Workforce Board

Strategic Plan for Orego​​n's Workforce Development System

Under the Workforce Innovation and Opportunity Act (WIOA), states are required to submit a single, coordinated plan for all core programs under the law. To assist the Governor in the development of the state plan, the Workforce and Talent Development Board (WTDB) has developed a four year Strategic Plan​ to create the road map for the workforce system to capitalize on its strengths, identify and address obstacles, and promote continuous improvement of services through actionable recommendations and guidance. The Strategic Plan, adopted in September 2015 and revised June 2017, identifies four key goals critical to successfully achieving the WTDB’s stated vision.

  • 1​.1 Create a framework for effective partnering within the workforce system.
  • 1.2 Align and leverage resources (data, funding, capacity, etc.) to collectively impact common outcomes and reward collaboration.
  • 1.3 Build accountability mechanisms focused on results (for example, the WorkSource Oregon Operational Standards).
  • 1.4 Build a solution-driven (vs. program-driven) culture.
  • 1.5 Market coordinated system services and unite communications and information sharing among workforce, economic development, and education. 
  • ​2.1 Create a sustainable framework for locally-driven sector partnerships to understand, anticipate, and respond to the needs of business and industry.
  • 2.2 Foster positive perceptions in business and industry about the workforce system.
  • 2.3 Actively communicate the coordinated services of economic development, workforce, and education services to business and industry.
  • 2.4 Create a single, unified Workforce and Talent Development Plan each biennium that significantly engages business and industry stakeholders to identify and prioritize in-demand jobs and in-demand skills. 
  • ​3.1 Actively reach out and engage customers, especially target populations, about education, training, employment, and entrepreneurial opportunities. 
  • 3.2 Empower Oregonians with the access, knowledge, tools, and resources to launch and accelerate career momentum, including information on local in-demand skills and careers.
  • 3.3 Increase resources for occupational skill development and hold local workforce boards to a minimum investment in occupational training, which shall be established by the state board in local plan guidance.
  • 3.4 Rethink and restructure training and skill development to include innovative and effective work-based learning and apprenticeship models and to accelerate training.
  • 4.1​ Create pipeline plans, as part of Oregon's sector strategy approach, to connect in-school and out-of-school youth to opportunities in local sector partnerships. 
  • 4.2 Pursue additional resources to support local initiatives in both rural and urban communities. 
  • 4.3 Expand and invest in strategies that provide work experience and essential workplace skills (including life skills and soft skills) and result in demonstrated proficiency in academic and professional skill sets.
  • 4.4 Provide technical assistance and/or incentives to support adoption and expansion of work-based learning, apprenticeships, and internships.
  • 4.5 Build partnerships to increase exposure to job and career opportunities and better connect school to work by strengthening alignment between secondary and post-secondary education and workforce development programs and services at both the state and local levels and in both rural and urban communities. 
 ​Strategic Planning Pro​cess

The WTDB chose a planning process that was highly interactive and focused on input from a variety of stakeholders across the state to ensure buy-in and ownership from those who will share responsibility for implementing the plan’s recommendations. Focus groups and interviews were held to gather feedback from various stakeholders and planning subcommittees composed of WTDB members, system partners, and subject matter experts were convened. After the first draft of the subcommittees’ goals and strategies was created, community forums were held in each of Oregon’s nine local workforce areas to gather further input on the direction of the strategic plan. Appendix B of the Strategic Plan summarizes the feedback gathered and input received during the strategic planning process.​​​​