Greater Lima Region 6-month Community Update

Transcription

1 Greater Lima Region 6-month Community Update February 2, 2017

2 Welcome & Introductions Jeff Sprague, President/CEO Allen Economic Development Group

3 the last 6 months Doug Arthur, Project Director Link Lima/Allen County

4 Workforce Development Framework

5 Link Lima Site Visit Program

6 Home Field Advantage

7 MakerFest% mp4

8 October 19-21, 2017

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10 2016 in Review Joe Patton, Workforce Director

11 OhioMeansJobs - Allen County 2016 in Review (compared to 2015) Total visits to Job Center up 8% to 7,337 Job Seekers meeting with a Job Coach up 133% to 511 Employers served and/or currently serving up 110% to 315 Facebook likes -up 650% to 2,752 CCMEP Youth Job Placement Allen County is #1 in the State (78% placement compared to 16% State average) 39 out of 50 youth are employed

12 OEA Update Cynthia Leis, Project Manager Allen County Office of Economic Adjustment

13 Q Q Q Phase 2 Sept 2015 Aug 2017 Q Q Q Q Q Q Industry Innovation and Entrepreneurship (OEAMC) Collaboration Growth Plan (FiQ) Communication Plan (kglobal) Economic & Workforce Development Structure Alignment (AEDG) We Are Here Grant Ends Here

14 Collaborative Growth Project David Beurle, Principal Future iq Partners

15 Allen County Defense Initiative Phase 2 Collaborative Growth Plan FRAMEWORK 2 February 2017

16 Regional Collaborative Growth Plan Mar 16 Feb 2017 MAY JUN JUL AUG SEP OCT NOV DEC JAN FEB TOOLS -->2017 Network Mapping Workforce Research and Modelling Supply Chain Research and Study BR& E Framework Innovation Opportunities and Needs We Are Here Expanded Network Mapping Platform Workforce and Supply Chain Studies and Platforms Innovation Study Stakeholder Analysis Task 1 Expanded Network Study Task 2 Comprehensive Gap Analysis of Region (Workforce and Supply Chain) Build Alignment for Collaborative Growth Plan Task 3 Analysis of Local Innovation Opportunities and Needs Task 4 Create Regional Collaborative Growth Plan Task 5 Develop Action Response Team ROADMAP Implementation Plan

17 Development of Collaborative Growth Plan Data-driven and people focused approach

18 Built on scenario-based planning methodology

19 Objective data driven analysis xx Innovation Study December 2016

20 Regional Stakeholder Meetings Regional Network Mapping (Baseline) Regional Scenario Planning Think Tank Meetings People focused engagement Regional Stakeholder Meetings Regional Network Mapping (Phase 2) Regional Stakeholder Meetings Consensus based goals Regional Focus Groups Regional Goals

21 Shared Regional Goals GOALS Grow employment in the Greater Lima Region by 22,000 jobs and provide the qualified regional workforce to fill those jobs. Be recognized and viewed as an ideal location for new businesses to locate and existing businesses to expand. Be recognized nationally as one of the most livable communities in the Midwest.

22 The challenges Problem-Lack of heft Problem-Lack of plan and quarter-back Problem- People and organizations work in silos Problem- Workforce shortage / demographics Problem-Lagging innovation Problem -Livability / Quality of life in Lima Problem-Reputation of Lima and region

23 Problem: Lack of heft Solution: Take a regional approach - competitive region Rally around Greater Lima Region Start with building local cohesion and integration It starts here

24 Problem -Lack of plan and quarter-back Solution: AEDG lead and quarterback Greater Lima Region Inc. AEDG to be charged with executing Growth Plan and creating GLR platform Build regional framework (BR&E, eco dev, workforce)

25 Problem -People and organizations work in silos Solution: Ecosystem approach builds collaboration and co-ordination ordination

26 Problem Workforce Shortage / demographic Solution: Multi-faceted workforce and economic development strategy 22,000 worker challenge coordinated industry and public response built on foundation of Link-Lima *based on medium regional growth scenario 20,000 18,000 16,000 14,000 12,000 10,000 8,000 6,000 4,000 2, and Older

27 Problem Lagging Innovation Solution: Build Innovation Hubs and clusters AEDG to drive Innovation Council

28 Problem -Livability / Quality of life in Lima Solution: Community Foundation to drive ecosystem Downtown corridor essential to YP etc.

29 Problem -Reputation of Lima and region Solution: Communication plan to saturate Lima tag Build authentic enabling communication channels and content

30 Workforce Challenge understanding the numbers Gap Filling Plan SCENARIO 1 No intervention SCENARIO 2 Current Efforts SCENARIO 3 Plus CGP Initiatives High School Retention 570 1,500 2,800 Flexible Work Hours (Students, Stay at Home Homemakers, etc.) (9,500) (6,400) 2,200 Reintroduction of Discouraged or Disengaged Workers (6,300) (2,750) 3,400 Extension of Retired Worker Life 1,500 6,300 9,500 Re-introduction of University/ College Graduates to Region ,000 Attraction of New Residents 2,430 2,600 3,400 (11,200) 1,500 22,300

31 Workforce Challenge Road Map to 2025 Phasing of Impact High School Retention 750 1,200 2,800 Flexible Work Hours (Students, Stay at Homemakers etc.) (500) 500 2,200 Reintroduction of Discouraged of Disengaged Workers (500) 1,500 3,400 Extension of Retired Worker Life 1,500 6,000 9,500 Reintroduction of New Graduates to Region ,000 Attraction of New Residents 500 1,500 3,400 Total Workforce Increase 1,850 10,950 22,300

32 Phasing of Impact High School Retention 750 1,200 2,800 Flexible Work Hours (Students, Stay at Homemakers etc.) (500) 500 2,200 Reintroduction of Discouraged of Disengaged Workers (500) 1,500 3,400 Extension of Retired Worker Life 1,500 6,000 9,500 Reintroduction of New Graduates to Region ,000 Attraction of New Residents 500 1,500 3,400 Total Workforce Increase 1,850 10,950 22,300 ASSUMPTIONS High school retention assumes implementation of all best practices across the region. The growth of the flexible work hours cohort includes the introduction of a regional remote work strategy in addition to other best practices. The full complement of discouraged or disengaged workers assumes that the region returns to its historic average labor force participation rate of 68 percent coupled with increased wage inflation and hiring pressures. The full cohort of retired workers assumes both projected population growth as well as a cohort labor force participation rate of 30 percent, or twice the historical average. The returning new graduate population increases due to the introduction of targeted recruitment strategies by regional companies in addition to other best practices. This brings new required skill sets to back to region, and targets innovation and entrepreneurship. approach The attraction of new residents equals historic highs through an expanded communications strategy and targeted relocation incentives. This also includes the implementation of a downtown revitalization strategy.

33 Workforce Gap Fill Plan ,000 9,000 8,000 7,000 6,000 5,000 4,000 3,000 2,000 1,000 - High School Retention Flexible Work Hours Reintroduction of Discouraged of Disengaged Workers Extension of Retired Worker Life Reintroduction of New Graduates to Region Attraction of New Residents

34 Part 1: Regional Workforce Needs Analysis 20,000 18,000 16,000 14,000 12,000 10,000 8,000 6,000 4,000 2, and Older

35 Part 1: Regional Workforce Needs Analysis Manufacturing Employer Workforce Needs Survey Occupational Supply and Demand Profiles Technical Reference Group Feedback

36 Collaborative Growth Plan 2017 to FRAMEWORK ,000 workers ,000 workers workers 2025 jobs Organize locally Organize regionally Organize inter- regionally Organize inter-midwest AEDG leads and convenes locally Start Greater Lima Region Active Region building Interregional leadership Structure and Leadership Expand Link Lima locally Target program to retain retiring workers Expand Link Lima regionally Target retaining / returning graduates National workforce attraction Workforce Local BR&E alignment Regional BR&E Innovation / clusters Regional business attraction National business attraction Economic Development Establish Community Foundation Lima CD ecosystem convening Downtown Lima redevelopment Regional CD ecosystem convening Focus on quality of life issues All downtowns redeveloped Community Development Control Local Lima Message Build Regional message Promote message externally Attraction Marketing Communication Plan

37 Communications Project Lauren Martens, Vice President kglobal

38 COMMUNICATIONS INITIATIVE Launch + Roll Out

39 Why? Robust communications are a part of a multi-faceted approach to meeting the Greater Lima Region s 3 unified goals 1. Be recognized nationally as one of the most livable communities in the Midwest 2. Grow employment in Allen County by 22,000 jobs and provide the qualified regional workforce to fill those jobs 3. Be recognized and viewed as an ideal location for new businesses to locate and existing businesses to expand.

40 What it has Features

41 What it does Benefits

42 But Current communications are strong but undermined by - Negative perceptions - Cynicism - Unfavorable press coverage - Confusion among key audiences about who s who and what s what

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44 negative perceptions parents friends religion biases - experience

45 Change the point of view

46 How? Launch of a multi-phased communications initiative Phase I Launch of integrated communications campaign + establish Communications Committee Phase II Expand the campaign regionally + launch Greater Lima Region unified messages and website Phase III Push Greater Lima Region messages state-wide + nationally

47 Heart Roots Skill Strength Glee - Possibility

48 Who you are Identity

49 REAL AMERICAN heart. Live in the Greater Lima Region

50 What you ll feel Experience

51 REAL AMERICAN possibility. Invest in the Greater Lima Region

52 REAL AMERICAN glee. Explore in the Greater Lima Region

53 360 Real American Experience

54 Next Steps

55 CONTACTS Lauren Martens, Vice President, kglobal Dan Spector, Principal, Simon Everett kglobal 2001 L St NW, Sixth Floor Washington, DC 20036

56 Looking Out on the Next Six Months Jeff Sprague, AEDG

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58 Greater Lima Region 6-month Community Update February 2, 2017