Dubuque Area Labor-Management Council
GENERAL MEMBER ORGANIZATIONS
A&G Electric Company
Alliant Energy
Apex Concrete Company
A.Y. McDonald Manufacturing
BarnsteadlThermolyne Company
Carpenters, Local 678
City of Dubuque
Culor DOx
County of Dubuque
c.P. Pfohl Electric Company
Dubuque Community School District
Dubuque Deputy Sheriffs' Association
Dubuque Education Association
Dubuque Greyhound Park and Casino
Dubuque Stamping and Manufacturing
Electrical Werkers, Local 204
Electrical Workers, Local 704
Firefighters, Local 353
Flexsteel Industries
Flynn Printing and Graphics
Flynn Ready-Mix Concrete Company
Gannon Center for Mental Health
Glaziers, Local 581
H&W Motor Express
Hillcrest Family Services
Hodge Transit Warehouse
Ironworkers, Local 89
John Deere Dubuque Works
Klauer Manufacturing Company
Laborers, Local 659
McDermott Excavating
Millwrights, Local 2158
MMC Mechanical Contractors
Morse Electric Company
Myers-Cox Company
Namasco
NICC Higher Education Association
Northeast Iowa Community College
Operating Engineers, Local 234
Paulson Electric Company
Plasterers and Cement Masons, Local II
Plumbers and Pipefitters, Local 125
Portzen Construction Company
Project Concern
Register Printing Company
Ruysler-Clark Nitrogen
Sheet Metal, Local 91
SKW Nature Products
State of Iowa
Swiss Valley Farms
Tschiggfrie Excavating Company
Teamsters, Local 421
Unique Balance
United Auto Workers, Local 13
United Auto Workers, Local 94
United Auto Workers, Local 1391
United Food and Commercial Workers, Local 431
United Steelworkers, Loca11861-U
United Way Services
University of Dubuque
ASSOCIATE MEMBER ORGANIZATIONS
American Trust and Savings Bank
Dubuque Bank and Trust
Dupaco Community Credit Union
DuTrac Community Credit Union
East Central Intergovernmental Association
Finley Business Health
Firstar Bank
Honkamp Krueger and Company
John Morrell and Company
Medical Associates Health Plans
Mercy Medical Center
National Electrical Contractors Association
Tri-State Independent Physicians Association
Wellmark Blue CresslBIue Shield ofIowa
0~~" /JV~
Dubuque Area Labor-Management Counci I
"Working together for a better community"
500 Fischer Building, 909 Main Street, P.O. Box 14, Dubuque, IA 52004-0014
Phone: 319-582-8804 FAX: 319-582-1224
E-mail: dalmc@mwci.netInternet: http://www.dalmc.com
October 30,2000
City Council
Terry Duggan, Mayor
City of Dubuque
50 W. 13th St.
Dubuque, IA 52001
Dear Mayor and City Council:
The Dubuque Area Labor-Management Council is leading a
consortium of area stakeholders in applying for grant from the
US. Department of Labor to conduct a Workforce Development
Community Audit in the Dubuque-area labor market.
These stakeholders include the Tri-State Human Resources
Association, Greater Dubuque Development Corporation, East
Central Intergovernmental Association, Iowa Workforce
Development, the Regional Workforce Investment Board, Northeast
Iowa Community College, Dubuque Community School District, and
Iowa State University's Industrial Relations Center.
I am writing to solicit a letter of support from the City of Dubuque for
this grant application.
Attached is some information relevant to the grant solicitation and
our purposes in responding to it. Note that the Department of Labor
asks that elected officials have a concrete commitment to sustain
and broaden the practice of community audits.
Thank you very much for your time and consideration of this
request. I plan to be present at the Council meetinQ::-€)f M@day,
November 6, to answer any questions you may ~~ g :0
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Charles Isenhart
Executive director
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Dubuque Area labor- Management Counci I
"Working together for a better community"
500 Fischer Building, 909 Main Street, P.O. Box 14, Dubuque, IA 52004-0014
Phone: 319-582-8804 FAX: 319-582-1224 E-mail: dalmc@mwci.net
Internet: http://www.dalmc.com
September 22, 2000
From:
To:
About:
Charles Isenhart, executive director
Regional Workforce Investment Board
Proposal for Demonstration Project for Community Audits
REQUEST
The Dubuque Area Labor-Management Council requests the concurrence of the Region 1
Workforce Investment Board in an application to the U.S. Department of Labor for a
Community Audit Demonstration Project. Pending the preparation of an application
consistent with the Region 1 Customer Service Plan and Regional Needs Assessment, we
request a letter of support from the Region 1 Board. Additionally, we request the appointment
of an individual representing the Region 1 Workforce Investment Board to assist in the
design and governance of the project.
BACKGROUND
The Dubuque Area Labor-Management Council is an independent 501-c-3 organization that
has 77 general and associate members in the Dubuque area, including employers, unions
and other organizations with an interest in stable and productive workplace relations. The
vision of the Labor-Management Council is: "Through aggressive labor and management
cooperation, we will improve the economic environment of the tri-state area." A membership
roster and a list of our Board of Directors is attached.
In an October 1999 meeting in Dubuque with Governor Tom Vilsack and Workforce
Development Director Rich Running, the Dubuque Area Labor-Management Council was
asked to consider becoming involved with regional workforce investment activities. At a
meeting in Dubuque on August 1 J Director Running asked the Labor-Management Council to
demonstrate how area labor-management committees can be effective collaborators with a
regional workforce investment board.
In April of 2000, the Labor-Management Council Board of Directors adopted some "Big Hairy
Audacious Goals" that provide the basis for our response to the Department of Labor
solicitation of September 5, 2000 (Federal Register, Vol. 65, No. 172, pp. 53753-53758):
Using our core values of cooperation/consensus, fostering/improving relationships, education,
courageous leadership and mutual respect, while remaining fundamentally neutral: The Labor-
Management Council will provide leadership, in partnership with other stakeholders, to 1)
benchmark and attain a more skilled workforce than any county in Iowa; and 2) retain a greater
percentage of our school graduates in the area workforce than any county in Iowa.
In addition to being responsive to the Region I Needs Assessment, these goals complement
the findings of the Governor's 21 st Century Workforce Council and the recommendations of
the Governor's Strategic Planning Council, which will also be incorporated into the grant
application.
According to the Department of Labor's Solicitation of Grant Applications (SGA), the purpose
of its demonstration program is to support promising practices in strategic research related to
community audits, which allow local stakeholders to bring together economic and labor
market trend information to support strategic planning. The audits are envisioned as a means
by which key stakeholders in local workforce and economic development can better
understand business and labor force trends and develop more informed plans to respond to
worker and employer needs: for example, what new skills may be in demand in growth
sectors of the local economy. The Department of Labor wants to improve not only the quality
but also the use of information at the disposal of communities. To that extent, the
demonstration project is expected to develop methods, materials and tools that can be used
for future efforts and can be shared with other communities. The SGA asks that Local Board
and elected officials have a concrete commitment to sustain and broaden the practice of
community audits.
The Labor-Management Council will be responding to the SGA in behalf of a consortium of
local public and private stakeholders, including community-based organizations, unions and
employers. Our project will address the Dubuque-area labor market but will result in
outcomes to benefit Region 1 and the State of Iowa. To date, the Greater Dubuque
Development Corporation and the Tri-State Human Resources Association have agreed to
participate in project planning. Other stakeholders have been approached, including
Northeast Iowa Community College, Loras College, Clarke College, the University of
Dubuque, Iowa Workforce Development, East Central Intergovernmental Association and
Iowa State University, including the ISU Center for Industrial Relations and ISU Extension.
We may apply for a maximum of $50,000 if we limit our scope of activity to Iowa, and up to
$100,000 if we address those parts of the Dubuque-area labor market that are in Wisconsin
and Illinois, with the concurrence of the local workforce investment boards in those states.
The deadline for applications to arrive at the Department of Labor is November 17.
I anticipate that an application will be completed for final Region 1 Workforce Investment
Board review by November 6.
Dubuque Area labor- Management Counci I
"Working together for a better community"
500 Fischer Building, 909 Main Street, P.O. Box 14, Dubuque, IA 52004-0014
Phone: 319-582-8804 FAX: 319-582-1224 E-mail: dalmc@mwcLnet
Internet: http://www.dalmc.com
September 25, 2000
From:
To:
About:
Charles Isenhart, executive director
Partners in Demonstration Project for Community Audit
Information for use in preparing grant proposal
BACKGROUND
The Dubuque Area Labor-Management Council has requested the concurrence of the
Region 1 Workforce Investment Board in an application to the U.S. Department of Labor for a
Community Audit Demonstration Project. We have committed to prepare an application
consistent with the Labor-Management Council's Big Hairy Audacious Goals, the Region 1
Customer Service Plan and Regional Needs Assessment, the Governor's 2151 Century
Workforce Council findings, and the recommendations of the Governor's Strategic Planning
Council.
LABOR-MANAGEMENT COUNCIL BIG HAIRY AUDACIOUS GOALS
Through aggressive labor and management cooperation, we will improve the economic
environment of the tri-state area. Using our core values of cooperation/consensus,
fostering/improving relationships, education, courageous leadership and mutual respect,
while remaining fundamentally neutral, the Labor-Management Council will provide
leadership, in partnership with other stakeholders, to 1) benchmark and attain a more skilled
workforce than any county in Iowa; and 2) retain a greater percentage of our school
graduates in the area workforce than any county in Iowa.
REGION 1 CUSTOMER SERVICE PLAN AND NEED ASSESSMENT
· Recruitment and retention of workers is crucial to the continued growth of business.
· Strategy to address the need for a basic set of core competencies for all new entrants to the
labor pool.
· Wages that will provide economic security, commensurate with experience, with rewards
and incentives for acquired knowledge.
· Benefits and a working environment sensitive to outside demands of workers' lives.
· Worker access to information and training for transferable skills.
· Access to information, financial aid and training outside the worksite.
· Develop performance measures for customer satisfaction (workers and employers)
GOVERNOR'S 21 ST CENTURY WORKFORCE COUNCIL
· Develop and promote a systematic and reliable instrument/methodology to measure
workforce mobility and job satisfactionthrough on-going (longitudinal) surveys of
workers throughout their careers.
· Enhance current skills forecasting methodologies and integrate this information into the
overall recruitment strategy, targeting limited resources.
· Provide job information to students, parents and other individuals (incumbent workers) so
they can analyze cost-of-living, taxes, wages and total compensation packages (both
statewide and as local as possible) and compare job offers in Iowa against job offers on
other states.
· Develop a communications strategy to identify and distribute successful models of
employee recruitment and retention.
· Increase knowledge of educators about Iowa's workforce and workplaces, including
changing skill needs, so students, parents and staff have information necessary to
make career decisions.
· Increase the workforce participation rates of various population groups.
· Design and implement innovative local efforts to provide promotional opportunities for
underskilled (underemployed) workers.
GOVERNOR'S STRATEGIC PLANNING COUNCIL
· Increase Iowa's population by 310,000 working people by retaining Iowans of all ages and
welcoming diverse new residents, including immigrants, who perceive Iowa as
providing economic, political, cultural, and social opportunities.
· Promote economic prosperity and opportunities characterized by our work ethic, skills, jobs
that pay well, labor-management cooperation, advancing technologies, value-added
and inventive agriculture, enabling government, balanced taxation, efficient
infrastructure, and high-return investment opportunities.
· Develop and implement strategies and policies to retain Iowans and encourage former
Iowans to return, particularly college graduates. For example, foster innovative models
and partnerships with businesses, the public sector, and industry to encourage students
educated in Iowa to stay in Iowa or return to Iowa.
· Boost Iowa wages and incomes to equal or exceed the average for the Upper Midwest,
enabling Iowans to enjoy a standard of living that sustains workers and their families in
dignity, comfort, and economic security.
· Attract high-tech, high-wage, growing industry groups, called clusters, to expand the Iowa
economy and provide quality jobs and wages for Iowa workers. Building on current
strengths, Iowa can focus on high-tech growth sectors: information solutions, life
sciences, advanced manufacturing and higher education.
· Innovate partnerships betweenbusinesses and Iowa colleges and universities to expand
research and development while building strong links between research and
application; create mechanisms to fund, or prioritize state investments in, instructional
programs that meet critical skill force needs or help achieve Iowa 2010 strategic goals.
· Improve all Iowans' access to education, training and skill development to ensure they have
opportunities for career advancement and lifelong learning and that critical skill force
needs are met. Establish an electronic system connecting Iowans to life-long learning
opportunities.
· Establish an "Iowa Passport" system to serve as a "one-stop" electronic location for
educational resource information, educational advising, record keeping, resources for
placement, employer assistance, and any other aspect of life-long learning useful to
Iowans, to enhance their employment advancement opportunities.
· Establish a School of Industrial/Employment Relations or expand and strengthen the
Industrial Relations Center at Iowa State University to provide credible and authoritative
~esearch, education, outreach and technical support to policy makers and practitioners
In the areas of workforce development and employment relations, such as:
- De:,elop an~ imple~e.nt indicators measuring Iowa's workforce and its development
- Build capacity of eXisting employer and worker organizations to work together
..
- Encourage and develop workplace policies and benefits, and incentives for child care
programs
- Encourage pooling of resources/consortia of businesses to make health care and
retirement benefits more available to workers
- Track wages, incomes and fringe benefits of the Iowa workforce
- Study and promote the development of worker skills, work ethic, jobs that pay well,
and labor-management cooperation
- Study and promote the effective adoption of new technologies to minimize negative
impacts on workers
- Document worker mobility and assist in workforce recruitment, retention and
expansion
- Develop a tracking system to monitor movement of students into the work world
· Initiate collaborative, voluntary regional partnerships to facilitate the offering of rigorous and
challenging secondary curricula to meet the needs of diverse learners, including
programs in specialized areas, shared programming with post-secondary institutions,
advanced placement courses, etc.
· Implement interagency collaboration across school districts, community colleges, AEAs,
empowerment zones, counties, regional services agencies, economic development,
workforce development, etc.
.
City Manager's Office
50 West 13th Street
Dubuque, Iowa 52001-4864
(319) 589-4110
(319) 589-4149 FAX
i5~B~E
~~~
November 2, 2000
U.S. Department of Labor
Employment & Training Administration
Attn: Denise Roach
Grants Management Specialist
200 Constitution Avenue NW
Room S4203
Washington, DC 20210
Dear Ms. Roach:
The City of Dubuque supports the application of the Dubuque Area Labor Management Council
for a grant to conduct a Workforce Development Community Audit in the Dubuque area labor
market.
Sincerely, ~ f! I /1
/ tt d ({cl/l1tl'L
Michael C. Van Milligen
City Manager
.
MVM:jh
cc: Mr. Chuck Isenhart
Barry Lindahl, Corporation Counsel
Tim Moerman, Assistant City Manager
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GENERAL MEMBER ORGANIZATIONS
.
A&G Electric Company
Allianl Energy
Apex Concrete Company
A. Y. McDonald Manufacturing
BarnsteadfThermolyne Company
Carpenters. Local 678
Ciry of Dubuque
Culor Box
Counry of Dubuque
C.P. Pfobl Electric Company
Dubuque Communiry Scbool District
Dubuque Depury Sberiffs' Association
Dubuque Educatioo Aaociation-
Dubuque Gre,bouod Parft and CasiIlO'~
Dubuque S . and Manufacturing. .
Electrical ~ Local 204
E1ecnicaJ Workers. Local 704
Fuefigbeeq. Local 353 .'
F1exSleet IDdusuies
Flynn Printing and Graphics
Flynn Ready-Mix Concrele Company
Ganonn Center for MeoIal Heallb .'
Glaziers. Local S81
H& W MOIor Express
Hillcrest Family Services
Hodge Tnmsit Wareboose
Ironworkers, Local 89
Jobo Deere Dubuque Works
Klauer Manufacturing Company
Laborers. Local 6S9
McDermOll Excavating
Millwrights. Local 2158
MM C Mechanical Contractors
Morse Electric Company
Myers-Cox Company
Namasco
NICC Higher Education Association
Nonbease Iowa Communiry College
Operating Engi.neen. Local 234
Paulson Electric Company
Plasterers and Cement Masons. Local II
Plumbers and Pipefilters. Local 125
Ponzen Construction Company
Project Concern
Register Printing Company
Roysler-Oan Nitrogen
Sbeet Metal, Local 91
SKW Nature Products
Stale ofIowa
Swis. Valley FartllS
Tscbiggfrie Excavating Company
Teamsters. Local 421
Unique Balance
United Auto Workers, Local 13
United Auto Workers. Local 94
United Auto Workers, Local 1391
United Food and Commercial Workers, Local 431
United Steelworkers. LocaI1861-U
United Way Services
U ni versiry of Dubuque
ASSOCIATE MEMBER ORGANIZATIONS
.
American Trust and Savings Bank
Dubuque Bank and Trust
Dupaco Communiry Credie Union
DuTrac Communiry Credit Union
East Central Intergovernmental Association
Finley Busines. Hcallb
FLfStar Bank
Honkamp Krueger and Company
John Morrell and Company
Medical ASSOCIates Hcallb Plans
Mercy Medical Cenrer
National Electrical Contractors Association
Tri-Slale Independent Physicians Association
Wellmarl< Blue CroaIBIue SbieJd of Iowa
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Dubuque Area labor- Management Counei I
"Wor/dng together for a better community"
500 Fischer Building, 909 Main Street, P.O. Box 14, Dubuque, IA 52004-0014
Phone: 319-582-8804 FAX: 319-582-1224
E-mail: dalmc@mwci.netInternet: http://www.dalmc.com
October 30, 2000
City Council
Terry Duggan, Mayor
City of Dubuque
50 W. 13th St.
Dubuque, IA 52001
Dear Mayor and City Council:
The Dubuque Area' labor-Management Council is leading ~h,~c
consortium of area stakeholders in applying for grant from the
US. Department of labor to conduct a Workforce Development.
Community Audit in the Dubuque-area labor market.
, ',~
These stakeholders include the Tri-State Human Resources
Association, Greater Dubuque Development Corporation, East
Central Intergovernmental Association, Iowa Workforce
Development, the Regional Workforce Investment Board, Northeast
Iowa Community College, Dubuque Community School District, and
Iowa State University's Industrial Relations Center.
I am writing to solicit a letter of support from the City of Dubuque for
this grant application.
Attached is some information relevant to the grant solicitation and
our purposes in responding to it. Note that the Department of Labor
asks that elected officials have a concrete commitment to sustain
and broaden the practice of community audits.
Thank you very much for your time and consideration of this
request. I plan to be present at the Council meetin~f M@day,
November 6, to answer any questions you may ~~ g :IJ
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Charles Isenhart
Executive director
.-
.
.
.
Dub u que A re a La b 0 r - Man age men t Co un c if
"Working together for a better community"
500 FISCher Building, 909 Main Street. P.O. Box 14, Dubuque, IA 52004-0014
Phone: 319-582-8804 FAX: 319-582-1224 E-mail: dalmc@mwci.net
Internet: http://www.dalmc.com
September 22, 2000
From:
To:
About:
Charles Isenhart, executive director
Regional Workforce Investment Board
Proposal for Demonstration Project for Community Audits
REQUEST '. ..
. - - - :'.;,::-- ~:-:::"-'-.,--c: --, =- :-c:-:,,-:---7."'-.-o : - :_-_:-.-:-c._:,-__ -,.. '-'h" c--O-: ,. -:"h__ ~.,.. .~. '.i::,':~~:"
The Dubuque: .A~ea - Labor-Management Council requests the concurrence of the Regionj
WOrkforce,(nVes,1uteo~Bo~~in.anappUcatiOp;tQ.Jh~U:SiOepadqtent'Of<'l.abo~for~a~1':_ .
Community Aucfrt Demonstration Project. Pending the preparation of an application' . .
consistent with-the,flegif)n 1. Gustomer Service,PlanJi~Regi~Needs.Assessmefl!t~~~'"
request a letter;01 support from the Region 1 Board.- Additionally; we request the appointment
of an individuaf,representing the Region 1 WorkforceJnvestment Board to assist in ~~.~~..~;.
design and governance of the project. ..,. c,.
BACKGROUND
The Dubuque Area labor-Management Council is an independent 501-c-3 organization that
has 77 general and associate members in the Dubuque area, including employers, unions
and other organizations with an interest in stable and productive workplace relations. The
vision of the labor-Management Council is: "Through aggressive labor and management
cooperation, we will improve the economic environment of the tn-state area." A membership
roster and a list of our Board of Directors is attached.
In an October 1999 meeting in Dubuque with GovemorTom Vilsack and Workforce
Development Director Rich Running, the-Dubuque Area-labor-Management Council was.,~.:
asked to consider becoming involved with regional workforce investment activities. At a ..'
meeting in Dubuque on August 1, Director Running asked the labor-Management Council to
demonstrate how area labor-management committees can be effective coltaborators with a
regional workforce investment board.
In April of 2000, the labor-Management Council Board of Directors adopted some "Big Hairy
Audacious Goals" that provide the basis for our response to the Department of labor
solicitation of September 5, 2000 (Federal Register, Vol. 65, No. 172, pp. 53753-53758):
Using our core values of cooperation/consensus, fosteringlimproving relationships. education,
courageous leadership and mutual respect, while remaining fundamentally neutral: The Labor-
Management Council will provide leadership, in partnership with other stakeholders, to 1)
benchmark and attain a more skilled workforce than any county in Iowa; and 2) retain a greater
percentage of our school graduates in the area workforce than any county in Iowa.
In addition to being responsive to the Region I Needs Assessment, these goals complement
the findings of th8:_Governor's 21st Century Workforce Council and the recommendations of
.
.
.
the Governor's Strategic Planning Council, which will also be incorporated into the grant
application.
According to the Department of Labor's Solicitation of Grant Applications (SGA), the purpose
of its demonstration program is to support promising practices in strategic research related to
community audits, which allow local stakeholders to bring together economic and labor
market trend information to support strategic planning. The audits are envisioned as a means
by which key stakeholders in local workforce and economic development can better
understand business and labor force trends and develop more informed plans to respond to
worker and employer needs: for example, what new skills may be in demand in growth'
sectors of the local economy. The Department of Labor wants to improve not only the quality
but also the use of information at the disposal of communities. To that extent, the
demonstration project is expected to develop methods, materials and tools that can be used
for {uture efforts and can be shared with other communities. The SGA asks that Local Board
and elected officials have a concrete commitment to sustain and broaden the practice of
community audits.
-,Tha.Labo[~~{Cpuncilwillbe:resPP!ld.!g~t~~~l),~O~~J~on~r1f.~!!'i.()t,:;.., :,.'
local, public aricYpriva~stakeholders;' includin~tcomf1'1tJf1ity4basect-organ1zations;'- unions'and'-
eO,1pIoY~s;:,Ql!.tetoi~'NiIl;addr~U18: Oubuq~a~.~:n.mJke~~~I~result. in"~~f;ifii,~,
. omcomes'to'tJenefirR"'egi6h'''1'anctthe State:of1owa;'To-!aatetfthe"'Grealef'iDut)tiqueV=~'~~~""!' ..,
Development Corporation and the Tri-State Human Resources Association have agreed to
participate in projeCtcpfanning~' Other stakeholders: haVeibeerfapproachedi including:'~::.7-;i~~",. "
Northeast Iowa, Community College, Loras Colleg~~, Cla9<~,;Col/ege. the . University of ,
Dubuque, 10wa,Workforce' Development;' East Central Intergovernmental Association-'arid-
Iowa State University; including the ISU Center' for Industrial Relations and ISU Extension.
We may apply for a maximum of $50,000 if we limit our scope of activity to Iowa, and up to
$100,000 if we address those parts of the Dubuque-area labor market that are in Wisconsin
and Illinois, with the concurrence of the local workforce investment boards in those states.
The deadline for applications to arrive at the Department of Labor is November 17.
I anticipate that an application will be completed for final Region 1 Workforce Investment
Board review by November 6.
.
.
.
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D u & u que A re a la &0 r- Ma nag e men t C'o un c i ,
"Working together for a better community"
500 FISCher Building, 909 Main Street, P.O. Box 14, Dubuque, IA 52004-0014
Phone: 319-582-8804 FAX: 319-582-1224 E-mail: daJmc@mwa.net
Internet: http://www.dalmc.com
September 25, 2000
From:
To:
About:
Charles Isenhart, executive director
Partners in Demonstration Project for Community Audit
Information for use in preparing grant proposal
'.. -
. .~.~~C.~~~g';'~~~~~. ..~"..c","'"c:;;2"'?:=:'''''~~:-?'_~c;~,~#~..o..:~~~,,&;;,
The Dubuqua-~rea:raDOr":~anagement Cpuf1riilfiasr~qLiested.the cC?!lcurrem.ce of the;;3_~:';.:::: - -
-:...Regiooi~W~teOt;aoa(q.iO;~_~~~~~_Q~~~of~t~~~Cl~t::~'.:Ci
CommunitY AuCfItDemoriStratiori Project We have co-mrriitted to' prepare an' apprication""~-'- .
consjste~t""i~:~tp~, l~pgffManaQe_~ent. C()~Jl~i!,~,Big~ry A~decio~Goals.the Reg!~!&.J<
Customer SeMce Pfarr'anct Regional NeedsAssessment~-the Governor's 21 It Century- -- ,
Workforce Coun<?i~,J~~s;.andthe. recommendation~; qfthe Governor's Strategic ~tar:tnillg_~
Council. .-" _ _ __' . .'~ .
~ - ,-
LABOR-MANAGEMENT COUNCIL BIG HAIRY AUDACIOUS GOALS
Through aggressive labor and management cooperation, we will improve the economic
environment of the tri-state area. Using our core values of cooperation/consensus,
fostering/improving relationships, education, courageous leadership and mutual respect,
while remaining fundamentally neutral, the Labor-Management Council will provide
leadership, in partnership with other stakeholders. to 1) benchmark and attain a more skilled
workforce than any county in Iowa; and 2) retain a greater percentage of our school
graduates in the area wgrkforce than any couQty in Iowa.
REGION 1 CUSTOMER SERVICE PLAN AND NEED ASSESSMENT
. -. -.'
· Recruitmenfahd retE3nHon of workers is"crU~ial to the c6ntinued growth of business.
· Strategy to address-the need for a basic set of core competencies for all new entrants to the
labor pool.
· Wages that will provide economic security, commensurate with experience, with rewards
and incentivesforacquired knowledge.
· Benefits and a working environment sensitive to outside demands of workers' lives.
· Worker access to information and training for transferable skills.
· Access to information, financial aid and training outside the worksite.
· Develop performance measures for customer satisfaction (workers and employers)
GOVERNOR'S 21 ST CENTURY WORKFORCE COUNCIL
· Develop and promote a systematic and reliable instrument/methodology to measure
workforce mobility and job satisfactionthrough on-going (longitudinal) sUNeys of
workers throughout their careers.
· Enhance current .skHls forecasting methodolC?gies anc:1jntegrate this information into the, ""_
overall recrultmenfstrategy, targetingfimited resourCes::-:_~"'~' . . ". ,':'- - ~ .3:
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· Provide job irifo-rination to students, parents and other individuals (incu,mbent workers) so
they cananafyze cost-of-living, taxes, wages and .total compensation p~ck~ges (both
statewide and as local as possible) and compare Job offers In Iowa agaInst Job offers on
other states.
· Develop a communications strategy to identify and distribute successful models of
employee recruitment and retention.
· Increase knowledge of educators about Iowa's workforce and workplaces, including
changing skill needs, so students, parents and staff have information necessary to
make career decisions.
· Increase the workforce participation rates of various population groups.
· Design and implement innovative local efforts to provide promotional opportunities for
underskilled (underemployed) workers.
GOVERNOR'S STRATEGIC PLANNING COUNCIL
· Increase Iowa's population by 310,000 working people by retaining Iowans of all ages and
welcoming diverse new residents, including immigrants, who perceive Iowa as
---~ providing economic, political, cultural, and social opportunities.
· Promote economic prosperity and opportunities characterized by our work ethic, skills, jobs
that pa~weU, labor-management cooperation, advancing technologies, value-added
andinv~nUveagriculture, enabling. government. balanced taxation, efficient
infrastructure, 'and high.;.retum investment opportunities.
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· Develop'an<:rirriplement strategies'and policies to retain Iowans and encourage former;:?'
Iowans to return, particularly college graduates. For example, foster innovative models
and partnerships with businesses, the public sector, and industry to encourage':students
educated i~ Iowa to stay in Iowa or return to Iowa.
or
· Boost Iowa wages and incomes to equal or exceed the average for the Upper Midwest.
enabling Iowans to enjoy a standard of living that sustains workers and their families in
dignity, comfort, and economic security.
· Attract high-tech, high-wage, growing industry groups, called clusters, to expand the Iowa
economy and provide quality jobs and wages for Iowa workers. Building on current
strengths, Iowa can focus on high-tech growth sectors: information solutions, life
sciences, advanced manufacturing and higher education.
· Innovate partnerships between businesses and Iowa colleges and universities to expand
research and development while building strong links between research and
application; create mechanisms to fund, or prioritize state investments in, instructional
programs that meet critical skill force needs or help achieve Iowa 2010 strategic g?als.
· Improve all Iowans' access to education, training and skill development to ensure they have
opportunities for career advancement and lifelong learning and that critical skill force
needs are met. Establish an electronic system connecting Iowans to life-long learning
opportunities.
· Establish an "Iowa Passport" system to serve as a "one-stop" electronic location for
educational resource information, educational advising, record keeping, resources for
placement, employer assistance, and any other aspect of life-long learning useful to
Iowans, to enhance their employment advancement opportunities.
· Establish a School of IndustriaVEmployment Relations or expand and strengthen the
Industrial Relations Center at Iowa State University to provide credible and authoritative
research, education, outreach and technical support to policy makers and practitioners
in the areas of workforce development and employment relations, such as:
-Developcand implement indicators measuring Iowa's workforce and its development
- Build capacity of existing employer and worker organizations to work together
.
- Encourage and develop workplace policies and benefits, and incentives for child care
programs
- Encourage pooling of resources/consortia of businesses to make health care and
retirement benefits more available to workers
- Track wages, incomes and fringe benefits of the Iowa workforce
- Study and promote the development of worker skills, work ethic, jobs that pay well,
and labor-management cooperation
- Study and promote the effective adoption of new technologies to minimize negative
impacts on workers
- Document worker mobility and assist in workforce recruitment, retention and
expansion
- Develop a tracking system to monitor movement of students into the work world
· Initiate collaborative, voluntary regional partnerships to facilitate the offering of rigorous and
challenging secondary curricula to meet the needs of diverse learners, including
programs in specialized areas, shared programming with post-secondary institutions,
advanced placement courses, etc.
· Implement interagency collaboration across school districts, community colleges, AEAs,
empowerment zones, counties, regional services agencies, economic development,
workforce development, etc.
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