USING LABOR MARKET INTELLIGENCE TO DRIVE SECTOR STRATEGIES · NAVJEET SINGH Deputy Director, National Fund for Workforce Solutions [email protected] TEL 617.728.4446 FAX 617.728.4857

EDUCATION FOR ECONOMIC OPPORTUNITY

USDOL Boston Regional Conference April 14, 2015

USING LABOR MARKET INTELLIGENCE TO DRIVE SECTOR STRATEGIES

Data mining Research for publications and reports

Employer engagement

Technical assistance

tools/templates Career

pathways Program and

economic models

DEMAND SIDE ENGAGEMENT AND ANALYTICS

PURPOSE OF THIS SESSION

•  How to use Labor Market Information to select industry sector(s) in a region or state

•  How to develop performance metrics for a sector project or an industry-workforce partnership – Lesley Hirsch, Director, NYC Labor Market Information

Service – Jason Timian, Labor Market Analyst, New Jersey

Department of Labor and Workforce Development – Navjeet Singh, Deputy Director, National Fund for

Workforce Solutions

4

THE NATIONAL FUND MODEL AND GOALS

National Fund for Workforce Solutions/ Jobs for the Future

Systems Change:

National, State & Industry

Employers Served

Individuals Served, Trained,

Placed, Retained

Regional Collaboratives

Systems Change: State policy & $

Employers Served

Individuals Served, Trained, Placed, Retained

Industry Partnerships

Employers Served, Systems Change

Individuals Served Trained, Employed, Retained

NATIONAL FUND: EVALUATION FRAMEWORK

6

PHASES OF PERFORMANCE

(Emerging) Early Evidence of Progress •  a workplan or roadmap •  employer engagement

(Active) Actual Outputs/Products •  skills standards •  career awareness campaigns •  training programs for groups of employers •  industry-driven networking •  tackling non-workforce issues together

(Advanced) Impact •  employment for job seekers •  advancement for workers •  reduced vacancy rates for employers •  reduced time to hire •  job creation •  savings to public programs Thanks to Lindsey Woolsey of the Woolsey Group

MARY V. L. WRIGHT Senior Program Director [email protected]

NAVJEET SINGH Deputy Director, National Fund for Workforce Solutions [email protected]

TEL 617.728.4446 FAX 617.728.4857 [email protected] 88 Broad Street, 8th Floor, Boston, MA 02110 (HQ)

122 C Street, NW, Suite 650, Washington, DC 20001 505 14th Street, Suite 900, Oakland, CA 94612

WWW.JFF.ORG

TEL 617.728.4446 FAX 617.728.4857

88 Broad Street, 8th Floor, Boston, MA 02110

WWW.NFWSOLUTIONS.ORG

New Jersey Department of Labor & Workforce Development

Office of Research and InformaAon Division of Workforce Research and AnalyAcs Bureau of Labor Market InformaAon

LMI Data and Publica0on Overview

Presented By: Jason Timian Labor Market Analyst

Previous Focus

•  Geographic: Economic analysis and LMI disseminaAon by Labor Area

•  Deliver customized data and informaAon to help guide local policy-‐makers to make informed decisions based on their local economies

•  This approach was used to help delineate the differences among labor areas due to industry make-‐up, geographic locaAon or populaAon mix

Current Focus •  LMI efforts are focused toward becoming part of an

overall New Jersey strategy of growing the state’s economy

•  Industry sectors are the engines that drive job expansion and aVract new businesses in New Jersey

•  ORI has redirected its resources to develop strong relaAonships among private sector industries, workforce partners, and the educaAon community

•  This comprehensive approach provides idenAficaAon of exisAng industry and state assets/advantages, while aVempAng to define changing or emerging trends and opportuniAes in specific sectors

Seven Key Industries •  Health Care

•  hVp://lwd.state.nj.us/labor/lpa/pub/empecon/healthcare.pdf

•  BioPharmceuAcals & Life Sciences •  hVp://lwd.state.nj.us/labor/lpa/pub/empecon/biopharma.pdf

•  TransportaAon, LogisAcs & DistribuAon •  hVp://lwd.state.nj.us/labor/lpa/pub/empecon/tld.pdf

•  Leisure, Hospitality & Retail Trade •  hVp://lwd.state.nj.us/labor/lpa/pub/empecon/lhr.pdf

•  Financial Services •  hVp://lwd.state.nj.us/labor/lpa/pub/empecon/finance.pdf

•  Advanced Manufacturing •  hVp://lwd.state.nj.us/labor/lpa/pub/empecon/advmfg.pdf

•  Technology •  hVp://lwd.state.nj.us/labor/lpa/pub/empecon/technology.pdf

Key Industry Clusters account for two thirds of all employment & wages statewide

Industry Cluster Employment and Wages: 2013 Annual Averages1

Total1

Industry Cluster1,2 Establishments Employment Wages Wages Employment WagesAdv Manufacturing 4,144 133,700 $94,378 $12,618,361,477 4.1% 6.6%Health Care 21,461 442,913 $52,685 $23,334,896,581 13.7% 12.2%Financial Services 11,683 182,390 $111,039 $20,252,397,233 5.6% 10.6%Technology3 26,499 354,640 $110,952 $39,348,135,926 11.0% 20.6%Transportation, Logistics and Distribution 25,109 364,756 $69,293 $25,275,160,071 11.3% 13.2%Biopharmaceutical & Life Science 3,040 115,046 $130,411 $15,003,297,747 3.6% 7.9%Leisure, Hospitality & Retail Trade 54,155 796,788 $27,516 $21,924,594,743 24.6% 11.5%All Cluster Industries4 138,142 2,142,522 $59,763 $128,042,671,640 66.2% 67.1%

All Private Sector Industries, NJ 251,194 3,234,796 $59,026 $190,935,636,907 100.0% 100.0%

Notes:

1: Industry Cluster component industries are not mutually exclusive and therefore may be included in more than one Industry Cluster.

2: Industry Cluster component industries do not include all New Jersey industry sectors.

3: The technology cluster was expanded to reflect the U.S. Bureau of Labor Statistics definition of technology industries (2013)

4: "All Cluster Industries" totals are the sum of all mutually exclusive component industries. That is component industries are only counted once in the "All Cluster Industries" totals

Therefore, the sum of individual industry cluster annual averages will not equal "All Cluster Industries" annual averages.

In addition, the sum of individual industry cluster percentages of totals will not equal the "All Cluster Industries" percentage of total.

Source: New Jersey Department of Labor & Workforce Development, Division of Economic & Demographic Research, Quarterly Census of Employment & Wages, 2013 Annual Averages

Prepared by: NJLWD, Division of Workforce Research & Analytics, Bureau of Labor Market Information, August 2014.

Annual Averages1 Percent of Total1

hVp://lwd.dol.state.nj.us/labor/lpa/LMI_index.html

Bureau of Labor Market InformaAon Data Sets & PublicaAons

Bureau of Labor Market InformaAon PublicaAons Labor Market Views

hVp://lwd.dol.state.nj.us/labor/lpa/pub/lmv_index.html

Bureau of Labor Market InformaAon PublicaAons Economic Indicator Reports

hVp://lwd.dol.state.nj.us/labor/lpa/pub/ataglance_index.html

hVp://lwd.dol.state.nj.us/labor/lpa/LMI_index.html

Bureau of Labor Market InformaAon PublicaAons Key Industry Reports

hVp://lwd.dol.state.nj.us/labor/lpa/pub/empecon/empeconomy_index.html

Bureau of Labor Market InformaAon PublicaAons Special Reports

hVp://lwd.dol.state.nj.us/labor/lpa/pub/pub_index.html

Occupa0onal Employment and Wages, 2012

A Detailed Analysis of New Jersey’s OccupaAonal Landscape

Nearly three of every ten jobs in New Jersey are classified as either office and administraAve support or sales occupaAons.

2,790

30,010

34,940

44,050

51,650

273,710

287,700

296,180

408,390

669,000

0 200,000 400,000 600,000 800,000

Farming, Fishing, and Forestry

Legal

Life, Physical, and Social Science

Arts, Design, Entertainment, Sports, and Media

Architecture and Engineering

Food PreparaAon and Serving Related

TransportaAon and Material Moving

EducaAon, Training, and Library

Sales and Related

Office and AdministraAve Support

Employment for largest and smallest occupa0onal groups, New Jersey 2012

Employment

Office and administra0ve support occupa0ons con0nued to be the largest occupa0onal group in New Jersey in 2012, accoun0ng for nearly 18 percent of all employment. Three of the top 10 largest detailed occupa0ons are in this group. Among the top five occupa0onal groups, only educa0on, training and library occupa0ons earned an above average annual wage. The smallest five occupa0onal groups comprised less than 5 percent of all employment in New Jersey. All but farming, fishing and forestry occupa0ons earned an above average annual salary.

Overview

$23,340

$28,020

$28,060

$28,250

$28,750

$51,990

$84,760

$84,800

$88,020

$103,640

$132,420

$0 $40,000 $80,000 $120,000

Food PreparaAon and Serving Related

Farming, Fishing, and Forestry

Personal Care and Service

Building and Grounds Cleaning and Maintenance

Healthcare Support

All OccupaAons

Architecture and Engineering

Healthcare PracAAoners and Technical

Computer and MathemaAcal

Legal

Management

Mean annual salary for highest and lowest paid major occupa0onal groups, New Jersey 2012

The average salary of the highest paying occupaAonal group is nearly six Ames greater than the lowest paying occupaAonal group.

Average Annual Salary

The management occupa0onal group earned an average of more than 2.5 0mes the statewide average salary. The lowest paying occupa0ons in this group were legislators, lodging managers, and educa0onal administrators of preschool and childcare centers. Healthcare prac00oners and technical occupa0ons include some of the highest paid occupa0ons in the state, but also many technicians whose average salary is closer to the statewide average. Four of the five lowest paying occupa0onal groups are classified as service occupa0ons, where addi0onal income may be received in the form of 0ps.

Overview

This scaVer chart illustrates that most of the 821 detailed occupaAons have relaAvely modest employment and wages, but highlights the outliers on each scale.

0

20,000

40,000

60,000

80,000

100,000

120,000

140,000

$0 $50,000 $100,000 $150,000 $200,000 $250,000

Employment and Average Annual Wage by Detailed Occupa0on, New Jersey 2012


Employmen

t

Retail Salespersons

Cashiers

Office Clerks, General Registered Nurses

General and OperaAons Managers

Financial Managers Sohware Developers, ApplicaAons

There are 39 occupa0ons in New Jersey with employment of at least 20,000 in 2012. Combined, they account for over 1.7 million in employment, or nearly 47% of all jobs in the state. There are 74 occupa0ons with an average annual salary exceeding $100,000. Combined, they account for just 285,700 in employment, or less than 7% of all employment. There are two occupa0ons with employment of at least 20,000 and average earnings exceeding $100,000; general and opera0ons managers and financial managers.

Overview

Doctors

0

2

4

6

8

$0 $50,000 $100,000 $150,000

Loca0on Quo0ent, Mean Salary and Employment of Select Occupa0ons, New Jersey 2012

Marriage and Family Therapists Biochemists and Biophysicists

AutomoAve and Watercrah Service AVendants

Chemists

Chemical Technicians

Gaming Supervisors

Brokerage Clerks

These occupaAons had among the highest locaAon quoAents and significant employment in New Jersey in 2012.

LocaAo

n Quo

Aent


Simply, a loca0on quo0ent significantly higher than 1.0 indicates that an occupa0on has a strong presence in a given area as compared to that same occupa0on’s presence at the na0onal level. The size of the bubble represents the total employment for that occupa0on. Three of these occupa0ons (highlighted in gold) are STEM occupa0ons and are commonly found working in New Jersey’s robust chemical manufacturing industry, which includes one of the leading pharmaceu0cal industries in the country.

Overview

Industry Focus

A detailed emphasis of staffing paVerns within selected key industries

Finance Healthcare

Transporta0on, Logis0cs & Distribu0on (TLD)

Science, Technology, Engineering & Math (STEM)

Occupa0ons

Advanced Manufacturing

Leisure, Hospitality & Retail (LHR)

Construc0on

BioPharmaceu0cals & Life Science

$40,000

$50,000

$60,000

$70,000

$80,000

$90,000

$100,000

Radiologic Technologists

and Technicians

Dental Hygienists

DiagnosAc Medical

Sonographers

Medical Records and

Health InformaAon Technicians

MagneAc Resonance Imaging

Technologists

Cardiovascular Technologists

and Technicians

Nuclear Medicine

Technologists

25th-‐75th Percen0le and Mean Salary for Occupa0ons that Commonly Require an Associate’s Degree or Less

New Jersey 2012

The healthcare industry presents many opportuniAes for employment in above average paying occupaAons that require less than a bachelor’s degree.

75th PercenAle Salary

Mean Salary

25th PercenAle Salary

Healthcare

The most common minimum educa0onal requirement for these occupa0ons is an associate’s degree, but some can be obtained with a high school diploma plus specialized postsecondary cer0fica0on. Each occupa0on has an average salary above the statewide average of $51,990 and ofen earn star0ng salaries above $40,000. Employment levels for 2012 range (from lef to right) from about 5,400 radiologic technologists and technicians to nearly 700 nuclear medicine technologists.

Registered nurses are the largest occupaAon in the healthcare sector in New Jersey, and opportuniAes for employment can be found in many different industries.

Employment and Average Salary for Registered Nurses by Industry New Jersey 2012

Industry Employment Average Salary

Total, All Industries 74,700 $75,820

General Medical and Surgical Hospitals 42,230 $79,220

Nursing Care FaciliAes 5,140 $69,350

Home Healthcare Services 4,540 $70,530

Offices of Physicians 4,170 $67,110

OutpaAent Care Centers 3,660 $76,040

Elementary and Secondary Schools 3,340 $67,310

Employment Services 1,900 $79,580

Specialty Hospitals 1,730 $76,050

Psychiatric and Substance Abuse Hospitals 1,280 $69,750

Community Care FaciliAes for the Elderly 1,060 $68,830

Healthcare

Not surprisingly, general medical and surgical hospitals are the largest employer of registered nurses of all industries, accoun0ng for more than half of those employed in 2012. On average, these nurses earn about $8,000 more per year than the average of the other nine industries on this list. There are roughly 3,340 registered nurses employed by elementary and secondary schools across the state. These nurses earn an average salary exceeding $67,000. Other sehngs for employment include smaller physicians’ offices, elderly care, and psychiatric and substance abuse facili0es. There are many op0ons for an individual interested in nursing in New Jersey. 26

New Jersey’s Health Care Cluster Winter 2014 – 2015

Presented by: Jason Timian, Labor Market Analyst

New Jersey Health Care Highlights

•  The health care cluster contributed approximately $34.8 billion to the Gross Domestic Product in 2012, roughly 7 percent of all output

•  From 1990 through 2013, the health care sector has added 186,300 new jobs,

while all other private sector employment has had a net increase of only 74,800 jobs

•  Health care is the only industry that has added jobs in the state every year from

1990 through 2013 while increasing its share of jobholding from 7.5 percent in 1990 to 11.6 percent in 2013

•  The outlook for health care employment is bright. From 2012 through 2022, it is

projected that nearly 89,100 jobs will be added, an annual increase of 1.8 percent

•  Health care employers paid more than $23.3 billion in total wages in 2013, or

about 12.2 percent of all wages paid

The health care industry has been the key driver of private sector employment at both the state and national levels

90

100

110

120

130

140

150

160

170

180

190

1990

19

91

1992

19

93

1994

19

95

1996

19

97

1998

19

99

2000

20

01

2002

20

03

2004

20

05

2006

20

07

2008

20

09

2010

20

11

2012

20

13

Health Care and Other Private Sector Employment

New Jersey & United States: 1990-2013

NJ Health Care US Health Care NJ All Other Private US All Other Private

New Jersey has followed the national trend very closely, but starting in 2005 the nation pulled ahead in terms of faster growth

All other private sector employment has grown at a much slower pace, has experienced seasonal ebbs and flows, and has been susceptible to downturns during recessions

January, 1990 = 100

From 2000 to 2013, New Jersey has added 98,200 new health care jobs while the rest of the private sector has lost approximately 184,400

Source: NJLWD, Current Employment Statistics, Monthly Estimates, Not Seasonally Adjusted Prepared by: New Jersey Department of Labor and Workforce Development December, 2014

Shaded areas indicate recessionary periods as determined by the National Bureau of Economic Research

The landscape of health care delivery has changed dramatically over the past 23 years

Ambulatory Health Care

Services 35%

Hospitals 47%

Nursing and Residential

Care Facilities

18%

1990

Ambulatory Health Care

Services 46%

Hospitals 34%

Nursing and Residential

Care Facilities

20%

2013

Source: NJLWD, Current Employment Statistics, Annual Averages Prepared by: New Jersey Department of Labor and Workforce Development December, 2014

Employment of Components as a Percentage of Total Health Care New Jersey, 1990 & 2013

23 out of 30 health care industries in New Jersey have a higher annual average wage than the nation. Overall, the sector paid 5.3% more in New Jersey in 2013 than nationally

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rs 75

100

125

150 NJ Annual Average Wages as a % of US

The wage disparity has decreased in 20 of the 30 industries since 2008, when the sector was paid an average of 10.3% more in New Jersey

Source: U.S. Bureau of Labor Statistics, Quarterly Census of Employment and Wages, Annual Averages Prepared by: New Jersey Department of Labor and Workforce Development December, 2014

New Jersey’s aging population has created increased demand for health care service, especially in the areas of nursing and residential care

Percentage of County Population Aged 65 and Over

Cape May 23.3% Burlington 15.2% Mercer 13.5%

Ocean 21.7% Morris 15.1% Cumberland 13.4%

Salem 16.6% Hunterdon 14.8% Middlesex 13.2%

Bergen 15.8% Sussex 14.1% Union 12.9%

AtlanAc 15.4% Camden 13.9% Passaic 12.9%

Warren 15.3% Somerset 13.8% Essex 12.2%

Monmouth 15.2% Gloucester 13.7% Hudson 10.7%

Nursing and residential care facilities are well positioned throughout the state, providing coverage to even the more remote areas. Clusters of locations are found near the population centers and along the coast, where a larger share of those aged 65 and over reside

There are 77 hospitals in New Jersey that serve the state’s population of more than 8.8 million people

Number of Hospitals by County Camden 8 Burlington 4 Passaic 2

Essex 8 Morris 4 Salem 2

Bergen 6 Ocean 4 Sussex 2

Hudson 6 Atlantic 3 Warren 2

Middlesex 6 Union 3 Cape May 1

Mercer 5 Cumberland 2 Hunterdon 1

Monmouth 5 Gloucester 2 Somerset 1

The hospital locations tend to be clustered around the state’s two primary highways, the New Jersey Turnpike (Interstate 95) and the Garden State Parkway, and near high population centers across state boundaries from New York City and Philadelphia

This map shows the general proximity of each of the ten trauma centers to the population of the state’s municipalities

78 percent of the state’s population resides in municipalities within 25 miles of a level 1 trauma center, and 94 percent live within 25 miles of either a level 1 or level 2 trauma center

There are gaps in coverage in the more sparsely populated northwest and extreme southern parts of the state

The only municipality of more than 50,000 outside the 25 mile radius is Vineland in Cumberland County. Neighboring cities of Millville and Bridgeton, each with more than 25,000 residents, are also located outside the 25 mile radius

Comparison by age group of the health care cluster and total nonfarm employment of New Jersey residents

-30.

0%

-20.

0%

-10.

0%

0.0%

10.0

%

20.0

%

30.0

%

65 & over

55-64

45-54

35-44

25-34

Less than 25

Age Breakdown of Workers in Health Care Industry

New Jersey, 2013

Health Care All Industries

Source: U.S. Census Bureau, 2013 American Community Survey Prepared by: New Jersey Department of Labor and Workforce Development December, 2014

The workforce of the health care industry is older than average with about 51 percent aged 45 and up compared to only 46 percent overall

The largest disparity among age cohorts occurs in the youngest group, where only 7 percent of the health care workforce is 25 years old or younger

Nearly 7 percent of the current health care workforce is aged 65 and older

Gender, racial, and ethnic profile of New Jersey residents within health care work force

Male 25%

Female 75%

Health Care

Male 52%

Female 48%

All Industries

White 60%

Black 22%

Asian 11%

Other 7%

Health Care

White 69%

Black 13%

Asian 9%

Other 9%

All Industries

Non-Hispanic

86%

Hispanic 14%

Health Care

Non-Hispanic

81%

Hispanic 19%

All Industries Source: U.S. Census Bureau, 2013 American Community Survey Prepared by: New Jersey Department of Labor and Workforce Development December, 2014

Females outnumber males by a 3 to 1 margin in the health care workforce

The workforce is more diverse than average, particularly among the black and Asian populations

The workforce has just slightly fewer Hispanics than average

Employment status and personal earnings of NJ residents in the health care industry

28.9%

30.2%

17.9%

16.9%

6.0%

0.0% 20.0% 40.0%

Less than $25,000

$25,000-$50,000

$50,000-$75,000

$75,000-$150,000

$150,000 & more

Personal Earnings

Source: U.S. Census Bureau, 2013 American Community Survey Prepared by: New Jersey Department of Labor and Workforce Development December, 2014

26.5%

32.3%

22.5%

16.2%

2.5%

0.0% 20.0% 40.0%

High School or less

Some college/Associate degree

Bachelor's degree

Master's/Professional degree

Doctoral degree

Education Level

The health care industry has steadily gained employment over the last 20 years and will continue that trend through 2022

0

100

200

300

400

500

600

1990

19

92

1994

19

96

1998

20

00

2002

20

04

2006

20

08

2010

20

12

2022

Actual and Projected Employment in Health Care (thousands):

New Jersey, 1990-2022

Source: NJLWD, Current Employment Statistics, New Jersey Industry and Occupational Projections Prepared by: New Jersey Department of Labor and Workforce Development December, 2014

Employment is still growing, but rate of growth is slowing: •  Grew by 3 percent per year during 1990s •  Grew by 2 percent per year during 2000s •  Projected to grow by 1.8 percent from

2012-2022

There will be many opportunities for employment as the industry struggles to increase its workforce for growing demand while also replacing workers who will retire

The health care cluster is projected to add roughly 89,000 jobs, and account for more than 29 percent of net job growth in New Jersey from 2012-2022

Actual +8,200 average per year

Projected +8,900 average per year

New Jersey Department of Labor and Workforce Development

http://lwd.dol.state.nj.us

Jason Timian Labor Market Analyst Tel: 609-633-0553

E-mail: [email protected]

Contact Information

ì Using labor market intelligence to drive sector

strategies U.S. Department of Labor Boston Regional Conference April 14, 2015

NYC LABOR MARKET INFORMATION SERVICE

We help educaAon and workforce pracAAoners and policy makers make data-‐driven decisions to help the students and jobseekers they serve to achieve success in the labor market.

¡  Industry Studies •  TransportaAon

•  Green (with NY State Department of Labor)

•  Hotels

¡  Career ExploraAon Tools •  Career Advancement Maps

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HOW LMI FITS INTO THE PROCESS

Analyze data

Design program

Test program

Implement program

Evaluate program

Assess needs and goals

BEFORE THE ANALYSIS (know the relevant workforce and economic

development priorities)

BALANCE & PERSPECTIVE

LMI can answer greater number of quesAons than you might have thought, but it can’t address all of them and it someAmes can’t give a sufficiently detailed answer.

CONSIDERATIONS FOR SECTOR SELECTION

SIZE

GROWTH

STABILITY

UNIQUENESS

GEOGRAPHY

OCCUPATIONAL MIX

INDUSTRY STAFFING NEEDS

0 50,000 100,000 150,000 200,000 250,000

MOTION PICTURE & VIDEO INDUSTRIES MANAGEMENT SCIENTIFIC & TECH CONSULT NEWSPAPER/PERIODICAL/BOOK/DIRECTORY

HEALTH & PERSONAL CARE STORES NURSING CARE FACILITIES

ACCOUNTING-‐TAX PREP-‐BOOKKEEPING TRAVELER ACCOMMODATION

INVESTIGATION & SECURITY SERVICES BUILDING EQUIPMENT CONTRACTORS

URBAN TRANSIT SYSTEMS OFFICES OF PHYSICIANS

COMPUTER SYSTEMS DESIGN & RELATED DEPOSITORY CREDIT INTERMEDIATION

CLOTHING STORES GROCERY STORES

OTHER FINANCIAL INVESTMENT ACTIVITIES ADVERTISING & RELATED SERVICES

MANAGEMENT OF COMPANIES & ENTERPRISES EMPLOYMENT SERVICES

LEGAL SERVICES LESSORS OF REAL ESTATE

JUSTICE PUBLIC ORDER & SAFETY SECURITIES & COMMODITY CONTRACTS

HOME HEALTH CARE SERVICES COLLEGES & UNIVERSITIES

INDIVIDUAL & FAMILY SERVICES GENERAL MEDICAL & SURGICAL HOSPITALS

ELEMENTARY & SECONDARY SCHOOLS RESTAURANTS AND OTHER EATING PLACES

Quarterly Census of Employment and Wages

SIZE Are there enough jobs to warrant special focus?

COMPUTER SYSTEMS DESIGN

MANAGEMENT CONSULTING

RESTAURANTS

DEPARTMENT STORES

FILM & VIDEO

REAL ESTATE RELATED

OTHER FINANCIAL INVESTMENT

HEALTH & PERSONAL CARE

ADVERTISING & RELATED

GROCERY STORES

ARCHITECTURE & ENGINEERING

-‐15%

-‐5%

5%

15%

25%

35%

45%

55%

25% 35% 45% 55% 65% 75% 85%

AVER

AGE AN

NUAL

WAG

E

EMPLOYMENT

GROWTH Is industry employment growing or shrinking?

Are real wages growing or shrinking?

Quarterly Census of Employment and Wages

STABILITY: How much has employment been affected by

seasons? Business cycles?

-8%

-6%

-4%

-2%

0%

2%

4%

6%

8%

10%

12%

JA

N.2

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JU

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NO

V.2

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AP

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00

1

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P.2

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1

FE

B.2

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2

JU

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2

DE

C.2

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MA

Y.2

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OC

T.2

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3

MA

R.2

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AU

G.2

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4

JA

N.2

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5

JU

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5

NO

V.2

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MA

Y.2

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OC

T.2

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6

MA

R.2

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AU

G.2

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7

JA

N.2

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8

JU

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8

NO

V.2

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AP

R.2

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9

SE

P.2

00

9

FE

B.2

01

0

JU

L.2

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DE

C.2

010

MA

Y.2

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OC

T.2

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1

MA

R.2

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AU

G.2

01

2

JA

N.2

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3

JU

N.2

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3

NO

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AP

R.2

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4

Year-Over-Year Percentage Job Change: Top 5 Performing Sectors, 2000-2014

Recession Period Total Nonfarm Employment Accommodation and Food Services Educational Services Arts, Entertainment, and Recreation Healthcare and Social Assistance Retail Trade

Current Employment StaAsAcs or Quarterly Census of Employment and Wages

NY Coun0es

Food Manufacturing Employment

Brooklyn 5,494 Erie 5,026 Queens 4,339 ManhaVan 3,636 Suffolk 3,457 Nassau 2,710 Monroe 2,598 Westchester 2,095 Chautauqua 1,971 Bronx 1,791 Sullivan 1,202 Rockland 1,048 Onondaga 973 Orange 959 Oneida 923

DISTRIBUTION: Where are the jobs concentrated?

OntheMap or Quarterly Census of Employment and Wages

State Staffing PaVern Matrix

UNIQUENESS: Do other industries have similar staffing needs?

INDUSTRY STAFFING NEEDS: Which industries have an aging workforce?

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

NYC ALL INDUSTRIES REAL ESTATE

INVESTIGATION AND SECURITY SERVICES BUS SERVICE AND URBAN TRANSIT

RESIDENTIAL CARE FACILITIES, WITHOUT ADMINISTRATION OF HUMAN RESOURCE

MISCELLANEOUS DURABLE GOODS, NURSING CARE FACILITIES

INDIVIDUAL AND FAMILY SERVICES MISCELLANEOUS NONDURABLE GOODS,

LABOR UNIONS HOME HEALTH CARE SERVICES

NEWSPAPER PUBLISHERS RELIGIOUS ORGANIZATIONS

OFFICES OF OTHER HEALTH PRACTITIONERS 55+ 16-‐54

American Community Survey, Public Use Microdata Sample

INDUSTRY STAFFING NEEDS What level of education and experience do employers

request? TOTAL DEMAND FOR FREIGHT

FORWARDING AGENTS

DEMAND AT THE HIGH SCHOOL-‐LEVEL OR EQUIVALENT

INDUSTRY STAFFING NEEDS What skills are in demand?

ì  Top 25 skills sought by employers seeking jobseekers in computer-‐related occupaAons in the past 4 months (N=1,779 ads)

ì  SuggesAve of what’s in the labor market

ì  CauAon. Data must be: §  Validated by industry §  Watched over a longer period

of Ame

ì  Are our programs equipping students with these skills?

ON THE SUPPLY SIDE: Do we have enough candidates?

Award Type Number Conferred

Associate Degree 464 Bachelor’s Degree 10,936 Master’s Degree 7,084 Doctorate 1,072 Undergraduate CerAficate (<2 years)

36

Post-‐Baccalaureate CerAficate

88

Post-‐Master’s CerAficate 242 TOTAL 19,922

Number of Engineering Awards Granted in NY State 2012-‐2013†

NCES, Integrated Postsecondary EducaAon Data System (IPEDS) † Provisional esAmates

ON THE SUPPLY SIDE: Would this strategy serve areas of need?

ì

CONSIDERATIONS QUESTIONS ADDRESSED

SIZE Is the industry of sufficient size to warrant a workforce strategy?

GROWTH How has employment changed over the past 10 years?

STABILITY How much does employment fluctuate by season? In business cycles?

GEOGRAPHY Where is employment concentrated? Does this strategy target areas of need?

WAGES How has its employees purchasing power changed over Ame? (Alternately: How Aght is the labor supply?)

STAFFING NEEDS What are the industry’s pain points that a sector strategy can address? What level of experience and educaAon are required? What skills are in demand?

SUPPLY SIDE CONSIDERATIONS

What other goals might a sector strategy accomplish?

SUMMARY

CONSIDERATIONS MEASURE DATA SOURCE

SIZE Employment LocaAon QuoAent Industry GDP

QCEW, State Labor QCEW, State Labor & BLS Bureau of Economic Analysis

GROWTH Quarterly/annual employment, historical Projected growth

QCEW, State Labor Long-‐Term Industry ProjecAons, State Labor

STABILITY Monthly/quarterly employment Turnover

Current Employment StaAsAcs or QCEW, State Labor Quarterly Workforce Indicators

GEOGRAPHY Employment by county QCEW, State Labor

OCCUPATIONS

OccupaAonal employment 10-‐Year Projected Growth Average Openings Per Year EducaAon and training requirements Job ad volume trends

Staffing PaVerns Matrix, State Labor OccupaAonal Employment StaAsAcs Long-‐Term OccupaAonal ProjecAons, State Labor EducaAon and Training Requirements by Detailed OccupaAon Bureau of Labor StaAsAcs “Real-‐Time” Labor Market Data

WAGES InflaAon adjusted wages, historical QCEW, State Labor OccupaAonal Wages, State Labor CPI Measures, Bureau of Labor StaAsAcs

STAFFING NEEDS

Age distribuAon EducaAon, experience, skill requirements, etc.

American Community Survey, Public Use Microdata “Real-‐Time” Labor Market Data

THANK YOU!

LESLEY HIRSCH DIRECTOR, NYC LABOR MARKET

INFORMATION SERVICE CUNY GRADUATE CENTER

365 FIFTH AVENUE, ROOM 6202 NEW YORK, NY 10016

212.817.2031 [email protected]

www.gc.cuny.edu

ETA Sector Strategies Technical Assistance Initiative

P a g e | 1 Pilot Tool 2.1

Sector Strategies Organizational Self-Assessment Is your organization demand-driven and sector-focused?

About This Tool

This self-assessment tool is designed to help local and regional

workforce organizations (and current sector partnerships) determine

how well they are implementing full-scale sector strategies today and

where they should prioritize future enhancements.

The 20-question assessment is organized along five broad capability areas:

1 | Data-Informed Decision Making Is your organization/partnership using rigorous data to make decisions about target industries and education and training investments?

2 | Industry Engagement How broad and deep is the involvement of targeted industry sector employers in designing and delivering programs and services?

3 | Sector-Based Service Delivery How well are you and your partners facilitating the delivery of workforce solutions that are responsive to the needs of workers and the targeted industry sector(s)?

4 | Sustainability & Continuous Improvement How well is your organization able to measure sector strategy outcomes? Are you positioned to financially sustain sector work over time?

5 | Organizational Capacity and Alignment Does your organization have the personnel, policies, vision, and resources in place to continually support sector strategy outcomes?

The capability areas, as described in the assessment, should be viewed as aspirational. They represent the capabilities that an organization that is

interested in launching or advancing a full-scale sector strategy should seek to attain. It is rare that an organization would excel in all areas.

For more information on full-scale sector strategies see ETA’s Sector Strategies Framework document.



How to Take the Assessment

It is recommended that multiple individuals from the same organization (or from the same sector partnership) take the assessment and come together to

discuss findings. Upon completion of the assessment, consider the following questions:

What areas represent our strengths? Why?

What areas represent learning opportunities?

Is there important sector-related work that we are not doing? If so, what?

Do we have different points of view within our organization about our self-assessment scoring? What can we learn from the different

perspectives?

What are our priorities for the next year?

Before taking the assessment, please answer the following question:

Is your organization currently leading or part of any active sector partnerships? If yes, which industries are you targeting?


1 = Not at all | 2 = Making progress but a long way to go | 3 = Have some of this, sometimes | 4 = Yes, in place now | 5 = Not only in place but we are excelling


Sector Strategies Organizational Self-Assessment

Data-Informed Decision Making

Is your organization/partnership using rigorous data to make decisions about target industries and education and training investments?

Elements of a high-performing sector-focused organization

If you think your organization rates as a “5” (see ratings key below) you consider it to have the following in place:

1 | Understanding of the region’s most important industry sector(s) through use of rigorous economic, industry, and labor market data collection and analysis

You use tools (e.g. location quotient analysis, traditional and real-time LMI), to regularly quantify your region’s most competitive and emerging industries.

You have agreement across partners (e.g. economic development entities) about target industry sectors.

You use LMI and target industry data that focuses on your actual regional economy (e.g. where labor and goods flow) rather than on only a WIB’s service delivery area or a county border).

You have a formal process for an ongoing review of data and for making adjustments to target industry sectors.

1 2 3 4 5

Action Items:






2 | Process in place to identify specific skill needs, level of demand, and area education and training program gaps within target industry sector(s)

You regularly use both traditional and real-time data sources as well as focus groups and/or interviews with employers to identify growth occupations within target sectors and specific skill and hiring needs.

You have a formal and continuous process involving education partners to work with employers to review labor market demand, and identify/validate workforce needs and specific KSAs of critical occupations.

You have a formal process to identify gaps among existing regional education, training worker support, business services, and the needs of the target industry sector(s) employers.

You have a clear grasp of the employment disparities (e.g. based on race, ethnicity, gender) and individual and systemic barriers to economic security faced by job seekers/workers in your region

1 2 3 4 5

Action Items:

3 | Provision of data that is understandable and shared across partners to enable joint, collaborative decision-making

You have up-to-date materials (i.e. reports, industry briefs) that clearly and compellingly identify regional target industry sectors and their workforce needs.

You have the reputation, regionally, as a “go-to” source for target industry data and workforce needs.

1 2 3 4 5

Action Items:




Industry Engagement

How broad and deep is the involvement of targeted industry sector(s) employers in designing and delivering programs and services?


If you think your organization rates as a “5” you consider it to have the following in place:

4 | Regional influence to bring key industry leaders to the table and understand the needs of their businesses

You have relationships with business organizations within the target industry sector(s).

You’ve developed criteria (e.g. high job quality, career paths, a great reputation among workers and job seekers) to identify which employers to focus on involving and supporting through use of sector partnership resources.

You have the ability to easily identify and convene a network of large and small employers (and key decision-makers from those employers) within the sector(s), or credible relationships with business organizations that will include you in their meetings and conversations.

1 2 3 4 5

Action Items:

5 | Industry as a strategic partner in designing and executing services and programs

You have specific vehicles for soliciting ongoing workforce needs from industry partners (not just during periodic meetings or surveys).

You have industry partners that help define program strategy and goals, identify necessary skills, competencies, and resources to support education (e.g., equipment, instructors, internships), and, where appropriate, hire qualified students who complete programs.

1 2 3 4 5

Action Items:




6 | Capability to take on the sector partnership intermediary role if required

When necessary, you can play the intermediary role, including guiding the partnership; managing its work; maintaining strong relationships with employers; maintaining an up-to-date understanding of employer needs and opportunities; and guiding efforts to evaluate and make improvements to a sector partnership.

You have credibility with the target industry sector(s) and entrepreneurial attitude to guide sector partnerships where employers want to take it.

1 2 3 4 5

Action Items:

Sector-Based Service Delivery

How effectively are you and your partners facilitating the development and delivery of workforce opportunities that are responsive to the needs of an entire targeted industry?



7 | Capability to fill the industry’s near-term workforce needs

You’ve had success in working with education partners through a sector strategy to develop responsive curriculum/courses for target sectors to provide immediate access to customized training and certification programs as needed.

You’ve had success in providing systematic support to employer needs—across an entire industry—in business outreach, hiring services, retention programs, etc.

Your organization (e.g. WIB, AJC) has the agility and flexibility to develop new programs rapidly in response to target industry workforce needs.

1 2 3 4 5

Action Items:






8 | Capability to meet the industry’s longer-term pipeline needs across a range of skill levels

You have an up-to-date inventory of regional education and training programs relevant to the targeted industry sector(s) in order to determine assets and gaps.

You can facilitate area educational units (e.g. K-12, adult education, community colleges, career & technology institutions, universities) to work together in response to targeted industry sector(s) to address identified regional long-term workforce needs at all educational levels.

You have experience and the ability to influence target sector(s) employers to develop, incorporate, and/or expand industry-recognized credentials.

1 2 3 4 5

Action Items:

9 | Ability to overcome barriers for lower-wage workers in order to facilitate employment and career advancement within the targeted sector(s)

You’ve identified barriers to work that are individual and systemic in nature (e.g. lack of work experience, substance abuse, transportation, child care), created solutions, and brought about industry-wide changes that support them as standard practices.

You’ve worked across an industry on career advancement solutions (e.g. tuition assistance, enhanced credentialing structure, on-the-job coaching) to encourage worker mobility.

1 2 3 4 5

Action Items:






10 | Experience with and capability to develop effective, employer-validated career pathways in support of the target sector(s)

With partners, you have experience with mapping and designing modularized curricula and career pathways across a range of skill needs (entry-level to advanced) to serve target industries.

You’ve had success in designing education and training pathways that enable students and adults to move seamlessly between academic and career technical programs, to and from work, and to achieve advanced credentials.

1 2 3 4 5

Action Items:

11 | Experience with and capability to design and implement, with employers, work-based learning models in targeted sector(s)

You have experience building and funding—on an industry level—models such as:

On-the-job training

Cooperative education

Paid internships

Pre-apprenticeship or Registered Apprenticeship programs

1 2 3 4 5

Action Items:






12 | Partnerships with the right regional organizations to deliver comprehensive solutions in response to target industry sector(s) needs—while minimizing the duplication of services

You have dynamic alliances (including clearly defined roles) with the following organizations in executing sector strategies:

K-12, community colleges, adult education programs, private

training providers, labor unions, and universities: To align curricula to career pathways and provide a bridge from secondary, pre-GED, and post-secondary education to a career.

Local industry associations, chambers of commerce, and

economic development agencies: To identify target industry sectors, convene industry, and jointly address regional growth strategies.

Community-based organizations: To reach populations that are

currently underrepresented in the target sector(s) and allow CBO services to be effectively integrated into sector-based strategies.

1 2 3 4 5

Action Items:

13 | Willingness and ability to respond to non-workforce needs directly related to the industry’s economic development or growth opportunities

You are open and have the capacity to engage sector partners to address non-workforce issues with employers (e.g. access to technology and innovations, streamlining suppliers or supply chains, transportation and logistics issues) depending on industry sector(s) needs.

1 2 3 4 5

Action Items:




Sustainability & Continuous Improvement

Is your organization able to measure sector strategy outcomes and sustain sector work over time?



14 | Ability to “build the buzz” about the value of sector partnerships as a means to continuously secure stakeholder buy-in

You have marketing material developed to promote existing sector partnerships.

You have close connections with area media to build awareness about partnership goals and community support.

1 2 3 4 5

Action Items:

15 | Sector partnership measures of success identified and tracked with continuous improvement processes built in

You have a common agreed-upon dashboard of success indicators (i.e. consensus around sector partnership “outcomes”), determined in part by indicators needed to bring about systems changes.

Your measures reflect services to business.

You have a process in place for collecting and analyzing data, and using metrics to make future adjustments.

Your board, executive committee, or program committee routinely reviews sector partnership metrics.

1 2 3 4 5

Action Items:






16 | Sustainable funding source(s) to establish and expand sector partnerships

You have an understanding of available funding sources (e.g. grants, foundation support, repurposed program funds, discretionary funds, industry support), and a commitment to identify emerging sources that could support sector initiatives.

You develop strategies for sustainability and pursue them from the beginning of sector partnership operations.

You have a willingness to be innovative in finding, braiding, and utilizing resources to support sector partnerships (including public, philanthropic, and private sector resources).

You’ve had success in obtaining funding from multiple sources that pays for the intermediary roles, services, systems change strategies, and other costs of the sector initiative.

The business community contributes resources to the partnerships.

1 2 3 4 5

Action Items:

Organizational Capacity & Alignment

Does your organization have the personnel, policies, vision, and resources in place to support sector strategy outcomes?

17 | Organizational commitment to bring partners to a shared vision

You’ve had success in collectively developing, with your partners (e.g. economic development, higher education), a shared vision around target industry growth and economic security for workers.

You have the capacity to serve in a sector partnership intermediary role when required (i.e. as the neutral and credible party/convener brokering relationships among sector partners).for the intermediary roles, services, systems change strategies, and other costs of the sector initiative.

The business community contributes resources to the partnerships.

1 2 3 4 5

Action Items:






18 | Organizational culture that promotes a demand-driven approach within a sectors framework

You have the leadership (executives, board) that understands the importance of and prioritizes a focus on serving employers for the purposes of aligning the workforce system to target sector needs.

Your organization has a strategic plan/vision that emphasizes the organization’s role in driving regional economic security and industry growth through sector partnerships.

1 2 3 4 5

Action Items:

19 | Organizational structure (administrative policy, committee structure) that supports industry engagement within a sectors framework

You have staff member(s) with explicit roles to examine, across businesses, broader industry workforce trends for the purpose of executing sector strategies.

Your organization’s board/oversight group includes private sector representatives that reflects the target industry mix.

You have an administrative structure that promotes and supports sector strategies (e.g. organizational or committee structure oversees sector initiatives).

You have administrative policies that support sector strategies (e.g. sector partnership concepts are explicitly built into organization’s policy goals; American Job Center has a policy to prioritize services for target industry employers).

1 2 3 4 5

Action Items:






20 | Staff have expertise about current target industries and have opportunities to hone knowledge as targets change

Your staff has ample opportunities to attend targeted industry-related professional development events for the purposes of staying fresh on technologies, growth trends, and workforce needs.

Your staff understands the industry sector’s language, pain points, high-leverage opportunities, and culture, and they respect the industry sector’s culture.

All staff members, regardless of position, understand why a sector strategy approach makes sense, and their role within it.

1 2 3 4 5

Action Items:

Documents

USING LABOR MARKET INTELLIGENCE TO DRIVE SECTOR STRATEGIES · NAVJEET SINGH Deputy Director, National Fund for Workforce Solutions [email protected] TEL 617.728.4446 FAX 617.728.4857