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Presentation by a state official in Oklahoma about the transformation of their workforce development system

Presentation by a state official in Oklahoma about the transformation of their workforce development system

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    OK Workforce Slides OK Workforce Slides Presentation Transcript

    • MIND2MARKETPLACE (M2M) Presented By Norma Noble April 16, 2008
    • Success in Economic Development Requires a Skilled Workforce--- A Talent Development Strategy
    • The Oklahoma Challenge A shortage of workers and a shortage of skills  Too few workers  Outdated job skills, or  No marketable job skills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?
    • 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) 5
    • 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 Talent Development:  Transactional  Strategic  Individual  Sector focused  Jobs that exist NOW  Designed to CREATE jobs  Immediate results  Longer-term, sustainable  Workforce System results operates more  WS operates with and independently through partners  Transformative in nature
    • Manufacturing Careers Pathway Plant Manager / Manufacturing Executive OSU $90,000+ Bachelors Degree and/or Experience BS in Mechanical and (with 2-8 years of experience) Manufacturing Engineering Manufacturing Management Technology and Engineer Positions Other Degree Programs $40,000 and up OSU-OKMULGEE Associate Degree and/or Experience Manufacturing Degree Programs (with 2-3 years of experience) Associate of Applied Science  Manufacturing Engineering Technology Technician (Manufacturing / (pending approval) Engineering / Maintenance / Electrical)  Industrial and Engineering Technology First-line Supervisor, – Computer Maintenance  Industrial Maintenance Technology Computer Aided Drafting,  General and Occupational Studies Machine Operator, Skilled • Computer Aided Drafting • Electrical Technology Trade Positions • Machine Tool Technology $25,000 - $42,000 • Welding Technology COMPASS / ACT Employability Assessments Career Ready Certificate (CRC)/CRC+ HS Diploma / GED Manufacturing Skills Standard (MSS) and/or Experience (with 2 WorkKeys years of experience) Adult Ed Career Tech Centers General Manufacturing and High Schools Pathway Incumbent Workers Laborer Positions 9 Entry Points One Stop Minimum wage – low $20,000s
    • The Bottom Line is Economic Development 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 NEEDS ANALYSIS • 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 Council Strategic Plan Vision Oklahoma has a competitive advantage through integrated workforce and economic development objectives Mission Oklahoma advances a demand-driven workforce and economic development system Result Oklahoma 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 • Develop career pathways and career exploration strategies within industry sectors that all Oklahomans Increase the can access education/skill • Create a paradigm shift attainment levels of all among Oklahomans and Oklahomans employers toward valuing lifelong learning with a high value on skills development Increase the labor • Develop a coordinated, pool in Oklahoma responsive, and proactive service delivery and talent recruitment models to meet the needs of individuals and employers through sector approaches
    • Implementation Initiatives The Three GROW Initiatives Translation 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
    • 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 Trades Transportation, Distribution, Logistics Biotechnology, 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
    • 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
    • Information Your Resource for and Management Career Planning Grow Oklahoma Architecture Explore Plan Your Start A Thrive in About My Find a Job Careers Education Business Oklahoma Grow OK Grow OK
    • 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.
    • NE & Kansas NW & NC NE & MO NE & Tulsa Ce & C ntra NE lev l, EC ela SE nd & Eastern & & E Southeast n er rn th ou aste S E SW, SC & Southern SE, SO & AR Southern & TX
    • 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.
    • Certifying Work Readiness The Career Readiness System Critical Parts of the System • Assessment • Job profiling • Targeted Instruction • Credential (Career Ready Certificate) This system can serve as a bridge between education, economic development, 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 workforce Manufacturing Health Care Aerospace Strategy to enter and Strategy to enter and Strategy to enter and Career Pathways Career Pathways Career Pathways then to advance then to advance then to advance 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.
    • We Can’t Do This Alone Educational Economic Institutions Development (Middle Schools, High and Business Schools, Technology Centers, Colleges) Workforce Partners Needs Boards, Local Agencies, hips Community Leaders
    • 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/ Success Factors • 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 • Alignment of education and training system to “Grow Our Own” Oklahoma talent Growing 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 Talent Recruitment & Retention 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 Implementation • 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 Growing Awareness • Would include action items from Council Plan Initiative #3 (except report card) • Benchmarking and Oklahoma Report Card • WIB certification and development Benchmarking – Best Practices • Council processes and procedures • Compliance issues (Oversight) • 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 WSST Growing Talent Recruitment Sector Growing State Youth Benchmarking Talent & Retention Implementation Awareness Council Best Practices Agency Dirs. Agency Dirs. Agency Dirs. Collaborative Communication/ Low Wage Educational Transformation Talent Systems Awareness Committee Task Force Task Force Task Force Committee Committee
    • “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
    • Action 1. 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
    • Action 2. 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
    • Action 3. 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.