Workforce Development€¦ · Aligning Priorities and Practices Location Factors 31st 13Annual Corporate Survey 2016 #1 Highway Accessibility #2 Availability of Skilled Workforce

Workforce Development January 23, 2018

Arizona Basic Economic Development Course

Cynthia Spell Tweh, AZED Pro, CWDP, LMSW City of Phoenix, Community and Economic Development Department

LaSetta Hogans, GCDF, MSW City of Phoenix, City Manager’s Office, Career Services

1

A Focused Conversation

Aligning Priorities and Practices

Building a Strong Workforce Foundation

Bridging Message and Methods

Coordinating Access to Talent

Changing Results

Improving Quality and Increasing Outputs

Arizona Basic Economic Development Course 2

Aligning Priorities and Practices


Aligning Priorities and Practices Location Factors

What are the

top factors

in navigating the

location maze?


Aligning Priorities and Practices Location Factors

31st Annual Corporate Survey 2016

#1 Highway Accessibility

#2 Availability of Skilled Workforce

#3 Labor Cost

#4 Occupancy/Construction Cost

#5 State and Local Incentives

#6 Corporate Tax Rate

#7 Tax Exemptions

#8 Energy Availability and Cost

#9 Proximity to Major Markets

#10 Quality of Life (Source: Area Development Site and Facility Planning –

Q1/2017 Page 35)

13th Annual Consultants Survey 2016

#1 Availability of Skilled Workforce

#2 Highway Accessibility

#3 Labor Cost

#3T Proximity to Major Markets

#3T State and Local Incentives

#3T Available Land

#3T Tax Exemptions

#8 Energy Availability and Cost

#8T Proximity to Suppliers

#10 Training Program/Tech Schools (Source: Area Development Site and Facility Planning –

Q1/2017 Page 48)

5 Arizona Basic Economic Development Course 5

Aligning Priorities and Practices Why access to talent matters.


“When companies are considering

a new market to relocate or

expand, the number one question

asked is about the quality and

availability of the workforce.

Companies know that their top

competitive advantage lies within

their workforce, and they will not

consider any new location that

does not give them a workforce

advantage. There is no incentive,

financial or otherwise, provided that

can trump a qualified workforce.”

Ms. Christine Mackay

Economic Development Director, City of Phoenix

6

Aligning Priorities and Practices Workforce development defined, who says?



(Source: What is Workforce Development? Lyn E. Haralson https://www.stlouisfed.org/Publications/Bridges/Spring-2010/What-is-Workforce-Development)


Employers

Skills their business/industry needs to remain competitive in the global marketplace

Communities and economic developers

Community/region sustainable economic growth

Educational institutions and public/private social service providers

Individual’s sustainable economic security


Dr. Robert Jacobs and Joshua D. Hawley, professors of Workforce Development and Education at Ohio State University sought

“Workforce development is the coordination of public and private-sector policies and programs that provides individuals with the opportunity for a sustainable livelihood and helps organizations achieve exemplary goals, consistent with the societal context.” Dr. Robert Jacobs and Joshua D. Hawley, professors of Workforce Development and Education at Ohio State University

(Source: What is Workforce Development? Lyn E. Haralson https://www.stlouisfed.org/Publications/Bridges/Spring-2010/What-is-Workforce-Development)


Aligning Priorities and Practices Staying relevant then and now.

Once workforce and economic development efforts aligned, they found that they were able to leverage new and complementary resources from a diverse set of partners, including:

higher education institutions local Chambers of Commerce,

state economic development agencies industry groups

Manufacturing Extension Partnership programs,

small business centers.

It is clear that the partners in these three cases have benefited from the synergy created. In Phoenix, thanks to the merger, workforce development issues are at the forefront of discussions about the city’s economic health and competitiveness. This holistic approach appeals to businesses considering Phoenix for expansion, retention, or relocation. (pp 7-8)

(Source: http://ncee.org/wp-content/uploads/2010/04/Under_One_Roof_vol2.pdf); NCEE National Center on Education and the Economy – Workforce Development Strategies Group] NCEE Under One Roof: New Governance Structures for Local Economic and Workforce Development Volume II, May 2007 • Excerpts from Executive Summary



We also noted some new impacts and opportunities in the three cases reviewed in this volume. These include the following:

An expanded reach through strategic partnerships. Workforce and economic development partners that blend into a single organizational structure are able to form even broader partnerships with community organizations that have a similar strategic interest in working on behalf of the local economy. The merged organizations are better positioned to build strategic partnerships with business and higher education communities, thereby laying the necessary foundation to provide the hard-to-reach with more and better job opportunities. [(Source: http://ncee.org/wp-content/uploads/2010/04/Under_One_Roof_vol2.pdf) ; NCEE National Center on Education and the Economy – Workforce Development Strategies Group]



We also noted some new impacts and opportunities in the three cases reviewed in this volume. These include the following:

Greater visibility and political prominence.

Workforce development issues are more likely to have the support of political leaders and tend to achieve greater standing when tied to economic development goals. While mergers benefit both sides, one of the biggest benefits for workforce programs is the political prominence gained by being connected to the local economic development agency. (p9) [(Source: http://ncee.org/wp-content/uploads/2010/04/Under_One_Roof_vol2.pdf) ; NCEE National Center on Education and the Economy – Workforce Development Strategies Group]


Aligning Priorities and Practices Workforce Development Programs

H. R. 803 Workforce Innovation and Opportunity Act of 2014

(1) increase access to employment, education, training, and support services, (2) support the alignment of workforce investment, education, and economic development systems, (3) improve America’s workforce with skills and credentials needed for employers to succeed in a global economy, (4) promote improvement in structure and delivery of services through the workforce development system, (5) increase economic growth of communities, regions, and States and (6) provide workforce investment activities, to enhance the productivity and competitiveness of the Nation.


Aligning Priorities and Practices Opportunity Hot List

From your perspective, where can

workforce and economic development

do a better job of aligning practices

to increase impacts in the community?





Workforce Branding


ARIZONA@WORK is the statewide workforce development network that helps employers of all sizes and types recruit, develop and retain the best employees for their needs. For job seekers throughout the state, we provide services and resources to pursue employment opportunities.

We are a public and private partnership with 12 regional areas and 47 local offices, all working together through one organization, ARIZONA@WORK, and all sharing one mission: providing innovative workforce solutions to employers and job seekers.

Source: http://www.arizonaatwork.com/about

16

Bridging Message and Methods Workforce Branding


Bridging Message and Methods Integrated – Effective – Job Driven

Regional Partnerships

Engaging Employers

Earn and Learn

Smart Choices

Measurement Matters

Stepping Stones

Opening Doors


Bridging Message and Methods Workforce Solutions – Basic Career Services

Assistance Determination for

Services

Outreach, Intake & Orientation

Initial Assessment of Skill Level

Workforce & Labor Market

Employment Statistics

Information & Referral to Other

Programs

Labor Exchange

(Job Search, Career Counseling, LMI)

Education &Training Provider’s Information

Information on Supportive Services &

Language Svcs.

Information on Unemployment Compensation; Financial Aid


Bridging Message and Methods Workforce Solutions – Individual Career Services

Comprehensive & Specialized

Assessment of Skill Levels

Development of Individual

Employment Plan

Group Counseling Individual

Counseling

Career Planning

Short Term Prevocational

Services

Internships & Work Experience Linked

to Careers

Financial Literacy Services

English Language Acquisition &

Integrated Education/Training


Bridging Message and Methods Workforce Solutions – Business Services

Develop/Convene Industry Sector Partnerships

Customized Screening &

Referral of Qualified Candidates

Customized Services to

Employers & Associations

Other Customized Services

Customized Labor Market Info

(Industries/Sectors, Employers)

Customized Recruitment Events

& Targeted Job Fairs


Bridging Message and Methods Accessing Talent


Universities &

Community Colleges

System/ Program Services & Resources

Career & Technical Education

Joint Technical Education Districts

Workforce Collaborations

Community & Faith

Based Orgs

Professional Associations

Professional Networks

Veterans & Military

Spouses

22

Access to Talent through

Arizona Job Connection

23

Bridging Message and Methods Coordinating Talent Quick Picks

What are some examples of how

coordination with local workforce

development agencies has

occurred in your market?


Changing Results


Changing Results What works?


Changing Results Arizona’s Workforce Plan Goals 2016-2020

1. Create partnerships and strengthen communication [comprehensive network]

2. Promote a customer centric system

[accessible services]

3. Grow and develop a skilled workforce

[growing industry and career pathways]

4. Strengthening data utility and reporting

[data driven decision making]


Changing Results Evidence Based & Promising Strategies

post-secondary education or

industry recognized credentials

Contextual learning and

bridge programs

Aligning training to employer

needs

Exposure to a range of

career and higher

education information

Occupation and industry work-based

training programs


Workplace-based

Training:

• On the Job Training

• Reg. Apprenticeships

• Work Experience

• Incumbent Worker

• Customized

Vocational Training:

• YouthBuild

• Job Corps

• Year Up

• SWFI Grant

• Adult/DW

Grant

Changing Results

Sector Partnership


Changing Results Sector Partnerships


Pain Point

o Branding Awareness: Dispel

inaccuracies that the industry is low

pay and high monitoring

Strategy

o Training: Contact Center training

program has been created and has

delivered its first cohort

Participating Partners

o Arizona Federal Credit Union, Chubb

Insurance, Progrexion, Copper Point,

USAA, Farmers Insurance, Cox

Communication, DISH, Vanguard,

Canyon State Credit Union, Charles

Schwab, Apria Health Care, The

Hartford, Liberty Mutual, Humana, and

Fiserv

Solution

o Career Path: Business focused

web portal with job postings specific

to ABS.

Changing Results Sector Partnerships Cohort Training


Customer Service o Arizona hosts over 16% of the U.S. market

in contact centers. Working with the local

community college we have developed a

4-week curriculum that provides a

nationally recognized certification

providing entry level employees the skills

necessary to gain employment.

Series 7 Certification

o An eight-week curriculum developed with

local business to solve an attraction

issue in the financial industry.

Logistics

o A five-day cohort training providing

individuals a certification into warehousing.

Construction o An eight-week cohort providing pre-

apprenticeship learning to youth,

engaging classroom time and work

experiences to job seekers. The program

is supported by an alliance of

construction companies, providing multi-

week industry training, followed by six

weeks of paid on the job training with the

intention of completers being hired full

time.

Changing Results

A Collaborative Effort


Changing Results

SAMP - A Collaborative Effort


Pain Point o Accessing trained and qualified

workers needed across

manufacturing industry in the region

Strategy o Leverage education, workforce and

industry resources to develop

qualified talent pipeline

Participating Partners

o 37 Partners Representing -

Industry: manufacturing, machining,

aerospace, engineering; Education:

JTED, Unified High School District,

Community College; Workforce

Development

Solution

o Development of industry

recognized program; 39 credit

hours

Changing Results



Education Addressing Industry Needs 2013-2016

1. Revised course content

2. Provided certificate or associate

programs

3. Strengthened the adjunct

certification process

4. Became National Institute for

Metalworking Skills (NIMS)

accredited program at both high

schools and Pima Community

College

Changing Results



Internship Program Highlights & Accomplishments 2013-2016

1. 71 high school students applying for

internships completed in 18 months

with three classes/nine credit hours

short of an Associates Degree

2. Current high school candidates will

graduate with up to 16 college

credits and NIMS Certification

3. 40 high school candidates are

expected to apply for internships

spring 2017



Contributors Charles Casey, Nils Urman, Gerri Burnson – ARIZONA@WORK Pima County

- Changing Results – SAMP A Collaborative Effort

Documents

Workforce Development€¦ · Aligning Priorities and Practices Location Factors 31st 13Annual Corporate Survey 2016 #1 Highway Accessibility #2 Availability of Skilled Workforce