National Skills Coalition
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Headquarters Location: Washington, D.C.
Founded: 1998
Mission: National Skills Coalition organizes broad-based coalitions seeking to raise the skills of America’s workers across a range of industries. We advocate for public policies that invest in what works, as informed by our members’ real-world expertise. And we communicate these goals to an American public seeking a vision for a strong U.S. economy that allows everyone to be part of its success.
Tags:
national, workforce development, advocacy, policy, resource services, job creation, adult basic education, higher education access, green jobs, sector partnerships
Summary
Stories
Expert Reviews
Leadership
From the Nonprofit
Leadership
Andy Van Kleunen.
Andy is Executive Director of National Skills Coalition, which he founded in 1998 as The Workforce Alliance in collaboration with leaders from the workforce development and philanthropic communities. Andy has led the Coalition to become a nationally recognized voice on behalf of a diverse array of stakeholders, building upon his experience as a community organizer, a policy analyst, and a…
See full bio.
Financial Data
Overhead Ratio:
n/a
Total Revenue:
$1,225,335
From the Nonprofit
The nonprofit has not added any comments yet. If you are a representative of this nonprofit and would like to leave a comment, please email us at
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Contact Info
Website:
E-Mail:
info AT nationalskillscoalition.org
Phone:
202-223-8991
Address:
1730 Rhode Island Ave Nw Ste 712
Washington, D.C. 20036, USA
Twitter:
Story:
National Skills Coalition was founded in 1998 as The Workforce Alliance in response to a series of federal policies that signaled the end of national investments in the skills of America’s workers at a time when skill gaps were growing in key U.S. industries.
Since then, they have demonstrated that investments in skills work. They have shown that diverse stakeholders can find agreement around specific reforms that will improve a variety of workforce education and training policies. And they have documented that the American public is strongly supportive of a deeper investment in the skills of America’s workers. They continue to mobilize support for a new national skills agenda that cuts across public policies, and simultaneously serves a wide range of U.S. workers and industries.
More than 3,200 members, representing more than 1,400 organizations in over 25 states, comprise the broad-based membership of National Skills Coalition. (Source: http://www.nationalskillscoalition.org/about/)
Expert Reviews of National Skills Coalition
Evidence of Impact Summary:
Experts confidently expound upon the ways in which the National Skills Coalition have influenced both knowledge and policymaking in workforce development on a national scale.See expert comments.
Organization Strengths Summary:
Their staff, leadership, and collaboration are repeatedly cited as strengths of the organization.See expert comments.
Areas for Improvement Summary:
Generally, most comments surround ways in which the organization can better grow, achieve a greater impact, and expand the reach of their programming.See expert comments.
Expert Comments: Evidence of Impact
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Impact |
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They have become the premier voice of a variety of workforce providers in DC and across many states. They have gotten skills investments and sector-based workforce on the policy map. | ||
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They have helped to embed sector-based approaches in national policy. | ||
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They are one of the leading policy/advocacy organizations in the workforce arena. They have produced important research making the case for better workforce policies at the national level and have successfully advocated for better federal workforce legislation. | ||
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They mobilize over 100 advocates from around the nation, engaging the business and nonprofit community as well as "typical" workforce advocates like the workforce agencies (workforce boards) themselves. The quality of the policy tracking, research, reports, and guidance for advocates from the states is especially good. | ||
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Strong advocacy for workforce issues with a vision for the future. | ||
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Over the past decade, the National Skills Coalition, formerly The Workforce Alliance, has effectively raised complex issues of workforce development to the national policy level, explaining to federal and state policy-makers (and shapers) the need for significant material and political investment in low-income working adults. It has made the idea of community college educational reform and middle-skill job training priority issues in a country long-obsessed with K-12 and 4-year college education. | ||
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This organization, until recently called The Workforce Alliance, does first-rate research, tracks federal legislation closely and reports on it to the field, and participates in a thoroughly collegial manner in the collaborate activities of like organizations. | ||
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They have had a major impact bringing together different parts of the training enterprise. | ||
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Skills2Compete initiatives have shifted the conversation to include "Middle-Skill" jobs. They have been successful at getting policymakers to understand the importance of these jobs and support (policy, funding, training, etc.) for them. | ||
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I have been directly involved with this national organization for a number of years. As a legislative advocacy group supporting the needs of workforce development across the United States, their efforts to bring together diverse interests in unified partnership to invoke real policy change at the federal level has been exceptional and will be life-changing for all people, not just those in workforce development. | ||
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They are bringing attention in the national legislative process to the needs for skills attainment; they champion workforce investment funding. | ||
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They stay abreast of and advocate for workforce development legislation. | ||
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Their awareness, advocacy, and tracking promising practices nationwide are examples of impact. | ||
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This advocacy organization has been a significant force to identify and support middle skills jobs with federal and state government, yielding support for these positions and the training needed to maintain this workgroup for the economic vitality of our nation. | ||
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This is a multi-stake holder national organization that for the past 10 years has been the only organization that advises a diverse constituency (college, labor, business, non-profits, research organizations, state officials) at the national level on TANF, WIA, Perkins, and all federal legislation that impacts workforce development and education. | ||
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Their ability to access and impact Congressional staff, members of Congress, and key federal agency personnel signify impact. Their staff is respected for their broad and in-depth knowledge of workforce issues. They prioritize council and board members represent a very broad group of stakeholders from across the nation. Federal workforce policy has been and continues to be positively impacted and influenced by them. They are committed to working with state delegations to impact workforce issues at the state level. I represent a state that has benefited greatly from the technical assistance provided by the NSC over many years. The National Skills Coalition "Skills 2 Compete" initiative has provided an excellent framework for advocating for workforce development policy initiatives and increased funding to support those initiatives. It helps to make sense out of a complicated issue area. Their "Middle Skill Jobs" research and advocacy campaign has proven to be a tremendous asset at both the federal and state level when advocating for workforce development issues and federal reform. | ||
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They are organizing workforce development professionals from several areas together to influence and educate legislatures. | ||
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They lobby for strategic programs and approaches that greatly impact workforce development. | ||
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Their greatest impact has been to draw attention to importance of middle-skills to the economic advancement individuals and the economy. They have led an effective national debate on this issue. | ||
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Informing and building a broad national network of local workforce training and placement organizations to really make a positive difference on national workforce legislation such as reauthorization and related matters. | ||
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Until recently the NSC has been instrumental in framing workforce issues so that policymakers and other leaders from all political perspectives can easily understand and support them. This messaging includes the state-level Skills2Compete campaigns that have effectively brought together many disparate interests to support workforce funding and policy in the states. | ||
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This group does a first-rate job keeping broader workforce development community informed of policy advances, advocacy imperatives, and 'best practice' innovations in our field. They are highly effective conveners and an information repository for the latest advances of importance to workforce development advocates. | ||
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This is the premier workforce development advocacy organization. | ||
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The National Skills Coalition has made a tremendous impact through the Skills 2 Compete campaign, which helped get across the idea of "middle skills" jobs and the education needed to achieve those jobs. | ||
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It is a leader and at the forefront of identification and replication of workforce development best practices. This organization is a critical advocate for better national policies and an essential partner in providing assistance to replicate best practice. | ||
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They have infused the concept of middle skills jobs into national parlance and succeeded at moving forward policy (sectoral, Food Stamps Employment and Training, American Graduation Initiative, Trade Adjustment Act) at the national level. President Obama incorporated their message of guaranteed post-secondary education for all into his state of the union speech. | ||
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They have led a nationwide campaign to focus on 'middle skill' jobs and prepare low-income populations for these jobs. | ||
Expert Comments: Organization Strengths
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Collaboration & Leadership |
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The key stakeholders are mobilized; they have good executive leadership, good staffing for analytics, and strong policy work. | ||
Staff & Communications |
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They have deep staff knowledge, and good communications. | ||
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They have excellent communications capacity and are effective at communicating important policy issues regarding national workforce policy. Their staff has deep expertise and is widely respected in Washington and around the country on workforce policy. | ||
Staff & Marketing |
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They have a great policy staff, good marketing, and a pretty well updated website. | ||
Network |
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They have a strong network. | ||
Leadership |
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The organization has stellar leadership, and, as a coalition, draws on the expertise of policy-makers and practitioners from education, labor, and community service sectors around the country. | ||
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The ED and staff of National Skills Coalition are friendly, responsive, and informative. They realize their customers are of tremendous value to the quality and impact of their lobbying efforts. | ||
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They have terrific leadership. | ||
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They have great leadership that has built an effective team. They are well-connected in terms of national (and inside the beltway) dialogue. | ||
Leadership & Marketing |
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The leadership and staff are first-rate and recognized as such. It markets effectively through a well-designed electronic newsletter. | ||
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Their leadership, marketing, and savvy in working with elected/public officials are strengths. | ||
Leadership & Staff |
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Their leadership and good creative staff are working to organize within states. | ||
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Their leadership and staff are very small but mighty! | ||
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It has strong leadership that is good a building coalitions around important workforce issues and raising the awareness among Congressional members and staff. This is backed up with a strong staff of analysts. | ||
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Leadership and staff are strengths for this organization. | ||
Staff |
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A small staff with limited budget delivers big results. The organization has developed a successful model for operating at a national level while being able to tap into grass-roots/grass-tops resources at the local level across the entire U.S. | ||
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They have a dedicated staff who work with volunteers across the country to provide policy analysis and support for significant initiatives. Their leadership is strong and consistent, both from a staff and board perspective. | ||
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They have a very strong and dedicated staff. It boasts a strong, diverse, and knowledgeable board, priorities council, and nationwide membership. This is a hands on, focused, active and action oriented organization. The technical assistance provided to local and state workforce organizations and coalitions. | ||
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Their staff seems extremely knowledgeable, hard-working, open and accessible, and very committed to improving the educational and employment opportunities for low-income adults. | ||
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Their staff in the organization have a lot of information at their fingertips. The organization also works hard to engage legislators each year through its Annual Conference. The organization produces great and timely research. | ||
Staff & Operations |
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The National Skills Coalition, formerly The Workforce Alliance, has a great staff from the top down, with exemplary leadership skills, an ability to oversee operations, am understanding of the need for marketing, and an incredible ability to communicate and ability to bring different facets and organizational skills to the table to make a difference. | ||
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Their staff, marketing, and organizing are strengths. | ||
Collaboration & Communication |
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They have put together a broad based coalition without political party affiliation. They are excellent communicators providing fast and knowledgeable updates in the moment. | ||
Leadership & Program Design |
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It has strong leadership, cultivates broad stakeholder engagement, and focuses on high impact change strategies (such as middle skill jobs and appropriate workforce training). | ||
Leadership & Reputation |
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Their leadership, reputation, credibility are all strengths. | ||
Marketing |
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It shows great strength in marketing and messaging around workforce issues and topics, and using these frameworks to support local and state efforts. | ||
Access |
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They have access to top information. | ||
Advocacy |
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NSC has filled a critical advocacy niche. It is well-rooted, nimble, and skilled at messaging. | ||
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NSC is very probably the most effective vehicle for bringing together stakeholders of workforce development and post secondary education to advance public policy for middle skills training and development of middle class and low income workers. | ||
Staff & Collaboration |
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They have built multi-sector coalitions (business, labor, community-based organizations, community colleges, etc)and identified and developed workforce development champions from various sectors. The organization boasts an incredibly strong and smart staff. | ||
Expert Comments: Areas for Improvement
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Foundation Professionals (F)
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Researchers and Faculty (R)
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Nonprofit Senior Staff (N)
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Other (consultants, journalists, policy makers) (O)
Capacity |
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They are probably too lean for the demand on their services and skills. | ||
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Sometimes they seem stretched a little beyond capacity (e.g., slow follow-up); some policy materials on website are out-of-date; finally, they could broaden membership with more outreach. | ||
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I think they could benefit from greater capacity to convene its national coalition, or key subsets thereof, in person more than once a year. | ||
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They need enough staff to be a voice for all 50 states equally. | ||
Collaboration |
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They are excellent at identifying issues and key positions and they do listen to their advocates. Sometimes they take a position as a given and don't test it with their advocates. Also, they recently changed their name from The Workforce Alliance (TWA) - not sure if the name change helped or hurt the branding and effectiveness. | ||
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They should deepen affiliations in states where it is currently working by creating alliances with strong local workforce partnerships/programs that share its goals. | ||
Partnerships |
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They should develop partnerships with more states. | ||
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My hope for the National Skills Coalition is to increase good membership, continue to refine the message about an educated and skilled workforce in the United States, and continue to offer new opportunities for innovative partnerships and the ability to assist members with the opportunity to search for new resources. | ||
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They should continue to partner with other national workforce organizations. | ||
Staff |
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The organization is sometimes perceived as a tad arrogant and could work to address that perception. | ||
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There tends to be a bias towards advocacy groups and local organizations. They might be more effective if this were more balanced with state roles and private sector roles. They could also broaden the range and expertise of staff. | ||
Expand Programming |
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They could deal with economic development as well as training. | ||
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They could increase regular communications of the state of workforce, rather than emergencies. Also they should provide more opportunities to network with other states' representatives. Unfortunately, both of these actions require funds. | ||
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They could have a broader reach nationally. | ||
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They could have more focus on issues related to Latino workforce development, e.g. integrated training, availability of bi-lingual services in the workforce system, and comprehensive immigration reform. It would help to add some Latino staff, as well. | ||
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It would be great to have more opportunities to engage with the organization throughout the year. | ||
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Their field activities could be strengthened to provide more direct technical assistance to local and regional workforce practitioners. | ||
Advocacy |
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As an advocacy organization, the they do not create programs, but they could do more in the realm of reviewing, critiquing or even endorsing/certifying programs as best practices. They could also assist in channeling federal funding opportunities to member organizations. | ||
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Moving the message about the importance of skills attainment to the public at large is a missing link. | ||
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They could more clearly define its constituent group and its policy positions, and coordinate them with other groups. It has sometimes seemed to be at odds, for example criticizing the effectiveness of the Recovery Act summer jobs program. | ||
Funding |
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They need to diversify their funding sources and increase funding. | ||
Operations |
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It needs to be more vertical integration on their mission. | ||
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The new administration and recession have quickly and significantly raised the profile workforce development significantly. To a certain degree, the organization's infrastructure is struggling to catch up to support it in fully leveraging this opportunity. | ||
Growth |
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It could improve by growing more. | ||
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Perhaps they could expand their reach. | ||
Diversity |
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They could include by increasing their diversity. | ||
Program Focus |
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Way too much emphasis has been placed on 'hard' skills. Most employers look for other things way before they look at hard skills. Every employer will say they hire for attitude and can train for aptitude. This isn't about skills (not even 'soft' skills), this is about people doing work that engages them rather than doing work based on their skills. | ||
Leadership
Andy Van Kleunen
Executive Director
Executive Director
From the Nonprofit
The nonprofit has not added any comments yet. If you are a representative of this nonprofit and would like to leave a comment, please email us at
feedback@myphilanthropedia.org
with your request.