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Projections Managing Partnership Summit
June 6-7, 2016
Minneapolis, MN
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Day 1 Agenda
Time Session
8:00-9:00 a.m. Registration, Breakfast, and Office Hours
9:00-10:00 a.m. Welcome, Introductions, and Strategic Plan Update
10:00-10:15 a.m. Break
10:15-11:15 a.m. National Perspectives: ETA
11:15 a.m.-12:00 p.m. BLS Separations
12:00 p.m. – 1:00 p.m. Lunch (on your own)
1:00-2:30 p.m. Skills Projections
2:30-2:45 p.m. Break
2:45-4:00 p.m. Report Manager
4:00-4:30 p.m. Step-Ahead Adjustment
4:30 p.m. Reception (Atrium)
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Strategic Plan Update
Coretta Pettway
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Projections Managing Partnership Update
Coretta Pettway, Chair
PMP Summit
Minneapolis, MN
June 6, 2016
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PMP Vision
To maximize the efficiency of public investments by facilitating talent development with high quality industry and occupational projections.
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PMP Mission
To enable/support states as they develop and deliver high quality state and local employment projections.
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• Coretta Pettway, Chair – Ohio Department of Job & Family Services
• Paul Shannon, Vice Chair – Arizona Department of Administration
• Alexandra Hall – Colorado Department of Labor & Employment
• Jim Henry – Alabama Department of Labor
• Jacqueline Keener – North Carolina Department of Commerce
• Carolyn Mitchell – Maryland Department of Labor, Licensing & Regulation
• Jason Palmer – Michigan Department of Technology, Management, & Budget
• Graham Slater – Oregon Employment Department
• Vacant
PMP Board of Directors
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PMP Board Strategic Plan Priorities
• Develop formal process for subject matter expert succession planning
• Bolster and build relationships with key national partners
• Explore ways to enhance financial stability and sustainability
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PMP Organizational Structure
PMP Board of Directors
Communications & MarketingCommittee
Training Committee
Product & Process InnovationCommittee
GovernanceCommittee
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PMP Committees
• Communications & Marketing – Chair, Alexandra Hall (CO)
• Training – Chair, Jacqueline Keener (NC)
• Product & Process Innovation – Chair, Graham Slater (OR)
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Committee Purpose and Objectives
Communications & Marketing:
Purpose
o Provide clear, informative communications about PMP and its activities to the PMP’s internal network, as well as to projections users.
Objectives
o Translate technical, projections-related material into layman’s terms.
o Develop content for PMP’s support and public-facing websites.
o Inform projections analysts, LMI Directors, and projections users of important PMP activities and events.
o Foster greater interaction between projections analysts and projections users.
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Select Strategic Plan Items: Communications & MarketingItem Priority
RankCommittee Time Horizon Action Dashboard
8 High Board 2 Year Articulate the value of the PMP in the
national LMI infrastructure to NASWA,
etc.
9 High Board 2 Year Engage with BLS on their strategic
planning efforts related to projections
and OES
10 High Board 2 Year Develop marketing strategy (including
effective infographics)
21 Medium Communications 2 Year Enhance resources available on public-
facing website
22 Medium Communications 2 Year Engage federal partners and associations
in communicating with customers and
understanding their needs
Dashboard Key: Not Initiated On Schedule Requires Attention At Risk Complete
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Communications & Marketing:
• Held 3 focus group calls with projections users from Community Colleges, Economic and Workforce Development, and Vocational Rehabilitation Services.
• Initiated a Marketing Plan to help foster and expand the PMP network.
• Gathered input on PMP’s public and analyst support websites.
Committee Accomplishments & Ongoing Activities
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Committee Purpose and Objectives
Training:
Purpose
o Develop training content to meet the professional development needs of the PMP network.
Objectives
o Identify high-priority sessions for the annual PMP Summit to support professional development among projections analysts.
o Develop and organize opportunities for e-learning.
o Recruit subject matter experts for training efforts.
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Select Strategic Plan Items: Training
Item Priority
RankCommittee Time Horizon Action Dashboard
14 High Training 2 Year Build staff capabilities to utilize Report Manager
module
15 High Training 2 Year Provide opportunities for analysts to contribute more
actively on committees
16 High Training 2 Year Formalize process to provide appropriate successors for
relevant subject matter experts
23 Medium Training 2 Year Supplement developed e-learning with in-person
training and networking opportunities for analysts
24 Medium Training 2 Year Develop framework to provide support to “onboard”
new analysts in the states
25 Medium Training 2 Year Create curriculum to allow analysts to better
communicate the value and applicability of projections
to users
26 Medium Training 2 Year Build on existing curriculum to provide periodic training
for users
Dashboard Key: Not Initiated On Schedule Requires Attention At Risk Complete
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Training:
• Developed a 1-day Projections Suite Training to be held after the 2016 PMP Summit.
• Revamped the PMP Summit Agenda to include more interactive sessions.
• Prioritized “beginner” and “intermediate” topics for onboarding new analysts.
• Initiated recruitment for new training instructors.
Committee Accomplishments & Ongoing Activities
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Committee Purpose and Objectives
Product & Process Innovation:
Purpose
o To provide guidance for states to create the highest quality and most relevant projections data for customers.
Objectives
o Perform research and technical innovations related to producing employment projections and improving the process by which employment projections are developed, in accordance to Board recommendations.
o Better projections analysts’ understanding of the BLS Separations methodology and its implications.
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Select Strategic Plan Items: Product & Process InnovationItem Priority
RankCommittee Time Horizon Action Dashboard
11 High PPI 2 Year Complete step-ahead methodology project
12 High PPI 2 Year Complete separations methodology project
13 High PPI 2 Year Complete state comparisons project
6 Medium PPI 5 Year Validate the “gold standard” quality by evaluating state
projections/methods against actual outcomes, private
data products, and other benchmarks
4 Low PPI 5 Year Explore methodology and feasibility of “data fuzzing” to
combat data suppression concerns from users
5 Low PPI 5 Year Prioritize internal R&D efforts to enhance projections
data (e.g., skills, labor supply)
Dashboard Key: Not Initiated On Schedule Requires Attention At Risk Complete
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Product & Process Innovation:
• Facilitated launch of BLS Separations rate methodology, and launched BLS Separations/Replacements methodology comparison.
• Launched Step-Ahead Adjustment Pilot-Test.
• Created guidance for reviewing occupational estimates prior to self-publication.
• Designed state projections comparison module for the Projections Suite software.
Committee Accomplishments & Ongoing Activities
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• PMP Summit 2016: Minneapolis, MN; June 6-8; co-hosted by the LMI Institute.
• Continue collaboration with the BLS to implement new Separations methodology.
• Analyze results of BLS Separations/Replacement methodology comparison and Step-Ahead Adjustment Pilot-Test.
• Maintain and improve the Projections Suite software.
• Upgrade Projections Training website.
Future Initiatives
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Break
:-D
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National Perspectives: ETA
Sam Wright
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Employment and Training Administration
June 6, 2016
Sam Wright
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The Goal of WIOA
The purpose of the Workforce Innovation and Opportunity Act
(WIOA) is to provide workforce investment activities through
statewide and local workforce investment systems that increase the
employment, retention, and earnings of participants. WIOA
programs are intended to increase the occupational skill attainment
by participants and the quality of the workforce, thereby reducing
welfare dependency and enhancing the productivity and
competitiveness of the Nation.
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Major Difference in WIOA and WIA
Major difference between Workforce Innovation Act (WIA) and WIOA as it relates to the PMP:
WIOA puts emphasis on the collaboration between ETA and the Department of Education.
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Why Does ETA Provide Funding for State
Projections?
26
1)All Data is Local: While National Projections are the key input of the State Projections estimation model, there are major differences.
2)Clear Objectives: Projections give a state’s LMI and education shops clear goals to reach full employment.
3)Source of Information: A valuable source of information for workforce and economic development policies and investment decisions made by the governor and state and local workforce investment boards.
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Projections Four Primary Customer Groups
1) The public (including job seekers and employers);
2) Labor market intermediaries who help individuals find a job or make career decisions (such as employment and school counselors, case managers at American Job Centers, and community-based organizations);
3) Policymakers, employment and economic program planners and operators (such a Governors, State Legislators, etc.)
4) Miscellaneous other customers, including researchers, commercial data providers, and the news media.
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PMP and the Department of Education
Process Map
28
State
Projections
PMP
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PMP and the Department of Education
Process Map (cont’d.)…
29
Employers
Curriculums/
Training Programs
Education / Apprenticeship
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The Role of Projections
Projections are the economic data that determines the curriculums and strategies that insure current and future workforces reach their full employment potential.
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Where Do We Go From Here?
31
1. State Projections data used to identify skill gaps.
Increased Employer Involvement
2. Increased Visibility of the PMP
Public Access to the Total State Projections file
Recommend a separate webpage
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Employment and Training Administration
Thank You
32
Questions?
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BLS Separations
Michael Wolf
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34 — U.S. BUREAU OF LABOR STATISTICS • bls.gov
Occupational Separations
Michael WolfEmployment Projections Program
PMP SummitJune 6, 2016
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35 — U.S. BUREAU OF LABOR STATISTICS • bls.gov35 — U.S. BUREAU OF LABOR STATISTICS • bls.gov
Overview
Job Openings Concepts
Results of the Separations Method
Detailed Findings
Next Steps
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36 — U.S. BUREAU OF LABOR STATISTICS • bls.gov
Job Openings Concepts
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37 — U.S. BUREAU OF LABOR STATISTICS • bls.gov
Job Openings Usage
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38 — U.S. BUREAU OF LABOR STATISTICS • bls.gov38 — U.S. BUREAU OF LABOR STATISTICS • bls.gov
What We’re Measuring
Job Openings measure opportunities to enter an occupation for individuals not currently employed in that occupation
Opportunities arise because of
1. growth in the occupation
2. workers permanently leaving and needing to be replaced
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39 — U.S. BUREAU OF LABOR STATISTICS • bls.gov39 — U.S. BUREAU OF LABOR STATISTICS • bls.gov
Transfer Entrants
Other Occupations
Occupational Flows
Labor Force Exits
Outside the Labor Force
OccupationalTransfers
Other Occupations
Same Occupation
Same Occupation
Outside the Labor Force
Labor Force Entrants
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40 — U.S. BUREAU OF LABOR STATISTICS • bls.gov40 — U.S. BUREAU OF LABOR STATISTICS • bls.gov
Separations Method Results
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41 — U.S. BUREAU OF LABOR STATISTICS • bls.gov41 — U.S. BUREAU OF LABOR STATISTICS • bls.gov
Separations Method
Longitudinal/retrospective survey data estimate labor force exits and occupational transfers
Regression models estimate projected rates of separations for each occupation
Projections of separations are combined with employment projections to produce job openings
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42 — U.S. BUREAU OF LABOR STATISTICS • bls.gov42 — U.S. BUREAU OF LABOR STATISTICS • bls.gov
Job Openings
Separations method gives much higher results than replacements method
17.7 million vs. 4.7 million openings annually
Without an independent data set to test accuracy, how do we stress test the method?
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43 — U.S. BUREAU OF LABOR STATISTICS • bls.gov43 — U.S. BUREAU OF LABOR STATISTICS • bls.gov
Job Openings Context
What does 17.7 million openings mean?
Equivalent to every current worker either leaving the labor force or changing occupations once every 10 years
JOLTS data average 55.8 million hires, 54.9 million separations annually over the past 10 years
BLS projects 3.6 million labor force entrants annually from 2014-2024
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44 — U.S. BUREAU OF LABOR STATISTICS • bls.gov
Example Rates, 2014-24
0.0%
2.0%
4.0%
6.0%
8.0%
10.0%
12.0%
14.0%
16.0%
18.0%
20.0%
Replacement Rate
Occupational Transfer Rate
Labor Force Exit Rate
Total, All Occupations
ActuariesWaiters and Waitresses Machinists
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45 — U.S. BUREAU OF LABOR STATISTICS • bls.gov45 — U.S. BUREAU OF LABOR STATISTICS • bls.gov
Rates Context
Inverse of rate is proxy for average tenure in occupation
45
Occupation Annual Separation Rate
Inverse Average Tenure
Surgeons 3.2% 1/.032=31.3 31.3 Years
Actuaries 6.7% 1/.067=14.9 14.9 Years
Waiters & waitresses
18.7% 1/.187=5.3 5.3 Years
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46 — U.S. BUREAU OF LABOR STATISTICS • bls.gov46 — U.S. BUREAU OF LABOR STATISTICS • bls.gov
Detailed Findings
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47 — U.S. BUREAU OF LABOR STATISTICS • bls.gov
Occupational transfers model
47
Binary dependent variable: does an individual leave their current occupation and find employment in a new occupation?
Independent variables Age Sex Occupation Education Race Ethnicity Citizenship status Full time/part time status Class of Worker Industry Year
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48 — U.S. BUREAU OF LABOR STATISTICS • bls.gov
Occupational transfers results
48
0
0.2
0.4
0.6
0.8
1
1.2
Age Independent Variable Coefficients
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49 — U.S. BUREAU OF LABOR STATISTICS • bls.gov
Occupational transfers results
49
0
0.1
0.2
0.3
0.4
0.5
0.6
0.7
0.8
Occupation Independent Variable Coefficients
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50 — U.S. BUREAU OF LABOR STATISTICS • bls.gov
Occupational transfers results
50
0
0.02
0.04
0.06
0.08
0.1
0.12
0.14
0.16
0.18
0.2
lths hs scnd ad ba ma doc
Education Independent Variable Coefficients
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51 — U.S. BUREAU OF LABOR STATISTICS • bls.gov
Labor force exits model
Binary dependent variable: does an individual leave the labor force?
Independent variables Age Sex Age*Sex interaction Occupation Education Race Ethnicity Citizenship status Full time/part time status Class of Worker Industry Year
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52 — U.S. BUREAU OF LABOR STATISTICS • bls.gov
Labor force exits results
0
0.2
0.4
0.6
0.8
1
1.2
1.4
1.6
Age, Sex Coefficients
Female Male
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53 — U.S. BUREAU OF LABOR STATISTICS • bls.gov
Labor force exits results
0
0.05
0.1
0.15
0.2
0.25
0.3
0.35
0.4
Occupation Independent Variable Coefficients
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54 — U.S. BUREAU OF LABOR STATISTICS • bls.gov
0
0.05
0.1
0.15
0.2
0.25
0.3
0.35
0.4
0.45
0.5
lths hs scnd ad ba ma doc
Education Independent Variable Coefficients
Labor force exits results
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55 — U.S. BUREAU OF LABOR STATISTICS • bls.gov55 — U.S. BUREAU OF LABOR STATISTICS • bls.gov
Findings from 2014-24 results
Separation rates are more consistent over time
640 and 656 occupations had rate changes of 1 percentage point or less from 2012-22
Average absolute change is 0.62 and 0.71
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56 — U.S. BUREAU OF LABOR STATISTICS • bls.gov56 — U.S. BUREAU OF LABOR STATISTICS • bls.gov
Next Steps
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57 — U.S. BUREAU OF LABOR STATISTICS • bls.gov57 — U.S. BUREAU OF LABOR STATISTICS • bls.gov
2014-24 projections
2014-24 Projections use the old replacement rates method
BLS has calculated 2014-24 projections using both methods for internal analysis and review
Will be used in state review starting in July
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58 — U.S. BUREAU OF LABOR STATISTICS • bls.gov58 — U.S. BUREAU OF LABOR STATISTICS • bls.gov
Next Steps
BLS will work with the PMP and states to identify common approaches to communicating and presenting data from the new method
Both BLS and states will publish 2016-26 projections using the new separations method
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Contact Information
59 — U.S. BUREAU OF LABOR STATISTICS • bls.gov
Michael WolfDivision Chief
Employment Projections Programwww.bls.gov/emp
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Lunch
:-D
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Skills Projections
Paul LaForge, Brian Pulliam, George Putnam
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PMP SummitMinneapolis, MN
June 2016
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Top 15 Knowledge Domains
Top 15 Content Skills
Top 15 Generalized Work Activities
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Use Report Manager◦ Projections Method
◦ Reports Method
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O*NET – Skills, Knowledge, Generalized Work Activities
Projections – Estimation Suite Occupational Projections
Geography – select area you want to look at
Timeframe – select timeframe you want to look at
Occupations – No specific selection
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Projections – Under Estimation Suite Occupational Projections – Base Year Employment, Projected Year Employment, Openings Due to Growth, Replacements
O*NET – Select one: Skills, Knowledge, Generalized Work Activities
Geography – select area(s) you want to look at
Timeframe – select timeframe(s) you want to look at
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O*NET Itself SOC Codes vs O*NET Codes
Importance and Level must both meet threshhold
Annual Openings vs Total Openings
Adding Other Criteria such as Education or Wages is time consuming
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Brian Pulliam
Arkansas Department of Workforce Services
Phone: (501) 682-3123
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George Putnam (IL)2016 Projections Summit
Minneapolis, MNJune 2016
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Why are we discussing skills-based product development?
Analyst polling results◦ Polling webinar on April 26, 2016◦ 27 participants representing 19 states
(21 respondents to polling questions)◦ Kudos to Randall Arthur and LMI Institute
Implications of polling results for skills-based product development
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Report Manager O*NET Assignments◦ Worker Attributes- skills and knowledge
◦ Job Requirements- general work activities
PA O*NET Assignments (Tim McElhinny)◦ Job Requirements- knowledge, detailed work
activities, and tools/technologies
Occupation-specific skills that require only moderate-term training
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Determining career pathways◦ Share job skills (knowledge, dwa, t/t)
◦ Rank
Education requirements
Wages
Skills Gap
Transferable job skills to related occupations
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Who are we?
How do we respond to customer requests …?
What skills-related information is in high-demand by customers?
What support exists among us for combinations of skills-related information?
How familiar are we with the characteristics of the O*NET database?
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Who are we?
0
2
4
6
8
10
12
14
16
18
20
1 2 3 4 5 6 7 8 9 10 11Do you work on ... ? Do you handle customers? How often?
Ind
Both
Occ
Yes
No
DNA
2-3/wk
2-3/mnth
1/qtr
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How do we handle customer requests?
0
2
4
6
8
10
12
14
16
18
1 2 3 4 5 6 7 8 9 10 11Electronic file? Internet search and download? Canned report?
Often
Never
Sometimes
Often
Often
Sometimes
Sometimes
Never
Never
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What skills-related information is in high-demand by customers?
0
2
4
6
8
10
12
14
16
18
1 2 3How often do you receive requests for skills-based information?
Often
Never
Sometimes
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What skills-related information is in high-demand by customers?
0
2
4
6
8
10
12
14
16
18
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15Skills-related projections? Emerging skills? Skills gap?
Often
Never
Sometimes
Often
Often
Sometimes
Sometimes
Never
Never
Often
Sometimes Never
CIPS (Instructional)?
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What support exists for combinations of skills-related information?
0
2
4
6
8
10
12
14
16
18
1 2 3Do you support the development of skills-related information in RM?
Strong Support
No Support
Some Support
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What support exists for combinations of skills-related information?
0
2
4
6
8
10
12
14
16
18
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15Skills-related info on occs? Skills-related info on inds? Skills-related info on emp proj?
Strong
No
Some
Strong
Strong
Some
Some
No
No
Strong
Some
No
Skills-related info on edu ?
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What support exists for combinations of skills-related information?
0
2
4
6
8
10
12
14
16
18
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15Skills-related info on earnings? Skills-related info on emerging? Skills-related info on skills gaps?
Strong
No
Some
Strong
Strong
Some Some
No
No
Strong
Some
No
Skills-related info on CIPS?
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How familiar with the O*NET database?
0
2
4
6
8
10
12
14
16
18
1 2 3 4 5 6 7 8 9 10 11Familiar O*Net components? Familiar O*Net GWA,K, S? Familiar O*Net DWA and T/T?
Very
Not
Somewhat
Very
Very
Somewhat
Somewhat
Not
Not
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How familiar with the O*NET database?
0
2
4
6
8
10
12
14
16
18
20
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15Familiar O*Net importance/level? Importance/level essential? Importance/level weighting?
Very
Not
Somewhat
Equal
Very
Somewhat
Thresholds
Neither
Not
SME
Analyst
SME + Analyst
Who determine weight?
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Who are we?◦ Many analysts have responsibility for both industry and
occupation projections AND handle customer requests◦ Implication: product development should facilitate current
practices not create new requirements
How do we respond to customer requests …?◦ Analysts respond to customer requests with electronic files,
Internet searches and canned reports◦ Implication: product development should maximize flexibility in
output format
What skills-related information is in high-demand by customers?◦ Analysts identify skills projections and skills gap as high-demand
information, less so emerging skills and CIPS◦ Implication: product development should focus on phased
implementation with skills projections and skills gap as the highest priority
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What support exists among us for combinations of skills-related information?◦ Analysts support highest for employment projections,
occupations, education and earnings as critical dimensions to skills-related products
◦ Implication: product development should reflect a multi-dimensional perspective on skills
How familiar are we with the characteristics of the O*NET database? ◦ Analysts are somewhat familiar with components of the
O*NET database and products should utilize thresholds as filters on skills
◦ Implication: product development should enhance analyst familiarity with O*NET and permit adjustment of level and importance thresholds for state-specific requirements
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Skills-Based ProjectionsPaul LaForge
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Goals
• Avoid Misleading with Perceived Precision
• Keep the Narrative Consistent with Methodology
• Provide Actionable Information to Customers
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Expanding Projections
• Descriptor-Based Projections
• Index-Based Projections
• Index-Descriptor-Based Projections
• Skills-Based Projections
• Skills-Based Industry Projections (& More)
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Descriptor-Based Projections
• Categorization of occupation- or industry-coded projections
• Examples: “Growth”, “Size”, “Wage”, “Green”
• Common Challenges:
▫ Various data series types
▫ Distribution analysis (Range of Observations, Range of Values, Confidence Intervals)
▫ More than one data series as basis
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Index-Based Projections
• Index value assigned to each occupation or industry code based on multiple data series
• Examples: “25.6”, “12553”, “0.00034”
• Common Challenges:
▫ Heterogeneous data series
▫ Implementing a Principal Components Analysis approach
▫ Interpreting the index values
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Index-Descriptor-Based Projections
• Categorization of index values assigned to occupation or industry codes
• Examples: “Hot Jobs”, “5-Star Jobs”
• Common Challenges:
▫ Methodologically sound underlying index values
▫ Methodologically sound categorization(e.g. distribution analysis)
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Skills-Based Projections
• Linking O*NET elements to occupation-coded projections
• Examples: “Skills”, “Knowledge”, “Tools & Technologies”
• Common Challenges:▫ Skills-based employment substantially higher▫ One to many vs. one to one occupations▫ Sometimes, many to one occupations▫ Sometimes, many to many occupations▫ Sometimes, “many to maybe” linkages
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Skills-Based Projections
“Many to Maybe”
May want to filter O*NET elementsmatching to occupations:
• Level (Typically “3” or More)
• Importance (Typically “4” or More)
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Skills-Based Projections
“Many to Maybe”
O*NET Reference
http://www.onetcenter.org/ombclearance.html
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Skills-Based Projections
“Many to Maybe” Challenges• Level (typically “3”)• Importance (typically “4”)• Sometimes need to understand observation and
employment distribution across Level and Importance (or similar measures)
• Sometimes there’s no quantitative adjustment mechanism▫ Example: Tools & Technology
(Use United Nations Standard Products and Services Code instead with disclaimers)
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Skills-Based Projections
“Many to Maybe” ChallengesO*NET-SOC
Code Title T2 Type T2 Example
Commodity
Code Commodity Title
11-2011.00 Advertising and
Promotions Managers
Technology Actuate software 43231602 Enterprise resource
planning ERP software
11-2011.00 Advertising and
Promotions Managers
Technology Adobe Systems Adobe
Acrobat
43232202 Document management
software
11-2011.00 Advertising and
Promotions Managers
Technology Adobe Systems Adobe
AfterEffects
43232103 Video creation and editing
software
11-2011.00 Advertising and
Promotions Managers
Technology Adobe Systems Adobe
Creative Suite software
43232402 Development
environment software
11-2011.00 Advertising and
Promotions Managers
Technology Adobe Systems Adobe
Dreamweaver
43232107 Web page creation and
editing software
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Skills-Based Industry Projections
(& More)• Using I/O matrix to crosswalk industries to
skills
• Example #1: “Ranked Knowledge Needs in Services”
• Example #2: “Ranked Knowledge Needs for Five-Star Jobs in Services”
• Example #3: “Ranked Knowledge Needs for Five-Star Jobs in Services by Education Level& Geography”
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Break
:-D
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Report Manager
Steve Brock, Paul LaForge
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Steve Brock
Utah Department of Technology Services
June 6, 2016
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Review: What is Report Manager? Web-based system for creating, displaying and
exporting a variety of projections-related data
Indexes
Descriptors
Skills projections (crosswalking SOC data to O*Net)
Can handle industry and occupation data
Can handle any geography
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RM Architecture Web program and databases hosted on Utah DTS
servers
States upload data to a Microsoft SQL Server database
Database also contains “directories” (NAICS, SOC, O*Net)
Individual state data is stored in “warehouses”, which are separate databases linked to the main database
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How does RM manipulate data? SQL Server Analysis Services
Online Analytical Processing (OLAP) tool
Data is organized into “cubes”, defined by “dimensions”
The cubes have to be built, or “processed”, from the state data and applicable directories
Each time data is changed (new state data or a new directory), the cube must be re-processed
That way, data is immediately present at reporting time without extra processing
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How did that work out for us? At the time, Analysis
Services was the best option available….
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Analysis Services Issues Analysis Services was designed more for an overnight-
processing operation rather than real-time use
RM needs to reprocess a cube each time that cube’s state uploads new data or changes existing data
This causes massive drag on the database server, especially if multiple states are uploading data simultaneously
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Analysis Services Issues As we move forward with
plans to incorporate detailed O*Net and CIP-based data, it’s clear that our current database servers won’t be able to handle the load.
In fact, they experience some issues now, as we know.
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Other RM Issues System still has some bugs odd features related to:
Data import
Report generation
Release of June 2 fixed many of these problems
We’re continuing to resolve issues as we find them
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The Future of RM New easy-to-use report functionality, including some
pre-defined reports
Replacing the Analysis Services portion
New database provider: MongoDB
Different from any other provider we’ve used
More about Mongo coming up!
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Current timeline End of September/beginning of October 2016: First
version with new reporting capability and Mongo analysis
Later in fall: Additional upgrades/enhancements
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Paul LaForge
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Mongo!
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MongoDB
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Expedia
Forbes
Bosch
AstraZeneca
MetLife
craigslist
Who Uses MongoDB?
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Takes advantage of technological advancesin Big Data
Better supports greater O*NETdetail linking to projections
Facilitates simpler, more intuitive user interface
Decreases time it takes to generate reports
Why MongoDB?
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Manage Multiple SOC/NAICS Directories
Built with occupation and industry classification systems in mind
Enables user to link data based on different occupation or industry directories
Existing Features
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Pre-loaded with Key Data Elements
O*NET versions
BLS Green Data Elements
ETA Green Data Elements
Existing Features
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Develop Indexes & Descriptors (Occupations or Industries)
Handles various data types
Performs distribution analysis
Informs as to the most statistically appropriate categorization scheme
Handles multiple, heterogeneous data series (indexes)
Implements principal component analysis approach
Existing Features
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Develop Skills-Based Projections
Manages one-to-many, many-to-many challenges of linking employment projections to O*NET SOC
Filters out by key measures (e.g., Level >= 3, Importance >= 4)
Incorporates best practices established by PMP research
Existing Features
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Generate Custom Pivot Table Reports
Provides access to an n-dimensional cube of your data
Facilitates complex calculations across geography, time, occupation, O*NET elements
Enables basic exporting to Excel or CSV
Existing Features
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Geography
Timeframe
Various Employment Measures
O*NET Elements
Occupations
User-Developed Skills-Based Projections
User-Developed Descriptors
Custom Reports
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Simplified User Interface
Better Implementation of Detailed O*NET
“Canned” Reports
Upcoming Features
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Simplified selection of data from current report generation screen
Driven by research efforts in PA and a recent survey of analysts
Should facilitate current practices and not create new requirements
Should maximize flexibility in output format
Should focus on phased implementation with skills projections and skills gap as the highest priority
Should enhance analyst familiarity with O*NET
“Canned” Reports
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Timelines
Currently developing a MongoDB-based version in parallel
Will need early adopters who could begin testing incremental feature enhancements as soon as July, 2016
Anticipate transition complete by Fall 2016
Interested in testing? Email [email protected]
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Long-Term Step-Ahead Projections (Pilot Project):
Leveraging Short-Term Projections
Robert Richards, NM
George Putnam, IL
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Long-Term Step-Ahead Projections: Enhancing Timeliness
• ETA deliverables for FPY 2013 (Jul13 to Jun14)– 2012 – 2022 Long-Term Projections (statewide)– 2013 – 2015 Short-Term Projections (statewide)
• Proposed Strategy (two options)– 2013 – 2022 Long-Term Projections (statewide)– 2014 – 2022 Long-Term Projections (statewide)
• Pilot Test Objective– Adjust 2012-2022 LTIP
• Long-Term Industry Projections (base 2012 and projection 2022)
– Adjustment source data 2013-2015 STIP• Short-Term Industry Projections
(base 2013Q1 and projection 2015Q1)
• Step-Ahead Adjustment is not a required ETA TEGL deliverable
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Step-Ahead Adjustment Methodology: Validation Steps
• LTIP 2013-2022 (9-year horizon)
– Validate the 2013 “projected base” employment in LTIP 2013-2022 (9-year horizon) based on actual 2013 employment reported in the 2015-2017 STIP
• LTIP 2014-2022 (8-year horizon)
– Validate the 2014 “projected base” employment in LTIP 2014-2022 (8-year horizon) based on actual 2014 employment reported in the 2015-2017 STIP
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Pilot: Industries Per State
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Common Industries: 2013
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
30.0%
35.0%
40.0%
45.0%
(Actual/Proj) < abs1% abs1% > (Actual/Proj) < abs3% (Actual/Proj) > abs3%
LTIP Naïve 2013 STIP 2013
Preliminary Results Prepared for 2016 PMP Summit
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Detailed Industries: 2013
Preliminary Results Prepared for 2016 PMP Summit
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
30.0%
35.0%
40.0%
45.0%
(Actual/Proj) < abs1% abs1% > (Actual/Proj) < abs3% (Actual/Proj) > abs3%
LTIP Naïve 2013 STIP 2013
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Common Industries: 2014
Preliminary Results Prepared for 2016 PMP Summit
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
(Actual/Proj) < abs1% abs1% > (Actual/Proj) < abs3% (Actual/Proj) > abs3%
LTIP Naïve 2014 STIP 2014
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Detailed Industries: 2014
Preliminary Results Prepared for 2016 PMP Summit
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
(Actual/Proj) < abs1% abs1% > (Actual/Proj) < abs3% (Actual/Proj) > abs3%
LTIP Naïve 2014 STIP 2014
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Preliminary Results: Observations• LTIP 2013-2022 (9-year horizon)
– 2013-2015 STIP approach outperforms 2012-2022 LTIP Naïve approach
– (Actual/Proj)< abs1% • Common industries: 42% vs 28%• Detailed industries: 35% vs 24%
– abs1% > (Actual/Proj) < abs3% • Common industries: 34% vs 37%• Detailed industries: 36% vs 37%
• LTIP 2014-2022 (8-year horizon) – 2013-2015 STIP approach slightly outperforms 2012-2022 LTIP Naïve
approach– (Actual/Proj)< abs1%
• Common industries: 17% vs 14%• Detailed industries: 14% vs 14%
– abs1% > (Actual/Proj) < abs3% • Common industries: 32% vs 28%• Detailed industries: 24% vs 24%
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• Consistent industry structure across pilot states– Re-estimate results for CA and WI to approximate
the combination of 3-digit and 4-digit industries reported by other states
• Expand analysis to include evaluation of 2012 base-year employment
• Produce analysis by industry sector
Long-Term Step-Ahead Methodology:Next Steps
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• Preserves the coherence and integration of the PMP Projections Suite software/products– Sustains national projections infrastructure– State analyst priority
• Requires only a single data preparation process – Generates identical historical industry employment series
for the 2-year, 10-year and step-ahead industry projections– Realizes significant data processing efficiency
• Maintains data integrity/output consistency– 2-year, 10-year and step-ahead industry projections AND
OCCUPATION PROJECTIONS– Customer priority
Long-Term Step-Ahead Methodology:Advantages
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Reception
See you in the atrium!