View
16
Download
0
Category
Preview:
DESCRIPTION
21st Century Sector Strategies: Best Practices from California’s WIBs. Co-Sponsors. Presenters/Moderators Jim Cassio, Jim Cassio & Associates Gary Craft, Craft Consulting Group sectorstrategyexperts.com. California Community Colleges. PowerPathway™. - PowerPoint PPT Presentation
Citation preview
1
21st Century Sector Strategies: Best Practices from California’s WIBs
Presenters/Moderators
Jim Cassio, Jim Cassio & Associates
Gary Craft, Craft Consulting Groupsectorstrategyexperts.com
Co-Sponsors
PowerPathway™California Community
Colleges
2
California’s Strategic Workforce Development Plan
Calls for aligning the state’s workforce institutions and programs around the needs of regional growth sectors.
Essential elements of the plan include industry sector partnerships with deep employer engagement that develop career pathway programs that meet the workforce needs of high demand sectors of the state and regional economies.
3
What are Sector Strategies?
Sector strategies build partnerships between employers, training providers, community organizations, and other key stakeholders around specific industries to address the workforce needs of employers and the training, employment, and career advancement needs of workers.
- NGA Center for Best Practices
4
Today’s Agenda
I. Welcome & Introductions – Jim Cassio
II. Survey Summary – Jim Cassio
III. Perspectives of Local WIBs Moderators – Jim Cassio & Gary Craft Panelists – Kris Stadelman (NOVA)
Stephen Baiter (Contra Costa)Kelley Fry (San Diego)Blake Konczal (Fresno)
IV. Best Practices Summary – Gary Craft
V. Wrap-Up – Jim Cassio
5
Sector Strategy Survey Summary
• Surveys conducted by phone and online with California WIB Directors (or their designees) in March and April of 2014
• 63% Response Rate (31 out of 49)
• We plan to achieve a 75%+ response rate by mid-May
• An e-report (PDF) with the survey results and our analysis will be available by the end of June
6
Target Industry Sectors
Reasons for choosing industry sector• Target industry was experiencing labor shortage• Encouraging growth in target sector• Improve industry competitiveness• Retain industry in community• Prepare industry for demographic or technological changes• Largest or fastest growing sector• Importance to local/regional economy
7
Year Sector Strategy Initiated
0
1
2
3
4
5
6
7
8
9
10
Before2007
2007 2008 2009 2010 2011 2012 2013 2014
Nu
mb
er o
f W
IB's
(n
=30
)
29 of 31 WIB’s Considering Launching a Sector Strategy in 2014 or
2015
8
Methodology Employed
0%
10%
20%
30%
40%
50%
60%
70%
80%
Career PathwaysInitiative or Partnership
Cluster of OpportunityPartnership
Custom SectorStrategy Approach
Industry Cluster BasedSector Strategy
Occupation FocusedSector Strategy
Focused On PopulationGroup
Target Population Groups• Incumbent workers• Displaced/unemployed workers• Youth• Veterans
10
Role of WIBs
0% 10% 20% 30% 40% 50% 60% 70% 80%
Training Provider
Sector Supportive Policy
Supportive Partner
Vehicle for Financing
Sector Intermediary
Stimulators of SectorInitiative
11
Constraints
0% 10% 20% 30% 40% 50% 60% 70% 80%
Sector Strategy Expertise
Lack of Information on BestPractices
Financial
Staffing
12
The Keystone to Connecting Career Pathways to Industry Cluster Growth
Source: “State Sector Strategies, Coming of Age: Implications for State Workforce Policymakers”, National Governors Association Center for Best Practices
13
What WIBs Are Saying About Best Practices
“Meeting directly in person with industry partners.”
“Identify the champions first.”
“Talk to employers in the sector (CEO Roundtables or on an individual basis) to identify their workforce needs, record the data, report it back to them, and get their feedback to make sure you really understood what they said. Bring teachers to the table to talk directly to employers about curriculum and assist them in building relationships that are win-win.”
“Combination of labor market research, including workforce needs assessments, and the industry-led roundtable discussions are key to getting the various parties working collaboratively on shared goals and objectives.”
“Direct employer input for curriculum design.”
“Use Industry Association as intermediary to seat and staff sector panel.”
“Track, monitor and measure results.”
14
Five Common Elements
• Data driven analysis (quantitative, qualitative)• Industry led• Target industries that are important to the regional or
state economy• Defined outcomes that are measurable and actionable• Performance metrics to measure accomplishments
15
Contact Information
Jim CassioJim Cassio & Associates(916) 320-4944jim7@cassio.com
Gary CraftCraft Consulting Group(925) 283-4981craft@craftconsulting.net
www.sectorstrategyexperts.com
Recommended