IMPLEMENTING CHANGE: A NEW LOCAL AGENDA FOR JOBS AND GROWTH

1. 9th Annual Meeting IMPLEMENTING CHANGE: A NEW LOCAL AGENDA FOR JOBS AND GROWTH In co-operation with the EU Presidency, Irish Government and Pobal 26-27 March 2013, Dublin-Kilkenny, Ireland PLENARY SESSION I: A NEW LOCAL AGENDA FOR JOBS AND GROWTH Randall Eberts President, W.E. Upjohn Institute for Employment Research, United States

2. Forum on Partnerships and Local Governance, Dublin & Kilkenny, March 2013 “Implementing Change: A new local agenda for jobs and growth” Hi Bernie, Good morning!  Did you hear from Declan by any chance ? Did he send you the cost estimate for the equipment he needs to use for the streaming? Thanks in advance Elisa Integrating employment and economic development, lessons from the United stateS and Australia March 26th, 2013 Randall Eberts,President, W.E. Upjohn Institute for Employment Research, United States

3. Skills Shortage and Mismatch • Employers complain they can’t find enough qualified workers • Without qualified workers, employers can’t fill job openings and employers can’t create jobs • Increasing skills and improving the match between the supply of and demand for skills is a critical challenge

4. Real Consequences of Skills Gap Larger the skills gap, the lower the job creation Each dot is a US metro area; data provided by Rothwell, 2012

5. Real Consequences of Skills Gap Larger the skills gap, the higher the unemployment rate Each dot is a US metro area; data provided by Rothwell, 2012

6. Integrating supply and demand • OECD/LEED has studied models that integrate workforce development and economic development to increase skills, improve skills utilization, and reduce the skills gap • Basic components of integration: • Flexibility • Partnerships • Collaboration

7. Prerequisites for Effective Collaboration • Vision • Strategic planning • Leadership • Metrics • Resource Alignment • Trust • Collaborative infrastructure

8. Models of Integration: US and Australia • Similarities • Contract out JSA to private providers • Local providers • Performance outcomes • Initial screening and identification of needs • JSCI for Australia; WPRS for US • Reemployment Assessment Plans • Strategic plans • Local and state economic development efforts

9. Models: Differences

10. Partnership Arrangements Vouchers or training accounts Federal Administrative $$ Programs fee to WIB Administrative Businesses accountability $ State Non - financial Agreements $$ $$ County WIB Government Local organizations Master Contract Sub - Inter - local Agreement contracts Administrative Agent Memoranda of County Understanding Government Leadership role with non - contractual service organizations U.S. WIBs: Partnership Catalyst

11. Payoff to Partnerships States with more local WIBs tend to have higher placement rates

12. Conclusion • Narrowing the gap between demand for and supply of skills is a critical challenge for job creation • Local flexibility and autonomy can foster partnerships that connect workforce and economic development • The two models provide examples of local areas that use their flexibility to form effective partnerships to help create jobs