1/20/2017. Introductions. Goals. Workforce Development. January 20, Greg Wilson Carl Vinson Institute of Government. Who is in the room?

Transcription

1 Workforce Development January 20, 2017 Greg Wilson Carl Vinson Institute of Government Introductions Who is in the room? What s your experience related to workforce development? Goals Describe current trends in local government workforce and statewide workforce needs Explain the role of elected officials in workforce development Summarize the key partners involved in Georgia s workforce development system Identify community, state, and federal resources to support job training and education efforts Explain strategies to build local partnerships for workforce development Formulate an action plan to apply the learning in the local community 1

2 Take a sticky note and write what you want to learn from today s training. Post your note on the WIIFM (What s In It For Me) chart on the wall. You will revisit this chart at the end of the training to assess what we learned Workforce Development Landscape Government Workforce Challenges 57% of responding cities identified recruiting qualified applicants as an issue The hardest positions to fill include police officers, water/wastewater operators, public works, firefighters, and building inspectors Respondents cited several reasons for recruiting challenges including: lack of applicants, licensing requirements, lack of experience, and wages not seen as competitive 2

3 Aging Government Workforce Source: US Census Bureau LEHD Program, Carl Vinson Institute of Government Discussion: Has your government experienced any workforce challenges? Georgia s Workforce Challenge Georgia is projected to add 500,000 new jobs over the next decade (source: EMSI, inc.) Georgia s population is rapidly aging and more workers are retirement eligible Rapid change in industry and occupations due to technology, innovation, economic development success, and competition There were 3.1 million unique job postings in Georgia during 2016 (source: EMSI, inc.) 3

4 K-12 Education Source: Georgia Department of Education High School Outcomes Source: Governor s Office of Student Achievement Opportunity Youth Opportunity Youth is young adult age who is not working, seeking work, or enrolled in school. There are an estimated 134,486 Opportunity Youth in Georgia or about 11% of the year old population 4

5 What is Workforce Development? Small Group Activity Develop a definition of workforce development Think of who, what, why, and how Textbook Definition Workforce development is a wide range of activities, policies, and programs employed by geographies to create, sustain and retain a viable workforce that can support current and future business and industry St. Louis Federal Reserve In Plain English Workforce development is a collaborative effort with many partners that aims to ensure that businesses (governments) have the talent they need to be successful 5

6 Workforce Pipeline Adapted from Insulating the Education Pipeline from The Forum for Youth Investment Why Workforce Development? How does it all fit together? EDUCATION STRONGER FAMILIES ECONOMIC DEVELOPMEN T COMMUNITY DEVELOPMENT 6

7 Break Workforce Development Resources Panel Linda Mannis Georgia Department of Labor Lisa Davis Atlanta Regional Commission/WorkSource Atlanta Brett Lacy Georgia Department of Economic Development Workforce Division Role of Elected Officials In Workforce Development 7

8 What is your role? Connect Know the landscape Understand who the players are for various programs Connect business, constituents, and other parties with local, state, and federal resources Serve as a feedback loop for workforce development and economic development Lead Serve as the Chief Local Elected Official (CLEO) for your workforce region Be involved on local boards, steering committees, authorities, and other workforce initiatives Serve as the convener/champion for workforce and talent initiatives 8

9 Local Workforce Board Example Local Elected Officials meet to appoint a Chief Local Elected Official (CLEO) Local Elected Officials Chief Local Elected Official Appoints members to WDB Approves program budgets Designates grant subrecipient/fiscal agent Leads Workforce Development efforts in the region Oversees program, policies, and funding Workforce Development Board Manages the day-to-day workforce program Manages the region s WIOA funds Grant Sub- Recipient/ Fiscal Agent Policy and Funding Promote workforce development through local policy Appropriate funds to support the community s and municipalities workforce needs Seek grants and other funds for workforce development Advocate Advocate for effective local and regional workforce development efforts Work to fill gaps in the workforce pipeline 9

10 Workforce Partners K-12 Education Family Connections /Human Services Local Technical College Economic Dev./ Chamber/ Employers University System of Georgia Institution Dept. of Labor Local Workforce Board Where the Workforce Resources Are All Fund Sources, All Programs FY 2017 Budget Bright from the Start: Department of Early Care $792,213,198 and Learning Georgia Department of Education $11,015,568,457 Georgia Department of Labor $132,594,973 Technical College System of Georgia $791,481,922 University System of Georgia $7,233,448,837 Georgia Department of Economic Development, Workforce Division $73,361,918 Source: Governor s Budget in Brief FY 2017 Total FY17 Funding $12,981,937 $4,915,224 $5,116,273 $4,557,683 $2,736,559 $5,882,569 $1,667,398 $3,828,941 $4,666,951 $3,412,745 $2,347,681 $1,792,403 $1,221,538 $2,874,343 $4,816,034 $7,054,992 $3,716,337 $3,535,797 $4,371,142 10

11 Workforce Innovation and Opportunity Act Vision The Workforce Innovation and Opportunity Act (WIOA) was created to provide state and local areas the flexibility to collaborate across systems in an effort to better address the employment and skills needs of current employees, jobseekers, and employers. Workforce Boards Aims to be representative of the community Broker and champion You have a role but may not be at the table Oversight Contact local area director for more information Align Resources and Programs Labor Education Economic Development Vocational Rehabilitation 11

12 Lunch Education Panel Dr. Alvetta Thomas Southern Crescent Technical College Dr. Stan DeJarnett Georgia School Board Association/Vision Project Mandy Johnson Douglas County School System Partnerships There are many complex challenges in workforce development. No one organization or program can solve these problems alone. 12

13 Partnership Example: Reaching Potential Through Manufacturing Case Study: Creating a Pipeline of Wastewater Treatment Operators Georgia s High Demand Career Initiative Report available online Statewide Trends In-Demand Careers and Skills Challenges Recommendations 13

14 HDCI Sector Partnership Guide Pre-Planning Needs Assessment Strategic Plan Implementatio n Building Workforce Partnerships Data Collection and Analysis Industry Engagement and Needs Assessment Vision and Priority Setting Implementation 14

15 Scenarios 43 Scenario #1 You are in a rural community located around 45 minutes from a large population center. Your largest employer is a specialized product manufacturer that has been a pillar of the community for decades. The product has largely been replaced by technological innovation. The employer has indicated that they will likely not stay open past this year. You ve asked your economic developer to work with your partners to soften the blow and potentially create something positive from the closure. 44 Scenario #2 Your community has recently seen years of investment, marketing, and planning pay off. You have had several large relocation and expansion announcements that will open over the next two years. Community and economic development leaders are concerned that there is not enough trained local talent to fill these new jobs. They are worried that the community won t see the full benefit of the investment and that workforce pains may impact future attraction and expansion efforts

16 Scenario #3 A large U.S. Department of Defense contractor has served as a major employer in your community since the 1970 s. They provide good quality middle class jobs with quality benefits. The contractor continues to be successful, but over 80% of their workforce is retirement eligible. You are concerned that the silver tsunami may impact the competitiveness of the facility to receive new projects in the years to come. 46 Scenario #4 Your community has long been seen success in economic development in corporate operations, healthcare, and information technology recruitment and expansion. Your most recent existing industry surveys reports increased talent issues such as difficult recruiting millennials, lack of trained talent, and new employees lacking soft skills. You are worried this may impact future economic development efforts. Many are talking about the issue in the community, but nothing is happening. 47 Driving Forces Economic Development Workforce Development K-12 Education Post-Secondary Education Goal Recruit and retain industry Help jobseekers find employment Graduate students Graduate Students Funding Local Federal Local & State State, Federal, Tuition Language Language of Business Language of Workforce Development Language of Education Language of Education Metrics Accountable to Jobs created, Jobs Retained, Capital Investment Board and Elected Officials % Employed after exit, wage gains, credential attainment Workforce Development Board College and Career Ready Performance Index, High School Graduation Rate School Board Enrollment, Retention, Graduation Rate, Placement Rate, External Funding Board of Regents/Technical College, Governor Note: These are generalizations and differ by community/organization 48 16

17 49 Who are your partners? Informed Action Local Economic Development Plan/Needs Assessment Local Workforce Strategy Implementation 17

18 Action Planning and Wrap Up Conclusion 18