Jobs Cabinet Report

8/14/2019 Jobs Cabinet Report

1/32

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olor

adoJobsCabinet

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GoveRnoR:economic

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collaboRation,

talentDevelopment

anD innovation.


2/32

tableof contentsCo-Chairs Letter to

the Governor 2

Executive Summary 3

About the Jobs Cabinet 5

Recommendations and

Key Findings 7

Appendices 23


3/32

t

Dear Governor Ritter:

This report is being submitted on behal o the members o the Governors Jobs

Cabinet. You charged the Jobs Cabinet with aligning education, workorce and

economic development to provide Colorado businesses the skilled workers, inormation

and resources they need to grow.

The Jobs Cabinet has been working diligently over the past 16 months engaging

business leaders and others across the state. We have ound a robust system o

dedicated education, training and workorce proessionals who make it their lives

work to help Colorados businesses and workers thrive in these turbulent economic

times. Their eorts at collaboration and partnership are to be applauded.

At the same time, there are bureaucratic and structural impediments that prevent

these organizations and individuals rom doing the peoples work more eectively.

For example, ederal unding streams oten prevent many o our state organizations

rom partnering in unique and innovative ways because o nancial limitations orrestrictive perormance measures.

Many o our recommendations seek to build on the work already being done.

We strive to empower these individuals dierently and encourage that successul

regional models o collaboration be taken to scale. We also encourage increased part-

nership across state agencies and across public and private sectors. With enhanced

collaboration, together with an eort to provide greater amounts o inormation

about programs and resources, we believe that Colorado businesses will become

increasingly eective and successul, thereby raising the economic conditions o our

communities and workers.

Businesses cannot sit idly by and hope that increased cooperation and collaboration

by government partners will cure all workorce training issues. We re-imagine a

Colorado public-private partnership that increases business involvement in identiying

and driving the workorce changes we need to ensure our continued prosperity. We

believe it is a time or businesses to see themselves as an essential part o the solution.

Business must actively engage with education and workorce training partners to

dene the continuous training and education that workers need to build careers in

these dynamic times.

The work o your Jobs Cabinet has been ullling or its members. On behal o the

Jobs Cabinet, we thank you or the opportunity to serve our state. We are pleased

to provide you this report and the specic recommendations contained in it.

Sincerely,

The Jobs Cabinet Co-chairs:

Jim Lyons, Teresa Taylor, Ruth Ann Woods

Rothgerber, Johnson & Lyons, LLP Qwest Trinidad State Junior College (ret.)


4/32

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5/32

iIn support o The Colorado Promise,

Colorados Jobs Cabinet was

convened by Governor Bill

Ritter, Jr., in April, 2008, to bring

together the states economic

development, education, and

workorce communities to work

toward a uture where Coloradoworkers are better trained to

enhance the success o Colorado

businesses. Our eorts are

designed to create a climate o

business growth and economic

cooperation in which a highly

skilled and educated workorce

creates and sustains quality jobs.

The Jobs Cabinet believes thiswork is critically important

to the uture o Colorados

economic competitiveness.

In decades past, economic

development eorts were

largely ocused on inrastructure

issues such as water and sewer,

tax climate, and incentives.

In todays global economy,

competitiveness is less aboutproviding inrastructure or

tax incentives and more about

providing innovation and talent.

The growth o Colorados econo-

my will correlate with the states

ability to develop a workorce

that has the education and skills

required to make its businesses

competitive and successul.

The recommendations in this

report represent a ramework or

growing this talent and changing

the systems that support these

eorts. Systems change is never

easy work. Meaningul collabo-

ration, engaging the business

community, aligning systems,

and measuring our progress

these tasks will take signicant

time, eort, and commitment.

The Jobs Cabinet has met nine-

teen times, in thirteen locations,with constituents throughout

the state. Ater a year o listening,

learning and deliberation, the

Jobs Cabinet has ve key recom-

mendations or the Governor:

Implement local collaboration

orums to align education,

economic development,

workorce training andbusiness recruitment eorts;

Engage employers in work-

orce assessments to ensure

local education and training

needs are targeted;

Aggressively promote talent

development programs to

eectively engage Colorado

business;

Develop a coordinating webportal that provides business

with easy access to local

resources and inormation;

and

Provide senior executive

leadership, ongoing support

and perormance metrics to

ensure the success o this

initiative.

Colorados success in a com-

petitive global economy will be

premised on the states ability

to meet the needs o employers

(both current and uture) with

well-educated and trained

employees. The Jobs Cabinet

concludes that this alignment

is best done through a combina-

tion o existing workorce

investment boards (WIBs), a

more ocused outreach to

business, enhanced electronicsystems and continued emphasis

on Colorados P-20 educational

system, especially our commu-

nity colleges.

Acknowledging that location-

based collaboration may not

meet the needs o all businesses,

the Jobs Cabinet endorses a

multi-pronged approach andencourages special emphasis

on economic sectors that are

projected to experience signi-

cant growth in the next decade.

Although our charter is to

concentrate on the long term,

the Jobs Cabinet appreciates

that the economic downturn o

2008 necessitates a shorter ocus

than the ve to ten year outlookwe initially envisioned. The

economic climate also requires

that these recommendations be

unded by realigning existing

unds and programs. The

endorsement and committed

support o the Colorado

Workorce Development

Council has been and will

continue to be essential tothe success o this initiative.


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t

5

abouttheJobsCabin

et

a RoaDmapto KeepcoloRaDoWoRKinG

the puRposeofthe Jobscabinet

The work o the Jobs Cabinet is to

acilitate an intersection between

the needs o Colorado businesses

and Colorado workers. The oppor-

tunity and the largest challenge orthe Jobs Cabinet is to break down

the traditional silos o business,

education, workorce and economic

development and create a collabor-

ative, cooperative environment that

maximizes our limited resources.

theWoRKofthe Jobscabinet

Recognizing Colorados diversity,

the Jobs Cabinet divided the state

into the ve regions1 identied in the

Colorado Promise. Eight listening

sessions were held in summer 2008

in which Jobs Cabinet members

and sta met with local educators,

workorce, government, economic

development, and business people

to hear about local industries,issues, populations, and what they

would like to see rom the Jobs

Cabinet. Between April 2008

and August 2009, the Jobs Cabinet

held our plenary sessions that

brought together the Governor,

ve Cabinet secretaries2, workorce

proessionals (including coordi-

nators or each o the ve Jobs

Cabinet regions), and approximately30 cabinet members representing

business, education, and economic

development. During those sessions,

senior executives worked to strat-

egize, set priorities, create action

plans, evaluate activities, ormulate

and review recommendations.


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In addition, the Jobs Cabinet held

multiple meetings with regional

coordinators to learn about the

local communities, industries and

workorce. A business survey was

conducted to measure industry

engagement with current systems

and their uture workorce needs.The P-20 Education Coordinating

Council co-chairs and commu-

nity college system leaders were

consulted to highlight existing

collaborations and identiy po-

tential areas or change. The

Jobs Cabinet also participated in

the dialogue with the education

community, business organizations

and workorce proessionals ondening workorce readiness in

Colorado. Strategy sessions with

the Colorado Workorce Develop-

ment Council (CWDC) brought

clarity about current workorce

eorts and how the Jobs Cabinet

could support the Councils goals.

Meetings with sta o the Denver

Metro WIRED 3 eort on regional

collaboration provided insightinto their experiences. In these

sessions, the Jobs Cabinet re-

searched current systems to identiy

best practices as well as needed

improvements to ensure a better

uture match between Colorado

workers and Colorado industry.

Ater listening and learning, the

Jobs Cabinet proposed concepts

or a local collaboration model

and a web portal or regional busi-

ness communication. These ideas

were presented around the state in

eleven 2009 stakeholder outreach

sessions. Comments rom thosesessions were incorporated into

these recommendations.

the futuReofthe Jobscabinet

Although the specic mission

o the Jobs Cabinet is met with

the August 2009 delivery o our

recommendations, urther stew-ardship is critical to ensure its

success. Systemic change requires

a catalyst and oversight, so the

Jobs Cabinet has recommended

that the Governors oce continue

to actively support and guide

this eort. Special emphasis

will be required on the Cabinets

recommendations to develop a

replicable model or local collabo-ration and a beta website, both o

which would use existing resources

in order to succeed in the current

economic environment.

acKnoWleDGements

The Jobs Cabinet was assisted

by many people and organizations

in Colorado. O particular

importance were:

JobS CabineT MeMbeRS

see page 30

Regional CooRdinatoRs

Celia Hardin

Betty Velasquez

Ray Lucero

Sue Tun

Joni Friedman

CWDC (unding)Metro Denver WIRED (unding)

Qwest (video production)

Trinidad State Junior College

(Jobs Cabinet brochure and

bookmark)

Barbara Baumann

Richard Truly

Corporation or a Skilled

Workorce (Gary Yakimov)

CDLE workorce ande-colorado sta

1Eastern Plains, Front Range, Mountain Resorts, San Luis Valley, Western Slope

2Executive Directors o the Colorado Ofce o Economic Development and International Trade; Department o Higher Education; Department o Laborand Employment; Department o Local Aairs; and Department o Regulatory Aairs.

3Funded partially by a our-year, $15 million grant rom the U.S. Department o Labor, the Metro Denver WIRED (Workorce Innovation inRegional Economic Development) Initiative has invested in 26 programs that enhance partnerships among business, education, and the publicworkorce system in the nine-county Metro Denver region. See www.metrodenver.org


8/32

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WIB Best PractIces

A 2006 stdy by the Corporatio or a SilledWororce Bechmarig Wororce Iestmet Boards:Critical Sccess Factors details the critical sccess actors ohigh perormig WIBs, icldig measrig sccess ad

worig strategically. High perormig WIBs reqirelocal wororce board members to be wororce policyleaders i their commities. High perormig WIBs

also eed sta members who ca sere as regioal leadersi collaboratio. See www.silledwor.org


9/32

aAs the Jobs Cabinet traveled the state, we

ound our mission could be reduced to a simple

proposition: bring education, workorce and

economic development to a common intersection

with business. There exists a statewide inrastruc-

ture that brings those constituencies together.

The Workorce Investment Boards (WIBs), parto the Colorado workorce system, regularly

convene business-chaired meetings o workorce,

industry, education and economic development in

19 Colorado regions. Across the nation and

in Colorado, many WIBs are ocused largely

on carrying out the short-term objectives and

programs authorized under the ederal Workorce

Investment Act, while some leading edge WIBs

have undertaken more long-term, broad workorce

and economic development strategies. Enhancingits WIBs would enable Colorado to improve

collaboration using existing resources.

Another common theme rom the outreach

sessions conducted by the Jobs Cabinet was a

desire to better align various programs. Talent

development in Colorado is in the capable

hands o state agencies and organizations such

as the Colorado Department o Labor and

Employment, the Colorado Department o

Higher Education, the Colorado Workorce

Development Council, the Colorado CommunityCollege System and the Colorado Oce o

Economic Development and International Trade.

Each o these organizations is staed by leaders,

policy makers, and practitioners who are driven

to make a dierence or Colorados citizens,

businesses, and communities. However, the

current system rewards those organizations or

working separately. Each organization oten has

its own unding sources, perormance measures,

and accountability standards that make collabora-tion a challenge even when there is strong desire

to do so. Future success depends on the ability

o these diverse organizations, at both the state

and local levels, to work together and maximize

limited resources.

theColoRadoWoRkfoRCe system

The Colorado Workorce System is a network o ederal, state, and local ofces that support economic

expansion and develop the talent o our nations workorce. Workorce development activities beneft employers,job seekers, laid o workers, youth, veterans and persons with disabilities as well as persons both new to and

currently in the workorce.

Although the public workorce system is ederally unded, most services are available at the state and local levels.

Under the Workorce Investment Act o 1998, each state establishes a State Workorce Investment Board. In

Colorado, this is the Colorado Workorce Development Council (CWDC), which determines strategic priorities,

identifes high-growth industries, develops a workorce investment budget, and establishes local workorce

investment areas across the state.

To ensure a regional ocus, Colorado is divided into 19 workorce areas, each controlled by a local Workorce Invest-

ment Board (WIB). By law, each board is business led, and consists o more than fty percent business representatives.

The primary unction o a WIB is to oversee the regular operations o local One Stop Career Centers to ensure those

Centers are meeting their obligations to the State Workorce Development Council and the Federal government. The

boards also analyze workorce inormation to identiy targeted industries and plan or uture growth.

The heart o the public workorce system is the One Stop Career Center; these Centers place a multitude o

resources or businesses and or job seekers under one roo. The typical One Stop Career Center serves thousands

o individuals who are seeking employment, changing jobs, reentering the workorce or learning new skills.


10/32

The Jobs Cabinet has identied several ways to

enhance collaboration.

Chrg th lcl Wrkrc ivstmt

brds (Wibs) t tsy thr strtgc

cus d sprhd rgl cllrt

rts. Colorados 19 locally-based WIBscurrently bring together representatives

rom the business, education, economic

development and workorce arenas under

the leadership o a business executive, in

order to provide short-term operational

oversight o the workorce system. Each o

these existing and ederally-unded WIBs

should be charged by the Colorado Workorce

Development Council (CWDC) to spearhead

strategic collaborations, with the aim oinstitutionalizing a system that will ocus on

Colorados short- and long-term workorce

requirements. Several leading-edge WIBs that

have broadened their ocus in this manner can

serve as models or this recommendation.

Sythsz d dstrut prmsg cll-

rtv prctcs. To support the enhanced

eorts o the local WIBs, the CWDC, with

support rom the Governors oce, should

synthesize and distribute across the state best

practices including inormation about Larimer

Countys recent collaboration eorts.

Dvlp wrkrc cllrt lg

dustry ls, as opposed to solely work-

ing within the current geographical regions.

A benet o sector initiatives is to use the

employer-driven partnership to assess training

needs in critical regional industries.

icrs stkhldr fxlty usg

gvrmt ms. The Governors oce,

working with cabinet secretaries and the

CWDC, should identiy state-level unding

streams and restrictions and prepare sugges-

tions or changing provisions that limit

fexibility in using unds.

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11/32

Supprt jt pplcts r stt uds.

The Governors oce should support provisions

encouraging streamlined applications or stategrants and should coordinate grant applications

by state agencies where possible. I any savings

accrue rom this streamlining, the unds should

be used to reward urther collaboration.

ecurg csttut grups t clud

crss-prtr rprsttvs thr plcy-

mkg ds. To break down silos and ensure

consistency between education, workorce andeconomic development partners, each constitu-

ent group should invite representatives rom

other areas to serve on policy-making bodies.

While current law requires some cross represen-

tation between the public and private sectors,

this requirement is not universal.

s

s

Althogh ederal dig streams ote hae specicrestrictios regardig the se o the arios ds,goerors ote hae the fexibility to alig these

dig streams arod strategic goals.A excellet resorce or begiig this process is

Te Wororce Alliaces (WA) reerecegide raiig Policy i Brie: A Oeriew oFederal Wororce Deelopmet Policies (2007)

which proles 13 ederal programs that spport sillstraiig ad edcatio at the state ad local leel.

See www.wororcealliace.org

Whatisa Region?

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scrc rsurcs suggsts sm utur t t csldtd srvc rs r stt tts.


12/32

Mk wrkrc rmt mr ccssl

d rspsv t usr ds. The Colorado

Labor Market Inormation service under CDLE

should catalogue additional inormation required

by employers and educators and then work with

the Governors oce to recommend how to

collect, analyze and present this data.

1

LaBorMarketInforMatIon

States that hae made sigicat progress i improig theaccessibility ad resposieess o their wororce icldeWashigto ad Miesota. Miesota, or istace, hasproided labor maret aalysis to spport iormatio

i each o its local WIB regios.

Te CWDC has sposored the Wororce ad EcoomicIormatio Committee, a iormal etwor ad worig

grop cosistig o wororce leaders across the state.Tis grop oersaw the deelopmet o the Colorado

2007 State o alet Deelopmet Report.(www.cowororce.com/cwdc/) that proided a excellet

startig poit or the wor o the Jobs Cabiet.

s

ECOnOMIC AnD WORkFORCE DAA

EMSI,LaborMarkeDaa IndusryNewsandResearch(e.g.CBSA,RockyRadar,GEO,ApolloAlliance) One-on-oneSurveysofBusinessesinIdeniedClusers SocialMediarackinggroups,crowdsourcingaroundspecicopics LaborEconomisSudies

WORkFORCEInvESMEn

BOARD BusinessVoice Indusry-led SraegicPlanning Daa-based decision-making

StRAtEGICPARnERSHIPSAnD OuREACH

ChambersofCommerce SmallBusinessDev.Cnr. IndusryClusers

(Bio, Clea Eergy) EconomicDevelopmenOrg K-21(SchoolDis.,

Comm. Colleges, ui.) Communiy-basedOrgs Business(CEO,HR,

Bs. De.) InnovaionAferHours

ECOnOMICDEVELOPMENt:

BusInessandenterPrIse

spportig a regioalecoomy that is diersied

ad adaptie, growsetrepreerial talet,

grows emergig idstries,ioatie techologies,ad high wage jobs.

tALENtDEVELOPMENt:

JoBseekerservIces

Coectig idiidalpeople to traiig, spport,coselig, ad gidace iorder to prepare them to worad d jobs that t.

WORkFORCEDEVELOPMENt:BusInessservIcesCoeig grops sch as bsiesses, edca-tio ad traiig parters, to strategically

deelop ad/or captre opportities iexistig ad emergig idstries.

stRategiC CollaboRationin laRimeRCounty


13/32

i

laRimeR county expeRience

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PaRTneRS

i rt t supprt nrthr Clrd trprurs, th LCWC s ls prtrg wth thr usss

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sd d mvg t ggd rl s cvr. as th cmy ctus t chg, ur wrkrc

systms must ctu t dpt y thkg strtgclly, usg ttr rmt d wrkg shuldr t

shuldr wth ur prtrs d ussss t tcpt th chgs d d th pprtuts.


14/32

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AmericAnGrAduAtioninitiAtive

On July 14, 2009, President Obama unveiled a

national efort to reorm community colleges.

O particular relevance to these recommendations

is the Community College Challenge Fund, which

will ofer competitive grants to help community

colleges build partnerships with businesses and the

workorce investment system to create career

pathways or workers through expanded course

oferings, dual enrollment at high schools and

universities, and improvement o remedial and

adult education programs.


15/32

eEducation is undamental to creating a com-petitive next-generation workorce. As the JobsCabinet traveled the state in the boom economyo early 2008, it oten heard employers say theycould not nd adequately educated and trained

workers. Most (nearly 80%) had never tried

to engage the workorce or education system.The 2008-2009 economic downturn creates an

opportunity to re-evaluate the way the state

addresses worker education and training. Institu-

tionalizing a responsive short-term system o

assessing ongoing business needs creates a long-

term solution to meeting businesses training

requirements. Traditional labor market inormation

and analysis systems look in the rear view mirror

at historical trends in hopes o predicting uture

trends and training needs. Such traditional, staticsystems oten result in inormation that is out o

date shortly ater it is published.

On the education side, public-private partner-

ships are increasing in requency and eective-

ness across the country and in Colorado. They

are most readily seen in targeted industry strategies,

where employers are both guides and leaders.

Yet, the voice and role o employers still needs to

increase and move beyond the belie that i we

guide the education system through boards and

committees and respond when asked, all will be

well. This view is not sucient in a global econo-

my that is moving too ast or any one entity to be

responsible or the development o an appropriately

skilled workorce. Employers need to do morethan be members o advisory boards, workorce

boards, and curriculum development committees.

Employers must be active partners in re-imagining

the way work and learning is done in the 21st

century. Colorado has made progress in improv-

ing education through several state initiatives

the work o the P-20 Education Coordinating

Council, the 2008 Colorado Achievement Plan

or Kids (CAP4K) legislation, the development

o the states rst description o post-secondaryand workorce readiness, the creation o a state-

wide dual-degree high school and post-secondary

concurrent enrollment program and has a vibrant

set o private and non-prot partners engaged in

education. The state needs to continue to invest

in education, rom basic math and literary skills

through career readiness at the technical, voca-

tional, college and graduate school levels.

ColoRado eduCation PaRtneRs

Clrd hs my rgzts ctvly vlvd duct rm prschl t pst-scdry d dult

duct. a w r lstd lw:

Js r amrcs Grduts: prtrs wth ussss d th US Chmr Cmmrc t crt hgh

schl wrk rdss trg prgrm trgtd t th t-rsk ppult. www.jgclrd.rg/

Jur achvmt: udd y th usss cmmuty, Ja s supplmt t th schl dy whch Ja

rgs vlutrs d usss prprdss currculum rlvc, rgr, rltshps.www.jclrd.rg

Gdwll idustrs: -prt rgzt tht prvds j rdss prgrms d prtrs wth schls

t ssst udrsrvd ppults d dvlp mpwrd, ductd d mplyd wrkrc.

www.gdwlldvr.rg/

Lr Us: prvd multtud -pulcly udd prgrms rm sc wrk sklls t spcc tchcl

trg, such s th Jt apprtcshp Trg Cmmtt r lctrcl wrkrs. www.jtc.rg


16/32

The Jobs Cabinet recommends the ollowing

actions in support o developing a trained and

educated Colorado workorce:

Cduct gg vlut lcl

usss trg ds. The CWDC, in

conjunction with local WIBs, should meetwith local businesses, community colleges

and economic development organizations

to assess whether training programs meet

business requirements and, i not, develop

an action plan to meet those needs. For

ongoing evaluation, WIB collaborators should

use structured assessment tools and surveys in

a coordinated manner to reduce participant

atigue and maximize employer response.

The CWDC Workorce and EconomicInormation Committee should develop a

proactive regular survey to identiy the real-

time, dynamic labor market needs o business.

Trgt trg dlvry mthds t mt th

ds studts, wrkrs d ussss.

Education and training delivery methods must

adjust to the changing balance between work

and personal lie by orming public-privatepartnerships that allow or more innovative

ways o blending work and learning opportu-

nities. Educational providers should consider

approaches such as distance and blended learn-

ing; modularization o curriculum; o campus

delivery o training; open-entry, open-exit

programs; and career pathway development.

imprv sc duct d wrkrc

rdss sklls. Current eorts on workorce

readiness and improvements in basic education

undertaken by the P-20 and the Colorado

education system must be intensied. Employers

are willing to teach technical skills to someone

who can read, communicate, get along withcolleagues, and show up ready or work.

Colorado must ensure its education system

produces employees with those critical

characteristics.

Dvlp d prmt crdtls d

crtcts tht r mgul t mplyrs.

The CareerReady Colorado Certicate created

by the Colorado Department o Labor and

Employment, and similar eorts such as

Work Keys, are important components inproviding businesses with assurances o

workers skills. Worker-capability certication

and the development and promotion o

industry-specic certications should

be accelerated and supported.

5

P-20 educatIoncoordInatIngcouncILandWorkforcereadIness

Gov.RiersP-20EducaionCoordinaingCouncil (P-20)isacklingoneofColoradosgreaeschallenges:

ensuringhaaseamlesseducaionsysemfrompre-school

ograd-schoolispreparingouryoungpeopleforhedemads o the 21st Cetry. Te Jobs Cabiet

workedwihheP-20co-chairsocoordinaeeors,particlarly i the area o wororce readiess. Te

Jobs Cabiet edorses the collaboratie process that theColorado Departmet o Edcatio ad the ColoradoDeparmenofHigherEducaionusedodenepos-

secodary ad wororce readiess. (www.cde.state.co.s/commicatios ad http://www.colorado.go/goeror)

BusInesssurveys

Drig or otreach, bsiesses told s they receiedmltiple sreys o the same topics rom dieretorganizaions.InGrandJuncion,heChamberof

Commerce is leadig a eort to coordiate localsreys so bsiesses will receie a stadard sreywith additioal qestios cstomized to meet theiqe reqests o participatig orgaizatios.

s

s

s

s


17/32

s s

WhataRemiddle skill JobsandWhyaRetheyimPoRtanttoColoRado?

Forty-eight percent o U.S. jobs are considered middle-skill

level. Tese jobs pay amily sustaining wages and typically

require some level o post-secondary training or a certicate

(i.e., more than a high-school credential although not neces-

sarily a baccalaureate degree.) By 2012, two-thirds o all jobs

are going to be middle-skilled occupations; the number

o middle-skilled jobs in Colorado is expected to grow by 31%

by 2012 (the third highest expected rate o increase in thenation). While two-thirds o jobs will require middle-skill

levels, approximately 371,000 Coloradoans have not com-

pleted high school or the equivalent and 142,000 speak little

or no English. Colorado has developed many programs to

address training o middle skill workers. A ew examples:

Te WELLS center or nursing excellence provides clinical

training programs www.coloradonursing center.org/

Te Colorado FIRS program unds training or Colorado

companies www.colorado.gov/cs/Satellite/OEDI/

Te Energy Production and Industrial Construction (EPIC)

program at rinidad State Junior College educates students

through Community-Based Job raining Grants

www.trinidadstate.edu

Solar Energy International trains workers through

its Renewable Energy Education Program (REEP)

www.solarenergy.org/about/index.html

Te Colorado Mountain College partners with local

eateries to ofer culinary arts classes on a restaurant

worker riendly schedule. www.coloradomtn.edu

Prrtz udg r duct prgrms r

mddl-skll wrkrs. In recent months, there has

been considerable discussion in the education and

economic development arenas about the impor-

tance o developing a middle-skill workorce. In

February 2009, The Brookings Institution (www.

brookings.edu) issued a policy brie Th Futur Mddl-Skll Js that indicated the demand

or middle-skill workers will remain quite robust

relative to its supply, especially in key sectors o

the economy. Continued unding or post-second-

ary education, particularly community colleges

and their education programs or middle-skill

workers, must remain a top priority o the state.

Ctud rvw cmmuty cllg

cllrts. Along with the Governors oce,

the State Board or Colorado Community Colleges

and Occupational Education will review and

evaluate the continued collaborative relationships

between community colleges and industry to ensure

a prepared high-skilled, high-demand Coloradoworkorce with an emphasis on:

Continuingtoidentifypromisingpracticesin

creating, developing and administering programs

directed to businesses short-term training needs;

Continuingtoidentifytrainingdeliverymethods

to better meet the needs o businesses and workers.

WoRkeRCeRtifiCation PRogRams

Grg d oklhm r ldrs wrkr crtc-

t. Grg s cusd crsg th umr

mplyrs usg wrk rdy crtct d th umr

mplys wh rcv wrk rdy crtct. Grgs

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g crdtls r wrkrs, rgs r ls udd t prl

js ky ussss wth trgtd dustrs. S www.

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rst stt t crty whl cmmuts s g wrk rdy

sd th umr js prld s wll s th umr

wrkrs ssssd d crdtld t vrus lvls. S www.

kcmmrc.gv.

Clrd cmmuts, spclly th Wstr Slp, hv

r yrs succssully usd th Wrk Kys crtct pr-

grm. Smlr t Wrk Kys s th Clrd Dprtmt

Lr d emplymts CrrRdy Clrd Crtct

(CRC). avll sttwd July 1, 2009, th CRC cluds

mult-lvl crtct sc sklls such s rdg r

rmt, lctg rmt, d ppld mth. S

www.cwrkrc.cm.


18/32

7

ecom

men

dationthree

aGGRessivelypRomotetalentDevelopmentpRoGRamstoeffectivelyenGaGe

coloRaDobusinesses.

LinkedIn,Twitter,Meetup...

Oe ew techology or

coectig commities is a irtal resorce

directory ad commicatio orm.Crretly beig piloted i Michiga ad

Arizoa is a commity coectiity prodct

that proides a platorm or digital asset

mappig, ad also ctios as a importat

piece o coectie tisse that commities

eed to collaborate o major chage eorts.

See www.wetoo.org

Wr thst-kpt scrt

tw.

btty Vlsquz,Suthst/

Suth Ctrl

Wrkrc RgDrctr

espclly tugh cmy,

Clrdussss

dsrv t kw

ut thgrt prgrmsut thr t

supprt thm.

Russ Jhs,Ceo, S LusVlly RglMdcl Ctr


19/32

WWhile many programs and services are currentlyoered to help Colorado businesses nd and trainemployees, business are oten unaware o thoseoerings. Our survey ound that 82% o employershad not used their local workorce center, commu-

nity college or economic development organiza-

tion and that many employers did not know whatservices were oered. I Colorado is successul in

building a seamless system o education and train-

ing that meets the ongoing needs o its employers,

these programs must be promoted to the business

community. Eective workorce development

programs and services cannot be eective i they

are best kept secrets. Programs also need to be

responsive to the needs o both workers and busi-

nesses: traditional program delivery models (i.e.

weekdays rom 9:00 am 5:00 pm; teacher-ledlectures) are not eective in todays complex and

changing world.

The Jobs Cabinet supports a multi-pronged

approach to publicize these oerings.

Prmt currt d utur wrkrc,

duct d cmc dvlpmt

prgrms t mplyrs. Workorce Invest-

ment Board (WIB) participants should under-

take an ongoing promotional campaign to

make all local employers ully aware o avail-

able training opportunities. Where possible,

employer education should be seamless; a orum

o business services that includes oerings

rom the workorce system, community college,

small business development center, and other

private and public partners that provide impor-

tant and innovative business services would be

particularly eective.

Sk grts d lvrg rsurcs t rs

wrss prgrms. Workorce, education,

and economic development organizations,

with the assistance o the Governors oce,

should actively seek grants or other resources

to highlight current training programs. In

addition, public partners (particularly WIBs and

community colleges) should be encouraged towork together to leverage and align their limited

budgets to more eciently promote training

programs to both employers and workers.

Ctully vlut d us w tchl-

gs t rch mplyrs. WIB participants

should aggressively use existing local websites,

bulletin boards and other common on-line

business tools to regularly advise business

communities o services oered by the

collaboration partners.

s

s

s

souRCesofWoRkfoRCe infoRmation

4% 3%10%

34%

48%

Lcl cmcdvlpmt

prgrms

Lclcmmuty

cllg

Lclwrkrc

ctr

Thtrt

Smthgls

Js Ct busss Survy, Mrch 2009


20/32

9

ecom

mendationour

DevelopacooRDinatinGWebpoRtalthatpRoviDesbusinessWitheasyaccesstolocalResouRces

anDinfoRmation.

Mst thrmt s

lrdy thr ts mttr

dg t.

Drcy Trsk,

Drctr,Crg Mt

ecmcDvlpmt

Prtrshp

W (ussss)dt thk

trms cutsr gvrmt

udrs.

Trs Tylr,excutv Vc

Prsdt, Qwst

W d vhcl russs t

gg quckly

d hv surc

rmt.

Gl Wsly,Sr Drctr,

Ml HghUtd Wy

InnovatIonInstateWeBsItes

Seeral states hae addressed the isses srrodigotdated or awward goermet websites. kasas

(www.etworasas.com) is a model or serig etrepreead small bsiesses. Florida ad Mississippi hae deeloped

itegrated data sharig platorms that ca trac stdets/worefromkindergarenhroughpos-secondaryeducaion.


21/32

fFace-to-ace meetings still play a critical role in

developing the trust necessary or collaboration.

But electronic media, and the Web in particular, are

becoming the norm or distributing inormation to

business and citizens. Numerous systems have been

developed to help workers, parents, and students

navigate job and career decisions. However, easily

accessible workorce inormation to assist businessescould benet rom strategic improvements. Colorado

has multiple state websites (connectingcolorado.com,

e-colorado.org, coloradoprospects.gov, lmigateway.

coworkorce.com, dola.state.co.us/demog/) that

include relevant business data, as well as several sites

or education and economic development. The state

needs a coordinating portal to provide a pathway to

this inormation. It also needs a method to ensure

that its web-based inormation is accurate, complete,

and up-to-date. Other states have developed busi-ness-riendly sites and integrated data systems. Ater

looking at various models, the Jobs Cabinet pilot

tested a web concept that could be easily hosted on

an existing state portal and expanded statewide.

(See https://cws.niunt.niu.edu/e-colorado.)

An ideal website would also supplement the strong

inormal collaboration networks ound around the

state. Inormal collaboration is particularly suc-

cessul in rural areas where people have multipleroles (e.g., business owner, school board member,

Chamber o Commerce leader). As we attempt

to broaden and systematize collaboration beyond

traditional partners, we will need a common method

or inormation and communication. An online

orum or collaboration would address what 66% o

Jobs Cabinet survey respondents said was the largest

barrier to collaboration: lack o time.

Thereore, the Jobs Cabinet recommends theollowing improvements to the states business

inormation inrastructure:

sPrvd w-sd pthwy t rmt ut

wrkrc ssts d rsurcs t hstd th

Clrd Dprtmt Lr d emplymt

(CDLes) w prtl. State agencies, working

with local Workorce Investment Boards (WIBs)

and partner service providers, should provide

an easily accessible, business-ocused pathway

to workorce inormation. The CDLE has a

tremendous resource in its existing portal which

should be leveraged to maximize business

outreach and engagement. CDLE should conduct

regional ocus groups with leading business repre-

sentatives to determine how it can best serve their

needs, including the value o a virtual orum orcollaboration between business, education,

economic development and work-orce as well

as the viability o expanding state-wide the portal

created in the Northern Colorado concept test.

sDvlp dt shrg d updtg prcsss r

stt-spsrd rmt th wst. The

Governors oce should assemble an intra-agency

team to develop standards or workorce inorma-tion data sharing between state entities. Colorado

should work with states such as Florida and

Mississippi that already have an integrated

data system so that we understand the policies

and inrastructure necessary to develop and

sustain such a rich data system.

JobsCabinetbusiness suRvey Results

1. Most demanded on-line regional

resources:

List o workorce and community-based

training programs 33%

Inormation on economic development

incentives and fnancing options 34%

2. Fairly likely to use a list o

resources: 44%

3. Fairly likely to use an on-line

business-to-business collaborative

network: 28%

4. Lack o time is the biggest obstacle

to networking and collaboration: 66%


22/32

1

recom

mendationf

ve

pRoviDesenioRexecutiveleaDeRship,onGoinGsuppoRtanDpeRfoRmancemetRics

toensuRethesuccessofthisinitiative.

Wv skg wy

t chgd mr

strumtl mvg rwrd,

d ths ttv th Js

Ct s thprct tl

t d s.

Mrs Lddll,Prsdt,

aiMS CmmutyCllg

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systm rmsyg hrs

wht w hvt gv yu t

wht c w d

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Pul d Upprarkss Rgl

Drctr, CDLe


23/32

tThe misson o the Jobs Cabinet will not stop

with the delivery o these recommendations.

Ongoing leadership and oversight, coupled

with establishing and tracking perormance

metrics, will be critical to successul implementa-

tion. We are advocating systems change work

at unprecedented levels, and success will dependupon fexibility to accommodate changing

business needs and continued support rom the

Governors oce as described below.

idty sr xcutv ldr t vr-

s mplmtt rcmmdts.

The Governors oce should identiy a senior

executive leader o this initiative to provide a

continuing liaison to the business, workorce,

education and economic development com-

munities. This liaison will also monitor the key

metrics developed to measure progress toward

the initiative goals.

Dvlp mtrcs d strtgc dshrd

t msur succss. The senior executive

leader identied above should convene key

stakeholders (including, but not limited to,

representatives rom the business community,

the CWDC, economic development, and

education) to develop a list o key metrics that

will be tracked and monitored to determine the

eectiveness o the initiative.

Mrg lg-trm Js Ct duts t

th Clrd Wrkrc Dvlpmt

Cucl (CWDC). The CWDC unanimously

approved these recommendations and has

agreed to assume the implementation respon-

sibilities o the Jobs Cabinet. Through its

co-chairs and other key members, the JobsCabinet will be available to assist the CWDC

as it assumes this role.

The Jobs Cabinet endorses ederal eorts to

reauthorize legislation that would enhance

the strategic role o the Workorce Investment

Boards (WIBs) and improve the workorce

systems ability to market its services.

s

s

s

s

samPlemetRiCs

Revisetherecerticationcriteriafor

lcl Wibs t csstt wth Js

Ct crtr d pdg rvss

t th drl ruthrzt th

Wrkrc ivstmt act.

Identifyandrecommendstrategic

lmts tht culd dscussd y

lcl Wibs t supprt th CWDCs

rl prvdg pulc plcy dvc

t th Gvrr d th Lgsltur.


24/32

3

appenDix a listof Jobs cabinetmeetinGDatesanDoutReach sessions

Jobs Cabinet Plenary Sessions were held in Denver with the Governor on: April 1, 2008 September 25, 2008 April 22, 2009 August 24, 2009 (recommendations delivery)

Jobs Cabinet Outreach Sessions were held on: June 6, 2008 Alamosa June 17, 2008 Colorado Springs June 24, 2008 La Junta June 26, 2008 Sterling July 23, 2008 Grand Junction July 28, 2008 Denver Metro July 31, 2008 Avon August 13, 2008 Durango

June 1, 2009 Alamosa June 2, 2009 Durango June 3, 2009 Grand Junction June 3, 2009 Craig June 4, 2009 Sterling June 5, 2009 Colorado Springs June 9, 2009 Vail June 15, 2009 Ft. Collins June 17, 2009 Golden June 22, 2009 Denver August 5, 2009 Pueblo


25/32

i

Jobs cabinetbusiness suRveysummaRy

In March 2009, the Jobs Cabinet

conducted an on-line survey o

business across Colorado. The

451 respondents were solicited

in collaboration with a number

o Chambers o Commerce,

the Colorado Association o

Commerce and Industry (CACI),

and the workorce system.

The survey provided insight

into how Colorado businessesthink about and use community

colleges, economic development

groups and the workorce system

or their workorce needs. The

most important nding was that

Colorado business does not know

about or use the wide array o

services and programs available,

either because they are not aware

o these opportunities or theyare not condent in the services

oered.

For example, when looking

or employees, Colorado

businesses say they recruit most

signicantly rom sources other

than the workorce system or

community colleges. Only 11%

regularly use the workorce sys-tem while 56% have never used

the system. Respondents sug-

gested the most likely sources

o inormation and services to

meet their workorce needs are

the internet (38%) and a variety

o other resources (48%). Busi-

nesses are least likely to turn to

economic development programs

(4%), community colleges (3%)

and the workorce system (10%)

or their workorce needs.

Colorado businesses are most

likely to rely on the workorce

system or community colleges

as a supply line o skilled and

technical workers, yet they

say that these are the most

dicult positions to ll and

these are the positions where

quality is an issue.

Barely a majority o the respon-

dents (54%) understand or

use the training oered by

community colleges. O the 46%

o businesses who do not use

community college training

programs, nearly two-thirds

say they could use communitycollege grads but there are no

programs that meet their needs.

An astonishing 70% have never

contacted a community college

about employee training.

This survey refected many o

the issues and attitudes ound

in the numerous public outreach

sessions conducted by theGovernors Jobs Cabinet, and

as such provided a substantive

oundation or the recommenda-

tions in this report.

appenDix b


26/32

5

appenDix c

WoRKfoRcecenteRanDcommunity colleGe locations

m Workorce Centers

nColorado Community College System Colleges

sLocal District Colleges

u A Branch o Mesa State College


27/32

appenDix D

c

coloRaDosbest pRacticesincollaboRations

Collaborations are not new toColorado; the Jobs Cabinet

ound successul collaborations

among the workorce, education

and economic development

systems in place across the state.

Some examples o Best Practices

in Collaboration are shared

here to inspire thinking about

new strategic collaborations or

opportunities to be replicated in

Colorado communities.

GATEWAY COLLABORATION

Gareld County Department o

Human Services via the Gareld

County Workorce Centers and

the Colorado Mountain College

Gateway/CMC/Wo/Men in

Transition program.

The Colorado WorkorceCenter partners with the

Gateway program at Colorado

Mountain College in Rife

to provide monthly WorkKeys

testing. Gateway counselors

request testing or Gateway

students who have registered

on Connecting Colorado and

elected basic WorkKeys module

tests. During the test session,sta discusses Colorado Workorce

Center services such as job listings,

computer & internet access, career

counseling & training or job

seekers, and recruitment o workers,

pre-screening & reerral services or

employers. Customers can choose

sel-service or sta assisted options

to meet their employment needs.

UNIVERSITY ECONOMISTSCOLLABORATION

Larimer County Workorce

Center; Colorado State University,

Regional Economist;

University o Colorado Boulder/

Leeds School o Business;

University o Colorado/

Colorado Springs/ Economist.

Economists will prole the statestop industries and occupations in

collaboration with the Larimer

County Workorce Center.

In each workorce region o

Colorado, data will be broken

rst into industries and occupations,

and then into skills, abilities

and knowledge. This breakout

will provide the insight needed

to orm strategic partners or

workorce training, identiy gap

training needs, and provide

additional support or each

regions top industries.


28/32

WIND ENERGY

WORKFORCE PARTNERSHIP

Eastern, Pueblo, Central and

SE Workorce Development

Regions, Local REAs Tri-State

Energy, Northeastern Jr. College,

Pueblo Community College,Morgan County Community

College, CSU Pueblo, Lincoln

CO Economic Development,

Morgan County Economic

Development, Burlington Eco-

nomic Development, Action 22,

OEDIT, Trinidad-Las Animas

County Economic Development.

With an eye to the philosophyo Grow Our Own workers,

this collaboration seeks to create

a skilled workorce or the utility

grade wind industry rom manu-

acturing to production to trans-

mission. The partner group will

assess current workorce needs

and projected growth in these

areas and develop strategies to

meet those needs. The partners

will create and develop recruit-

ment, retention, training and

continuing education programs

to meet those strategies.

ENERGY SECTOR

SKILLSTRAINING

The SW & Western Workorce

Regions, in partnership with San

Juan Basin Technical Collegeand Delta-Montrose Technical

College, received a $2 million

ederal grant to help strengthen

western Colorados economy

through supporting employers

and employees in the energy

industries eld by delivering

short term skill-specic trainings

requested by the industries to

both incumbent workers and

those seeking employment in the

energy eld.

A GAME WORK VALUE

PROGRAM,

MAY 1, 2009 JUNE 10, 2010

Arapahoe/Douglas Works and

the A-GAME

The A Game Value Program

will teach youth seven valuesthat will make every employer

want to hire them and ght to

keep employed. The program

targets 400 youth. Each par-

ticipating youth completing a

work experience and A Game

workshops will receive a $100

youth incentive and a ticket to a

Rockies Game. The program also

includes A Game Workplace

Values Reinorcement Training or

the Youth Workorce Specialist.

YOUTH ENERGY

CONSERVATION

CORPS PROJECT,

JULY 2009 JUNE 30, 2010

Arapahoe/Douglas Works

and Arapahoe County

Weatherization Program

The Youth Energy Conservation

Corps will assist the Arapahoe

County Weatherization Depart-

ment in providing Tier 1 energy

audits or Arapahoe and Adams

Counties. Energy customers

will receive assistance in imple-

menting energy saving changes

and guidance on home energy

conservation. The program

introduces youth to skill sets

and training they will need tobuild a career path within the

energy sector.

THE JEFFERSON COUNTY

LIBRARY MOBILE TRAINING

LAB - eTRAIN

Jeerson County Workorce

Center and the Jeerson County

Libraries.

The two entities pooled

resources to reinstate and restore

a ormer bookmobile into a

mobile training lab urnished

with computers. The goal is to

bring technology and education

to those who might not have

accessibility to e-learning

resources. Customers will gain

valuable inormation and

training to help them become

job ready. Business can also use

eTrain to bring training directly

to the site or incumbent workers.

This initiative will also promote

the CareerReady Colorado

certicate which will help

business recruit and retain

qualied employees.

7


29/32

RecommenDationssummaRy

Recommendation 1

implmt lcl cllrt

rum t lg duct, cmc

dvlpmt, wrkrc trg

d usss rcrutmt rts.

ChargethelocalWorkforce

Investment Boards (WIBs) to

intensiy their strategic ocus and

spearhead regional collaboration

eorts.

Synthesizeanddistributepromising collaborative practices.

Developworkforcecollaboration

along industry lines, as opposed

to solely working within the

current geographical regions.

Increasestakeholderexibility

in using government monies.

Supportjointapplicationsfor

state unds.

Encourageconstituentgroups

to include cross-partner

representatives on their

policy-making bodies.

Makeworkforceinformation

more accessible and responsiveto user needs.

Recommendation 2

egg mplyrs wrkrc

ssssmts t sur lcl

duct d trg ds

r trgtd.

Conductongoingevaluationof

local business training needs.

Targettrainingdeliverymethods

to meet the needs o students,

workers and businesses.

Improvebasiceducationand

workorce readiness skills.

Developandpromotecredentials

and certifcations that are

meaningul to employers.

Prioritizefundingforeducation

programs or middle-skill

workers.

Continuedreviewofcommunity

college industry collaborations.

appenDix e


30/32

Recommendation 3

aggrssvly prmt tlt

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ctvly gg Clrd

ussss.

Promotecurrentandfuture

workorce, education and

economic development

programs to employers.

Seekgrantsandleverage

resources to raise awareness

o programs.

Continuallyevaluateanduse new technologies to reach

employers.

Recommendation 4

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prtl tht prvds usss

wth sy ccss t lcl

rsurcs d rmt.

Provideaweb-basedpathway

to inormation about workorce

assets and resources to be

hosted on the Colorado

Department o Labor and

Employments web portal.

Developdatasharingand

updating processes or

state-sponsored inormationon the website.

Recommendation 5

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sur th succss ths

ttv.

Identifyaseniorexecutive

leader to oversee implementa-

tion o recommendations.

Developmetricsanda

strategic dashboard to

measure success.

Mergelong-termJobsCabinet duties into the

Colorado Workorce

Development Council.

TheJobsCabinetendorses

ederal eorts to reauthorize

legislation that would enhance

the strategic role o the WIBs

and improve the workorce

systems ability to marketits services.

9


31/32

the coloRaDo Jobs cabinet

membeRs

Victor Andrews

Barbara BaumannCross Creek Energy Corp

John BoydColorado Northwestern CC

Jerey CamposDenver Hispanic Chamber

Valerie FinniganBill Clark Truck Lines

Ed ForsmanFCI Constructors, Inc.

Thomas GendronWoodward Governor

Judy GiacominiNortheastern Junior College

Thomas Gonzales

Sandy GutierrezPueblo Latino Chamber

Blanche HughesColorado State University

Walter IsenbergColorado Concern

Hans JespersonVestas Blades America

Russell JohnsonSLV Regional Medical Center

Stephen JordanMetro State

Patricia LadewigRegis University Nursing

Marsi LiddellAIMS Community College

John LundgrenDenver Pipetters

Don McClureEnCana Oil and Gas

Zach NeumeyerSage Hospitality

Debra PainUniversity o Phoenix

Bob Rael

James RizzutoOtero Junior College

Mary RubadeauTelluride Schools

Rocky ScottMcWhinney-Centerra

David SvaldiAdams State College

Michael ThilmonyBank o Colorado

Adm. Richard Truly, (ret.)

Edward VanderTookMountain BOCES

Antwan WilsonMontbello High School

Daniel YohannesM&R Investments, LLC

ex-officiomembeRs

Richard Baer

Workorce DevelopmentCouncil

Donald EllimanOce o EconomicDevelopment

Joseph GarciaP-20 Council

Susan KirkpatrickDept. o Local Aairs

Donald Mares

Dept. o Labor andEmployment

Rico MunnDept. o RegulatoryAgencies

David SkaggsDept. o HigherEducation

staffBen Curtiss-Lusher

Amy Stran Mitchell

Tom Morgan

co-chaiRs

Jim Lyons

Rothgerber, Johnson & Lyons, LLP

Teresa Taylor

Qwest

Ruth Ann Woods

Trinidad State Junior College, (ret.)


32/32

www.colorado.gov/governor

CWDC

olor

adoJobsCabinet

Jobs Cabinet Report

Documents

Transcript of Jobs Cabinet Report