MIND2MARKETPLACE

(M2M)

Presented ByNorma NobleApril 16, 2008

Success in Economic Development Requires a

Skilled Workforce--- A Talent Development

Strategy

The Oklahoma ChallengeA shortage of workers and a

shortage of skills

Too few workers Outdated job skills, or No marketable job skills

CRUCIAL QUESTIONS

• Do employers know what they want and need?

• Do educators and workforce system partners know what employers want and need?

• Do educators and workforce system partners provide what employers need and do their customers make the connection?

• Are customers matched with employers?

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Career Pathways – A Strategic Framework That Ties the

Efforts Together Not a program, but a systemic framework for a new

way of doing business and alignment

A strategic tool for institutional and instructional transformation

A tool to strengthen and formalize connections to business and the public system of talent development (leveraging resources)

Create a pipeline of skilled workers within a P-20+ framework

An economic development tool focused on industry clusters (focus on job development and creation)

REWARDS • Increased system responsiveness and accountability

• Increased labor resources

• Increased job retention

• Higher skills and higher per capita income

• Job sharing, part time work for retirees, mature workers, people with disabilities

• Redeploy workers faster

• Make the region more competitive to expanding and relocating businesses

• Improve the quality of services, systems and outcomes through planned partnerships

How a Flatter World Should Affect What We Do

• Understanding economic change– Assessing “market intelligence” is a powerful influencer of

business investments– Anticipating industry need (clusters, sectors) matters more rather

than responding to individual opportunities• Shortage of quality talent is a consistent industry need• Maintaining a competitive talent edge

requires collaboration• Collaboration requires trust among

stakeholders (investors, partners, allies) thru transparency in…

– Decision making– Implementation, and – Performance outcomes

Job Training vs. Talent Development

Job Training Transactional Individual Jobs that exist NOW Immediate results Workforce System

operates more independently

Talent Development: Strategic Sector focused Designed to CREATE jobs Longer-term, sustainable

results WS operates with and

through partners Transformative in nature

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Adult EdCareer Tech Centers

High SchoolsIncumbent Workers

One Stop

OSU-OKMULGEEAssociate Degree and/or Experience (with 2-3 years of experience)

OSU

Pathway Entry Points

Technician (Manufacturing / Engineering / Maintenance / Electrical) First-line Supervisor, Computer Aided Drafting, Machine Operator, Skilled Trade Positions$25,000 - $42,000

Manufacturing Management and Engineer Positions$40,000 and up

Plant Manager / Manufacturing Executive$90,000+

Manufacturing Degree ProgramsAssociate of Applied Science Manufacturing Engineering Technology

(pending approval) Industrial and Engineering Technology

– Computer Maintenance Industrial Maintenance Technology General and Occupational Studies

• Computer Aided Drafting• Electrical Technology• Machine Tool Technology• Welding Technology

Employability AssessmentsCareer Ready Certificate (CRC)/CRC+ Manufacturing Skills Standard (MSS)

WorkKeys

BS in Mechanical and Manufacturing Engineering Technology

COMPASS / ACT

Other Degree Programs

Bachelors Degree and/or Experience (with 2-8 years of experience)

General Manufacturing and Laborer Positions Minimum wage – low $20,000s

HS Diploma / GEDand/or Experience (with 2 years of experience)

Manufacturing Careers Pathway

The Bottom Line is EconomicDevelopment

Caused firm to move some operations out of state

Reduced product or service quality

Lowered overall productivity

Reduced production output or sales

Prevented firm from developing new products/services

Prevented firm from expanding its facilities or business

0

• Partnership:–National Network of Sector Partners–Corporation for a Skilled Workforce–National Governors Association Center for

Best Practices–Funders: Charles S. Mott, Ford Foundations

• Rationale:–Sector strategy benefits to business, workers,

and communities–States as a catalyst for regional initiatives:

WHY ACT REGIONALLY

• Artificial borders are not important to employers, workers and job seekers.

• Laboratories for innovation and transformation

• Leverage other efforts• Rural and urban strategies• Re-imagining people, firms and

communities• New thinking to create work ready regions

• Address the needs of employers by focusing intensively on the workforce needs of a specific industry sector over a sustained period of period, often concentrating on a specific occupation or set of occupations within that industry;

• Address the needs of workers by creating formal career paths to good jobs, reducing barriers to employment, and sustaining or increasing middle class jobs;

• Bolster regional economic competitiveness by engaging economic development experts in workforce issues and aligning education, economic, and workforce development planning;

• Engage a broader array of key stakeholders.

INTERMEDIARY FUNCTIONS

• Have deep understanding of employer and worker issues in specific industry(ies); focus on the needs of both

• Engage and convene stakeholders to identify labor market gaps and design solutions

• Generate ideas, innovative approaches and solutions

• Enhance capacity; integrate funding streams, services and information

KEY STAKEHOLDERS

• Counties and cities• Workforce development• Economic development• K-20 education• Employers and employer associations• Social services• Foundations• Community organizations• Demand driven, business led, strategies and

outcomes owned

SECTOR INTERMEDIARY ACTIVITIES

• Facilitate data analysis, goal setting, strategic planning, engagement strategies

• Develop curriculum to address skill shortages

• Raise awareness about career opportunities• Help employers improve hr processes• Align workforce and economic development

with sector approach

BENEFITS TO BUSINESS

• Increased availability of skills training that responds to the actual and shared workforce needs or regional industries.

• Guidance on ways to improve human resource practices and productivity-enhancing measures to improve quality, efficiency and output.

• Reduced turnover as a result of expanded opportunities for career advancement.

IMPACT ON WORKERS

• Increased availability of jobs, opportunities for advancements

• Expanded supply, access and work supports for low-income workers that lead to better job retention

• Increased education and training for high-demand occupations.

• Clear career pathways

BENEFITS TO COMMUNITIES

• Close skill and labor gaps in the labor market;• Enhance region’s ability to attract and retain

higher-wage employers;• Supports the retention and expansion of local

industries;• Use public resources more efficiently and

effectively• Address challenges of under-utilized worker

populations• Increase worker participation

REGIONAL NEEDSANALYSIS

• Sources: Labor market information Focus groups/surveys Team member input• Key questions: - Key industries? Strong and/or growing Niche Less likely to be outsourced Within industries - Key sector skills/occupations - Root causes of skill shortages• Asset mapping

Regional Framework

SIX-STEP MODEL

IMPLEMENTATION ACTIVITIES

• Focusing on Key Industries within Regions - ED 103 meetings held November

26-28 - Regional sector institute January

22-24 - Regional sector implementation grants

- DOL regional innovation grants - DOL stem and energy grants• Certified Work Ready Communities,

Counties, Regions– Career Readiness Certificate

Governor’s Council

The Intersection of Workforce, Education and Economic

Development Policy

Providing a collaborative forum for affecting policy and making recommendations to

Grow Oklahoma

Governor’s CouncilStrategic Plan

VisionOklahoma has a competitive advantage through integrated workforce and economic development objectives MissionOklahoma advances a demand-driven workforce and economic development system

ResultOklahoma achieves wealth-creation for businesses and individuals, and enhances quality of life in communities throughout the state.

Core Principles that Guide the Strategy

• Focusing on key industries Meeting the needs of key industries, whether statewide or within a

region • Growth will occur within regions Our actions need to encourage and support development of

agile and appropriate regional partnerships and solutions • Everyone needs to grow Our strategies will focus on ensuring that all Oklahomans are part

of our state’s future success • Removing barriers Enable workers who want to take advantage of continuous

learning to do so • State agencies will align

Knock down “silos” and work toward a common goals• Being accountable for results Cannot be mere rhetoric. We will develop metrics for our

progress and use them to drive our actions.

The Plan

Increase the education/skill attainment levels of all Oklahomans

Increase the labor pool in Oklahoma

• Develop career pathways and career exploration strategies within industry sectors that all Oklahomans can access

• Create a paradigm shift among Oklahomans and employers toward valuing lifelong learning with a high value on skills development

• Develop a coordinated, responsive, and proactive service delivery and talent recruitment models to meet the needs of individuals and employers through sector approaches

The Three GROW InitiativesTranslation of the strategic plan

Initiative #1: Growing talent, skills and knowledge

Initiative #2: Growing and delivering solutions for talent recruitment and retention

Initiative #3: Growing awareness and success

Implementation Initiatives

Getting It Done How?• Utilizing Sector Approaches• Grow Oklahoma Campaign• Developing Regional Teams• Certifying Work Readiness• Growing Our Businesses• Developing the Talent Pipeline• Tapping Into Alternative Labor Pools

Tools

• Sector Reports/Reliable data • Career Readiness Certificate as a sector tool

for regional competitiveness • Website for career management that a sector

based component and micro sites for targeted messaging

• Report card - The brutal truth • Employer Surveys • Regional sector summits - Skills partnerships• Regional specific publications • Industry Sector tool kit – technical assistance

Why focus on Sectors?

• Worker and skill shortages - creates the need to engage all populations as well as focus on retention and recruitment of needed skills. Sector Strategies help to frame and organize efforts.

• Employment needs that outpace population gains - will require specific recruitment efforts based on industry specific needs.

• Reduced resources - need to serve larger business segments more comprehensively and more efficiently. Sector Strategies provides a “rallying point” a way to organize services.

• Common Data - Need for verifiable data that all can agree to.

• Business engagement - Creating a sense of urgency and providing a forum for getting business involved not just at the table.

Industry Sector Identification

• Original industries were identified based on the squeaky wheel method.

• However, these were also industries that are consider to be “value added” higher paying industries in Oklahoma that will lead to continued increases in per capita income.

Statewide Industries • Healthcare• Aerospace• Manufacturing

Energy (incl. Wind, Biofuels, etc) Construction TradesTransportation, Distribution, LogisticsBiotechnology, Biosciences

Regions can choose what makes sense for them.

Utilizing Sector Approaches

Sector-based initiatives are responsive industry-specific regional solutions to employers’ needs for skilled workers.

• Health Care Sector Health Care Workforce Resource Center Partners in Nursing 1+1 Nursing Education Programs Health Care Summits

• Aerospace Sector 2007 Aerospace Industry Report Aviation Intern Recruitment (AIR)

• Advanced Manufacturing Sector Partnerships with Francis Tuttle’s Advanced Mfg Center Worker Pipeline Initiative - Project Moves Centers of Excellence

Grow Oklahoma Campaign

Grow Oklahoma is an innovative campaign that reaches across public and private sectors to ensure that Oklahoma has a competitive advantage for attracting, growing and retaining businesses through a highly skilled and talented workforce.

• Grow Initiative #1: Making our education and training system better coordinated, accessible and relevant to life and work.

• Grow Initiative #2: Building public/private partnerships to recruit and attract needed talent.

• Grow Initiative #3: Communicating the sense of urgency about the importance of credentials and

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Regional Teams

• State has not defined regions - have tried to pattern the Feds WIRED initiatives and let regions self-define.

• Conveners have been mostly workforce boards. In one local area a consortium of Colleges have stepped up to lead the initiative, but the two workforce boards in that area are also part of their coalition.

SW, SC & SouthernSouthern &

Eastern

NE & Kansas

Eastern & Southeast

NE & MO

SE, SO & AR

NW & NC

Central, EC& Cleveland

Southern & TX

NESE&E

NE & Tulsa

Developing Regional Teams

Regional teams representing education, employment, economic development and employers form to design strategies to build a competitive workforce that meets the demands of high growth, high demand and economically vital industry sectors.

• ECON 103 Seminars – builds capacity in approaching regional workforce and economic development issues.

• Industry Sector Strategies Institute – held in January 2008, stakeholders focused on the economy driving industries within their regions and defined workforce strategies.

• Competitive Regional Grants – to develop regional partnerships and gain business intelligence that will more quickly transition dislocated workers and provide regional lay off aversion strategies.

The Career Readiness System

Certifying Work Readiness

Critical Parts of the System• Assessment • Job profiling• Targeted Instruction• Credential (Career Ready Certificate)

This system can serve as a bridge between education, economicdevelopment, employment and employers. It can be a

powerful Economic Development tool.

Growing Our Businesses

The Governor’s Council is focused on collaboration and engaging communities to work together and meet the workforce talent needs of businesses.

• Oklahoma’s Certified Work Ready Communities (WRC) Project A catalyst to encourage communities to develop

workforce talent that aligns with industry needs in support of economic development strategies.

Developing the Talent Pipeline

The Governor’s Youth Council created a workforce strategy for youth.

• Shared Youth Vision Oklahoma was selected as a pilot state in an effort to provide a coherent service strategy for disadvantaged youth.

• Project MOVES (Manufacturing for Oklahoma’s Vital Economic Sustainability)

Funding from the U.S. Dept. of Labor provided opportunities to launch several initiatives with the advanced manufacturing sector.

Desired State:

Plentiful, skilled productive workforceManufacturing Health Care Aerospace

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Special Populations: Working poor, re-entry, middle school students, parents, minority groups, high school students and graduates, college students and graduates, tech school students and graduates, community college students and graduates, underemployed, unemployed, persons with disabilities, drop outs, etc.

Tool Kit – Phase 1

So you want to grow your region?

• Successful sector initiatives begin with regional assessments of needs and assets in order to determine if a sector initiative will be an appropriate and effective solution. This part begins with a guide for a regional assessment and walks you through initial convening of stakeholders as partners.

• Module 1: Deciding on a Sector Approach• Module 2: Regional Needs Assessment• Module 3: Convening and Planning

Phase 2: Design

Designing a sector initiative solution

• The heart of a good sector initiative is making sure the solutions are the right match for the identified needs of the target industry. This part is a step-by-step guide for facilitating the partnership toward a solution, developing a communications plan across stakeholders, planning ahead for long-term sustainability, and benchmarking for success.

• Module 4: Managing the Partnership• Module 5: Marketing and Communication Strategy• Module 6: Sustainability Strategy• Module 7: Metrics and Evaluation Strategy

Phase 3 - Implementation

Making it happen

• Turning plans into reality starts with knowing where you’re going, and depends on the ability of the partnership to stay the course. This section is designed to help the convener of the partnership to maintain stakeholder engagement, facilitate progress and clarification of end-products, and develop tools that build capacity of stakeholders and their staff as needed.

• Module 8: Maintaining the Partnership• Module 9: Development of Tools and Techniques (e.g.

sample interventions, solutions)

Phase 4 - Continuous

Keeping it going and growing

• Good sector partnerships build in necessary time and tools to reflect and re-assess so that their sector-based solutions are continuously improved. This section provides references and steps to take in order to ensure that partners are learning as they go.

• Module 10: Capacity Building• Module 11: Learning from the Work

Phase 5 - Quick

TIMELINE AND SUMMARY POINTS

• This is intended to be the “quick hit” module that wraps everything else up and provides “cheat sheet” timelines and task lists. It will also provide a pre-assessment instrument to help both novice and experienced sector practitioners identify the modules that will be most valuable to use and/or start with.

• Module 12: • Quick Reference Timeline• Summary of Key Points• Pre-Assessment to help experienced users understand

which modules are most valuable to use and/or start with.

Worker and Skill Shortages is an Economic Development Issue:

THE ANSWER IS NOT SIMPLE NOR IS THERE A SINGLE MAGIC BULLET.

No single entity or program owns or can solve the problem. It will require high level collaboration between us all and must be done for Oklahoma to be competitive.

Educational Institutions

(Middle Schools, High Schools, Technology Centers, Colleges)

Economic Development and Business

Needs

We Can’t Do This Alone

Workforce Boards, Local

Agencies, Community Leaders

Partnerships

Partnerships/Success

• Workforce Solutions Staff team (WSST) - provides a great core partnership at the state level. Nine state agencies plus representation from local workforce boards

• Incentives - As discretionary grants are made available, they always has a partnership requirement. A minimum of ED/ WF/ EDU. Also we sponsor events that are designed to bring these groups together.

• Business Services Regional Teams - Regional level teams, chartered by the WIB consisting of multi-agency partnerships representing ED/ WF/ EDU and Industry

• Policy - WIB certification requires movement to a role that includes regional issues convener, broker and facilitator

• Agency Directors Forum

Partnerships/ SuccessFactors

• Lay the Foundation - relationships, building trust, finding WIN-WIN issues, discover rallying points

• Industry Champions - Demand Driven = Business Services & Business needs drive initiatives and policy decisions

• Grass Roots - Involvement from many, inclusionary processes. State-Local partnerships

• Top Down, Bottom Up Combination - Support and charge from the Governor, plus grass roots involvement within regions.

• Consistent Themes & Communications Tools - Consistently communicating common themes, i.e. regionalism, key sectors, skills development/certification, pipeline development

Dual Focus--Industry and Client

• Dual focus, starts with the business. • Demand-Driven = Employer Driven

– What do they need - drilling down to their specific needs, based on the information received from the summits, surveys etc.

– Once we have that data, we can work to build the pipeline and develop the recruitment tools necessary to meet the need.

The Future: Are we done yet?

While the Governor’s Council has experienced great progress through the many committed partners that have collaborated to grow Oklahoma’s workforce, our work is not done. Advancing market-driven workforce and economic development systems is all about achieving wealth creation for business, individuals, and communities throughout Oklahoma, and requires action from each of us.

COMMITTEE STRUCTURE

Growing Talent

Talent Recruitment & Retention

Growing Awareness

Sector Implementation

Benchmarking – Best Practices(Oversight)

• Alignment of education and training system to “Grow Our Own” Oklahoma talent• Would include action steps from Initiative #1 of Council Plan (except industry sector processes)• Would include education alignment committee (formed by Directors’ Forum)

• Build public/private partnerships, work to recruit and retain the talent needed to fill the gap between talent that we have and talent that we need, and providing a way for employers to better access available talent• Would include action steps from Council Plan Initiative #2 (except industry sector reports)• Would include system transformation task force (formed by Directors’ Forum)

• Would include recruitment and retention task force (formed by Directors’ Forum)

• Industry sector report recommendation monitoring, follow-up and reporting• Initiate new industry specific reports• Sector needs/data• Support of regional sector initiatives

• Communication strategy to help implement initiatives and communicate the critical need and sense of urgency to all stakeholders• Would include action items from Council Plan Initiative #3 (except report card)

• Benchmarking and Oklahoma Report Card• WIB certification and development• Council processes and procedures• Compliance issues• Identification of world-class processes and capabilities – best practices• System measurements, report and evaluation

TRANSFORMATION

Taskforces/Think Tanks

• System of Regional Workforce Service Delivery

• System of Talent Development

Talent Recruitment and Retention

Educational Alignment

GAPS AND CHALLENGES

• Middle School Coaches• Communication/Outreach• Career Development Facilitators• GED and GED Plus (363,000)• Certified Work Ready Communities• Graduation Coaches• Service Delivery System

MORE CHALLENGES

UPGRADE THE SKILLS OF…

• Incumbent Workers• Mature Workers and Retirees• Disabled Workers• Returning Offenders • Military Separations and Spouses• Veterans• Out of School Youth

GCWED Committees Organization Chart

Governor’s Council

GrowingTalent

Talent Recruitment& Retention

SectorImplementation

GrowingAwareness Benchmarking

Best PracticesState Youth

Council

Agency Dirs.EducationalTask Force

Agency Dirs.Transformation

Task Force

Agency Dirs.Talent

Task Force

WSST

Low WageCommittee

CollaborativeSystems

Committee

Communication/AwarenessCommittee

“As we enter our second century of statehood, the test will be whether we rise to the moment and plunge into turning our state into a global winner based on skills and learning.”

Governor Brad Henry

Action1. Stay Informed The Governor’s Council offers tools, resources and

data to stay abreast of workforce issues and trends and their impact on our economic vitality which may be located at www.OKcommerce.gov.

Governor’s Council E-Blast Newsletter Bi-weekly updates from the Council Workforce Report Card Monitors competitive workforce and economic

development indicators Business Crossroads Quarterly newsletter for businesses

Action2. Get Involved Which of the Grow Oklahoma initiatives speak to you?

To learn more, go to www.OKcommerce.gov/council or www.GrowOklahoma.com.

Grow Initiative #1: Growing talent, skills and knowledge

Grow Initiative #2: Growing and delivering solutions for talent recruitment and retention

Grow Initiative #3: Growing awareness and success

Action3. Tell Others Communicating the sense of urgency

around workforce issues and solutions is everyone’s job. Tell others what you’ve learned and urge them to get involved through our campaign and career management Web site at www.GrowOklahoma.com.