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Building Pathways to Opportunity: Partnerships that Work
International Association of Jewish Vocational ServiceJune 1, 2008
Outline for Presentation1. Trends in the labor market and the
implications of those trends on our work.2. Capabilities that our organizations need
to be successful as workforce intermediaries.
3. Essential elements to meaningful workforce partnerships.
4. What it takes to lead a high performing workforce intermediary in the global economy.
Decline (2001-4)Decline (2001-4) Recovery (2004-6) Recovery (2004-6) Proj. Growth (2006-11)Proj. Growth (2006-11)
Educ. & HealthEduc. & Health
Hotels & FoodHotels & Food
Other ServicesOther Services
ConstructionConstruction
FinanceFinance
GovernmentGovernment
Trade, TransTrade, Trans
InformationInformation
Prof. & Bus. Svcs.Prof. & Bus. Svcs.
ManfgManfg
Source: CommCorp Analysis of New England Economic Partnership Data, November, 2007.
All Numbers in Thousands of Employees
Structural Shifts in the Massachusetts Economy2001-2011
-76
-34
-24
-20
-19
-11
-1
1
11
27
-14
21
0
-2
8
4
3
2
4
24
-8.8
32.9
5.5
7.1
0.7
1.5
-3.2
3.1
19.2
61.6
Updated
Updated
Percentage Distribution by Educational Attainment of Employed Individuals Who Worked in the
North Shore Area by Major Industry, 2005-06
10.5%
6.3%
29.8%
18.4%
12.4%
10.6%
14.2%
19.6%
35.2%
35.4%
30.8%
48.4%
28.9%
36.4%
17.4%
21.6%
39.4%
25.4%
29.9%
24.4%
30.6%
21.6%
26.9%
37.9%
68.7%
66.0%
43.6%
52.7%
20.3%
31.4%
25.1%
14.6%
8.8%
4.0%
11.9%
14.8%
5.8%
7.4%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Other services
Healthcare and social services
Educational services
Professional, scientic andtechnical Services
Finance, insurance & real estate
Information
Retail trade
Durable manufacturing
Non-durable manufacturing
Construction
Ind
us
try
High school students High school dropouts High school graduate Some college Bachelor's or more
“The highest form of charity is helping people become self-sufficient.”
- Maimonides
Finding your way to self-sufficiency in the global economy requires…
1. Strong basic skills 2. Ability to do pre-college or college-level
work3. Soft skills (working in teams, taking
feedback, etc) 4. Transferable skills to move from
industry to industry, company to company.
5. Networks
Capabilities of a high performing workforce intermediary, 1
Understanding labor market dynamics & changing business challenges
Partnering with business to solve workforce challenges through timely and effective actions
Partnering with education to develop clearly- articulated pathways that use customers’ time and money effectively and efficiently
Capabilities of a high performing workforce intermediary, 2
Designing customizable programs to meet specific skill needs of job seekers & maximize their investment of time & money
Persisting with customers to meet self-sufficiency mission through career coaching and strong business and education partnerships
Differentiating Your Organization: Forming Strategic Partnerships, 1
Shared analysis and understanding of the challenges and opportunities facing the sector, region or targeted group
Shared understanding and agreement of the strategy and goals that the partnership needs to attain in order to meet the challenge or maximize the opportunity
Differentiating Your Organization: Forming Strategic Partnerships, 2
Clear governance/protocols that guide decisions and choices
Clarity of roles and responsibilities
Capability to measure activities and progress in meeting goals
Shared investment and risk.
Leading a High Performing Intermediary
Focus and Direction (mission and strategy)
Accountability and communication of results
Talent: well-informed, highly skilled and committed staff
Relationships, alliances, partnerships – externally focused to create and maximize opportunities