Workforce Innovation Fund Youth Council of the WISF Board November 6, 2013

Transcription

1 Workforce Innovation Fund Youth Council of the WISF Board November 6, 2013

2 Overview of WIF Grantees Grants focus on a range of issues: 26 Grantees 5 in California Awards ranged from 1.4 to 12 million for 3 years, July 2012-June Employer Partnerships: Business Services/Business Clients, Employer Engagement, Sector Strategies (2, including OEWD) Populations: Disconnected Youth (2), Housing/Homelessness, Participant Services, Registered Apprenticeship Infrastructure & Service Delivery: Coordination with Non-Gov t Partners, Cost Reduction, Data Systems/MIS (3), Online Data Systems, Career Pathways (6), Entrepreneurship (2) Policy: Integrating Public Workforce with Adult Ed, etc. (System/Policy Alignment), Integrating Services at a Regional Level, Systems/Policy Alignment 2

3 California WIF Grantees Orange County City & County of San Francisco Los Angeles County Riverside County San Mateo County Sector Strategy & Employer Engagement Orange County is partnering with employers on training for ICT jobs. San Francisco is working with the ICT sector to pilot new innovations, and offer training. Youth Los Angeles County is aligning multiple youth-serving programs, initiatives, services, and resources in the LA area. Riverside County is a collaboration between three counties in SoCal to serve youth. Low English Proficiency (LEP) San Mateo County and Silicon Valley ALLIES are creating a coordinated strategy across San Mateo and Santa Clara counties for ESL for adults. 3

4 What is Innovation? According to the Department of Labor, innovation is: New & Untested Promising Adapting Proven Interventions services, tools, strategies, etc. that are designed for WIF. New applications of previous interventions. Combinations of previous interventions. New applications of previous interventions. Combinations of previous interventions. 4

5 A History of Innovation: Sector Strategy New & Untested Promising Adapting Proven 1990 s: handful of unions, community organizations, trade groups do small scale initiatives with foundation support Early 2000s: expands to broader base of practitioners and becomes a state policy emphasis in more than 25 states; rigorous evaluation shows sector strategies can improve outcomes Today: Taken as a given in workforce policy/practice; in every DOL grant; next generation strategies being tried Sector strategies are partnerships of employers within one industry that bring government, education, training, economic development, labor, and community organizations together to focus on the workforce needs of an industry within a regional labor market. 5

6 Next Generation: Sector Strategy & Systems Change New & Untested Workforce Innovation CoLab Workforce Innovation Lab Promising Integrating Career Pathways Project-based & Experiential Learning Sector-specific Entrepreneurship Adapting Proven Sector Strategy As sector strategies come of age, there are opportunities for new innovations and expansion. 6

7 WIF Prototyping Series of small-scale experiments. Getting ideas implemented faster, on a smaller scale, and in partnership with industry. We are not setting out to change the world, but to try things and learn from mistakes. 7

8 Workforce Innovation in San Francisco Planning Industry Engagement Service Delivery Training 8

9 Workforce Innovation in San Francisco Workforce Innovation CoLab Employer Profiles Project Data & Performance Tracking Planning Capacity Building Service Delivery Industry Engagement Training 9

10 Workforce Innovation in San Francisco Planning Other Pilots ICT Career Pathways Website Mayor s Office of Civic Innovation txt2wrk Service Delivery Industry Engagement Training 10

11 Workforce Innovation in San Francisco Planning Service Delivery Industry Engagement TechSF Enroll 420 Place 335 Entrepreneurship Training Project-based Learning 11

12 WIF Evaluation By focusing on change at both the service delivery and the systems levels, and by requiring rigorous evaluation of each investment, ETA seeks to ensure that these investments form the basis for broader change and continuous improvement in the operation of the public workforce system. By adding new value for our customers, ETA seeks to contribute to the identification and documentation of evidence-based practice within the field of workforce development. 12

13 Department of Labor WIF Goals: 1. Deliver services more efficiently and achieve better outcomes, particularly for vulnerable populations. 2. Support both system reforms and innovations that facilitate cooperation across programs and funding streams. 3. Ensure that education, employment, and training services are developed in partnership with specific employers or industry sectors and reflect current and future skill needs. 4. Emphasize building knowledge about effective practices through rigorous evaluation and translating lessons learned into improved labor market outcomes, the ability to bring such practices to scale in other geographic locations and increased cost efficiency in the broader workforce system. 13

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