sector strategies institute - july 20-21, 2016

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Florida Sector Strategies Institute#SectorPartnerships

July 20-21, 2016Orlando, Florida

Jayne BurgessSenior Director, Business and Workforce DevelopmentCareerSource Florida

Dehryl R. McCall, Jr.Director, Business and Workforce DevelopmentCareerSource Florida

Welcome

Opening RemarksBruce Ferguson, CEO CareerSource Northeast Florida

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• A clear understanding of sector strategies, including: – Need for and benefits of sector strategies– Importance of aligning all talent development activities

with economic development strategies– Qualities of best practice sector strategies

• Understanding of each area’s “as-is” condition as it relates to sector strategies, identification of strategic priorities, and next steps to move forward

Event Objectives

Globalization, the “New Normal,” and Florida’s Response: World-Class Sector StrategiesRick Maher, President & CEOMaher & Maher

ETHICS DISCLAIMER

“This presentation reflects my (personal) views of the changes implied by WIOA, Sector Strategies, and the actions a proactive workforce system professional may want to consider in preparing for the new Law. It is not reflective of Federal policy nor, in any way, shaped by any specific knowledge thereof.”

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About Maher & Maher• Talent development and

change management consultants– Nexus of workforce

development, economic development, and education

• Expertise:– Strategic planning and

facilitation– Industry sector strategies

and career pathways– Systems assessment and

redesign– Technical assistance and

training

• Primary practice areas:– States, regional areas, and

community colleges– Federal government and

NGOs– Private sector

• 29 years in operation

• Self-certified small business

• Headquartered in NJ– Office in Washington DC

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Getting to know you

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A Vision for a Future System…

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Common vision…common goals

© 2016 Maher & Maher

Educational Systems

Economic Development

Workforce System

Targeted Growth Sectors

The Talent Pipeline – workforce as an asset for regional prosperity

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Inside the Talent Pipeline

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Fill job ordersTraining provided across occupations, skill levels (often employer/industry-paid)

Place job candidates Focus expanded to worker retention, advancement issues within company/ industry (i.e. career pathways)

Education/training/services loosely informed by employer needs thru survey or one-off

engagement

Education/training designed in partnership w/ employers

One-to-one relationship One-to-many (sector strategies)

Sector Strategies = New Way of Doing Business Engagement

Transformational relationshipTransactional relationship

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Industry Sector Partnership Model

1. Places business at center

2. Work with industry as partners

3. Aligned community partners

4. WF system as central player, convener

5. Regionally-focused

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Industry Sector Partnership Model

This model is derived from a model presented in an earlier NGA Center publication developed in collaboration with the Woolsey Group, the Corporation for a Skilled Workforce, and the National Skills Coalition that illustrates the alignment of sector strategies with industry clusters and career pathways.

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What This Looks Like from the Customers’ Perspective

• Customized solutions from the system• Industry-knowledgeable staff

• Receive meaningful career information• More opportunities (training, internships) to

get to regional high-growth companies• Seamless and defined career pathways

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Great sector strategies are:

• Tells a story about demographics and sectors that are growing in today’s – and tomorrow’s – economy

• Becomes the foundation for selecting targeted sectors

• Decisions are made on great data

Built around Great Data

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• Foundation for a talent pipeline that all partners support and pledge to align around

• Common thread that allows us to work together

Founded on a Shared Regional Vision

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• Engage with business leaders in key sectors

• Form a true public-private partnership

• We listen and understand their needs and align to meet those needs

• Business will lead, not us; but solutions will be a win-win

Guided by Industry

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Great sector strategies:

• A common vision, using solid data, being led by business = strategic alignment

• Sectors become everyone’s job

• Everyone is committed to the vision of improved regional prosperity

• Through building a skilled workforce development program

Lead to Strategic Alignment

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Great sector strategies:

• How might sector-based approaches influence how you do your job?

• Or how you work with your customers every day?

• You’ll need to consider which sectors are driving our prosperity

Transform how Services are Delivered

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• How you’ll:– measure performance– adjust to changing needs– support your own workforce

Measured, Improved, and Sustained

Best Practices Panel: Advanced Manufacturing

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Kevin CarrCEOFlorida Makes

Art HoelkeVP & GMKnight's Armament Company

Tina Berger Sector Strategy Program Manager CareerSource Brevard

Howard Drake, MBA, MS Director, Applied Technology Grants, Adjunct Professor, BAS Business ProgramPolk State College

Advanced Manufacturing Panelists

Best Practices Panel: Healthcare

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Mary Lou BrunellExecutive DirectorFlorida Center for Nursing

Kathleen M. Miller, SPHRSenior Director, Talent AcquisitionFlorida Blue/GuideWell

Rebecca Toolsie Operations Contract ManagerCareerSource Central Florida

Dr. Angela KersenbrockDeanCareer and Technical EducationSeminole State College

Healthcare Panelists

Recap Day 1

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Welcome to Day 2!Florida Sector Strategies Institute

Best Practice Sector Strategy Examples


Gulf Coast Workforce System

• Houston-Galveston 13 County Region

• Population: 6 million+

• Unemployment: ~4.2%

• 25 Career Centers

• Significant challenges: underserved population, expanding labor market, diverse industry base


Paradigm Shift

• Focus on high growth high demand industry sectors

• Focus on high-skill, high-demand occupations

• Changed board strategy and service delivery model to be more demand-driven…

• …still serving all populations

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Gulf Coast Board Domain

Pre - “Shift”

• Running a federal program

• Supply side focus (social service)

• Services preauthorized

• Smaller impact (fewer people and employers)

Post- “Shift”

• Residents’ workforce needs best met by responding to employers workforce needs

• Board recognizes employers as primary customer to system

• Demand side (economic based )

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• Some level of service available to all employers

• Intensive is highest level of service for employers

• Targeted to key industries and employers in community

• Identifies where good jobs and growth opportunities are

• Services organized by industry to maximize impact

Targeting Services (Tiers)

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• Beyond “demand driven” to “employer led”

• Focus on critical labor shortages in skilled occupations

• Offer technical expertise/resources to employers in the same industry

• Not one size fits all approach

• Not about surveys or studies

Engaging Industry/Industry Model


Results: Healthcare Partnership• Industry identified RN shortage as most

critical

• Increased applications to RN schools

• Increased graduation rate of RNs

• Increased production of RNs

• Decreased turnover rate of RNs in hospitals

• Industry says need for RNs is manageable

• Industry group stayed together more than 10 years


Gulf Coast MeasuresFor the Regional Workforce System in 2018: • Education Credentials

– 80 % of the region’s population 25 years and older will hold an education credential – 36 % of the region’s population 25 years and older will hold a post-secondary degree – 21 % of those pursuing an education credential will earn one

• Job Creation – 3.0 million individuals will be employed in the region

For Workforce Solutions in 2018: • Market Share

– 25 % of the region’s employers will use Workforce Solutions • Customer Loyalty

– 65 % of employers using Workforce Solutions will be repeat customers • Education Credentials

– 66 % of individual customers pursuing an education credential will earn one • Job Creation

– 3,300 new jobs created as result of Workforce Solutions’ partnering w other business orgs

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• Organized industry partnership around a group of companies in a related high-priority industry

• Require a training plan from each company

• Individual company training plans are collated to develop a shared training plan which becomes the curricular driver for incumbent worker training

• Staffed by a Project Manager who is a subject matter expert

• Company-led Steering Committee makes program decisions

Lancaster County, Pennsylvania Workforce Investment Board

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Mature Industry Partnerships

• As partnership matures, often adds technology transfer activities to the mix of program

• Centers of excellence develop when the partnership moves to local research and development and an intentional connection to the K-12 system

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• 90 Industry Partnerships throughout PA with a variety of operators

• Over 5,775 businesses participate in the Partnerships

• From July 2005-June 2007, over 24,000 incumbent workers were trained

• Workers who received the training saw their wages rise by an average of 12.89%

• 75% of the companies involved reported a direct relationship to increases in productivity

Industry Partnerships across Pennsylvania

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• WIB is intermediary for the partnership, providing it with staffing support

• Industry champion role is filled by CEO of a federally-funded healthcare clinic, the VP of HR for a district hospital, and the CNO from another area hospital

• Funding sources include: – Rapid Response funds– WIOA formula funds– California Career Pathways Trust– State Employment Training Panel– Partner support and in-kind

resources

Workforce Investment Board of Tulare County, California

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• Early accomplishments that engaged the group and demonstrated the potential of the partnership

• Employers see value in the partnership

• The partnership has a staff person dedicated to its support

• The employers in the partnership decide what activities to both sustain and focus on

• Marketing the success of the sector partnership

Keys to Sustaining the Healthcare Partnership

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• Great data provides focus on critical talent needs in high-growth sectors/occupations

• Public sector partners’ have aligned vision

• Industry Partnership is the “driver”– Multiple employers– Industry-led and demand-side driven

• Braided funds combined with employer contributions

• Service delivery changed to align to demand

• Outcomes are measured and we adjust as we learn!

Re-capping Promising Practices

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Good, now it’s ….

Your turn!

Work Activity: Complete Self-Assessment

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• Complete the self-assessment

• Discuss how you rated your area on each section.

• What is your “AS IS” condition?

Directions for Completing the Self-Assessment

Prepare for Work Activity: Move to Future State

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• What are your strengths and areas of opportunity?

• Prioritize areas of opportunity.

• Outcome of this session:– Top priority areas

Identify Priority Areas

Work Activity: Identify and Prioritize Next Steps

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• What are your next steps?

• Do additional partners need to be engaged?

• Outcome of this session:– Key next steps to move

sector strategies forward

Determine Next Steps

Report Out

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• Each team has 3 minutes to report out

• Summarize your next steps

• Identify technical assistance needs

Directions for Report Out

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• Workforce development entities

• Community colleges and universities

• Economic development entities

• K-12 education, including secondary career and technical education partners

• Vocational Rehabilitation

• Business representatives, especially those from likely targeted industry sectors

• Community-based organizations

• Other stakeholders as determined by the region

Regional Sector Teams: Membership

Closing Remarks

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Contact Us:

3535 Route 66, Building 4Neptune, NJ 07753

Phone: 732-918-8000

1-888-90MAHER

(888-906-2437)

Fax: 732-918-9059

www.mahernet.com

Rick MaherPresident/CEO [email protected]

Carrie YeatsDirector, State and Regional Workforce [email protected]

mailto:[email protected]

mailto:[email protected]