1. 2010 Adult Education Conference Creating the New Adult School Improving Economic Competitiveness Through System Alignment Dennis Petrie Deputy Director Workforce Services Branch Employment Development Department

2. 2 “…an organizational change that combines inner shifts in people’s values, aspirations and behaviors with outer shifts in processes, strategies, practices and systems”. Peter Senge Profound Change

3. LEGISLATION WIA Reauthorization Proposed legislation may include guidelines that transform the way adult education schools operate. Current law does not focus on providing high quality adult education and English language services to dramatically increase the rate at which all students attain career and postsecondary success (too little funding and too many goals).

4. 4 WIA Reauthorization Center for Law and Social Policy Recommendations: Encourage programs that blend occupational training with basic skills and English language instruction to accelerate learning and help students gain the skills for higher paying jobs. Foster stronger connections between the workforce investment and adult education systems to better meet the needs of limited English proficient job seekers and those with basic skills deficiencies.

5. 5 WIA Reauthorization Allow programs that combine job training, ESL, and adult education, and receive both Title I and Title II funding under WIA, to be accountable for just one set of performance measures. Revise the WIA Title II purpose and activities to focus on increasing the rate at which students attain career and postsecondary success.

6. 6 WIA Reauthorization The United States Conference of Mayor’s Recommendations: Align goals of workforce and adult education around economic competitiveness as a key outcome to provide a streamlined process of education and career preparation. Adult Education, ESL, Pell Grants and Wagner-Peyser must be funded to reflect their importance as well (not just WIA).

7. 7 WIA Reauthorization Adult education should be integrated with workforce programming. Contextualized learning should be integrated with career education.

8. 8 WIA Reauthorization Make connections NOW Don’t wait for legislation!

9. Connecting INTEGRATED SERVICE DELIVERY

10. 10 Service Integration Skill-based Learning Labs Goals: 1. 1.Develop a talent pool that will meet the demands of regional employers. 2. 2.Implement skill-based service delivery system so that every job seeking customer will have the opportunity to: Know their skills Enhance their skills Get the best job possible with their skills

11. 11 Streamlined Services One-Stops Pulled together funding streams Broke down the silos Adapted to cultural changes

12. Integrated Service Delivery WHY?

13. 13 Transformation Meet the labor demands of regional employers. Improve customer service. Expand and improve access to skill development and job getting services. Efficient use of limited resources. To A Skill-Based, Demand Driven Talent Development System

14. 14 Talent Development System Collaboration and partnerships. Focus on developing talent for critical occupational clusters in the region. Recruit and train new workers, second chance workers, and incumbent workers. Coaching customers to know and enhance their skills.

15. 15 Pre-School, K - 12 Higher Education Industry Workforce System Other Adult Education Lifelong Learning Talent Development A comprehensive strategy to drive regional economic competitiveness, job growth and new opportunities for workers.

16. Inside the Learning Labs WHAT MAKES IT SUCCESSFUL?

17. 17 Critical Success Factors Context Organizational Culture and Political Context. Local/Regional Context. Implementation and Process Management Structures. Decision-making Processes. Formal and Informal Implementation Strategies.

18. 18 Desired Results Integrated Service Delivery Driving Factors Positives Forces for Change Barriers Obstacles to Change Lewin’s Force Field Analysis

19. 19 Key Change Dynamics Top/Down: Federal: Budgetary Constraints USDOL: Demand, Common Measures States: Catalyst, Alignment, Integration WIA Reauthorization: Skills Emphasis New Workforce System Vision Bottom/Up: New Economy: “Skill-Match” Business Customers: Skilled Workers Individual Customers: Need New Skills Workforce System: Maturation Private Sector: Expectations

20. 20 Organizational Culture and Politics Drivers Shared mission and vision Common goals and measures Common values and priorities Shared commitment to customers Compatible data systems Barriers Different sense of mission and purpose One-Stop system partners held accountable to different goals and measures Incompatible data system

21. 21 Local and Regional Context Drivers History of cooperation Good working relationship between system partner management Barriers History of conflict between system partner organizations Poor relationship between system partners management (or no relationship)

22. 22 Local and Regional Context Cont’d Drivers High level of trust between system partner staff Shared management philosophy of senior management Symmetry in size and budget Common shared place Barriers Competitive rather than cooperative management philosophies Significant asymmetry in budget or personnel Physical barriers in the work space

23. 23 Learning Labs Focus Welcoming and Engaging All Customers Initial Assessment and Skills Review Coaching Resulting in My Action Plan (MAP) Developing Skills through Workshops and On-line tools (job getting, skills development and remediation, resource and referral) Enrollment in Low-Cost Skills Training Assistance in Getting the Best Job Possible

24. 24 Integrated Service Delivery Implemented Integrated Customer Flow Common Customer Pool Reduction in Paperwork Focus on Skill Development – skills needed in the regional economy Shared Planning Common Outcome Measures

25. The Workforce Team WHO IS INVOLVED?

26. 26 Key Partnerships 49 Local Workforce Investment Boards EDD Local Partners Community Colleges Adult Education Centers Employers, Public & Private Economic Development Organized Labor Vocational Rehabilitation CBO’s / NGO’s Others

27. Opportunities to Connect WHERE DOES ADULT EDUCATION FIT IN?

28. 28 Building a Connection Marketing Adult Education Services to One-Stops Reading & Math High School Diploma GED programs Workshops & Trainings Job Training ESL Parent Education U.S. Citizenship

29. 29 Management Structure Drivers An ongoing strategic planning process A clear well articulated vision Shared goals by staff Effective functional management Shared management responsibility Compatible data systems Barriers Lack of strategic planning Poorly defined, or no vision Conflicting goals or no goals Conflicting management priorities Incompatible data systems

30. 30 Formal and Informal Implementation Strategies Drivers Team building prior to implementation Ongoing data collection on measures of effectiveness Physical integration of the One-Stop layout Symbolic integration through titles and logos Providing opportunities for social interaction among staff and management Barriers Failure to prepare staff for integrated environment implementation Lack of data feedback on results from the integration process Not reinforcing the change process after implementation Lack of social interaction between system partner staff

31. Thank You Dennis Petrie Deputy Director Workforce Services Branch Employment Development Department Dennis.Petrie@edd.ca.gov Dennis.Petrie@edd.ca.gov