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Raising the Bar Together
Successful Strategies for Workforce
and Economic Development
Collaboration
Webinar presentation for the
North East Regional Employment and Training Association
By Dee Baird and Swati Ghosh
Economic Development Research
Partners
• To provide top-level economic developers
with a means of directing cutting-edge
research that advances the economic
development profession as a whole.
• Publications on globalization,
entrepreneurship, manufacturing, high
performing EDOs, working with site
consultants, etc. available to download on
IEDC website.
Introduction
• Human capital is essential.
– Economy restructuring from industrial system
to one based in knowledge.
• Talent is a major force in economic
development.
– It attracts companies and helps existing
companies grow.
Workforce and Economic
Development at Odds
• Traditionally, economic developers
attracted businesses, while workforce
developers trained employees, often
without collaborating.
Differences Between Workforce
and Economic Developers
Economic Development Workforce Development
Philosophy/Language •Business Focused
•Deal Driven
•Tax policy, financing
•Individual focused
•Program driven
•Social service orientation
Funding •Public and private
sources
•Primarily federal sources
Target Populations •Business firms,
chambers of commerce,
EDOs, local government
•Job-seekers, low-skilled
workers, low-income
adults and youth, training
providers
Differences Between Workforce and
Economic Developers Continued
Economic Development Workforce Development
Performance Metrics •Businesses/jobs created
•No. of high-paying jobs
•Public and private
investments
•Placement
•Retention after 6 months
•Earnings
•Skill
attainment/credentials
What They Offer •Relationships with local
businesses
•Market knowledge on
industry trends and
employer needs
•Creativity in finding
resources
•Resources, expertise on
training
•Flexible, reliable funding
•Information on local
labor market
•Alliances with employers
Workforce Investment Act (1998)
• Provides assistance to unemployed workers
through education and skills training.
• Sets up one-stop workforce investment
systems.
• Systems most often structured by workforce
investment boards (WIBs), staffed by
professional workforce developers and
representing public, private, and educational
institutions.
Emerging Mutual Realizations
Economic Developers
• Realizing the
importance of a
talented labor supply.
Workforce Developers
• Realizing the need to
align programs with
local employer needs.
• Professionals in both fields are realizing that
it does not make sense to work in isolation.
• Working together, and with business and
education partners, is essential for sustained
economic growth.
Paradigm Shift to Collaborative Model
• Collaboration is necessary if sustainable
and effective workforce development is to
take place.
– Both groups need to adjust focus from short-
term gains to long-term thinking about labor
supply and talent development.
– Focus on competitive and growing industries.
New Collaborative Model for
Knowledge Economy
• Groups can align around long-term goals of
talent attraction, development, and
retention.
– This shift requires new metrics that are focused
not on job growth or placement rates, but
instead on the quantitative and qualitative
improvements in human capital.
Methodology
• This paper identifies successful
collaborations between workforce
development organizations and EDOs.
– Paper is intended to be a guide for economic
development and workforce development
professionals.
– Range of geographical focus.
• Profiles Three Collaborative Programs:
– Los Angeles Workforce Systems Collaborative
– Eastern Carolina Workforce System Innovation
Network
– Oklahoma Governor’s Council for Workforce
and Economic Development
• Showcases Two Emerging Programs:
– Middle Tennessee Regional Workforce Alliance
– Grand Rapids Apprenticeship Program
Methodology
Los Angeles Workforce Systems
Collaborative (LAWSC)
• Created in 2007 under the leadership of
Mayor Antonio Villaraigosa and Deputy
Mayor Larry Frank.
• Serves region of 88 cities, 10 million
people, and seven workforce investment
boards.
Goal of LAWSC
• Collaborate to redirect misguided
resources.
• Create a comprehensive and fully
integrated workforce and economic
development system.
– Synchronize recruitment, support services,
education and training programs, employer
engagement and job placement, funding, and
government policy.
Partners
• Economic
Development
– Los Angeles
County Economic
Development
Corporation
(LAEDC)
• Workforce
Development
– Los Angeles
County Workforce
Investment Board
– City of Los Angeles
Workforce
Investment Board
– State of California
Employment
Development
Department
• Education
– Los Angeles
Community
College District
– Los Angeles
Unified School
District
• Business Interests
– Los Angeles Area
Chamber of
Commerce
– Unite LA
• Charitable Interests
– United Way of Los
Angeles
– Los Angeles
Workforce
Funders
Collaborative
• Labor Interests
– Los Angeles
County Federation
of Labor
Benchmarking Progress
Goal 1
Cross-sector cooperation, communication, collaboration, and
joint advocacy.
Goal 2
Support demand-driven industry sector initiatives and sector
intermediaries.
Goal 3
Cultivate innovative labor-business partnerships .
Goal 4
Leverage Resources to increase access and impact through
joint-use facilities.
Goal 5
Expand regional youth employment opportunities.
Eastern Region Workforce
Innovation Network (WIN)
• Regional Profile:
– 13 rural counties.
– 4th largest active military population.
– Main economic drivers: value-added agriculture &
advanced machinery.
• Regional partnership combats threats of new
economic realities.
– Industry/sector losses threaten jobs.
• Downsizing of DuPont and other loss of tobacco and
apparel manufacturers.
Changing Opportunities
Jobs Lost
• DuPont Chemical scaling
back
– From 4,000 workers at
peak to 200 in 2005
• Loss of apparel and
tobacco jobs
Jobs Gained
• Increased military activity
• Value added agriculture
• Advanced manufacturing
Members’ Roles
• North Carolina Eastern Region (NCER)
– Provide staff assistance and financial resources.
• Eastern Carolina Workforce Development
Board:
– Acts as the fiscal agent and drives
communication.
• Region Q and Turning Point Workforce
Development Boards:
– Leads local area activities.
Oklahoma Governor’s Council for
Workforce and Economic Development
(GCWED)
• Serves as state Workforce Investment Board.
• Housed under & administered by Oklahoma
Department of Commerce.
• Integrated policy and activities increase efficiency &
leverage resources.
• Fosters collaboration among 77 counties and
several economic development regions.
• Establishes alignment as the new normal from the top
down.
Role of the GCWED
• Make workforce and
labor system
recommendations
• Oversees local
workforce boards
ADVISE
GOVERNOR
• Identify talent & skills
necessitated by
industry
GATHER
INFORMATION • Convene education,
workforce & economic
development players
• Expedites public-
private collaboration
FACILITATE
ALIGNMENT
Role of the GCWED
• Scanning – Researching trends and issues
specific to workforce and economic
development.
• Convening – Fostering community
engagement.
• Providing – Building governance and
leadership capacity.
• Facilitating – Aiding workforce preparation for
the industry.
• Evaluating – Creating benchmarks and
measuring return on investment.
Emerging Best Practices
• Two innovative programs that can lead to
successful integration of workforce and
economic development strategies.
1. Middle Tennessee Regional Workforce
Alliance (MTRWA).
2. Grand Rapids Advanced Manufacturing
Training Program.
Middle Tennessee Regional
Workforce Alliance, Nashville TN
• Middle Tennessee is a 10-county region
anchored by Nashville.
• Need for a higher skilled workforce was
identified due to series of studies
conducted with three regional WIBs.
– 2010 study found that the region would add
151,000 new jobs, and that the current
population did not have skills and education to
fill them.
Grand Rapids Advanced
Manufacturing Training Program,
Grand Rapids MI
• Apprenticeship program designed to satisfy
the workplace needs of local
manufacturers.
• Dual education system to train advanced
manufacturing workers by combining both
apprenticeships and vocational education.
• Students work 4 days a week and study on
1 day at the community college.
Partners and Other Programs
• Kent-Allegan Michigan Works Board is the
first partner to be engaged in this program.
• As this program grows, it is expected that
other workplace development boards will
also join.
• A similar program has been developed by
the Michigan Economic Development
Corporation.
Conclusion
• Paradigm shift for both WIBs and EDOs
towards long-term thinking.
• Programs have been introduced to develop
specialized training for emerging industries.
• Analysis will have to be undertaken to
determine industries with potential for
growth and the current labor market’s skill-
set.
Recommendation 1
Adopt a Shared Vision but Different Metrics
• EDOs and WIBs must have a detailed strategic
plan to ensure that the collaborative process is
as efficient as possible.
• Different organizations may pursue different
metrics provided they contribute to the overall
strategic vision.
– For example, EDOs may concentrate on jobs
created or maintained, while WIBs may focus on
training numbers or placements.
Recommendation 2
Organize and Collaborate with Partners in
Education and Business
• Stakeholders from both the business and
educational sectors work in conjunction to
operate thriving programs.
• It is critical that the cultural divide between
business operators and educators is bridged
to ensure an efficient and successful
collaborative process.
Recommendation 3
Utilize Effective Partnership Frameworks
• One of the most difficult problems is that
the service areas of EDOs and WIBs do not
always match up.
• This can be either geographically or in terms
of the relative sizes of the partners, where
sometimes the biggest EDO/WIB will be
unsuitable.
• A smaller joint venture may result in greater
results than otherwise expected.
Recommendation 3
• Effectively structuring partnerships is
crucial to direct resources to the most
appropriate areas first.
• A common goal ensures a focused effort.
• Information and resources must be shared
openly between partners to prevent
redundancy.
• Download the “Raising the Bar
Together: Successful Strategies
for Workforce and Economic
Development Collaboration”
from IEDC.
– http://www.iedconline.org/web-
pages/resources-publications/edrp-
publications/

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Iedc ec. dev and workforce dev collaboration

  • 1. Raising the Bar Together Successful Strategies for Workforce and Economic Development Collaboration Webinar presentation for the North East Regional Employment and Training Association By Dee Baird and Swati Ghosh
  • 2. Economic Development Research Partners • To provide top-level economic developers with a means of directing cutting-edge research that advances the economic development profession as a whole. • Publications on globalization, entrepreneurship, manufacturing, high performing EDOs, working with site consultants, etc. available to download on IEDC website.
  • 3. Introduction • Human capital is essential. – Economy restructuring from industrial system to one based in knowledge. • Talent is a major force in economic development. – It attracts companies and helps existing companies grow.
  • 4. Workforce and Economic Development at Odds • Traditionally, economic developers attracted businesses, while workforce developers trained employees, often without collaborating.
  • 5. Differences Between Workforce and Economic Developers Economic Development Workforce Development Philosophy/Language •Business Focused •Deal Driven •Tax policy, financing •Individual focused •Program driven •Social service orientation Funding •Public and private sources •Primarily federal sources Target Populations •Business firms, chambers of commerce, EDOs, local government •Job-seekers, low-skilled workers, low-income adults and youth, training providers
  • 6. Differences Between Workforce and Economic Developers Continued Economic Development Workforce Development Performance Metrics •Businesses/jobs created •No. of high-paying jobs •Public and private investments •Placement •Retention after 6 months •Earnings •Skill attainment/credentials What They Offer •Relationships with local businesses •Market knowledge on industry trends and employer needs •Creativity in finding resources •Resources, expertise on training •Flexible, reliable funding •Information on local labor market •Alliances with employers
  • 7. Workforce Investment Act (1998) • Provides assistance to unemployed workers through education and skills training. • Sets up one-stop workforce investment systems. • Systems most often structured by workforce investment boards (WIBs), staffed by professional workforce developers and representing public, private, and educational institutions.
  • 8. Emerging Mutual Realizations Economic Developers • Realizing the importance of a talented labor supply. Workforce Developers • Realizing the need to align programs with local employer needs. • Professionals in both fields are realizing that it does not make sense to work in isolation. • Working together, and with business and education partners, is essential for sustained economic growth.
  • 9. Paradigm Shift to Collaborative Model • Collaboration is necessary if sustainable and effective workforce development is to take place. – Both groups need to adjust focus from short- term gains to long-term thinking about labor supply and talent development. – Focus on competitive and growing industries.
  • 10. New Collaborative Model for Knowledge Economy • Groups can align around long-term goals of talent attraction, development, and retention. – This shift requires new metrics that are focused not on job growth or placement rates, but instead on the quantitative and qualitative improvements in human capital.
  • 11. Methodology • This paper identifies successful collaborations between workforce development organizations and EDOs. – Paper is intended to be a guide for economic development and workforce development professionals. – Range of geographical focus.
  • 12. • Profiles Three Collaborative Programs: – Los Angeles Workforce Systems Collaborative – Eastern Carolina Workforce System Innovation Network – Oklahoma Governor’s Council for Workforce and Economic Development • Showcases Two Emerging Programs: – Middle Tennessee Regional Workforce Alliance – Grand Rapids Apprenticeship Program Methodology
  • 13. Los Angeles Workforce Systems Collaborative (LAWSC) • Created in 2007 under the leadership of Mayor Antonio Villaraigosa and Deputy Mayor Larry Frank. • Serves region of 88 cities, 10 million people, and seven workforce investment boards.
  • 14. Goal of LAWSC • Collaborate to redirect misguided resources. • Create a comprehensive and fully integrated workforce and economic development system. – Synchronize recruitment, support services, education and training programs, employer engagement and job placement, funding, and government policy.
  • 15. Partners • Economic Development – Los Angeles County Economic Development Corporation (LAEDC) • Workforce Development – Los Angeles County Workforce Investment Board – City of Los Angeles Workforce Investment Board – State of California Employment Development Department • Education – Los Angeles Community College District – Los Angeles Unified School District • Business Interests – Los Angeles Area Chamber of Commerce – Unite LA • Charitable Interests – United Way of Los Angeles – Los Angeles Workforce Funders Collaborative • Labor Interests – Los Angeles County Federation of Labor
  • 16. Benchmarking Progress Goal 1 Cross-sector cooperation, communication, collaboration, and joint advocacy. Goal 2 Support demand-driven industry sector initiatives and sector intermediaries. Goal 3 Cultivate innovative labor-business partnerships . Goal 4 Leverage Resources to increase access and impact through joint-use facilities. Goal 5 Expand regional youth employment opportunities.
  • 17. Eastern Region Workforce Innovation Network (WIN) • Regional Profile: – 13 rural counties. – 4th largest active military population. – Main economic drivers: value-added agriculture & advanced machinery. • Regional partnership combats threats of new economic realities. – Industry/sector losses threaten jobs. • Downsizing of DuPont and other loss of tobacco and apparel manufacturers.
  • 18. Changing Opportunities Jobs Lost • DuPont Chemical scaling back – From 4,000 workers at peak to 200 in 2005 • Loss of apparel and tobacco jobs Jobs Gained • Increased military activity • Value added agriculture • Advanced manufacturing
  • 19. Members’ Roles • North Carolina Eastern Region (NCER) – Provide staff assistance and financial resources. • Eastern Carolina Workforce Development Board: – Acts as the fiscal agent and drives communication. • Region Q and Turning Point Workforce Development Boards: – Leads local area activities.
  • 20. Oklahoma Governor’s Council for Workforce and Economic Development (GCWED) • Serves as state Workforce Investment Board. • Housed under & administered by Oklahoma Department of Commerce. • Integrated policy and activities increase efficiency & leverage resources. • Fosters collaboration among 77 counties and several economic development regions. • Establishes alignment as the new normal from the top down.
  • 21. Role of the GCWED • Make workforce and labor system recommendations • Oversees local workforce boards ADVISE GOVERNOR • Identify talent & skills necessitated by industry GATHER INFORMATION • Convene education, workforce & economic development players • Expedites public- private collaboration FACILITATE ALIGNMENT
  • 22. Role of the GCWED • Scanning – Researching trends and issues specific to workforce and economic development. • Convening – Fostering community engagement. • Providing – Building governance and leadership capacity. • Facilitating – Aiding workforce preparation for the industry. • Evaluating – Creating benchmarks and measuring return on investment.
  • 23. Emerging Best Practices • Two innovative programs that can lead to successful integration of workforce and economic development strategies. 1. Middle Tennessee Regional Workforce Alliance (MTRWA). 2. Grand Rapids Advanced Manufacturing Training Program.
  • 24. Middle Tennessee Regional Workforce Alliance, Nashville TN • Middle Tennessee is a 10-county region anchored by Nashville. • Need for a higher skilled workforce was identified due to series of studies conducted with three regional WIBs. – 2010 study found that the region would add 151,000 new jobs, and that the current population did not have skills and education to fill them.
  • 25. Grand Rapids Advanced Manufacturing Training Program, Grand Rapids MI • Apprenticeship program designed to satisfy the workplace needs of local manufacturers. • Dual education system to train advanced manufacturing workers by combining both apprenticeships and vocational education. • Students work 4 days a week and study on 1 day at the community college.
  • 26. Partners and Other Programs • Kent-Allegan Michigan Works Board is the first partner to be engaged in this program. • As this program grows, it is expected that other workplace development boards will also join. • A similar program has been developed by the Michigan Economic Development Corporation.
  • 27. Conclusion • Paradigm shift for both WIBs and EDOs towards long-term thinking. • Programs have been introduced to develop specialized training for emerging industries. • Analysis will have to be undertaken to determine industries with potential for growth and the current labor market’s skill- set.
  • 28. Recommendation 1 Adopt a Shared Vision but Different Metrics • EDOs and WIBs must have a detailed strategic plan to ensure that the collaborative process is as efficient as possible. • Different organizations may pursue different metrics provided they contribute to the overall strategic vision. – For example, EDOs may concentrate on jobs created or maintained, while WIBs may focus on training numbers or placements.
  • 29. Recommendation 2 Organize and Collaborate with Partners in Education and Business • Stakeholders from both the business and educational sectors work in conjunction to operate thriving programs. • It is critical that the cultural divide between business operators and educators is bridged to ensure an efficient and successful collaborative process.
  • 30. Recommendation 3 Utilize Effective Partnership Frameworks • One of the most difficult problems is that the service areas of EDOs and WIBs do not always match up. • This can be either geographically or in terms of the relative sizes of the partners, where sometimes the biggest EDO/WIB will be unsuitable. • A smaller joint venture may result in greater results than otherwise expected.
  • 31. Recommendation 3 • Effectively structuring partnerships is crucial to direct resources to the most appropriate areas first. • A common goal ensures a focused effort. • Information and resources must be shared openly between partners to prevent redundancy.
  • 32. • Download the “Raising the Bar Together: Successful Strategies for Workforce and Economic Development Collaboration” from IEDC. – http://www.iedconline.org/web- pages/resources-publications/edrp- publications/

Editor's Notes

  1. 1-2 minute introduction about EDRP. 40 member organizationsDiverse group of members with different expertise in economic development.Publishes white papers, primers and case studies regularly. All publications can be downloaded from IEDC website or purchased in hard copy at the bookstore. Members can download the presentations for free. Sample copies of the publications can be found at the resource center in the Economic Development Marketplace here at the conference. Research topics are chosen by EDRP members. EDRP meet five times a year at each of IEDC’s conferences and at a summer retreat.
  2. This Act established a basic framework to support workforce development at national, regional, state and local levels.
  3. The driving force behind this convergence is the realization that a talented labor supply is the key to economic prosperity of the community.In order to ensure a skilled workforce for existing and emerging industries, EDOs and workforce development organizations must work collaboratively to meet current and future industry needs.
  4. New metrics – key performance indicators.Other quantitative data could possibly include number of qualifications on average in the workforce.
  5. The Los Angeles Workforce Systems Collaborative (LAWSC) shows the importance of a group sharing a unified vision for workforce development an example of this was a partnership with the City of Los Angeles Workforce Investment Board to retain 10,499 jobs through a LAWSC initiative called the Layoff Aversion Program.
  6. LAEDC was able to work with the Los Angeles City WIB to access funding to implement the Layoff Aversion Program whilst the LAEDC utilized its research abilities and business relationsto identify struggling businesses and determine their future viability. This program is an outstanding example of the various assets of workforce and economic development organizations being leveraged.
  7. Another component of the program revolves aroundbusiness retention and referrals of businesses with pending workforce reductions to the relevant WIB’s Rapid Response Unit. This program capitalizes on the strong relationships and business knowledge of LAEDC and provides a system for alerting WIBs of potential workforce reductions. Ultimately, the preservation of jobs means that the goals of both groups are met.
  8. NCER convened with the Eastern Carolina, Region Q and Turning Point WDBs to assess the threats posed to employment and then seek opportunities for improvement and transformation.In 2008, NCER partnered with the workforce development boards to apply for a Regional Collaboration Grant from the North Carolina Commission on Workforce Development and received a small planning grant of $55,000 which served to solidify a working partnership.
  9. Works in tandem with Workkeys, and was funded by the North Carolina Rural Economic Development Center for $210,000. Five counties in the region are designated as Certified Work Ready Communities. ASPIRE works with Eastern WIN partners, as well as k-12, community colleges, Eastern Carolina University, local economic developers, county and local government, area chambers of commerce and industry.
  10. A program to strengthen the pipeline of STEM workers, STEM East addresses a lack of interest and real-world relevancy by introducing students to career-aligned and project-based learning in middle school. It also matches teachers with employers to help design curriculum for the industry. Schools that participate receive space and capital, as well as additional funds generated though grants and investments.
  11. The council was reconstituted in 2004.The goal of the Council is to “expand and improve Oklahoma’s workforce, promote a stronger economy, and make the state more competitive globally”
  12. This dual education system is derived from the German scheme where students may elect to spend a combination of time learning in the class room whilst also gaining hands-on experience in apprenticeships.
  13. The role of education in workforce development is essential for continued economic growth as the constant demand for skilled workers in various industry sectors is dependent on the operation of the educators to provide the skills and training needed for future employees.The business community is more likely to invest resources in the skill development of both job seekers and incumbent workers when EDOs can show that their engagement is a necessary step to help develop career opportunities to ensure the sustainability of the industry.