Board of Higher Education Meeting | December 9, 2014

David Cedrone - Associate Commissioner DHE

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Strategic Workforce Planning: Next Focus

Statewide Workforce Planning

David Cedrone - Associate Commissioner DHE

Industry Sector Focus Healthcare IT/Technology Advanced Manufacturing Life Sciences (Bio) Financial Services

KEY OUTCOMES 1 & 4: College Participation & Workforce Alignment

STEM Education Expanding the Pipeline for All

(STEM Plan 2.0)

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Strategic Workforce Planning: Next Focus

Results! Nursing Workforce

David Cedrone - Associate Commissioner DHE

Year 2010 2011 2012 2013% Change 2010-2013

Total BSN Graduates, Source: IPEDs 1922 2282 2388 2580 34.2%BSN Graduates, prelicensure programs only; Source: BORN

1484 1633 1633 1787 20.4%

BSN Graduates, post-licensure (calc) 438 649 755 793 81.1%

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500

1000

1500

2000

2500

3000

2010 2011 2012 2013

Massachusetts BSN Graduates

Pre-Licensure Programs Post-LicensureSources: MA BORN, IPEDs

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Strategic Workforce Planning: Next Focus

Engagement Process

David Cedrone - Associate Commissioner DHE

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Existing BHE-Approved Plans

Three Potential Candidates for New Plans

Healthcare IT/TechnologyManufacturingWHOLE INDUSTRY

BioWHOLE INDUSTRY

Financial Services

WHOLE INDUSTRY

Employment

Job Postings Requiring Higher Ed.

36,000 50,000 21,000 10,500 10,000

Note: Filtered to exclude admin. support and other non-specialized

jobs within these industries.

Note: Not yet filtered; slightly inflated compared to healthcare & IT/technology.

Strategic Workforce Planning: Next Focus

Sector Scale & Job Opportunities

David Cedrone - Associate Commissioner DHE

Sources: BLS QCEW and OES 2013; Wanted Analytics. 120 Days, November 2014.

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Regional ImpactStrategic Workforce Planning: Next Focus

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Manufacturing and IT/Tech Plans would address half the Bio workforce demand.

Intersections

Manufacturing 21,000 postings

Bio 10,500 postings

IT/Technology50,000 postings

40% of Bio job postings fall within

Manufacturing

Strategic Workforce Planning: Next Focus

10% of Bio job postings fall within IT/Tech

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Strategic Workforce Planning: Next Focus

Workforce Educational Attainment Trend

Source: American Community Survey. IPUMS. 2007, 2010, and 2013, Massachusetts.

All recent Manufacturing workforce growth has been among college-educated workers.

44% / 56% 40% / 60%40% / 60%

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Educational Requirements

Source: Wanted Analytics. 120 Days, November 2014.

CS and IT 100% College-Level

Engineering100% College-Level

Management & Financial93% College-Level

Other36% College-Level

Production & Mechanical0% College-Level

Science, Health, & Math100% College-Level

Strategic Workforce Planning: Next Focus

78% of current MA Manufacturing job postings require some college education; 69% require bachelor’s or above.

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Strategic Workforce Planning: Next Focus

Educational Attainment

Source: Massachusetts Dept. of Higher Education. Employment After College– MA UI Employment Match. Public higher education graduates one year after graduation.

Recent graduates employed in Manufacturing reflect the patterns of the industry.

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Strategic Workforce Planning: Next Focus

Level of Educ. Attainment by State

Source: 2012 ACS 3 year sample. IPUMS. University of Minnesota.

MA has the highest-educated Manufacturing workforce among leading technology states.

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In two sample Manufacturing occupations, MA is showing greater hiring difficulty than other technology states.

CNC Machine Tool Operators—Median MA Salary: $34,300

Industrial Engineers—Median MA Salary: $86,200

Strategic Workforce Planning: Next Focus

Hiring Demand Scales

Source: Wanted Analytics. Dec. 8, 2014

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Address the college-level workforce demand needs of the Manufacturing sector, with special attention to the Manufacturing (and IT/Tech) workforce needs of the Bio sector.

Defer the Financial Services sector to FY16 when the Financial Services Advisory Council (established by Chapter 287 of the Acts of 2014) can be engaged.

Recommendations

David Cedrone - Associate Commissioner DHE

Strategic Workforce Planning: Next Focus

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In what sub-sectors of “Manufacturing” are college-level job postings dominant, and can we further categorize the required competencies in context of academic programs?

Are there opportunities for progression from “middle skill” manufacturing jobs to baccalaureate and higher jobs, and do we have pathways to promote this progression?

Are there other specialized needs of employers to develop a sustainable workforce pipeline, e.g., regional demand, workforce diversity, incumbent (adult) worker training?

What capacity do we have to address this demand? What constraints do we face?

Essential Questions

David Cedrone - Associate Commissioner DHE

Strategic Workforce Planning: Next Focus