was to build a vision and a plan that would organize OWIB’s work for the next three years (2012-14). OWIB’s desired outcomes were: achieving high performance; meeting Oakland’s workforce needs; and stakeholder and board member engagement and development. The board and the WIB staff dedicated significant time and resources to plan for a future that is responsive to community needs and responsible to stakeholders. This process included: • Review of existing workforce research and new analysis of state EDD and census data • Stakeholder interviews (board members, city officials, employers, workforce service providers, workforce researchers, education institutions) • Full day board retreat – July 2011 • Stakeholder visioning session – July 2011 • Regular meetings with OWIB staff and board strategic planning ad-hoc committee • Final Presentation to Board – November 2011
This OWIB 2012-14 Strategic Plan:
• Explains the current reality and opportunities for OWIB to impact its key users. • Defines outcomes and a performance management framework for OWIB. • Recommends foundational steps, strategies and strategic initiatives. • Highlights workforce development best practices and resources from across the U.S. • Shares the ideas and perspectives of OWIBs members, staff, customers and partners.
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Executive Summary
The work of the Oakland Workforce Investment Board (OWIB) is both important and urgent. Workforce Investment Boards (WIBs) are the only public/private entity specifically designed to develop policy and allocate funding that bridges the needs of local job seekers with local businesses. The regional economy is diverse and many job openings are anticipated, however, many Oaklanders have low levels of educational achievement and job-readiness. At the same time, the federally funded workforce system is under scrutiny and funding is at stake. To ensure that OWIB is a sustainable organization, and to ensure it reaches its potential to help local job seekers and businesses grow, strategic actions are required.
Foundation: To pursue this strategic plan the Oakland Workforce Investment Board must first build a solid organizational foundation by taking the following steps: • Grow adequate staff capacity • Develop and strengthen OWIB committees • Redesign OWIB meetings to be engaging and productive • Establish a clear baseline of WIA performance • Actively manage WIA performance
Strategies: As OWIB’s foundation stabilizes, the next three years (2012-14) provide OWIB the opportunity to achieve excellence in workforce development and powerful outcomes for its key users: job seekers, employers, and the workforce development community. This strategic plan defines five specific strategies for OWIB: 1. Management: OWIB is a responsible and effective manager of public resources and has sustainable human and financial resources. 2. Performance - WIA System: OWIB administers a high-performing WIA-mandated workforce development system that effectively responds to the needs of job seekers and employers. 3. Performance - Youth: OWIB supports youth becoming career and college ready through an integrated and coordinated youth-serving infrastructure. 4. Leadership - Sector Strategist: OWIB implements Sector Strategies for Oakland's key industries, moving trained workers into pipelines to growing industries. 5. Leadership - Catalyst: OWIB catalyzes increased impact and innovation in Oakland's human talent development system.
Innovations: NAWB recommends that OWIB focus on three innovations: • Innovation #1 - Learning Organization: individually and collectively continually increasing capacity to produce results OWIB really cares about; management tools and analytic processes that enable OWIB to achieve its goals • Innovation #2 - Sector Strategies: policies that promote local and regional partnerships of employers, educators, workforce developers and other stakeholders that address the skills needs of critical local industries • Innovation #3 - Collective Impact: the commitment of a group of important actors from different sectors to a common agenda for solving a specific social problem Resources: Achievement of OWIBs goals will require the ongoing support, energy and creativity of OWIB members, staff and partners. It will also require increased financial resources and organizational and staff capabilities.
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Section 1: Introduction
This section describes the importance of OWIB’s work (1a), the responsibilities and spheres of influence of WIBs (1b), and how they can guide the four-stage process of human talent development (1c). The section concludes with a synopsis of the recommended strategies for OWIB that are detailed in Section 8 of this plan (1d).
1a. The Importance of OWIB
The work of the Oakland Workforce Investment Board (OWIB) is both important and urgent. Workforce Investment Boards (WIBs) are the only public/private entity specifically designed to develop policy and allocate funding that bridges the needs of local job seekers with local businesses. WIBs seek two related outcomes:
1. Individuals develop the skills, attain the knowledge and access the resources the need to thrive in their career. 2. Employers have the talent they need to sustainably and competitively grow.
The regional economy is diverse and many job openings are anticipated, however, many Oaklanders have low levels of educational achievement and job-readiness. At the same time, the federally funded workforce system is under scrutiny and funding is at stake. To ensure that OWIB is a sustainable organization, and to ensure it reaches its potential to help local job seekers and businesses grow, strategic actions are required.
1b. About Workforce Investment Boards
WIBs were authorized with the passage of the Workforce Investment Act(WIA) of 1998, federal legislation that seeks to “to consolidate, coordinate, and improve employment, training, literacy, and vocational rehabilitation programs in the United States.” WIBs oversee Local Workforce Investment Areas (LWIAs) that are defined based on population, common industry base and other related designations.
WIA’s intent for WIBs is ambitious: to not only meet specific legislated performance measures, but to also serve as a leader in the workforce policy arena. These legislated responsibilities and leadership roles are broken down as follows.
Leadership Roles:
• Advocate: A strong voice for the public workforce system, articulates the added value of the system to partners, potential customers, authorizers, employers, and other stakeholders. • Connector: Convenes employers, educational institutions, labor, and other stakeholders for articulating and addressing shared interests and goals. • Labor Market Analyst, Advisor, and Communicator: Advises employers, workers, government agencies, and other stakeholders about relevant economic and labor market trends at the local and state levels.
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Legislated Responsibilities: The specific legislated responsibilities and primary functions of local WIBs are outlined in Section 117(d) of WIA:
1. Develop a local plan that is submitted to the governor. 2. Select one-stop operators and providers (including one-stop operators, youth providers, and eligible training providers). 3. Develop a budget and administer funding. 4. Oversee youth, adult and one-stop services. 5. Negotiate local performance measures with the governor. 6. Assist in the development of the statewide employment statistics system. 7. Create linkages with employers. 8. Connect, broker and coach employers to interface with the WIA-mandated system.
Local WIBs fulfill these responsibilities on behalf of the chief locally elected official (CLEO); OWIB’s CLEO is Mayor Jean Quan. Mayor Quan is responsible for appointing the board members to the OWIB who will help further her policy goals related to workforce and economic development.
1c. Human Talent Development and WIBs’ Sphere of Influence
It is helpful to see workforce development as part of a four stage ”human talent development” framework that spans nearly a lifetime:
Educate Prepare/Train Match Retain
• Educate: develop fundamental academic and social skills to be ready for advanced training and work through quality preschool, K-12, and learning in the home. • Prepare/Train: develop and hone the knowledge, skills and abilities relevant to employment, delivered through job training, on-the-job training, apprenticeships, and post-secondary education. • Match: successfully connect individuals and employers through employment or as entrepreneurs; job seekers navigating the labor market with knowledge and support, and access. • Retain: employers and individuals remaining relevant and innovative to the changing demands of the market, through continual education and employee engagement.
Throughout every community a wide range of organizations and institutions play roles in human talent development. A WIB has the most direct influence on those organizations that are contractors providing WIA-funded services, a small subset of entire workforce development community. Any member of the WIA-mandated workforce development system may also have other roles and functions that exist outside its relationship with the WIB.
There are two distinct spheres of influence for a WIB:
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1. The entire workforce development community: all organizations and institutions involved in the education, preparation/training, matching, and retention of human talent (K-12, community colleges and post-secondary education, labor unions, and other training providers).
2. The WIA-mandated workforce development system: all entities receiving funds or support from OWIB, and articulated in WIA, which includes: • One-Stop Career Centers • Workforce training providers • Business services • Youth services
Figure 1: OWIB's Spheres of influence
Figure 1: OWIB’s Sphere of Influence depicts how a WIB serves jobseekers and employers through guiding and informing the process of human talent development in the WIA-mandated workforce development system and the entire workforce development community.
There are four key client and partners groups in OWIB’s sphere of influence that are discussed in more detail in Sections 3 through 6 and are prioritized in this strategic plan:
• Job seekers who are seeking to develop their own talent and find employment, including youth and those seeking self-employment. • Employers who rely on the talent of local people to sustainably grow and compete. Employers include government and non-profit organizations. • Service-providers and one-stop career centers who serve these job seekers and employers. • OWIB board members and staff who lead and manage the WIA-mandated workforce system.
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1d. 2012-2014 OWIB Strategies
“OWIB is a vehicle of change for individuals – through policy and strategies.” This statement was made by a board member at OWIB’s strategic planning retreat in July 2011 and embodies a sentiment expressed throughout the strategic planning process. As shown in Figure 2: Strategic Plan Diagram, this strategic plan focuses first on achieving excellence in the OWIB organization and the WIA-mandated workforce development system and then catalyzing impact across the entire Oakland workforce development community.
Figure 2: Strategic Plan Diagram
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Section 2: OWIB External Context
OWIB seeks to achieve its mission in a highly complex environment, structured by global, national and regional forces. This section highlights key factors in OWIB’s environment and also highlights trends that OWIB should seek to mitigate or and actively support. Appendix E: OWIB Environment graphically details this environment.
2a. Global and National Context
Technology and globalization have radically changed the environment for businesses and workers. Just 30 years ago, a worker with high school education could find a job, get trained, and earn a living wage. Prospects for these “middle-skill jobs” (typically requiring more than a high school diploma but less than a four-year college degree, many of which were union jobs), have given way to low-skill (mostly non-union) jobs, and high-skill jobs. According to a recent article published by The Atlantic, low-skill jobs grew substantially as a share of all jobs across the United States from 1999 to 2007. That trend was coupled with the substantial loss of middle-skill jobs during the 2008 recession, pointing to an increasing divide between low-income and high-income occupations. While technology has created efficiencies and labor savings for mechanized work, it also increased the need for workers who perform research, complex analytics, design, organizational leadership and decision-making.
Technology is dramatically changing workforce in other ways. For example, web- based technologies and collaborative work tools now enable many to work from home or temporary offices, which increases worker mobility. This also means that workers are competing for work globally rather than just locally. Across the Bay Area and beyond, there is a growing trend of employers using workers on a contractual basis, and workers serving multiple clients in interchanging constellations of groups and teams rather than holding full time employment. Employers increasingly prefer to hire contract workers rather than full-time employees due to the flexibility and cost savings from not providing benefits. The online freelance marketplace Elance reports that in the second quarter of 2011 it posted a record 142,000 contract jobs worldwide, mostly in information technology and marketing.1
Web-based and mobile technology has also changed the job search (matching) process itself, making it harder to find employment without computer skills. LinkedIn, an on-line networking tool for networking and job searching, now has over 120 million users who use it to publicize jobs and find candidates.2 Online tools like Elance and LinkedIn represent a fundamental change in the cognitive skills to succeed in a highly fluctuating employment market, and the capacity needed to connect with network- based employment opportunities (opportunities that require “knowing someone”).
National and state budget politics are also critical to OWIB’s operating environment. At this time, the federal government is seeking ways to reduce the federal deficit through
1 http://www.elance.com/q/online-employment-report, October 1, 2011 2 http://www.linkedin.com, October 1, 2011
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a mix spending cuts and revenue generation, leading to a high level of uncertainty for WIA funding and other workforce programs. The ongoing State budget crisis in California is reducing funding for programs that support workers and families, resulting in increased demand for employment due to lay-offs, reduced social services, and now an increase the parolees in communities.
While the results of workforce development have long-term impact on income gaps and change economic trends, this strategic plan is not designed to explicitly address them. However, understanding these trends will help OWIB ensure its services assist individual clients with navigating the modern economy.
2b. Regional Context
The Bay Area is an international leader in technological innovation (Silicon Valley), clean energy (East Bay), and finance (San Francisco). In the greater East Bay, the Diablo Innovation Alliance (a Contra Costa, Alameda and Solano county initiative) is building a sector-based effort to grow the clean energy and water industries. The plan is based on the significant network of clean energy sector firms in the East Bay, and the strength of local universities and research organizations (Diablo Innovation Strategic Plan, 2011). Across the bay, NOVA (the Silicon Valley WIB representing Sunnyvale, Milpitas, Mountain View, Palo Alto, Los Altos, Cupertino and Santa Clara) has been organizing their efforts around the high tech skills required to succeed in the Silicon Valley economy and doing original research to support its efforts. NOVA’s recent study on the Information and Communication Technology Cluster found that conservative estimates show employment growth of 15% over the next two years (in a sector that has grown by 13,000 jobs since December 2009).3
The East Bay Economic Development Alliance (EBEDA), a public/private partnership serving Contra Costa and Alameda Counties recently completed its study of the East Bay economy entitled Building on Our Assets: Economic Development and Job Creation in the East Bay. The study reflected in-depth analysis of economic, business and employment data. Highlights about the East Bay economy from this report that are relevant to OWIB’s work follow.
EBEDA findings: East Bay Regional Economy Assets
• Growing innovation industries in sectors including engineering, scientific research and development, biotechnology, pharmaceuticals, biofuels, and other clean energy activities. • Professional, scientific and technical services (PSTS) industries are strong and growing. • Manufacturing – especially advanced manufacturing – still matters in the East Bay. Advanced manufacturing success is linked to strength in innovative PSTS industries. • Construction is highly concentrated in the East Bay and likely to grow rapidly as the economy rebounds.
3 NOVA, work2future, Santa Cruz Co., San Mateo Co., Silicon Valley in Transition: Economic and Workforce Implications in the Age of iPads, Android Apps, and the Social Web, July 2011
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• Regional-serving industries employ half of the East Bay’s workers. • Health care and educational services are poised to grow in the region. • Business leaders are most concerned about state governance while citing local regulatory hurdles as a key factor in location and expansion decisions. • Companies moving in and out contribute little to employment. Small and mid-sized companies employ the most people. • Existing manufacturing establishments generate the largest number of new jobs through expansion and destroy the largest number of jobs through contraction. • Baby boom retirements will create job openings in every occupation but the incoming workforce is not necessarily qualified to fill them. • Hispanic populations are growing but seeing low rates of educational attainment. • High school completion rates are declining and far too few high school graduates are ready for college at the same time skills requirements are increasing. • There will be skills shortages and mismatches in the East Bay.
EBEDA Recommendations: • Focus on ensuring that companies – especially small and medium-sized ones – start, survive and thrive here. • Work to address regional and statewide regulatory and governance issues. • Celebrate manufacturing and prepare the advanced manufacturing workforce of tomorrow. • Make education and ongoing workforce development the region’s top economic priority. • Fully fund public education. • Expand the population’s access to good schools and innovative learning programs. • Support and models like Linked Learning and Career Advancement Academies which enable project-based, school-based enterprise and work-based learning. • Expand and enhance business involvement with educational institutions at every level but especially with East Bay high schools and community colleges. • Preserve public dollars for worker retraining. • Close the remediation gap.
Regional Planning Two Bay Area regional planning processes led by the Association for Bay Area Governments (ABAG) and the Metropolitan Transportation Commission (MTC) will impact workforce and economic development. First, the Sustainable Communities Strategy (SCS), named Plan Bay Area, will align long-term land use blueprints, regional plans for housing all residents of all incomes, and transportation investment plans, as required by Senate Bill (SB) 375.
Second, the City of Oakland is one of the partners to MTC and ABAG for a multi- jurisdiction, multi-sector application for a HUD Sustainable Communities Regional Planning Grant. The Bay Area’s proposal includes a Regional Prosperity Plan with a special focus on low- and middle- income jobs that offer clear paths for advancement. These regional plans will drive the location of employment centers and housing and therefore will impact the ability of Oaklanders to find quality employment within the local area.
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Section 3: Job Seekers
This section describes the workforce of Oakland and three specific barriers to employment that many individuals living in Oakland face: former incarceration, limited English proficiency, and being young seeking work.
3a. Labor Force and Unemployment
Oakland’s labor force (those working or seeking work) as of September 2011 was 200,600, with 169,800 working and 30,800 looking for work, making a 15.3% unemployment rate4. Figure 3 shows the 2009 census estimates of employment by occupation, sector and income:
Employment status Population 16 years and over 317,378 317,378 Civilian labor force 209,725 66.10% Not in labor force 107,147 33.80% Industry Civilian employed population 16 years and over 189,999 189,999 Educational services, and health care and social assistance 44,880 23.60% Professional, scientific, and management, and administrative and waste management services 30,208 15.90% Retail trade 18,328 9.60% Arts, entertainment, and recreation, and accommodation and food services 17,720 9.30% Construction 14,309 7.50% Manufacturing 12,430 6.50% Finance and insurance, and real estate and rental and leasing 12,401 6.50% Other services, except public administration 11,311 6.00% Transportation and warehousing, and utilities 9,636 5.10% Public administration 7,712 4.10% Information 5,850 3.10% Wholesale trade 4,732 2.50% Agriculture, forestry, fishing and hunting, and mining 482 0.30% Class of Worker Civilian employed population 16 years and over 189,999 189,999 Private wage and salary workers 142,082 74.80% Government workers 28,369 14.90% Self-employed in own not incorporated business workers 19,191 10.10% Unpaid family workers 357 0.20% Figure 3: Oakland Employment Estimates
4 California Employment Development Department, October, 2011: http://www.labormarketinfo.edd.ca.gov/?pageid=132
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The San Francisco Bay Area has weathered the 2008 recession relatively well compared to the rest of California; the unemployment rate is lower, housing prices are more stable, and overall economic output is strong. Oakland’s jobseekers have not shared in all of those positive trends. In May of 2008, Oakland’s unemployment rate was 8% and has climbed through the recession to 15.3% in September 2011. It is important to note that the official unemployment rate is usually lower than actual unemployment because these statistics do not capture those who are not part of the State unemployment system (because they not receiving unemployment benefits), those who are underemployed (working fewer hours than they wish or underutilizing their talents), and those who have given up seeking work. Figure 4 shows Oakland’s historical unemployment rate compared to Alameda County, California, and the United States.
20.0% 18.0% 16.0% 14.0% 12.0% National 10.0% California 8.0% 6.0% Alameda County 4.0% City of Oakland 2.0%
0.0% Source: BLS and California EDD Jul '08 Jul '09 Jul '10 Jan '08 Jan '09 Jan '10 Jan '11 Sep '08 Sep '09 Sep '10 July '11 Nov '08 Nov '09 Nov '10 Mar '08 Mar '09 Mar '10 Mar '11 May '08 May '09 May '10 May '11
Figure 4: Unemployment Rates
Jobs/Skills Gap
There is a job deficit as the labor force continues to grow and available jobs continue to decline. Figure 5 below, from EBEDA, shows the difference between available jobs and workers in the Oakland Metropolitan Statistical Area (MSA), which includes Oakland, Fremont, and Hayward.
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1,400 1,288 1,289 1,252 1,267
1,200 1,047 1,050 1,032 968 1,000
800
600
400
200
- 2006 2007 2008 2009
Source: EBEDA Labor_Force Total_All_Industries *Figures in thousands
Figure 5: Oakland Metro Area Jobs Gap
Despite this job gap, according to informal estimates there are millions of vacant jobs across the United States due to employers unable to find trained and qualified workers. This suggests that OWIB can create a significant impact through effective and appropriate training of workers for the sectors that are experiencing skills gaps in their workforce. As highlighted in the recent EBEDA report, four general strategies to close the skills gap in Oakland are to increase the percentage of:
• High school graduates through supporting retention and support programs; • Workers with an AA or some college by targeting high school graduates interested in training and career advancement opportunities; • Individuals who have a BA or higher to account for the upcoming exit of baby boomers from the workforce; • Workers with advanced degrees in science, technology, engineering, and math to remain competitive regionally, nationally, and globally.
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3b. Important barriers to employment in Oakland
Many of Oakland’s jobseekers have multiple barriers to finding and keeping employment. Common barriers include:
• Former incarceration • Limited English proficiency • Being young (particularly since the 2008 recession) • Transportation and distance to work • Access to affordable child care • Stable housing • Computer skills • Immigration status • Access to financial services • Physical and mental health
When evaluating service providers, OWIB members should take into account how service providers assist workers with these barriers.
The first three are key barriers that should be addressed through OWIB’s investments: former incarceration, limited English proficiency (LEP) and being young while seeking work during the current recession. These barriers have been thoroughly analyzed by East Bay Alliance for a Sustainable Economy (EBASE), East Bay Community Foundation (EBCF), and other organizations. What follows is a brief description of the challenges these barriers create and possible avenues towards sustainable career paths.
3c. Former Incarceration
Developing training and employment strategies for formerly incarcerated individuals is critical for community health and well-being. According to the Department of Justice there were 16,481 arrests made in Oakland in 20095 and in 2010 there were 6,107 parolees living in Alameda County6. CA Bills AB 118 and SB 89 will alleviate prison overcrowding and comply with a recent Supreme Court Order by reducing the number of inmates at state prisons to 137% of capacity, sending thousands to local jails. According to HealthyCal.org, Alameda County will receive 848 inmates in October, and 47 per month after that7.
Besides possible lack of work history and educational attainment, criminal history is the largest barrier to employment for this population. According EBCF’s report, Putting the East Bay to Work, the construction, logistics, and manufacturing sectors (depending on the specific company) are not as averse to individuals with criminal histories as other sectors. However, the health sector is a challenging sector to gain employment because of employers’ aversion to individuals with criminal histories. Some companies in
5 http://bjs.ojp.usdoj.gov/index.cfm?ty=datool&surl=/arrests/index.cfm#, October 18, 2011 6http://www.cdcr.ca.gov/Reports_Research/Offender_Information_Services_Branch/Offender_In formation_Reports.html, October 18, 2011 7 http://www.healthycal.org/archives/5559, October 16, 2011
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these sectors already have successful experience employing individuals from this population. In the same report, formerly incarcerated individuals indicated a high interest in the green/construction sector because of good pay and relatively lower barriers to employment.
3d. Youth
WIA supports both employment and job-readiness for youth. With continued high unemployment, youth are hit the hardest as many employers are cutting back on non- essential personnel costs that affect internships and other entry level opportunities. Further, as the available pool of jobs shrinks, youth find themselves competing with more qualified, more trained, and more experienced workers. Figure 6 shows the sectors where Oakland youth (ages 19-21) are employed, according to the 2010 Census. This chart suggests that the food services sector is important for youth employment.
900 825 800 700 600 500 400 331 318 261 300 191 162 157 150 200 111 109 96 89 100 0
Average Quarterly Employment (Q3 '09 - Q2 '10) Source: 2010 Census
Figure 6: Employment Sectors for Oakland Youth Aged 19-21
To ensure that youth develop the necessary basic skills for the workforce, workforce development strategies should focus on “soft” skills training, credentialed training, subsidized or partially subsidized internships. Oakland’s rich community of youth-serving agencies has valuable firsthand knowledge about youth’s specific needs and effective practices that help youth succeed. The youth will benefit from better sharing of this knowledge with OWIB members to inform policy-making and goal-setting.
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Aged-Out Foster Youth
When a young person in the foster care system turns 18, he or she is generally legally required to exit the foster care system and find work to support him or herself. Often, by virtue of the system itself, many aged-out foster youth do not have the life skills to be self-reliant and successful. Many are not given the opportunities to make decisions or experience self-determination and have limited options for quality education.
According to EBCF’s report, Putting the East Bay to Work, major barriers for this population are education and experience. Any WIB training strategy would have to include a comprehensive program, including soft and hard skills training, aimed at acquiring entry-level job experience. After securing employment, ongoing support would be necessary to ensure job success.
Of the companies interviewed in this report (from the green/construction sector, healthcare, logistics, and custom manufacturing), nearly all had no experience with aged-out foster youth. Some healthcare companies expressed interest in employing this population. The lack of interest or awareness of this population among key Oakland sector indicates that paid internships or internships with other types of outside support would likely be necessary for aged-out foster youth to gain employment in these sectors and work experience in general.
High School Dropouts A high school diploma is the basic passport into the labor market. Individuals who drop out of high school earn lower wages than their peers with diplomas, and significantly lower than those with 2-year or bachelor’s degrees. In 2006, the Gates Foundation published The Silent Epidemic which described the high numbers of young people who did not graduate from high school with their age group: nearly 1 in 3 across the country. Oakland is no exception: data from the CA Department of Education reports Oakland’s 2009-2010 dropout rate at 32%8. It is important to note that there are several ways to account for the dropout rate.
3e. Limited English Proficiency
Limited English proficiency (LEP) has consequences for individuals in communicating with colleagues, supervisors, and customers, filling out forms, entering data, and any other areas that require fluency in English. Other related barriers include legal status, education, and experience. Although 2010 Census data for languages spoken has not yet been released, primary languages spoken among OUSD students are indicators of what languages Oaklanders speak. According to OUSD, the following languages are home languages of 2011-12 OUSD students (not including charter schools): English 50.9%, Spanish 33.2% Cantonese: 5.9%, Vietnamese 2.7%, Arabic 1.5%. Languages not listed here are home languages of less than 1% of students.
8California Department of Education, accessed October 10, 2011
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Many adults with LEP gain work through informal social networks and at businesses where friends and family members already work. Several companies in the manufacturing and construction sectors have had positive experiences working with adult who have LEP. Work in these sectors typically does not require as much English proficiency as in other sectors.
Training strategies for this population revolve around English as a Second Language programs, work-based language classes, on-the-job support, and in some cases support for legal status.
3f. Opportunities
There are several opportunities for OWIB to make an impact for Oakland’s job seekers. In general, OWIB should look to increase the training, skills, and education of Oakland’s workforce to attract businesses and maintain competitiveness. For individuals with special barriers (e.g., former incarceration and LEP), OWIB can create custom training programs to deal with the unique needs of individuals with these barriers. For youth, OWIB’s opportunity is to help youth attain experience, training, and possibly credentials for relevant fields and sectors. Ultimately, training for “hard,” “soft,” and “basic” skills must be driven by employers’ current and future needs as well as skills gaps in their workforce. In the next section, we identify employment sectors for the OWIB to focus on and tailored training strategies for.
OWIB can also ensure that jobseekers understand OWIB services and that those services are designed to be accessible, friendly and relevant.
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Section 4: Employers
This section describes NAWB’s recommendations on the appropriate employment sectors for OWIB to focus on: healthcare and social assistance; trade, transportation, and utilities; manufacturing; and retail. It also discusses the importance of serving small businesses; encouraging entrepreneurship; the growth of the green sector in Oakland; and, how employers can be engaged with OWIBs work.
4a. Employers’ role in workforce development
WIA is structured to create a “demand-driven” workforce development system. The intent is for employers (and labor market/industry information) to be the leading voice in articulating the needed skills and knowledge needed to be competitive. This approach to workforce policy came about after pressure on Congress to revise some of the ineffective aspects of older models that sometimes kept jobseekers dependent on publically funded projects, rather than securing employment in the private sector. Ideally, the workforce board membership consists of representatives from key sectors as well as individuals within firms who can articulate talent needs and help translate them into policy.
4b. Key Industry Sectors
Since 94% of job growth in the East Bay takes place through existing firms (according to the recent EBEDA study, Building on our Assets) it is critical to identify and build on those sectors that are most competitive that are already here. NAWB utilized existing research (such as the EBEDA’s recent report, Building on Our Assets; the EBCF’s report, Putting the East Bay to Work; The Oakland Metropolitan Chamber of Commerce’s report, Taking Stock of Oakland’s Economy; and OWIB’s report, A Scan of the Current Workforce Landscape) along with interviews with key stakeholders to identify employment sectors where OWIB should focus its services.
We recommend that OWIB focus on the following industry sectors: healthcare and social assistance; trade, transportation, and utilities; manufacturing; and retail. The general criteria for choosing these four sectors were: • Alignment with Oakland’s Community and Economic Development Agency’s (CEDA) stated strategic priorities. • Total sector employment. • Projected sector employment growth. • Availability of entry-level and mid-level jobs. OWIB’s strategic activities will extend beyond these four sectors, but OWIB will also have greater impact by concentrating its limited resources in a few sectors that are growing and have opportunities for low- and middle- skill workers. Other sectors that merit attention for workforce development are: arts and media, building trades and construction, green jobs, administration, information technology, and education.
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Figure 7 shows the sector, current employment, and projected future employment in the four key sectors. All figures are from California EDD and for Alameda County.
2010 2018 Projected Employment Employment Employment Gain Healthcare and Social 77,100 132,500 55,400 Assistance Trade, Transportation, and 118,300 200,200 81,900 Utilities Manufacturing 60,500 93,100 32,600 Retail 59,800 115,700 55,900 Figure 7: Employment in Key Sectors - Alameda County
The following are examples of jobs in these sectors: • Healthcare and Social Assistance: medical doctors, therapists, nurses, medical centers, social assistance, and ambulatory health care services • Trade, Transportation, and Utilities: wholesalers, freight transporters, and logistics • Manufacturing: the production of all types of goods such as computer parts, grains, and food stuffs • Retail: point-of-sale businesses as well as non-store businesses, such as online retail, catalog publishing, and non-food street vendors
Employers in the healthcare and social assistance sector have employment opportunities at all skill levels (entry, mid, and high level) and provide a wide range of occupations. Depending on the type of job, different levels of soft and hard skills are required; the technical requirements for health care work are continuing to increase. A high school diploma or equivalent and some work experience are basic requirements for most entry-level jobs. For individuals with many barriers to employment, this sector may be more difficult to find employment than others. Formerly incarcerated individuals may have difficulty finding work in this sector, and because work hours can be highly variable, parents may have difficulty finding work while finding care for their children. The health care and social assistance sector is poised to grow with the aging baby boomer generation and increased demand for healthcare in general. Oakland and the East Bay has significant assets in the healthcare and social assistance sector throughout all aspects of this sector’s value chain including: research centers, training facilities, medicine, acute care, long term care, specialty care, and alternative medicine.
Employers in the trade, transportation, and utilities sector have many entry and mid- level job opportunities and offer meaningful career pathways and opportunities for promotion. Entry-level positions require little education and skills, which make this sector attractive for individuals with high barriers to employment. Median wages for entry and mid-level jobs are competitive and suggest that workers can generate long term, sustainable careers in this space. From an economic perspective, Oakland has significant, existing assets in this sector -- the Port of Oakland alone generates approximately $2 billion in personal income, annually, according to EBCF.
While most job creation in Oakland will come from growth in existing employers, the
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Oakland Army Base Redevelopment presents a once-in-a-generation opportunity to create new, quality jobs in this sector on a large scale. Current estimates of employment opportunities at the former Army Base are several thousand short-term construction jobs and several thousand long-term jobs in logistics, longshoring, railroad, freight, warehousing, maintenance and support. Multi-stakeholder discussions are underway about what type of job training and pipelines will be created as part of the plan. Creation of a one-stop career center administered by OWIB is a proposal under discussion.
Employers in the manufacturing sector also have a large employment base and a significant number of entry and mid-level job opportunities. Skill requirements are dependent on the type of manufacturing. Entry-level jobs require little education and skill, which makes this sector accessible to individuals with high barriers to employment. Promotion opportunities and sustainable career pathways also exist within this sector. Employers face the challenge of high turnover rates, which suggests that training service providers and employers should invest in job-readiness programs and ongoing support.
Employers in the retail sector typically have low barriers to entry, a high number of entry-level positions, and require less than high school or high school (or equivalent) degrees. While there are few meaningful career pathways and retail, individuals who have high barriers to employment (e.g., formerly incarcerated individuals) may find easier access to employment in this sector and be able to build work experience for other work opportunities. Median wages in this sector are lower than median wages in other sectors in the East Bay and may not help people move out of poverty. The City of Oakland has also emphasized supporting the retail sector to increase tax revenue by getting more Oakland and outside residents to spend money in Oakland.
4c. Green Jobs
Oakland is a national center for policy and advocacy for investment in the green economy. The green economy is comprised of the production of goods and services that reduce negative environmental impact. Quantifying opportunities in the green economy presents significant challenge given the fact that “green” cuts across multiple industry and occupational sectors. This does not diminish the value of having local training and knowledge expertise available through organizations like Cypress Mandela, Green For All and the Laney College Green Building program. These organizations, coupled with the growing specialty food sector in Oakland and the Bay Area means that making “green” a part of OWIB’s training strategy will leverage significant local resources, employer demand and support from leaders. OWIB is already administering a green jobs grant with several local providers.
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4d. Small Business, Micro-Enterprise and Entrepreneurship
An additional “sector” that should receive special attention is small business, micro enterprise and entrepreneurship. There is no single definition of small enterprise; they generally are privately owned and employees in the tens or hundreds. Micro-enterprises are small businesses with five or fewer employees and requiring seed capital in the tens of thousands of dollars. Entrepreneurs are those who organize or operate businesses and typically take on a financial risk to do so. Approximately 70% of East Bay jobs are in businesses with 100 or fewer employees9.
Small businesses form the backbone of Oakland’s neighborhoods and supporting small businesses is a priority for many Oakland leaders. New firms in technology, clean energy, arts and media, and specialty food comprise the heart of this current movement. Small businesses and micro-enterprise often “slip through the cracks” in economic and workforce development strategies but are an innovative and viable way to address unemployment. However, since they are small, micro enterprises are difficult to measure, analyze, and support since they are spread across industry types and do not carry the capital, assets, and brand awareness of larger companies.
4e. Informal Employment
Many Oakland workers are employed in the informal economy, which generally refers to employment that is not part of the tax system. These informal workers and their skills are generally unaddressed by both workforce programs and also by official employment statistics. Informal employment in Oakland includes day laborers, childcare providers, domestic workers, informal retailers and many other sectors. Informal employment tends to be most robust in underserved and disinvested inner city and immigrant markets. A 2005 Oakland Neighborhood Market Drilldown study by the Social Compact, the most recent study of its kind, found that Oakland’s informal economy across four neighborhoods was $405 million, 36% larger than 2000 Census figures10.
4f. Worker-owned cooperatives
Oakland is also home to several successful worker-owned co-operatives (co-ops), where workers are also owners of the business, such as Arizmendi Bakery. Some cities in the country are beginning to look at these structures as a way to address job-shortages and create occupational pathways for citizens with low educational attainment and/or significant barriers to employment. The mayor of Richmond, CA, has just begun significant research on the viability of developing worker-owned co-ops there. Cleveland, Ohio, has a highly acclaimed co-op called Evergreen that provides a working example of a successful program.
9 Building on our Assets, East Bay Economic Development Alliance, October 2011. 10 Neighborhoods included East Oakland, West Oakland, Fruitvale and San Antonio. The Oakland Drilldown, Social Compact, Inc. August, 2005.
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4g. Opportunities
OWIB’s key challenge and opportunity for serving employers in these and other sectors is articulating the value proposition of the workforce development system and delivering results. Of the employers that are familiar with the OWIB, many have a tarnished perception due to historic politics, lack of transparency, and poor leadership (as documented in the 2010 OWIB Workforce Scan). OWIB has the opportunity to communicate its value to employers and to translate employer workforce needs into workforce development activities. Understanding the needs of businesses requires open dialogue directly with hiring managers and other business leaders. It also requires participating in both business organizations where large businesses convene, like chambers of commerce and the Jobs and Housing coalition and also where small businesses convene, like the Oakland Merchants Leadership Forum and neighborhood business associations.
In the small business and entrepreneurship sectors, OWIB has the opportunity to move job seekers into to paths where they themselves can be job creators.
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Section 5: The Workforce Development Community
As stated earlier, OWIB seeks to achieve two outcomes: individuals with the skills, knowledge and access to resources they need to thrive in their career; and, employers that have the talent they need to sustainably and competitively grow. This section describes how OWIB can best achieve these outcomes in the two areas within its sphere of influence: the WIA-mandated workforce development system, and the broader workforce development community.
5a. Oakland’s WIA‐Mandated Workforce Development System
OWIB’s contractors and service providers are essential to building a successful human talent development system that meets WIA requirements. The fundamental parts of the WIA-mandated system are:
1. One-Stop Career Centers: sites where job seekers access a wide array of information and services, from job listings and career counseling to training and assistance programs. There are two kinds of One-Stop Career Centers: a. Comprehensive One-Stop career centers offer all of the services either on site or through referrals. Oakland’s comprehensive center is currently operated by the Oakland Private Industry Council. b. Affiliate (or Satellite) One-Stop Centers offer most of the services offered by a One-Stop. Oakland has three affiliate one-stops, operated by Lao Family Community Development, the English Center, and the Unity Council. 2. Workforce training providers: In addition to the organizations above, many local organizations can become “eligible training providers” and receive referrals from the One-Stop Career Centers. These training providers prepare and train individuals for entry into the labor force. 3. Business services: Services offered through the One-Stop Career Centers where employers can access outplacement programs, address workforce expansion, job training, tax credits/incentives. 4. Youth services: Youth workforce development providers offer services to eligible youth to prepare them for the workforce through career exploration, personal skill/interest assessments, financial literacy, opportunities to attain credentials (including alternative diploma programs and GEDs), internships, mentoring, work readiness and soft skills training and more. OWIB’s Youth Providers are: a. East Bay Spanish Speaking Citizens' Foundation b. Lao Family Community Development c. Pivotal Point Youth Services, Inc. d. Youth Employment Partnership, Inc. e. Youth UpRising
Like workforce service providers across the country, Oakland providers have been serving higher numbers of job seekers as the recession continues. Providers are also preparing for California’s upcoming release of prisoners from the state system to county systems and then back to communities (CA AB 109).
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OWIB and its contracted providers can collaborate to achieve clear performance benchmarks and targets. Too often, however, WIBs and providers experience an uncooperative working relationship based on a real or perceived punitive management approach of a WIB. To the highest extent possible, the WIB and providers must see themselves as partners in the effort to achieve high performance, and the WIB must develop policies and act in such a way to foster such a relationship. Given the scrutiny of workforce programs at the federal level, this kind of working relationship is even more imperative.
Oakland providers have experienced some difficulties stemming from the transition of WIA One-Stop administration from the Oakland Private Industry Council (OPIC) to OWIB over the past year, such as untimely payments and unclear direction from OWIB. OWIB has an opportunity to address these concerns by:
• Providing reliable, timely and transparent interaction, such as communication on performance, contracting and payment timelines, and required data reporting. • Facilitate the sharing of information and best practices among service providers. • Providing connections to resources, including funding, partnerships and access to employers, regional workforce and economic development opportunities. • Supporting communication and marketing about the impact of contractors’ workforce service on the community and the impact of the system to potential funders, partners, elected officials and the community at large.
The first category requires urgent attention and can be addressed partly by clarifying expectations through OWIB’s upcoming RFP process. The second and third categories require OWIB to build its own capacity to better connect and communicate with employers and other supports that assist providers in achieving their objectives.
Lastly, understanding current performance in order to implement continual process improvement is a key recommendation of this plan. Figure 8 below is the most recent available from EDD and shows the results of Oakland’s WIA-Mandated system (clients in the program between July 1, 2009 and June 30, 2010). The performance levels are negotiated between OWIB and the state. This, along with the work of the quality assurance committee, can help build a benchmark for beginning the performance management effort. While the success rates below meet the minimal standards of WIA, and are in line with most peer areas in California, it is up to the board to determine the meaningful metrics of successful for Oakland’s needs.
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Oakland Total Adults 679 Workforce Participants Dislocated 375 Investment Board Served Workers Youth 739 ETA Assigned Adults 180 #6025 City of Total Exiters Dislocated 101 Oakland WIB Workers Youth 204
Negotiated Actual Success Rate Performance Level Performance Level Entered Adults 68% 69.2% 101.8% Employment Rate Dislocated 74% 84% 113.5% Workers Retention Rate Adults 75% 80.5% 107.3% Dislocated 83% 84.2% 101.5% Workers Average Earnings Adults $11,000 $15,592 141.7% Dislocated $13,000 $17,208 132.4% Workers Placement in Youth 69% 86% 124.7% Employment or Education Attainment of Youth 65% 88.4% 136.0% Degree or Certificate Literacy or Youth 40% 22.5% 56.2% Numeracy Gains Figure 8: Oakland WIA 2009-10 System Performance
Notes: Total participants served are clients in the program between July 1, 2009 and June 30, 2010. Total exiters include clients leaving the program during the period from April 1, 2008 to March 31, 2009. The cohort for entered employment rates is October 1, 2008 through September 30, 2009. The average earnings and retention measures are based on the clients leaving the program between April 1, 2008 and March 31, 2009. The cohort for placement in employment or education and attainment of a degree or certificate measures is October 1, 2008 through September 30, 2009. The literacy and numeracy cohort is July 1, 2009 through June 30, 2010.
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5b. Oakland’s Workforce Development Community
“There is no coordination of workforce and economic development efforts in Oakland.” Variations on this statement were heard in interviews and at the July OWIB board retreat. The following are key members of Oakland’s workforce development community who deliver services closely tied to OWIB’s services.
Primary and secondary schools are the foundation of the education phase of the human talent development process. Increasingly the quality of schools is a significant factor in how well a region can attract and retain both employers and individuals. Oakland Unified School District is growing its career-focused programs and has recently created an Office of Workforce and Economic Development (OWED) as part of its Full Service Community Schools initiative. The OWED would build on OUSDs extensive outreach to employers in Oakland to offer resources, training or work-based learning opportunities to students.
OUSD also currently administers 25 Career Pathway programs across all high schools; each program connects to one of 11 industry sectors. The programs vary in their depth and breadth. In 2010, Oakland was one of ten districts in the state of California to be awarded a grant from the California Center for College and Career (ConnectEd), to promote Linked Learning. Linked Learning is an educational approach designed to create partnerships between school districts and local industry leaders in a wider range of fields. A well-designed Linked Learning Program has four components: academic learning, technical learning, work-based learning opportunities, and support services.
OUSD also has an entire high school based on workplace-based learning that can serve as an example for other efforts. MetWest high school is one of forty public high schools around the country pioneering a model of internship-based education. MetWest High Schools prepares students for both college and the world of work through integration of coursework and internships.
Community Colleges and the post-secondary education community are key providers of training that meets the needs of employers. Increasingly federal legislation requires that WIBs and community colleges collaborate on competitive grants so that the connection between employerneeds and training is strengthened. Oakland and the East Bay has a rich selection of community colleges and world-class universities including the University of California, Cal State East Bay, Mills College, Samuel Merritt University, and Expression College for the Digital Arts. Peralta Community College District’s almost 50 existing occupational training programs include programs in all of the key sectors recommended in this strategic plan.
Many job training organizations provide tailored training for Oakland’s key industries, such as the Atlas Program for Trade and Logistics and several training programs offered through Cypress Mandela Training Center for preparation in skilled trades, union apprenticeship programs, and green industries. Oakland also has many opportunities for training in entrepreneurship and participation in small business incubators, such as Inner City Advisors, C.E.O. Women, and Women’s Initiative for Self-Employment. These
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types of organizations often assist participants with financing and business strategy.
Labor Unions are a key workforce development community partner in Oakland. Union professionals have experience in shaping the processes of training, matching and retaining, and are active in the majority of Oakland’s workforce initiatives. Labor Unions help build the youth pipeline to employment through pre-apprenticeship programs that help young people with barriers enter into union apprenticeships. Labor also promotes policies and labor agreements that provide wages and benefits that allow for self- sufficiency and job security. Labor management agreements, like that in place at Kaiser Permanente, can promote the pursuit of additional education while progressing up career ladders.
There are three neighboring WIBs in the East Bay: Alameda County WIB, Contra Costa County WIB and the City of Richmond WIB. All these WIBs collaborate on co-branding One-Stop Career Centers under the title of East Bay Works. Increasingly there will be expectations from the federal government of neighboring WIBs to demonstrate how they collaborate to improve performance and impact. These WIB’s have some overlapping clientele and business relationships with OWIB, they are also a source for best practices and labor market information.
5c. Opportunities
OWIB can foster continued process improvement within the WIA-mandated workforce system while also building bridges to the greater workforce development community. Many providers and contractors are already engaged in initiatives related to several of these recommendations, and the task ahead is finding ways to coordinate and leverage for greater impact.
These specific local initiatives are current and emerging opportunities for OWIB to build upon:
• Oakland Army Base Redevelopment: Significant resources and attention are being directed towards the redevelopment of the Oakland Army Base, including a one-stop center. • Mayor’s Mentoring Initiative: Mayor Quan has a plan to connect 2000 of Oakland’s most at-risk youth to mentors. • Boys and Men of Color: The California Endowment has funded research and advocated for initiatives that provide support specifically for young males of color. • East Bay Green Corridor: An initiative led by the mayors of several East Bay Cities to help the growth and development of the green economy in the East Bay. • Diablo Innovation Alliance: A sector strategy to grow and support clean energy and water businesses in the East Bay.
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Section 6: OWIB – Board and Staff
This section describes the strengths, problems, threats and opportunities for OWIB’s board and staff.
6a. OWIB Board Members
While OWIB members are not specifically users of OWIB services, they are an essential part of Oakland’s workforce development system. There are currently 46 official OWIB members. OWIB Members are typically high-level leaders from government, businesses, labor or workforce development organizations who have a personal or professional commitment to Oakland and its people, and usually have several years of experience working in Oakland. Many OWIB members from the public sector have program management, fundraising, advocacy and political experience and a few work in direct service to job seekers and/or employers. OWIB members from the private sector are generally CEOs, human resources directors or government relations or public affairs specialists.
OWIB has a chair, vice-chair and currently has the following committees (see Section 10 for committee recommendations):
• Executive Committee - Forms committees, sets agenda, oversees business of the Board. • Youth Council - Develops youth employment and training policy and recommends funding for youth service programs to the WIB. • Quality Assurance Committee - Monitors performance of the entire service delivery system including sub-contractors and the One-Stop system. • Business Services Committee - Develops policy recommendations for the Executive Committee on ways to meet the workforce needs of Oakland's employers. • One Stop Leadership Committee - Integrates the services and resources of workforce development programs into a comprehensive and seamless One Stop system that is responsive to needs of employers, job seekers and career changers.
Board members shared their opinions about the OWIB in interviews and during their July strategic planning retreat. Board members expressed belief that OWIB can achieve its mission and a desire for OWIB to be an exemplary WIB. They joined the Board because their organization has already held a seat or because they were recruited to be on the board. Some joined the OWIB Youth Council out of their interest in youth service and policy. The Youth Council has members who are both voting and non-voting members of the full board.
OWIB meets every one to three months, and committees meet irregularly. OWIB members come to board meetings to: share their knowledge, share their opinions, or to represent a particular point of view or interest. In recent history (past 2-3 years), many OWIB members have found meetings uninteresting, unproductive or unpleasant, and many go entire meetings without addressing their fellow board members. Because
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many board members wear several hats, building trust is essential before they can share information candidly or put the interests of Oakland’s workforce system ahead of the other interests they represent in their professional or personal lives.
OWIB members are interested in using meeting time to learn about local or national issues, best practices and innovations in workforce development, and building relationships with one another. Many are willing to work on behalf of OWIB outside of meetings by building relationships, asking for resources, and learning about parts of the workforce system.
As part of strategic planning process, NAWB, OWIB members and OWIB stakeholders explicitly analyzed the strengths, problems, opportunities and threats facing OWIB and OWIB staff. There was significant consistency among the three groups in what they identified as important. Appendix B: SPOT Analysis highlights what WIB members identified as strengths, problems, opportunities and threats at their July 2011 strategic planning retreat, in their own words. The following are the major themes of OWIB’s current reality:
Strengths: diversity of board skills, expertise, talents; engaged and committed board; and current OWIB leadership.
Problems: drag of historic infighting, lack of transparency, dysfunction; lack of focus on workforce development policy and practice; and dull and negative image across community, particularly business community.
Threats: global, national, state economy and funding cuts; fear of change, inability to respond to external events, and loss of businesses in Oakland, business climate in Oakland.
6b. OWIB Staff
NAWB also met with and observed the OWIB Executive Director and the three OWIB staff members to understand their current reality. The majority of their time is currently spent on matters that would be considered administrative or retroactive -- the processing of contracts and invoices, the resolution of disputes about past contracts and invoices, and processing legislation related to contracting.
Limited staff capacity is currently available to pursue the activities of a learning organization and/or those of high-performing WIBS. These activities include: researching and analyzing data, learning best practices from other WIBs, supporting and convening service providers, supporting board development, building partnerships with employers and partners, and collaborating with other City departments and with City officials. Implementing this strategic plan will require a reallocation of time and resources from these administrative projects to more future- and results-oriented work. The WIB staff current reality could be described as follows:
Strengths: commitment to Oakland and to helping others; experience working in Oakland; and goodwill of City officials, board members, and stakeholders.
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Problems: High level of scrutiny; limited staff capacity; difficult transition to City control of WIA system administrator function; slow City bureaucracy; highly political nature of work; long timeline to get City Council approvals; attention required by individual board members; and public noticing requirements.
Threats: ability to increase capacity to meet demands, ability to meet needs of contractors/service providers; upcoming RFP process; and inability to successfully transition to City control of WIA system administrator function.
6c. Opportunities
The OWIB members and staff have many opportunities to increase the effectiveness of their internal processes and consequently make the entire workforce system in Oakland more effective. OWIB members and staff, along with NAWB, identified the following key opportunities to improve their success:
• The new OWIB members, the new Executive director, the new staff and the possibility of hiring more staff with WIA experience. • The Mayor, who has a strong interest in workforce development, particularly for youth, and also integrating City programs to increase their impact. • New and diverse employers in Oakland, excitement about Oakland at a regional and national level. • Community initiatives that can bear workforce development opportunities including the Oakland Army Base and the OUSD Full Service Community Schools initiative. • The OWIB 2012-14 Strategic Plan implementation and strategic planning process has garnered interest from community stakeholders on OWIB’s new direction
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Section 7: OWIB Foundation
In order to successfully pursue this strategic plan, NAWB strongly recommends that OWIB prioritize building a solid organizational foundation. Based on observations of high- performing WIBs, NAWB has identified key foundational steps that OWIB should address immediately. Every OWIB meeting should address progress made against meeting these foundation-building goals. In many cases, progress is already being made. These steps are drawn from the larger list of strategic initiatives in Section 9.
Strategies Foundational Strategic Initiative Responsible Reference Area (Ch.9) Grow Build staff capacity to administer WIA, build adequate staff Staff Mgmt A4 partnerships, and analyze data. capacity Create and assign members to committees: Youth Council, System Leadership, Sector Staff/Exec Mgmt A3 Strategies, Sustainability (ad hoc for yr 1), OWIB Comm Develop and Communications (ad hoc for yr 1). strengthen Change the Business Services Committee into Staff/ OWIB the Employer Strategies Committee. First Leadership - Employer committees initiative is to begin sector strategies by Sector Strategies cataloging all existing training and convening Strategies A2 Comm that currently serves driver sectors. Build and develop Youth Council membership: Staff/Youth Performance assess membership gaps, such as youth-serving Council - Youth A1 systems, experts, youth employers. Redesign Quality Assurance Committee to become System Leadership Committee. First Staff/System Performance initiative is to set WIA performance benchmarks Lead Comm - System A2 for continuous improvement assessment (including customer satisfaction). Establish clear Conduct a thorough assessment of CEDA Staff/ baseline for Leadership - programs serving businesses and OWIB Employer WIA Sector current/future programs and develop detailed Strategies performance Strategies A1 agenda for alignment. Comm
Under System Leadership Committee, develop a
regular (biannual recommended) meeting with all WIA contractors to collaboratively assess Staff/System Performance trends, events and qualitative data occurring in Lead Comm - System A3 the system, in order to seek practical ideas for addressing issues and improving service.
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Manage WIA contracts based on performance, including stipulations on timely reporting of performance measures and other data,allow flexibility for WIB to refine desired outcomes Staff/System Performance during contract. Collect quality data on Lead Comm - System A4 Actively jobseeker and employer customer statisfaction, manage WIA use data to drive improvements. Work with performance providers when low performance issues arise.
Produce RFP written to specify target industries, populations and performance expectations, Staff/System Performance based on available LMI, so employment Lead Comm - System A1 opportunities and WIB-funded job training are connected. Design regular OWIB meetings that are high- Redesign functioning, engaging and productive, and Staff/Exec OWIB invite innovation and progress in workforce Mgmt A2 Comm meetings development. Meetings include regular updates and presentations
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Section 8: OWIB Innovations
NAWB recommends that OWIB adopt three specific “innovations” to achieve high- performance: Learning Organization/Performance Measurement, Sector Strategies, and Collective Impact. Each of these is described in detail here; specific implementation strategies are found in Section 9: The Future of OWIB.
8a. Innovation 1: Learning Organization and Performance Management
A Learning Organization, framed by organization development theorist Peter Senge, is one in which people at all levels, individually and collectively, are continually increasing their capacity to produce results they really care about. A Learning Organization has five main features: systems thinking, personal mastery, mental models, shared vision and team learning. While this strategic plan does not explicitly discuss all of these elements, building a Learning Organization is a theme found throughout this plan and we encourage OWIB board members and staff to learn more about Learning Organizations and make it part of OWIBs culture (see Appendix A: Resources).
A key function of the Learning Organization recommended to OWIB is performance management. Performance management refers to management tools and analytical processes that enable the management of an organization’s performance to achieve pre-defined goals. A performance gap exists when what OWIB is producing through its internal processes does not match what OWIB expects to provide to its clients and stakeholders. Historically, despite the existing use of WIA performance measures, performance management has been a challenge for OWIB.
Performance Measures
NAWB recommends that OWIB adopt performance measures and performance goals for the next three years and regularly evaluate its progress against these goals. The measures should reflect a shared understanding of meaningful performance between OWIB and WIA contractors and an ongoing process of re-evaluation must be utilized to determine that OWIB is measuring the “right” things. NAWB recommends that OWIB utilize two types of performance measures (or indicators) and set goals for each year:
1. WIA-mandated performance measures (specified in WIA). While the WIB has collected performance measures of WIA-funded programs, initiating a performance management approach will bring continuity, shared understanding, and CPI (continual process improvement) to the system. 2. Custom performance measures. Many leading WIBs develop additional performance measures beyond WIA to determine broader impact.
A list of WIA-mandated measures and suggested custom performance measures follows.
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WIA-mandated performance measures:
Adult Program 1. Entry into unsubsidized employment; 2. Retention in unsubsidized employment six months after entry into the employment; 3. Earnings received in unsubsidized employment six months after entry into the employment; and 4. Attainment of a recognized credential relating to achievement of educational skills, which may include attainment of a secondary school diploma or its recognized equivalent, or occupational skills, by participants who enter unsubsidized employment. Dislocated Worker Program 5. Entry into unsubsidized employment; 6. Retention in unsubsidized employment six months after entry into the employment; 7. Earnings received in unsubsidized employment six months after entry into the employment relative to earnings of job of dislocation; and 8. Attainment of a recognized credential relating to achievement of educational skills, which may include attainment of a secondary school diploma or its recognized equivalent, or occupational skills, by participants who enter unsubsidized employment. Older Youth (aged 19-21) 9. Entry into unsubsidized employment; 10. Retention in unsubsidized employment six months after entry into the employment; 11. Earnings received in unsubsidized employment six months after entry into the employment; 12. Attainment of a recognized credential relating to achievement of educational skills, which may include attainment of a secondary school diploma or its recognized equivalent, or occupational skills, by participants who enter unsubsidized employment or who enter postsecondary education, advanced training or unsubsidized employment. Younger Youth (aged 14-18) 13. Attainment of basic skills and, as appropriate, work readiness or occupational skills; 14. Attainment of secondary school diplomas and their recognized equivalents; and 15. Placement and retention in postsecondary education, advanced training, military service, employment, or qualified apprenticeships. Across Funding Streams 16. Customer satisfaction for participants; and 17. Customer satisfaction for employers.
Potential OWIB custom performance measures:
• Cost efficiency: Per-service recipient cost (determined by service divided by cost) • Barriers: Percentage of individuals (all and priority) served in following groups: Youth, Formerly Incarcerated, Limited English Proficiency
• Sector Strategies: Entered Employment in key sectors of participating employers
(Determined by NAICs codes of key industry sectors)
• Key Groups: Higher employment for key individuals and groups in Oakland • Market share - employers: volume / percent of all employers that have filed for Unemployment Tax ID that receive any WIA services in a given year (in key sectors and across all sectors) • Repeat Usage: percent of employer customers who are repeat customers • Hiring Times: Hiring times reduced for employers (in key sectors and all sectors) • Applicants: Number of qualified applicants for key occupations increases Oakland Workforce Investment Board 2012-14 Strategic Plan 37
Regular Performance Monitoring The following performance review plan recommends quarterly performance monitoring and annual evaluation of the performance measures and goals. This performance monitoring is in addition to ensuring at every OWIB meeting that OWIB is building a strong organizational foundation (see Section 7). Performance monitoring should not be onerous; it should be a tool to simplify and guide OWIBs work.
Quarter Performance Review Activity Winter 2012 Collect baseline data and create digital dashboard templates Spring 2012 Spring performance review, report to stakeholders Summer 2012 Summer performance review Fall 2012 Annual performance review, report to stakeholders Winter 2013 Winter performance review Spring 2013 Spring performance review, report to stakeholders Summer 2013 Summer performance review Fall 2013 Annual performance review, report to stakeholders Winter 2014 Winter performance review Spring 2014 Spring performance review, report to stakeholders Summer 2014 Summer performance review Fall 2014 Annual performance review, adjustment, report to stakeholders
Quarterly Performance Review Description: • Staff and System Leadership Committee report to board on progress against WIA performance measures (not all data may be available quarterly). • Staff and appropriate Committees report to board on current progress on strategic initiatives. • Board and staff review performance measures, strategies and strategic initiatives. Annual Performance Review Description: • Board and Staff convene special meeting to analyze past year’s performance and affirm next years strategic plan. • Staff performs “deep dive” analysis of how internal processes are impacting actual performance against goals; staff proposes revision of performance measures and goals as needed; and staff proposes adjustment of strategy, strategic initiatives and reallocation of resources. • Board performs “deep dive” analysis of how internal processes are impacting actual performance against goals; board adopts (as needed) revision of performance measures/metrics, goals, strategy. • Board provides guidance on strategic initiatives and reallocation of resources.
Report to Stakeholders Description:
• OWIB reports on status of all current services and funding streams, performance against adopted performance measures. • Report distributed to all OWIB stakeholders (board members, elected officials, service providers, partners).
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8b. Innovation 2: Sector Strategies
Sector strategies promote local partnerships of employers, educators, and workforce developers to address the skills needs of critical industries. Sector strategies (also known as “sector partnership model” or “industry partnerships, or “cluster initiatives”) are widely used by local and state WIBs and also by the non-WIA workforce community. Initial research has shown sector strategies to be more effective at placing individuals into higher paying positions than other efforts11. A sector strategy focuses on the talent pipeline of a critical industry and is led by a strategic partner who coordinates dialogue and action. A sector strategy typically goes through several phases:
• Building support for the initiative with workforce partners o Before engaging employers the necessary coordinating infrastructure must be available and supportive of the sector strategy goals • Identifying the employers in the key industries o Once the necessary coordinating infrastructure is available then research must be conducted to determine the key sectors and their employers • Convening the relevant stakeholders (employers, training entities and other intermediaries) o This step requires coalition-building beyond the initial coordinating group with a broader network that will provide the technical assistance and capacity to address the training and recruitment needed for the strategy to succeed • Identifying employer needs in the driver sectors o Through meetings, interviews and reviewing of public and private labor market information, the key needs across each sector are determined • Building on existing/or developing new training and credentials o Once the training needs are identified an analysis of current training and credential assets should be conducted in order to identify gaps that must be filled • Implementing training and recruitment o Once the appropriate training and credentials have been identified then it is time for recruitment, training and placement • Assessing impact and revising o The steering group regularly collects data from participating employers on the impact of the sector strategy on their talent needs
Development of sector strategies by OWIB, and implementation of sector strategies throughout the WIA-mandated workforce development system will require significant focused time and resources, as well as coordination and outreach to WIBs across the region.
11 Sheila Maguire, Joshua Freely, Carol Clymer, Maureen Conway and Deena Schwartz. “Tuning into Local Labor Markets”, Charles Mott Foundation, July 2010.
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8c. Innovation 3: Collective Impact
OWIB alone does not have the funding, capabilities or power to meet the needs of Oakland’s workforce and employers, nor do OWIB’s partners. NAWB recommends that OWIB lead the creation of a “Collective Impact” strategy for workforce development community in Oakland (as opposed to Isolated Impact). Collective Impact is a model framed by FSG Social Impact Advisors, a research and consulting firm, and is summarized as: “the commitment of a group of important actors from different sectors to a common agenda for solving a specific social problem.”
Isolated Impact, the conventional way of addressing social problems, is based on “finding and funding a solution embodied within a single organization, combined with the hope that the most effective organizations will grow or replicate to extend their impact more widely.” The result of Isolated Impact is organizations working at odds with each other and dramatically increased the perceived resources needed to address the problem.
FSG defines five essential parts of Collective Impact:12
1. a common agenda 2. a shared measurement system 3. mutual reinforcing activities 4. continuous communication among stakeholders 5. a backbone organization with dedicated staff to support the effort
Creating a shared measurement system for the workforce development community in Oakland would be challenging, but could produce breakthrough results including “greater alignment among the goals of different organizations, more collaborative problem solving, and the formation of an ongoing learning community that gradually increases the effectiveness of all participants. In some cases, simply the process of defining shared measures has led to significant changes in the way that organizations do their work.”
Collective impact for workforce development inevitably will span the entire workforce development community in Oakland. Discovering and addressing service gaps through the human talent process could produce breakthrough improvements in the trajectories of Oaklanders who otherwise would not make it through education and job transitions. WIA positions WIBs well to lead Collective Impact. OWIBs Collective Impact partners would include key City departments, OUSD, labor, local foundations, business representatives, workforce development providers, large institutions like County and Port.
12 http://www.ssireview.org/articles/entry/collective_impact/ http://www.fsg.org/KnowledgeExchange/Blogs/SocialImpact/PostID/166.aspx
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Section 9: The Future of OWIB ‐ 2012‐14
9a. Strategies for Success
Figure 1 (in Section 1) showed that OWIB should first address management, then system performance, and finally leadership when implementing this plan. OWIB’s path to achieving these goals requires planning, prioritization and discipline. NAWB has identified five key strategies to pursue for the next three years:
1. Management - OWIB is a responsible and effective manager of public resources and has sustainable human and financial resources. 2. Performance - System: OWIB administers a high-performing workforce development system that effectively responds to the needs of job-seekers and employers. 3. Performance - Youth: OWIB supports youth becoming career and college ready through an integrated and coordinated youth-serving infrastructure. 4. Leadership - Sector Strategies: OWIB implements Sector Strategies for key industries, moving trained workers into pipelines to growing industries. 5. Leadership - Catalyst: OWIB catalyzes increased impact and innovation in Oakland's human talent development system.
The five sets of Strategic Initiatives that follow are specific recommendations that fall under each of the five strategic areas. Strategic initiatives are labeled as either priority “A”, or near-term, priority “B”, and “C”, for strategies that will require “stretch” thinking to achieve. Vision statements of what it will look like when OWIB is fully utilizing the strategy are included, as are the opportunities and challenges that each strategy addresses.
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9b. Strategic Area 1: Management
Management: OWIB is a responsible and effective manager of public resources and has sustainable human and financial resources.
What this looks like: OWIB succeeds in its legislated and leadership responsibilities because the organization garners public trust, adheres to the law, is transparent and data-driven, and continually improves its culture and processes. OWIB has the staff with the talent, financial resources, knowledge and appropriate board membership for effective, impactful and sustainable operation. OWIB meetings are professional, focus on solving business problems, and decisions are made transparently, based on performance. OWIB pursues new uses of public funds only on activities that are a strategic fit and that have been carefully vetted.
Opportunities and challenges addressed: OWIB has lost the trust of many stakeholders because it has not acted transparently or professionally at times. OWIB can now demonstrate it is a new organization that is results-oriented and has deepened capacity; there is support for this from the Mayor and other community leaders. OWIB has been through significant transition in the past two years, existed with essentially no staff, and remains understaffed at this time. The recent transition of WIA fiscal responsibilities from OPIC to OWIB has stressed many workforce partners and contractors, who are eager for better management of OWIB's resources.
Benchmark practice: San Diego Workforce Partnership is a statewide and national leader in workforce development. Not only do they achieve high impact results, but also they do so in a highly transparent manner. Their website includes simple access to their budget as well as modifications to their budget.
MANAGEMENT: PRIORITY A METRIC RESPONSIBLE 1A1 Implement 2012-14 Strategic Plan, evaluate Annual board retreat and Staff/Exec performance against the strategic plan and OWIB performance Comm develop strategies for constant evaluation, quarterly improvement. progress updates to Board. 1A2 Design regular OWIB meetings that are Pre- and post- survey of Staff/Exec engaging and productive, and invite OWIB and stakeholders; Comm innovation and progress. utilization of a consent agenda; % of agenda focused on long- term/strategic concerns. 1A3 Create and assign members to committees: Members are assigned Staff/Exec Youth Council, System Leadership, Sector and meet in between Comm Strategies, Sustainability, Communication regular board meetings. and Collective Impact 1A4 Build staff capacity to administer WIA, build Staff is hired; needed Staff partnerships, and analyze data. training is delivered; job descriptions modified. 1A5 Create and implement high-quality board All members (new and Staff/Exec
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member orientation process prior) have gone through Comm orientation process. Orientation sessions are scheduled as needed. 1A6 Initiate annual internal audit of processes; Annual formal process Staff/System use technology, automation and process improvement project, Lead Comm improvement wherever possibly. Obtain process improvement outside help when needed. discussion at all staff meetings. 1A7 Identify and pursue funding sources to Portfolio of funding Staff/ diversify and leverage WIA allocations. (Led options created; Sustainability by Sustainability Committee). percentage of Comm opportunities pursued; percentage of opportunities secured. MANAGEMENT: PRIORITY B METRIC RESPONSIBLE 1B1 Conduct annual board self-assessment of Completes NAWB self- Staff/Exec knowledge, impact and culture. assessment annually, Comm analyze results. 1B2 Present OWIB progress regularly to board Twice-yearly report to Staff/Exec and other stakeholders, including board/stakeholders Comm uses/results of public funds, including grants that OWIB is managing. Seek to present data in meaningful ways. 1B3 OWIB board and staff receive ongoing One or more additional Staff/Exec leadership development and training to training per year. Comm improve performance and stewardship (in addition to training requirements noted under specific objectives/strategies). 1B4 Create cloud-based Customer Relationship Database established Staff/System Management (CRM) system that and utilized by all OWIB Lead Comm coordinates with other City databases and staff. OUSD database. 1B5 Create and implement board member Implemented Staff recruitment and vetting protocol, in recruiting/vetting cooperation with Mayor. protocol.
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9c. Strategic Area 2: Performance – WIA System
Performance – WIA System: OWIB administers a high-performing workforce development system that effectively responds to the needs of job seekers and employers. What this looks like: OWIB ensures that the WIA-mandated workforce development system is performing optimally through robust support and oversight. OWIB's system consistently meets and exceeds WIA performance measures. This oversight includes a robust RFP and contracting process for services and one-stop career centers that are chartered, providing services with mandated partners. OWIB provides technical assistance, learning communities and innovative ideas, making services for job-seekers and employers more effective in addressing customer needs. Opportunities and challenges addressed: Oakland has many assets that support a high- performing workforce system: diverse service providers, engaged political leadership and a dynamic regional economy. Oakland's workforce system also has several areas needing improvement including better oversight, technical assistance, transparency in decision-making, data management and clarity of performance in order for continual process improvement. Benchmark practice: Las Vegas has faced severe unemployment since the recession. Workforce Connections has put together multiple initiatives to serve the unemployed and worked to improve educational opportunities for many Las Vegans. Their efforts to provide accessible and useful information is evident in their website.
PERFORMANCE – WIA SYSTEM: PRIORITY A METRIC RESPONSIBLE 2A1 Produce RFP written to specify target 2012-2015 WIA funding Staff/Sector industries, populations and performance is allocated based on Comm/System expectations, based on available LMI, so these criteria. Lead Comm that employment opportunities and WIB- funded job training are connected. 2A2 Redesign Quality Assurance Committee to WIA performance Staff/System Lead become System Leadership Committee. benchmarks adopted Comm First initiative is to set WIA performance by board and benchmarks for continuous improvement updated regularly by assessment (including customer System Lead Comm. satisfaction). 2A3 Under System Leadership Committee, Meetings satisfying to Staff/System Lead develop a regular (biannual contractors and result Comm recommended) meeting with all WIA in tangible contractors to collaboratively assess trends, recommendations for events and qualitative data occurring in WIB action. the system, to develop practical ideas for addressing issues and improving service. 2A4 Manage WIA contracts based on Targeted OWIB WIA Staff performance, including stipulations on performance timely reporting of performance measures improves. and other data; allow flexibility for WIB to refine desired outcomes during contract. Collect quality data on jobseeker and
employer customer satisfaction; use data to drive improvements. Work with providers when low performance issues arise. 2A5 Assess what LMI OWIB needs to achieve OWIB has agreements Staff high performance and develop to receive needed agreement with local labor market labor market data. information experts to share LMI. 2A6 Perform stakeholder analysis of potential Mandated and Staff/System Lead partners for one-stops (OUSD, public additional partners Comm/Collective health, corrections, other social service have MOU's and/or Impact. nonprofits), and create agenda to engage relationship with one- them in partnership. stop and other WIB- administered services. 2A7 Schedule regular opportunities for board All OWIB members Staff/System Lead members and staff to grow knowledge have visited with at Comm and insight about WIA-mandated least one service workforce system: enable site visits, provider. meetings with providers, and jobseekers, and visits to non-OWIB workforce development providers. PERFORMANCE – WIA SYSTEM: PRIORITY B METRIC RESPONSIBLE 2B1 Debrief learning from 2012-15 RFP process; Detailed list of Staff/System Lead use to improve next RFP process. improvements utilized Comm in subsequent RFP process. 2B2 Convene annual trainings on key labor Use of current LMI Staff/System Lead market information, especially for WIA becomes regular Comm/ Sector contractors, education/workforce partners practice throughout Strat Comm and economic development partners. workforce community. 2B3 Conduct or commission studies of key RFP and collaboration Staff/System Lead industries and workforce issues that with providers and Comm complement existing data and inform the partners reflects most design of workforce programs recent data. 2B4 Create recognition program for excellence Excellence and Staff/System Lead and innovation in Oakland's WIA- innovation formally Comm mandated workforce system and recognized annually, workforce community. or more. PERFORMANCE – WIA SYSTEM: PRIORITY C METRIC RESPONSIBLE 2C1 OWIB members spend one-day immersion One immersion day Staff/System Lead on "learning journeys" with WIA service per year, including Comm providers and job seekers. time for reflection and strategy improvement.
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9d. Strategic Area 3: Performance – Youth
Performance – Youth: OWIB supports Oakland youth becoming career and college ready through an integrated youth-serving infrastructure.
What this looks like: Oakland's leaders and institutions prepare youth for the workforce (educate/train), provide a pipeline to jobs (match) and the skills to succeed in those jobs (retain). OWIB has built upon the OUSD strategic plan and career pathways programs, Oakland's summer jobs program, and WIB services to develop a Citywide infrastructure that allows youth to succeed in the modern economy. The infrastructure includes: a rigorous and quality K-12 and post-secondary education, exposure to workplaces and work culture, a connection between youth and employers or entrepreneurship, the development of "soft skills", and the social supports to enable job retention.
Opportunities and challenges Addressed: Youth success is a current priority for the Mayor, the WIB and stakeholders across the City; youth career pathways are an area where workforce stakeholders can come together in the near term. The new OUSD strategic plan and the Mayor's summer jobs program are strong platforms to build from. OWIB does not control many of the levers for impact in this objective (OUSD, post- secondary institutions) but has the potential to weave the needed infrastructure, coordinate information sharing, and champion youth success in the workforce.
Benchmark practice: The Philadelphia Youth Network (PYN) is a fully integrated, results- oriented organization that acts as the Philadelphia WIB's Youth Council. PYN has excelled at combining funding streams for deeper impact, researching critical youth issues, and communicating youth issues to a wide range of stakeholders.
PERFORMANCE – YOUTH: PRIORITY A METRIC RESPONSIBLE 3A1 Build and develop Youth Council Youth Council has full Staff/Youth membership: assess membership gaps, membership, Council such as youth-serving systems, experts, producing regular and youth employers. information and proposals for full board. 3A2 Grow employer engagement Increase number of Staff/Youth opportunities: mentoring, internships, job- employers engaged Council/Sector shadowing. Specifically engage with youth; Higher Strategies employers around the Mayor's Summer number of youth in Comm Youth Employment Program. MSYEP. 3A3 Partner with Mayor on initiatives that Regular reports from Staff/Youth pertain to youth workforce development, Youth Council to full Council including P-21 cabinet, mentorship board on Mayor's programs, summer jobs program, promise initiatives and OWIB neighborhoods grants. contribution. 3A4 Partner with OUSD Workforce and OUSD K-12 career Staff/Youth Economic Development Office to support development aligns Council/Sector the development of career pathways with OWIB sector Strategies and certificates linked to key strategies. Comm occupations, and workforce development system access for students.
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3A5 In partnership with youth providers, Number of youth with Staff/Youth determine key youth credentials earned, relevant credentials Council and needed, and develop OWIB policy increases. to increase the percentage of youth securing those credentials through programs (such as NCRC). PERFORMANCE – YOUTH: PRIORITY B METRIC RESPONSIBLE 3B1 Align with additional funding streams that Shared goals and Staff/Youth are directed at youth development shared funding Council/ (TANF, DOJ, other HHS, and proposals with Collective philanthropic). partners. Impact 3B2 Design and sponsor research on critical One research project Staff/Youth youth issue such as educational completed and Council performance, dropouts, youth aspirations, presented to the youth experience in Oakland. community. PERFORMANCE – YOUTH: PRIORITY C METRIC RESPONSIBLE 3C1 OWIB youth council members spend one One immersion day Staff/Youth day immersion on "learning journeys" with convened per year, Council youth and youth-serving agencies. insights incorporated in the ongoing performance management. 3C2 OWIB sponsors and/or co-sponsors a One youth-focused Staff/Youth youth-focused week in late spring that week organized per Council kicks off summer jobs, demonstrates youth year. capacity, and helps providers achieve goals. Funding for even increasingly form private sector.
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9e. Strategic Area 4: Leadership – Sector Strategist
Leadership – Sector Strategist: OWIB implements Sector Strategies for Oakland's key industries, moving trained workers into pipelines to growing industries. OWIB implements Sector Strategies for Oakland's key industries, moving trained workers into pipelines to growing industries.
What does this look like: OWIB full utilizes Sector Strategies (or Industry Partnerships, or Cluster Initiatives) to optimize resources and streamline their workforce development efforts, and those of non-OWIB providers. OWIB uses LMI to strategically grow training pipelines in partnership with industry and education/training institutions. Employers grow in Oakland and the region because they have access to the trained workforce they need; job seekers have the skills and resources they need to move into growing industries.
Opportunities and challenges Addressed: The East Bay Economic Development Alliance just produced detailed research on workforce demand and supply. Oakland has several competitive industries that provide significant employment to Oaklanders and residents of the East Bay. Oakland hosts several high-performing sector-based training programs. Industry is not currently very engaged with OWIB; efforts to meet the demand of key local sectors are not coordinated across the City or region.
Benchmark practice: The Seattle King County Workforce Development Council works closely with sectors that are similar to the drivers in Oakland: Manufacturing, Trade and Logistics and Healthcare. They also have several industries that they track as “watch” industries.
LEADERSHIP – SECTOR STRATEGIST: PRIORITY A METRIC RESPONSIBLE 4A1 Conduct a thorough assessment CEDA and WIB "Retail Services" Staff/Employer of CEDA programs serving to businesses are regularly Strategies businesses and OWIB aligned and coordinated. Comm current/future programs and develop detailed agenda for alignment. 4A2 Change the Business Services Board policies reflect sector Staff/Employer Committee into the Employer strategies; board membership Strategies Strategies Committee. First reflects priority sectors. Comm initiative is to compile a catalog all existing training and convening that currently serves driver sectors. 4A3.1 OWIB Healthcare Sector Initiative Increased placements in Staff/Employer builds on existing efforts in Health care sector Strategies Oakland including current Comm Healthcare Sector Initiative through community colleges, OUSD Life Academy career pathway programs. 4A3.2 Trade and Logistics Initiative builds Increased placements in trade Staff/Employer on existing efforts in Oakland such and logistics sector Strategies as Oakland Army Base Comm
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Redevelopment, Port of Oakland, ATLAS Program. 4A3.3 Manufacturing Sector Initiative Increased placements in Staff/Employer builds on existing efforts in manufacturing sector. Strategies Oakland such as local food Comm movement, small manufacturing, and apprenticeship programs. 4A3.4 Retail Sector Initiative builds on Increased placements in retail Staff/Employer existing efforts in Oakland such as sector. Strategies Oakland Merchant's Leadership Comm Forum, Oakland Grown. 4A4 Grow pipelines for job seekers into Increased placements in Staff/Employer entrepreneurship and entrepreneurship/microenterpr Strategies microenterprise. ise. Comm 4A5 Coordinate workforce Shared citywide ED and WF Staff/Employer development and economic goals/metrics are developed; Strategies development policies at City plans are coordinated. Comm Council and Mayoral levels, and in community initiatives. 4A6 Labor Market Information (LMI) New data informs decision- Staff/Employer analyses are used to update making for sector initiatives. Strategies sector strategies work on an Comm/System annual basis. Lead Comm LEADERSHIP – SECTOR STRATEGIST: PRIORITY B METRIC RESPONSIBLE 4B1 Convene leaders from post- Four convenings of post- Staff/Employer secondary education community secondary community per Strategies on a regular basis to align year. Comm education and job training with workforce skill needs. 4B2 Convene industry sector summits Convene 2-3 multi-stakeholder Staff/Employer that educate the workforce industry sector summits per Strategies community on different/growing year. Comm industry sectors 4B3 Develop specific outreach to Board or staff meetings with 20 Staff/Employer employer community to promote employers Strategies OWIB's value and private Comm/System investment in Oakland's workforce Lead Comm (in alignment with Youth Council's employer outreach) LEADERSHIP – SECTOR STRATEGIST: PRIORITY C METRIC RESPONSIBLE 4C1 OWIB secures resources and Increase in OWIB clients Staff/Employer advocates for the development moving into worker-owned co- Strategies of worker-owned co-ops that find ops. Comm competitive market in the supply chains of Oakland's driver sectors.
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9f: Strategic Area 5: Leadership - Catalyst
Leadership – Catalyst: OWIB catalyzes increased impact and innovation in Oakland's human talent development system.
What this looks like: OWIB functions as an intermediary, and connects City leaders, economic development organizations, employers, educational institutions, labor, training providers, and other workforce stakeholders. OWIB develops new ideas and strategies for enhancing the public workforce system often partnering with other organizations as a leader or supporting player. OWIB also proactively participates important workforce discussions and decisions at the state and national levels, and leads the Oakland community's workforce advocacy. OWIB becomes the table where Oakland's key workforce conversations take place, such as the Oakland Army Base development, youth workforce issues, growing entrepreneurship and new ideas in human talent development.
Opportunities and challenges addressed: Stakeholders want better integration and leadership of workforce development across Oakland. OWIB is currently rebuilding credibility to be Oakland's workforce leader and convener, yet still has limited capacity to perform needed analysis of the workforce system and research policy options. OWIB can grow into the natural role of convener of Oakland's human talent development system. New national examples of Collective Impact can serve as models for Oakland.
Benchmark practices: The collective impact model has been developed extensively in Cincinnati through the STRIVE initiative that focuses on “cradle to career” excellence for youth. The state of Missouri has made an extensive effort to connect resources relevant to workforce development together for individuals and employers seeking service through its “SHARE” Network: “Sharing How Access to Resources Empowers.”
LEADERSHIP – CATALYST: PRIORITY A METRIC RESPONSIBLE 5A1 Organize OWIB's participation in key OWIB members/staff Staff Oakland and regional workforce participates and initiatives, such as: Port of Oakland pursues agenda vis-à- workforce development initiatives; vis these initiatives. Oakland Army Base Development; and OUSD community schools initiative. 5A2 Ensure that local elected and Elected officials Staff/Executive appointed officials understand the role regularly consult with Comm of the OWIB and its assets. WIB and promote WIB. 5A3 Develop a process and infrastructure to Share OWIB news with Staff/ publicize OWIB/workforce news: new stakeholders bi-yearly Communications initiatives, outcomes/gains, policy (in addition to ongoing Comm analysis to relevant groups (academia, communications). elected officials, foundations, legislators, public policy organizations, press, businesses, partners, potential customers, authorizers). 5A4 Send OWIB members and staff to Each staff member Staff/Collective relevant events/conferences to attends at least one Impact Comm
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promote Oakland's workforce system, workforce bring best practice and innovations event/conference per back to OWIB, and increase year (can be local). board/staff engagement. 5A5 Create a new brand for OWIB and the New name, logo, Staff/ Oakland workforce system that website, tag line, Communications communicates that the WIB is an asset elevator pitch. Comm. to the community. Rebuild and resource OWIB web site to serve as hub of regularly updated workforce information. LEADERSHIP – CATALYST: PRIORITY B METRIC RESPONSIBLE 5B1 OWIB builds deeper structural Priorities across these Staff/Exec/ connections with social service systems are reviewed Youth Council agencies, public health agencies and regularly for alignment. the criminal justice System. 5B2 OWIB leads the creation of a Collective Collective Impact Staff/Collective Impact system for workforce partners convened Impact Comm development in Oakland/East Bay. and shared measurements identified. 5B3 Identify state and national workforce Updated status list and Staff/Collective and economic development-focused agenda for workforce Impact Comm CBOs/policy organizations, stakeholder methodically develop and strengthen relationships. partnerships and information sharing. 5B4 Find opportunities to educate 10-20 WIA/funding Staff/Collective stakeholders with major legislative updates per year, Impact Comm updates on WIA re-authorization, state grow to stakeholders and federal funding opportunities such across City using CRM. as USDOL or EDD grants, labor appropriations, etc. as well as updates on major workforce issues. 5B5 Evaluate and establish the top priorities OWIB Staff/Collective for a local, state and national participates/leads one Impact Comm workforce policy agenda - based on or more advocacy where OWIB can have the greatest campaigns per year. impact - and stay in constant communication with key legislators. 5B6 Contribute to other publications and OWIB Staff/Collective research about workforce participates/leads one Impact Comm development. or more research efforts per year. LEADERSHIP – CATALYST: PRIORITY C METRIC RESPONSIBLE 5C1 OWIB hosts an "Oakland Talent Summit" Host one citywide Staff/Collective that taps the creativity of Oakland's Talent Summit. Impact Comm residents and leaders for innovative policies and programs to develop Oakland's workforce.
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Section 10: OWIB Organizational Structure and Processes
The following section outlines recommendations for growing and building OWIB’s board and staff and internal operations to achieve high performance. The composition of WIBs is outlined in the Workforce Investment Act, with the primary directives being:
• Membership is composed of a majority from the private sector • Board chair is from the private sector • Mandated membership from a variety of governmental departments
WIBs perform best when the staff and board members function as a team while understanding and respecting their unique roles. The traditional roles of board members and staff apply to WIBs: Board members govern the organization, think long- term and advise strategically; and staff implement board policies and procedures and manage day-to-day operations. One key difference with a WIB is that staff must also play a strategic and oversight role with WIB contractors, creating a three-tiered system: WIB Board/WIB staff/WIB Contractors.
10a. Board Organization
The board chairperson is typically responsible for:
• Leading the process of articulating and implementing policies and high-level goals for the organization • Chairing WIB meetings (setting the agenda, running the meetings) • Chairing the Executive Committee (staying informed of the work of all the committees) • Representing the organization publicly at public events, in the media and through the organization’s communication strategy
Given the relatively large size of most WIBs, OWIB included, it is imperative that substantive work be done through committees. The current committee structure of OWIB can serve as the foundation for future growth, but some modifications will be necessary. The following are NAWBs recommendations regarding committee.
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Executive Committee
Goal: To be the leading body of the board, ensuring that the organization is achieving its goals in a responsible and effective manner.
Responsibilities: • Work with the Executive Director to advise on the goals and direction of the organization. • Utilize knowledge from each committee to inform organization’s direction and strategy. • In the first two years of strategic plan, assume direct oversight of plan implementation. • Make full board meetings more efficient by vetting meeting content and making recommendations for the full board’s approval. • Work with Executive Director on developing the annual budget; tracks OWIB’s financial health. • Stay current on relevant federal, state and local policy concerns that impact the work of the board. • Make recommendations in first year of strategic plan on key partnerships for board implementation. • Make and receive recommendations on new members for the board.
Membership: The chairpersons of the other standing committees, plus other OWIB members who can add value to the body (it is not recommended that the group grow larger than seven members).
Youth Council
Goal: To oversee and support an integrated and results-driven youth workforce development system in Oakland. (The Youth Council is the only WIA-mandated committee).
Responsibilities: • Make recommendations on contracts for WIA Youth funding (includes supporting the RFP process for youth service providers). • Build relationships with key youth-focused groups, in particularly OUSD, Peralta Community College district, to build stronger youth development pathways (including coordination of funding streams). • Coordinate with Mayor’s office to ensure youth initiatives are aligned. • Advise board on youth-related policy recommendations (such as relevant credentials).
Membership: The Youth Council must comply with WIA-mandated membership requirements (Housing Authority, Youth-Serving Agencies, former participant, parent/guardian of participant). In addition to these requirements, Youth Council members ideally possess knowledge of effective youth development, and/or are employers who hire large numbers of youth. Members of the Youth Council are considered non-voting members of OWIB (except those who are also OWIB members).
Employer Strategies (formerly Business Services)
Goal: To serve the talent needs of employers through responsive and coordinated policies and services.
Responsibilities: • Advise the board on the performance and impact of services provided to employers through the WIA-mandated system (including the WIA-mandated employer customer feedback). • Advise and build the goals and infrastructure of OWIB’s sector strategies initiatives (reviews key sectors annually, recommends strategies for serving sectors, seeks integration with WIA business services). • Cultivate relationships with key sectors, educates board/community about those sectors.
Membership: Members ideally have experience/knowledge of addressing the talent needs of organizations. Members ideally have connections with individuals or organizations in the key sectors
Explanation for change: The goal of better serving business will be achieved by adopting a sector-focused approach. This change is also designed to grow the WIB’s focus from only the WIA-mandated system to the broader workforce development community.
System Leadership (formerly One-Stop Leadership and Quality Assurance)
Goal: To advise on policies that facilitate continual improvement and integration within the WIA-Mandated system.
Responsibilities: • Seek to enhance services, improve outcomes, and create efficiencies in the WIA-Mandated workforce system. • Work initially with staff and providers to establish benchmarks and meaningful targets for strategic plan. • Develop stronger ties with WIA contractors to create feedback loops that make the system more agile. • Stay current on the needs of Oakland’s workforce. • Develop long-term metrics that reflect quality talent development across systems in Oakland the region.
Membership: Members ideally have familiarity with WIA requirements and/or performance management. Explanation for change: By combining the essential elements of the One-Stop committee and Quality Assurance committee, these committees they are more streamlined in their central goal: to build system capacity and improve services.
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OWIB Communications Committee (Ad Hoc for 1 year)
Goal: To develop recommendations on a new communications about OWIB’s value, including but not limited to: name, messaging, logo, and website design for OWIB.
Responsibilities: • Develop plan to improve OWIBs brand and communications to key stakeholders. • Develop recommendations on a new communications strategy for OWIB for presentation to full board: o Work with a designer to evaluate/create new name, logo, messaging for OWIB o Work with a website designer to re-design OWIB’s website to better reflect the organization’s goals, strategies and services o Develop plan to maintain web site
Membership: Members ideally have some experience in communications, marketing or branding and/or can leverage resources to assist OWIB in the process. After one year the branding committee should have completed its work. Ongoing communications work should be assumed by the Collective Impact Committee.
Sustainability (Ad Hoc for 1 year) Goal: To develop a set of potential funding resources that will diversify OWIB’s finances and enhance its capacity to support workforce development in Oakland
Responsibilities: • Develop a set of potential funding opportunities for OWIB to pursue. • Make recommendations on a range of finance diversification strategies for OWIB including fee-for service options and leveraging existing funding to expand impact.
Membership: Members ideally have experience in resource development in the public or non-profit sector.
Collective Impact (Beginning Year 2)
Goal: To implement shared measurement of workforce development success across Oakland’s Workforce Development Community.
Responsibilities: • Lead creation of a shared infrastructure to coordinate efforts of Oakland’s Workforce Development Community, seek resources to fund shared infrastructure. • Build awareness and relationships with related organizations in Oakland and regionally to build a human talent development framework for the city and region. • Work with system leadership committee to bridge WIA-mandated performance measures to relevant shared metrics for Oakland’s entire workforce development community.
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• Make recommendations to the board on the necessary communications and advocacy needed to ensure that OWIB’s recommended policies and workforce knowledge are adopted across the workforce community.
Membership: Members ideally have experience in building a new organization and convening stakeholders.
10b. Finding and Recruiting Board Members
While the Mayor ultimately appoints board members, it is common that a board make recommendations to the Mayor’s office. A WIB will benefit from board members who: • Represent the key industry sectors in the area • Have decision-making power in their organization (ideally C-level, ideally with hiring authority) • Have knowledge, passion and commitment to their community’s health and development
10c. Board Meetings
“The meetings were unproductive, contentious and lacking clear outcomes.” This was one of the most-repeated comments regarding OWIB in interviews. OWIB meetings should be organized around the long-term goals, strategies, policies and data that are necessary to inform decision-making. For OWIB achieve high-performance, meetings should not be dominated by discussion around contracting issues, membership issues, budgets (aside from determining alignment with goals), or other grievances. These should be dealt with in committees or even sooner.
OWIB meeting time is a precious and finite resource. Many boards use consent agendas, which package all voting items into one item and is made available to board members with adequate time to review. This approach allows for the board to meet its legislated and fiduciary responsibilities, while freeing up most meeting time for presentations and discussions about strategic issues related to Oakland’s workforce and economy.
Oakland is fortunate to be home to national leaders in workforce development who can present to OWIB. In the first year of the plan we suggest the following topics and speakers; there may be other excellent options:
• Oakland Unified School District - Full Service Community Schools/Workforce Development (Jeannie Johnson, OUSD) • East Bay Economy (Karen Engel, East Bay Economic Development Agency) • Sector Strategies (Jim Torrens, National Network for Sector Partners) • Leadership - “Weadership” (Kristin Woolf or Vinz Koller, Enhancing Workforce Leadership) • Aligning Workforce and Economic Development (Clyde McQueen, Director, Kansas City WIB) • Self-sufficiency Calculators (Marlena Sessions, Director, Seattle WIB)
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• Social and Economic Inclusion (Natalie Branosky, Centre for Economic and Social Inclusion US) • The Future of Work and the Workforce (Bill Ingham, Clorox) • Collective Impact (FSG Social Impact Advisors)
10d. Staff Skills and Size
WIBs across the country vary widely in terms of staff size and organizational structure. Some WIBs are separate 501(c)3 organizations and some are departments in city governments. Staff positions/functions also vary depending on budgets, integration with other departments and the degree of leadership and autonomy of the organization. A brief survey of WIBs serving cities smaller and larger than Oakland showed WIB staff sizes ranging from nine (Pittsburgh and San Diego) to 26 in Seattle to 51 in Las Vegas.
Common staff positions/functions are: • Executive Director/Chief Executive Officer: the leader of the organization responsible for the performance and the quality of its outcomes; typically prioritizes developing strategic relationships in the community in order to continually deepen the work of the WIB. The ED also has strong understanding of workforce development strategies as well as the needs of the community. • Associate Director: often serves in the function of Chief Operating Officer in the private sector focusing on managing the operations and internal processes; typically manages the WIB’s reporting requirements, as well as staff policies and procedures. • Youth Policy Manager: staffs the youth council and is a resident expert on best practices and technical assistance for high-performing youth programming. • Communications Manager: coordinates WIB staff regarding how the organization’s impact, policies and research are communicated; will often take the lead on writing proposals for grant applications. • Monitor: works to ensure compliance with WIA reporting requirements with contractors and the WIB. • Employer Services Manager: proactively seeks out relationships with employers to feed into the WIA-mandated workforce system. • Special project managers: o Sector Strategy Manager: researches, coordinates and implements a WIB’s sector strategies o Workforce Transportation Analyst: reviews, researches and analyzes the impact of transportation options for workers and workplaces. o Rapid Response Managers: manage the program to re-employ those laid off in major company closures. o Re-entry Program Specialist: expert on best practices and implementation of employment programs serving ex-offenders.
Note that in addition to these positions, many WIBs also have clerical and financial services staff.
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10e. Brand and Communications
A brand is the essence of promise that a product, service or company will deliver or be experienced by a buyer. OWIB’s brand needs to be re-developed and communicated. As policy-makers, advocates and analysts, WIBs must communicate a variety of ideas to a diverse audience. The OWIB board should determine if renaming itself may assist in better communicating. For example, many WIBs create new names for themselves, such as “work2future” in San Jose or “Worksystems, Inc” in Portland, OR. A new name should accompany a new brand that will be utilized with communications and reports completed by the OWIB. Connected with rebranding is the need for OWIB to redevelop its website and other visual materials to more clearly articulate its vision, goals, services and value to the community, as well as provide resources and information to stakeholders.
10f. Determining Strategic Fit
OWIB will continue to find and receive opportunities to engage in the local Workforce Development Community. Large land use developments like the Oakland Army Base or regional initiatives like the East Bay Green Corridor deserve OWIB’s attention, strategic thinking and possibly resources. Pursuing other opportunities could detract from OWIB’s ability to achieve its desired outcomes or divert critical resources from internal processes. How should OWIB make decisions about opportunities for engagement? NAWB recommends that OWIB create and adopt a value metrics and a process to determine strategic fit. The values OWIB should consider are: 1. cost/benefit analysis, financial value 2. value to targeted jobseekers 3. value to targeted employers 4. value to service providers 5. value to stakeholders (those whose attitude and perceptions should be managed) 6. mission value 7. option value (contribution to OWIBs platform for future success) Numerous metrics may be needed to capture all of the possible values of a new opportunity to OWIB and its users. Theoretically, the goal of determining strategic fit ensures that OWIB supports a portfolio of initiatives that best supports its strategy, and leads to achieving the outcomes listed in Section 8. More information about determining strategic fit can be found within the Balanced Scorecard framework.
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Section 11: Growing OWIB’S Resources
OWIB requires financial resources to improve its internal processes; to increase its staff capacity; to expand the workforce development services in Oakland; and to fund research and convenings. Augmenting financial resources is even more critical given the continued likelihood of Federal and/or state cuts to funding. Additionally, obtaining funding that is not from WIA or other public sources would allow OWIB to pursue more innovative and collaborative work. Across the country many WIBs incorporate as independent 501(c)3 nonprofit organizations to have more independence and simpler access to capital. WIBs in California are rarely constituted as independent non-profits, but they can receive non-federal funding to supplement resources. The Sustainability committee should consider the various kinds of funding below.
Federal and State funding Both federal and state competitive funding for workforce development becomes available on a regular basis. A list of these resources is available in the Appendix. There is a chance that an allotment of competitive funding (such as ARRA) will become available if President Obama’s Jobs bill is passed. However, the general direction of the federal and state government is to reduce expenditures. That said, it is important for OWIB to consider sources that previously would not have been considered: Transit, K-12 Education (STEM, 21st Century Learning, etc), Department of Justice, and Department of Human Services.
Philanthropy Local and national philanthropies are often interested to invest in workforce development. Two local options include the East Bay Community Foundation and the Bay Area Workforce Funding Collaborative. An excellent national example of a philanthropic investment in workforce development is prisoner re-entry project in Newark, NJ, funded by the Manhattan Institute in collaboration with DOL and the city of Newark.
Business/Industry Funding Many WIBs across the country have developed strong relationships with local employers who provide workforce development resources. For example, Boston’s WIB receives a yearly allotment from businesses (Verizon, State Street Corporation, and Brigham and Women's Hospital) for programming support.
Fee for service/Earned Income Many WIBs have developed unrestricted income through providing services for fees. For example, the WIB for Bridgeport, CT (The Workplace, Inc.) has the “Blue Green Research Institute” which provides analysis and planning support for workforce and economic development organizations, and is a revenue stream for the WIB. In Pennsylvania, the Central Pennsylvania Workforce Development Board has a contract with ACT to provide training through the state on their relevant products.
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Section 12: Scenarios and Risks
OWIB, like all organizations, faces risks that could interfere with its performance or ability to achieve its goals. This section outlines some of these risks and suggests mitigations.
Scenarios Likelihood Possible Effects Mitigation Reduction of WIA High Reductions in staff; Advocate for the workforce funding due to reduced ability to developments system and changes in serve workers and support advocacy efforts at the federal budget employers; lack of local, state, and national level; priorities training opportunities ID and engage/pursue for key Oakland alternative sources of revenue populations through fundraising and generating revenue; assess fee- for-service business models Increased High Inability to meet Increase capacity of OWIB by demand for need; difficulty hiring additional staff; leverage OWIB services managing OWIB funding, strengthen (workforce brand partnerships, and improve training, business efficiency within OWIB and with training) service providers City budget cuts Medium Decreased OWIB Continuous internal process staffing, longer improvement; leverage other bureaucratic funding streams processes Reduction of WIA Low Significant board and Ensure reporting and funding due to staff turnover; management processes with audit and/or reduced ability to service providers; Improve performance serve workers and Board training and staff deficiencies businesses; lack of oversight; train staff on WIA and training opportunities workforce development for key Oakland Continue to meet performance populations measures; market the work and impact of OWIB OWIB loses its Low OWIB would cease to Address state and federal waiver to be a exist as the recipient monitoring findings and separate WIA of WIA funds for the continue to make progress in area city of Oakland fulfilling legislated responsibilities
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Conclusion
Oakland leaders and community members have issued an informal “mandate for change” to OWIB, and OWIB is responding. Since 2010, OWIB has hired an Executive Director, hired staff, approved a new budget, and completed this strategic planning process for 2012-14. Significant time, energy and money will be needed to ensure that OWIB has a solid organizational foundation and to ensure successful implementation of this strategic plan. More importantly, the cohesion and perseverance of OWIB members and staff will determine OWIBs ability to transform into an effective, sustainable and respected organization. This investment will yield benefits for years to come as it builds the platform from which OWIB can best improve the livelihoods for thousands of youth, adults and employers in Oakland.
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Appendices
Appendix A: Resources
• The Workforce Investment Act: o http://www.doleta.gov/usworkforce/wia/act.cfm
• WIA 101: Toolkit for Elected Officials o https://rapidresponse.workforce3one.org/view/2001107551418824435/info
• General Workforce Development o Department of Labor webpage for workforce professionals: http://www.doleta.gov/usworkforce/ o Department of Labor website for sharing best practices: https://www.workforce3one.org/page/home; and specifically business services: (http://businessengagement.workforce3one.org/ o National Association of Workforce Boards: www.nawb.org o Workforce Investment Works: www.workforceinvestmentworks.org o California Employment Development Department: www.edd.ca.gov o California Workforce Association: www.calworkforce.org o WIB Benchmarking Report: http://www.skilledwork.org/resources/benchmarking-workforce-investment- boards
• Growing Jobs o Economic Gardening: http://www.littletongov.org/bia/economicgardening/ o McKinsey – An Economy that Works: http://www.mckinsey.com/mgi/publications/us_jobs/ o Gallup – Cities: Where Good Jobs Are Created: http://gmj.gallup.com/content/149162/Cities-Good-Jobs-Created.aspx
• Labor Market Information o East Bay Economic Development Alliance: http://www.edab.org/ o EDD: http://www.labormarketinfo.edd.ca.gov/ o Bureau of Labor Statistics: www.bls.gov o Census: Longitudinal Employer-Household Dynamics: http://lehd.did.census.gov/led/index.php
• Funding o Federal funding: www.grants.gov o EDD:http://www.edd.ca.gov/jobs_and_training/Other_Grant_Funding_Oppor tunities.htm o Bridgeport: CT fee-for-service organization: http://www.bluegreenresearch.org/
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• Sector Strategies o Sector Strategy Guide for States: http://www.sectorstrategies.org/ o Sector Strategy Guide for Local Boards: http://www.nawb.org/documents/sector_strategies_full.pdf o California Workforce Association link to Sector Strategies: http://calworkforce.org/resources/documents/sector-strategies
• Collective Impact o Collective Impact: http://www.ssireview.org/articles/entry/collective_impact/ o FSG Social Impact Advisors: http://www.fsg.org/
• Youth o National Youth Employment Coalition: www.nyec.org o Philadelphia Youth Network: www.pyninc.org o Youth Today: http://www.youthtoday.org/ o Dropout rate: “Silent Epidemic”: http://www.gatesfoundation.org/united- states/Documents/TheSilentEpidemic3-06FINAL.pdf
• Other WIBs o San Diego: www.sandiegoatwork.com o Boson: http://www.bostonpic.org/ o San Jose: www.work2future.biz o Seattle: http://www.seakingwdc.org/ o Portland: http://www.worksystems.org/Home/tabid/62/Default.aspx o Silicon Valley: http://www.novaworks.org/ o Sacramento: http://seta.net/ o Philadelphia Youth Network: www.pyninc.org o Seattle: http://www.seakingwdc.org/industry/sector-initiatives.html o Missouri: http://sharenetworkmo.org/ o Las Vegas: http://www.nvworkforceconnections.org/
• Problem Solving, Learning Organizations and Innovation Processes o Theory U – Presencing Institute: http://www.presencing.com/ o Design Thinking – Stanford Design School: http://dschool.stanford.edu/ o Visual Group Thinking – The Gove Consultants: http://www.grove.com/ o Balanced Scorecard Institute: http://www.balancedscorecard.org/ o Learning Organizations: http://en.wikipedia.org/wiki/Learning_Organizations_%28Peter_Senge%29
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Appendix B: OWIB Strengths, Problems, Opportunities, Threats (SPOT) Analysis
(from July 2011 OWIB Board Retreat)
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Appendix C: OWIB Destinations and Bold Steps Brainstorming
(from July 2011 Retreat)
At their July 2011 Strategic Planning Retreat, OWIB members brainstormed possible “destinations” for OWIB, and the “bold steps” it would take to get there. Their ideas are listed here according to the three groups they were split into.
Group #1
Destination:
• OWIB is a national, state and regional model for workforce development • OWIB Ensures Oakland Works • Oakland WIB- The Gateway to Community Job Training and Employment • OWIB creates pathways for enhancement of employment opportunities • OWIB is the bridge to new work opportunities. • OWIB provides paths to real jobs/careers for the chronically unemployed • OWIB is a key partner in the emerging movement to support great outcomes for men and boys of color • OWIB ensures that high school graduates who want to work get launched into family sustaining employment opportunities. • OWIB facilitates youth employment for every young person who wants to work during summer recess. Bold Steps:
• Emphasize the connection between economic development and training for our service providers. • Find the best talent to fund – not just fund the same providers over and over. • OWIB Executive Committee could reach out to all community organization. Suggestion: an “invitational process” like OUSD has done – just to get a sense of who is out there, make OWIB’s message very clear to them. • Connect with philanthropy. • Pursue performance-based contracts/accountability. • It is transformative for young people just to work at all, they area already entrepreneurial. • Define ED also has preparing young people for employment. (Example: send students overseas for language training, to keep them out of trouble). • Conduct internship training for business (Example: Chicago has a central place for internships). • OWIB should support internship opportunities and coordinate with employers. • Life Skills should be integrated – what is needed to keep a job. (Example: InRoads)
Destination:
• OWIB is an incubator for new employment and training opportunities
Bold Steps:
• Example: Long Beach entrepreneurship program • Help entrepreneurs access microlending/ITAs. • Encourage entrepreneurship tied to port-related businesses or health-care related industries. OWIB can convene focus groups to understand these supply chains better. OWIB can be the broker of spinoffs of big businesses/new small business opportunities. • OUSDs Career Pathways and Academies should ask the WIB about trends and then pursue substantive commitments from businesses fro internships. WIB is catalyst. • EBMUD example: they created a special class to train for future vacancies (electricians) at community colleges. • The one-stop system should be coherent, fluid – between one-stops, OUSD career/adult education. Example: basic skills referrals to OUSD. • One-stops should have a sense of vitality, a pipeline, we need to step up our game. • Employers should see the value of one stops – why should they use a one-stop? They need to know they will find workers packaged. (In 2004-05 City/WIB looked at models of one-stops, some were more like shopping mall). Destination:
• OWIB is the “first stop” for new businesses developing/arriving in Oakland
Bold Steps:
• WIB could appoint “sector champions” to work directly with employers • Ad-hoc sector committees that develop a workforce plan with employers • Create a two-way data exchange with employers, fund planning and innovation in each sectors • In all sectors, be a representative from all key stakeholders • Ensure presence of large employers and also large capital improvement projects at apprenticeship sites. • WIB should develop the workforce development pathways • WIB should develop a plan to get buy in from legislators who will support Oakland’s funding initiatives. Destinations:
• OWIB is a key partner in all Economic Development conversations – a “must have” at the table • OWIB is the central collaborator/convener of workforce/economic development organization and stakeholders. • OWIB is lead partner in regional workforce and economic development projects Bold Steps:
• Does Oakland have an economic development strategy? [no]. The workforce strategy should be part of the economic development strategy. • WF and ED should be linked – there should be a report at every WIB meeting about short- and long- term economic development plan. • ED staff should be doing analysis for the WIB. • The Executive committee could vet ED information for the full board.
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• OWIB can consider an RFP for planning training related to upcoming opportunities/anticipated jobs (like Central Valley/high speed rail example) • Convene Industry Sector Summits (why should OUSD do this?), so everyone can learn what the opportunities are in a given sector. • OWIB could initiate a world trade center, reps can go to China, UAE, etc. • OWB should work with the Port and exporters.
Destinations:
• OWIB staff and board is high functioning, effective and efficient, with sufficient staff to meet the needs, and implement. • OWIB generates funding for future jobs and employment planning – going from $6 to $60 million. Bold Steps:
• Create WIB subcommittee to discuss funding • ID a resource fund developer – a point person for funding opportunities. Examples: Annie E. Casey foundation planning grants, Obama EDA funds, Federal money • Explore the CEO’s for Cities model of getting the word out citywide about human capital development. • Create a member recruitment process. • Recruit Omar Benjamin(Executive Director) from Port • We should have all the right people at OWIB • Identify people who already want to develop activity in Oakland, like EBEDA. We can have sector champions for industries that already plan to do business in Oakland.
Destination:
• OWIB sets innovative, courageous and boundary shifting policy that results in substantive improvements in workforce development.
Bold Steps:
• OWIB should present itself to the City, that we want to be a part of what is going on. Schedule a report from the WIB to the City Council.
Group #2
Destination: • The OWIB has provided and facilitated the use of workforce resources in multiple ways to key clients. Bold Steps: • Improved website o Look for pro-bono web designer • Improved physical signage • Develop a resource map o Research available resources • Create a communications and marketing plan • Research resources and funding streams • Convene partners • Re-evaluate committees and staff responsibilities and budget
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Destination: • OWIB has developed and leveraged its network to maximize impact and is recognized as the go-to broker and convener in workforce. Bold Steps: • Identify all stakeholders o Analyze stakeholder strengths, assets and needs • Proactive outreach • Convene partners • Re-evaluate committees and staff responsibilities and budget
Destination: • OWIB has ID’d and served growth sectors for prioritized services (w/out excluding others) Bold Steps: • Dedicate staff or committee time • ID top 5 sectors o Understand needed skills in sectors o Understand labor market and other industry dynamics • Potential top industries: o Green o Trade o Specialty Food o Digital • Re-evaluate committees and staff responsibilities and budget
Destination • OWIB has better served those members of the community who are least advantaged Bold Steps: • Diversify partners • Know what skills people have • Identify those with the highest needs/least advantaged: o Formerly incarcerated, long-term jobless, veterans • Who will hire these groups? • Re-evaluate committees and staff responsibilities and budget
Group Conversation Notes (Draft destination statements): • Increase in the use of WIB resources and services • OWIB is known as an innovator; its practices are shared with others • OWIB builds dynamic and productive relationships w/community partners o EDA, Cal Berkeley, • OWIB grows capabilities • OWIB connected to regional planning initiatives: economic development, transportation • OWIB is a policy body (not in the weeds, focused on employer needs) • OWIB is known as a center of workforce policy development • OWIB is the first destination for information, connecting, ad resources related to workforce development and LMI • OWIB accesses a variety of funding streams • OWIB targets funds to key groups: employers and job seekers • OWIB regularly convenes top sector • OWIB is united in serving workers – agendas aside • OWIB has internal capacity to fulfill its mission
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• OWIB has determined best sectors for re-entry, multi-generational, disadvantaged, unemployed, long term unemployed • OWIB members model hiring practices
Group #3
Destination: • To a fully-staffed, qualified WIB staff capable of carrying through the strategic initiatives of the WIB Bold Steps • Advocate for the added value of a fully staffed WIB staff • Help create model budget • Benchmarking survey to see how other WIBs’ organizational structure • WIB (or WIB committee) participants participate in and enhance performance review • Leverage experts from other departments and sectors
Destination: • To become subject matter expert and a good partner Bold Steps: • Roundtables with businesses • Education WIB members on LMI every meeting • Start using data-based decision making and understanding • Use multiple sources of labor market information including “qualitative data” • Collaborate with partners and stakeholders • Leverage experts from other departments and sectors
Destination: • To become the lead trainer in healthcare, IT, cleantech, warehousing/logistics Bold Steps: • Roundtables with trainers and sector representatives • Use data-based decision-making including “qualitative” data • Identify and use career pathways and apprenticeships in healthcare and other sectors
Destination: • To get Oakland’s unemployment rate down to the national average Bold Steps: • ID issues that create the gap • Legal structures and sanction for hiring Oakland residents o Leverage what we have over businesses • Provide incentives for hiring Oakland residents • Roundtables with businesses • Partner with schools to develop curriculum • Partner with stakeholders to provide a welcoming environment for businesses
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Appendix D: Conversation Maps from Focus Group Meetings
On July 27 NAWB hosted a “stakeholder visioning session” with several members of the workforce community. These “conversation maps” are graphical depictions of the flow of conversation on the themes of job seeker needs and employer needs.
Employer Talent Needs:
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Job Seeker and Worker Needs
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Appendix E: OWIB Environmental Context Map
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