Catalyzing Transformation. An Approach to Planning and a Cll Call to Action

Transcription

1 Catalyzing Transformation An Approach to Planning and a Cll Call to Action 1

2 Opening Message Rick Maher President / CEO Maher & Maher 2

3 Objectives Get you thinking about a path to transformation Gain a fuller understanding of the need for regional transformation in a global l context Provide a process for planning for regional economic/workforce development transformation (Six Step Planning Process) Share information and answer questions about how this best relates to you! 3

4 America is witnessing one of the greatest economic transformations ta so ato s in history 4

5 Think global 5

6 China s size does not merely enable lowcost manufacturing; it forces it. Increasingly, it is what tchinese businesses and consumers choose for themselves that t dt determines how the American economy operates. ~ Ted Fishman/ The Chinese Century The New York ktimes Magazine 6

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10 ETA Innovation Academy 10

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13 There is no job that is America s God-given right anymore. We have to compete for jobs. ~ Carly Fiorina, former Hewlett Packard CEO 13

14 Building Blocks for a National Response Talent Development System (WIRED as catalyst) Community-Based Job Training High Growth Industries Demand Driven 14

15 So what are we doing here? If YOU were responsible for the economic well being bi of your community, your children (and their children), which obstacles to success would ldstop you? 15

16 RIG and WIRED What does stand for? Regional Innovation Grant What does stand for? Workforce Innovation in Regional Economic Development 16

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18 Why a Regional Approach? Global competitors don t recognize political borders. Infrastructure (physical & virtual) means workers can live and work further apart. Only a regional economy can combine all the necessary assets to compete. Innovation is driven by connected social networks. a global competitive advantage 18

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20 Identify the Regional Economy Forming Region Data based identification of the surrounding communities and counties that share a regional economy. Continually assess and reassess the boundaries to include assets, organizations, and resources necessary for growth! 20

21 Asset Identification/Mapping The Region is not fully identified until all assets are identified. Human capital Financial capital Research & development Industrial base Infrastructure Legal/ regulatory environment Quality of life Business & policy culture MOST IMPORTANT: 21

22 Step 1 Success Factors Workforce investment system actively collaborates with economic development, business, and education partners to gather and analyze a wide array of current and real time workforce and economic data in order to: Create new knowledge about regional economies and support strategic planning, Routinely track economic conditions, Measure outcomes, and Benchmark economic competitiveness in the global marketplace. 22

23 Form Core Leadership Group other regional champions research & development laboratories faith-based & community organizations business & industry leaders philanthropic organizations planning entities Core Leadership Group education entities economic & workforce development organizations state & local government leaders foundations investors & entrepreneurs 23

24 Leadership Group Must Represent critical partners/organizations Commitment from senior executives Collaborate in SWOT analysis Asset mapping, critical self assessment Appropriately shared financial and resource contribution to the partnership Provide resources, expertise, promising practices, research and STRATEGIES Provide for sustainability 24

25 Full SWOT Analysis Discover strengths, weaknesses, opportunities and threats (S.W.O.T.) Critical self analysis Comprehensive Time consuming Invaluable Definitely not optional 25

26 SWOT: Key Questions Discover Strengths, Weaknesses, Opportunities and Threats Are physical, virtual, and governmental infrastructures prepared to establish and sustain a prosperous regional economy? Do we have the right workforce to support and sustain our plans? Are educational linfrastructures t prepared to develop sufficient i talent? Do we have a culture of collaboration, innovation and entrepreneurship? 26

27 Build the Shared Regional Identity Partners identify a shared vision for the regional economy: Represent all regional assets, Identify with the region as a whole, Accept their economic interdependence across sectors and jurisdictions within the region, Commit to collaborating to ensure regional economic competitiveness, and Brand the region 27

28 Step 4 Success Factors Consider The sustainability of regional planning initiatives may depend on the creation of innovative social leadership networks. We should focus on the systematic cultivation of organic social ecosystems that can endure, innovate, adapt, and thrive. 28

29 Four Network Stages 1. Isolated Clusters 2. Hub and Spoke 3. Multi hub Network 4. Smart Network or Core/Periphery 29

30 Stage 1 Isolated Clusters 30

31 Stage 2 Hub and Spoke 31

32 Stage 3 Multi Hub Network 32

33 Stage 4 Core/Periphery 33

34 Smart Networks (Stage 4) The ideal pattern for networks that need to be innovative and collaborative have both a strong core of overlapping counties and a vast periphery of weak ties that are bringing new ideas and resources into the network. 34

35 Devise Regional Strategies Devise strategies that hold the greatest potential to spur investment in: Talent development Innovation Infrastructure 35

36 Leadership Team Role Identify innovative solutions that: Leverage regional strengths Mitigate regional weaknesses/limitations Assure alignment of regional resources Provide leadership that transcends turf 36

37 Step 5 Success Factors 37

38 Leverage Regional Assets and Implement Cash Government Intellectual Property VISION for Regional Economy Federal & State Program Resources Faith-based & Community Organizations Community Foundation Investments Patents on Innovations Not Yet Marketed Philanthropic Organizations 38 Broadband Capacity

39 Really think about it! How do you rank organization s readiness to proceed to collaborate and not compete regionally? 39

40 Workforce Development System: 5 Areas for Transformation 1. Workforce System Structure and Governance 2. Your Regional Economy & Talent Pool 3. Workforce Funding Diversification 4. New Service Delivery Strategies for One Stop Career Centers 5. Change Management & Leadership 40

41 Workforce System Structure & Governance Catalyst and convener: partnership development and strategic alignment Focuses on the regional economy, not political or geographical jurisdictions Integrates workforce development, economic development, and education policy, practice, and funding Maximizes flexibility & agility 41

42 Understanding Your Economy & Talent Pool Comprehensive economic and workforce information i drives di strategies, investments, and service deliverye Underutilized talent pools = significant assets Strategies build the talent pipeline to meet current and future workforce needs Education strategies are mapped to existing and emerging career ladders & lattices 42

43 Diversification of Workforce Funding Broad and deep mapping of all available funding & resources WIA is not the sole source of training dollars Shared talent development strategy t drives di all investments t Focus on post secondary education and lifelong learning opportunities Eliminate duplication in funding and service delivery 43

44 New Service Delivery Strategies for One Stop Career Centers Centers organized by function, not by agency, program, or funding stream Staff s work directly aligns with the larger talent development strategy Career coaching and assessment vs. casemanagement and eligibility determination 44

45 Leadership and Managing Change All staff have access to the resources, knowledge, and support to effect change All understand dtransformation operationally as well as strategically Leadership encourages entrepreneurship & innovation at all levels of the system Progress is measured, benchmarked, and rewarded 45

46 Taking Action Critically examine your region s challenges, weaknesses, strengths, and opportunities. Articulate what the shift from job training to talent development means for your system. Focus on true vertical transformation at all levels of the system. Commit not just to planning, but to doing! 46

47 While our parents left us an America much wealthier and healthier than the one that was passed on to them, our generation seems determined to pass on to our children a downwardly mobile America. Tom Friedman (author) 47

48 Green is the new red, white, and blue! 48

49 China for a day (but not for two). 49

50 Thank You! Voice