Strategy& Purpose: “what” & “why”, not “how”
“Big Deal” Issues
Seeks to change behavior:
What we do communally through government and
in our communities
and knowledge of workers
Territory spans many silos:
Community Colleges and other post-secondary
Adult education/basic skills development
Human services skills & employment
Formal Levers include: Informal Levers include:
Legislation Building guiding coalitions
Directives Engaging people in the
POLICY = “WHAT” & “WHY” PROGRAM = “HOW”
Aimed at broader change Created to solve a specific
More readily integrative
Tend to form silos, create turf
Systemic, lasting change;
Focus on delivery of service/
often affects multiple
programs solution to specific
Logic Model & Theory of
Adaptive Strategy &
Mission: Prosperity (good jobs,
Strategy: Increase community 1. Purpose
(regional) agility and resilience Facilitate healthy community networks
focused on innova3on and transi3on
(workers, ﬁrms communi3es)
spaces in communi3es
• Alignment (priori3es, strategies,
• More collabora3ve ac3vity across
• Feedback loop
Public • Survey
• Measurable changes in awareness,
opinion, percep3on, aOtudes
• Self‐organized individuals help
themselves and each other
• More meaningful engagement
• Partnership building: Asset/resource
mapping, social networking, convening Impact
• Increased agility, resilience
• Informa3on: data gathering, environmental scan
• Change in ways of doing business
• Strategy: Ini3a3ve development &
implementa3on • Increased conﬁdence in community
• Engagement: facilita3on, events, communica3on, • Improved eco‐system awareness
promo3on • Increase in peer‐to‐peer learning,
* Based on Geoﬀ Mulgan’s Adap3ve Strategy Model ar3culated in The Art of Public Strategy (Oxford University Press, 2009).
Get into groups of 5-6
Select a “problem” from
Develop a modified
theory of change
Define and give context
to problem (cause)
Identify what action(s)
you will take to address it
Sector Partnerships: Regional public-private
workforce partnerships in critical industries
Career Pathways: How people advance from one job
to another based on skills and experience
Entrepreneurship: How we help people make jobs
(not just find them)
Community engagement: How we influence attitudes
and behaviors in firms, communities, and among
Businesses & Industry Training Providers
Convened by Richmond Works Strong career pathway focus.
(Local Workforce Investment Board) Targets at-risk youth in Richmond, CA.
Unprecedented level of Since its launch in April 2007, the
collaboration with employers, Adult partnership has placed 90% of its 130
Education, public and private graduates in green construction jobs
training programs, unions, city paying $18+/hour.
economic development, and the
city housing authority.
Richmond Works staff worked
closely with employers to
understand skills needs across
positions in the construction and
solar installation sector.
Public private partners provide in-
kind and financial support.
Involves identifying a set of occupations within an industry,
the relevant skills needed for each, and the steps (including
coursework, certificates, degrees) needed to obtain
employment and advance in each.
Career “lattices” or “crosswalks” are a related concept,
indicating sets of skills that are transferrable across
industries or related sub-sectors.
Often at the center of a sector partnership’s activities, if
employers in the partnership identify this is as a missing
piece to filling their workforce gaps.
Many community colleges use employer or industry advisory
boards to help them create career pathway curriculum in
A region with mixed urban, suburban and rural areas, maybe 50 square miles;
roughly a population of 150,000 people. Pockets of poverty, mostly solid working
class neighborhoods, increasingly diverse, but aging population.
The area encompasses two local workforce areas, 3 community colleges, a
University, a handful of Chambers of Commerce, a few school districts;
Regional economy made up traditionally of small- to mid-size manufacturing but
that sector has been shrinking;
Relatively strong organized Labor presence;
High proportion of private construction contractors with little to no work in the
down economy, including insulation workers, welders, pipefitters, electricians,
roofers and builders;
The region also is home to a large software company advertising to the public
about recent sustainable business practice efforts.
Data shows emerging growth in “green manufacturers” – e.g. 2 solar panel
manufacturers; a wind turbine manufacturer; a recycled carpet company; a few
window supply companies trying to shift to energy efficient products;
One of the solar manufacturers approached a local workforce board with this
question: “My company employers 12 people, but to grow quickly I need a dozen
more entry- to mid-level workers who know their way around the basic technology
that I use to design and produce my specialized solar panels. What can you do?”
Imagine this is an emerging opportunity in your region. A convener has been
given a small ($20K) grant to start a sector partnership in green
You are all invited to be members of this new sector partnership. You will
play different roles – these are described on your role cards.
One of you (in each group) has been assigned the role of “convener” or
“intermediary.” It’s your job to get this group talking coherently about
relevant workforce needs, and possible joint efforts for sector growth. Get
ready to facilitate.
Take 2 minutes to get into your role – really think about the interests and
motivations of that person. Become that person. Get into it!
YOUR TASKS FOR THE NEXT 45 MINUTES CONSIDER THESE QUESTIONS:
What is potentially different about this
Start by introducing yourselves
partnership from existing workforce or
in your “role.” Then get to: How will you identify common, persistent
workforce challenges across employers
1. Why we’re all here today; in this sector?
What types of activities do you envision
2. Some identification of
meeting the workforce needs of
common needs; employers at the table?
How will you know it is meeting their
3. At least one idea for needs? How will this partnership engage
common action. What funding streams might be tapped
to support convening the partnership
and mid- to long-term activities of the
Who is not at the table that should be?
Did you get distracted by
trying to define “green
What did “conveners” notice
about the process?
What were the biggest
barriers to consensus?
What ideas emerged?
What would be next for this