Target Industry Cluster Task Forces

Rebecca Rust, Chief Economist and Director of Labor Market Statistics, Agency for Workforce Innovation;

Andra Cornelius, CEcD, Vice President of Business and Economic Development Opportunities, Workforce Florida;

Kevin Lloyd, Project Manager of Talent and Leadership Programs, Fairfield Index;

Christopher “Rod” Lewis, Director, Haas Center for Business Research and Economic Development, Emerald Coast The University of West Florida

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Workforce Florida, Inc.Target Industry Cluster Task Force

Florida Economic Development ConferenceJune 23, 2011

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Workforce Florida, Inc.

• Vision - Florida will develop a globally competitive workforce.•Mission - Florida will develop the state’s business

climate by designing and implementing strategies that help Floridians enter, remain and advance in the workforce, becoming more highly skilled and successful, benefiting Florida business and the entire state.

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Workforce Florida, Inc. and the Five-Year Strategic Plan

• Workforce Florida, Inc. is a lean organization with a small number of full time employees and 37 volunteer board members– Board members are appointed by the Governor, Senate President and House Speaker

• Our Five-Year Strategic Plan – Creating the Strategy for Today’s Needs and Tomorrow’s Talent– Mandated by Florida law– Recognized by the US Department of Labor as a “National Best Practice”

• Fourteen initiatives all dedicated to transforming our economy and workforce into a powerful and globally competitive position

• Strategic imperatives driving our planning and execution include:– A Florida economy in recovery, but at different paces for different people and

enterprises– A changing demand for strategic skills sets– Changing administration, legislature and a new economic delivery system

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WFI Strategic Plan Framework

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The New Florida Economic Development Delivery System

Governor

Enterprise Florida, Inc./Secretary of

CommerceDepartment of Economic Opportunity/Executive

Director

Workforce Florida, Inc./President

Division of Finance and

Administration

Division of Community

Development

Division of Strategic Business

Development

Division of Workforce

Services

Regional Workforce

Boards

Contract

Program and Fiscal Instructions

Policy

Reorganization of Agency for Workforce Innovation (AWI), Department of Community Affairs (DCA) and The Office of Trade, Tourism and Economic Development (OTTED)

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The Strategic Environment for Target Industry Clusters

Attracting new business to Floridaand expanding existing enterprises

Elevating the STEM-aptitude of students at all levels within the Florida education delivery

Balancing talent supply and demand to meet the needs of a new Florida economy

Creating a repository of all programs and talent development options available to citizens of Florida

Developing measures and/or benchmarks to assess the quality and year-to-year improvement

Strategic Emphasis (A,B,C,D,E) Collaborative Engagements

J Target Industry Cluster Task Forces

A Supply and Demand Analysis

H Florida Talent Supply Chain Team

B Customer (Employer) Satisfaction

I STEM Leadership

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“Interconnectedness” of Projects in WFI’s 5-Year Plan

Project J Target

Industry Cluster Task

Forces

Project A Supply and

Demand Analysis

Project H Florida Talent Supply

Chain Team

Project B Customer

(Employer) Satisfaction

Deeper understanding of

required strategic skill sets

Anticipate and respond to current and future talent demand

Questions answered and

guidance on Aviation &

Aerospace needs

Talent and business needs to build a demand-driven Aviation & Aerospace Cluster

Florida-wide survey of business mood related to talent and climate

Candid views on state of business

climate and talent availabilityProject I

STEM Leadership for Florida

Influence education and

talent development

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The Strategic Environment for Target Industry Clusters

Attracting new business to Floridaand expanding existing enterprises

Strategic Emphasis (A,B,C,D,E) Collaborative Engagements

J Target Industry Cluster Task Forces

• NOW – Aviation & Aerospace and Clean Technology• 2012 – Homeland Security & Defense and Life Sciences• 2013 – Financial & Professional Services and

Information Technology

The Three-Year Plan:

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The “Anatomy” of an Industry Cluster Task Force• The task forces are designed to be self-sustaining organizations.

• Each task force member needs to be a C-Level* executive with experience in national or multi-national markets, the ability to reach into networks, associations or areas of their enterprise to test ideas, data and messages.

• Task force members need a strong sensibility to, or a skill set in, Supply Chain Management.

• An interest in (or better yet a passion for) economic and workforce development.

• Finally, members must maintain a willingness to engage in candid, informational discussions with other task force members inside and outside the formal task force venue.

*For task force purposes a “C-Level” executive represents officers or senior leaders responsible for the productivity, reputation, growth/expansion and sustainability of a company. These include, but are not limited to: CEO, COO, CFO, VP HR/Human Capital, Chief Counsel, CIO and counterparts or sub-leaders with command and control of divisions, regional markets or operational lines.

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The Industry Cluster Task Forces in 2011Objectives Strengthen Florida’s workforce for 21st century

business and competitive needs Create a climate where existing target companies can

expand their operations Attract new targeted companies to Florida Broaden Florida’s industrial base far beyond

agriculture and tourism Integrate Cluster Task Forces with STEMflorida, Talent

Supply Chain, Supply/Demand and Customer Satisfaction Index initiatives

Deliverables Document Task Force agenda and operational

objectives Convene Clean Technology (April 21st) and Aviation &

Aerospace Task Forces (May 4th) Conduct Second Clean Technology (May 18th) and

Aviation & Aerospace Task Forces (June 16th) Summer Benchmark Assessment Institutes to note

processes improved Quarterly Status Reports and an Annual Report

A&A TF Meeting

Face to Face

May 4 June 16 July 28 Aug 31

Clean Tech TF Meeting

Face to Face

Apr 21 May 18 June 30 Aug 11

Aviation & Aerospace Summer Benchmark Institute

Clean Technology Summer Benchmark Institute

Sep 14-15

Sep 28-29

Annual Status Report for Industry Task Forces

Oct 13

Time Line for Target Industry Cluster Task Forces

Done!

Done!

Done!

Done!

Done!

Done!

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Re-imagine the Aviation & Aerospace Industry in five years

Create over time, a “demand-driven” economy where the entrenched industry clusters are fed by the Florida Talent Supply Chain with companies drawing on a highly educated workforce as well as other sectors of a growing and diverse economy.

Positive Signs – you’ll know it’s working when…

• Graduates of Florida higher education institutions are staying in the state with companies attracting graduates from other states - stopping the “brain drain”. (Supply/Demand)

• A “tuned” industry cluster is satisfied with the quality of the Florida’s talent meeting their demand for growth and stability. (Customer Satisfaction and Talent Supply Chain)

• A flourishing industry cluster may generate regional partnerships with other organizations and realize heretofore, unrecognized economies of scale.

• A thriving enterprise in an industry cluster may choose to vertically expand their supply chain within the state to take advantage of proximity or local industry associations.

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Measuring the Effectiveness of Florida’s Target Industry Clusters

Contributes to a successful industry cluster• Clean Technology or A&A-related patents

issued– National ranking

• Clean Technology or A&A-related Career Academy Growth– Year to year growth

• Science and Engineering Students Growth– Ratio of graduate students in S&E to total

student-age population• Student Science Performance

– Percentage of 8th graders testing at proficient or above

• Venture Capital Growth– % of total nation’s VC investments

• Business Tax System Index– Comparison nationally

Evidence of a successful industry cluster

• Clean Technology or A&A Business Starts– Zero employment in 1st qtr, positive

employment in year 2• Unemployment Rate Among Clean Technology

or A&A Related Workers• Science and Engineering Workers Growth

– # of Science and Engineering PhDs employed in Florida

• Growth in Entrepreneurial Activity– Kauffman Index

• Research and Development Growth– Value as a % of GSP

• Customer Satisfaction Scores– Project B results

• Clean Technology or A&A Business Growth– Revenues, # of employees, etc.

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Framing the Industry Cluster’s Future Recommendations

• Narrative for the Present and Future of the Industry Cluster in Florida Defining the industry, state of the cluster, state of existing talent, current business climate Recommendations - ?

• State, Regional, Local Industry Cluster Collaboration Benefits to be derived by working more closely with local EDOs, Regional Workforce Boards Recommendations - ?

• The Importance of Workforce Analytics Understanding talent supply and demand, distributions, demographics and how they can

support informed workforce decision making Recommendations - ?

• Aviation/Aerospace and Clean Technology Awareness in Education Bending the knowledge curve “backwards” to make career information available to younger

students, replicate success stories Recommendations - ?

• Aviation/Aerospace and Clean Technology Collaboration with Florida Colleges and Universities

More collaboration and less competition, collaborative marketing Recommendations - ?

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Measuring Demand-Driven

“A demand-driven talent supply chain is a 21st century seamless ecosystem linking business, workers (new and existing) and educators. To be demand-driven requires knowledge of business needs and assessment of workers’ skills and competencies throughout their career to include lifelong learning and contribution. Demand-driven workforce agencies, educators and external training providers at all levels are poised to respond immediately within business and economic cycles through established and proactive communication networks. Demand-driven talent supply chains are agile and responsive to rapid economic transitions in a globally integrated economy.”

Who needs to be demand-driven?

Florida Talent Supply Chain

The Clean Tech Cluster(Beginning the Journey)

•Non-traditional Industry Cluster• Encompasses wide variety of activities

•Defining the Cluster

•Defining the Critical Occupations• 18 groups of 31 “knowledge/backbone”

occupations

• 26 groups of 151 “supporting occupations”

The Clean Tech Cluster(Where We Are Now)

•Gap Analysis of Traditional Occupations is Complete at State and Regional Level• Pursuing a refined definition of the cluster for Florida’s future workforce needs

• Examining occupational demands that are not defined by traditional taxonomies

•Defining a core group of critical skills versus critical occupations

Aviation and Aerospace Targeted Industry Cluster

Labor Supply Demand Model Example – Machinist

Machinists Labor Supply / Demand Indicators by Occupation

SUPPLY DEMAND Industry (Aerospace) & Occupation Details

WIA Training Enrollees 23

Job AdsHelp Wanted OnLine – 169

For Short Term Analysis

2010 Current Employment*881

School District Enrollees187 OR; 2018 Projected Employment*

938

College System Enrollees132

2010 -18 Projected Average Annual Openings

196For Long Term Analysis

Occupation % of Industry Total* 2.62%

WIA Training Completers93

Projected Annual Avg. Openings 196

School District Completers20

Entry, Mean, Median Wages$11.67 , $17.58, $17.36

College System Completers13

Targeted Occupation? NO

Public University GraduatesN/A

Targeted Industry Cluster? YES

Jobseekers - 1,113 * Specific to Industry Occupational Details

Thank You!