Transcript Target Industry Cluster Task Forces

Target Industry
Cluster Task Forces
Rebecca Rust, Chief Economist and Director of Labor Market Statistics,
Agency for Workforce Innovation;
Andra Cornelius, CEcD, Vice President of Business and Economic
Development Opportunities, Workforce Florida;
Kevin Lloyd, Project Manager of Talent and Leadership Programs,
Fairfield Index;
Christopher “Rod” Lewis, Director, Haas Center for Business Research and
Economic Development, Emerald Coast The University of West Florida
1
Workforce Florida, Inc.
Target Industry Cluster Task Force
Florida Economic Development Conference
June 23, 2011
Workforce Florida, Inc.
• Vision - Florida will develop a globally competitive
workforce.
• Mission - Florida will develop the state’s business
climate by designing and implementing strategies
that help Floridians enter, remain and advance in
the workforce, becoming more highly skilled and
successful, benefiting Florida business and the
entire state.
Page | 3
Workforce Florida, Inc. and
the Five-Year Strategic Plan
• Workforce Florida, Inc. is a lean organization with a small number of full
time employees and 37 volunteer board members
– Board members are appointed by the Governor, Senate President and
House Speaker
• Our Five-Year Strategic Plan – Creating the Strategy for Today’s Needs and
Tomorrow’s Talent
– Mandated by Florida law
– Recognized by the US Department of Labor as a “National Best Practice”
• Fourteen initiatives all dedicated to transforming our economy and
workforce into a powerful and globally competitive position
• Strategic imperatives driving our planning and execution include:
– A Florida economy in recovery, but at different paces for different people
and enterprises
– A changing demand for strategic skills sets
– Changing administration, legislature and a new economic delivery system
Page | 4
WFI Strategic Plan Framework
Page | 5
The New Florida Economic
Development Delivery System
Governor
Enterprise Florida,
Inc./Secretary of
Commerce
Division of
Finance and
Administration
Division of
Community
Development
Department of Economic
Opportunity/Executive
Director
Division of
Strategic
Business
Development
Reorganization of Agency for Workforce
Innovation (AWI), Department of Community
Affairs (DCA) and The Office of Trade, Tourism
and Economic Development (OTTED)
Contract
Division of
Workforce
Services
Program
and Fiscal
Instructions
Workforce Florida,
Inc./President
Policy
Regional
Workforce
Boards
Page | 6
The Strategic Environment for
Target Industry Clusters
Strategic Emphasis (A,B,C,D,E)
Collaborative Engagements
Attracting new business to Florida
and expanding existing enterprises
J
Target Industry Cluster Task Forces
Balancing talent supply and demand to
meet the needs of a new Florida economy
A
Supply and Demand Analysis
Creating a repository of all programs and
talent development options available to
citizens of Florida
H
Florida Talent Supply Chain Team
Developing measures and/or
benchmarks to assess the quality and
year-to-year improvement
B
Customer (Employer) Satisfaction
Elevating the STEM-aptitude of students
at all levels within the Florida education
delivery
I
STEM Leadership
Page | 7
“Interconnectedness” of Projects
in WFI’s 5-Year Plan
Project H
Florida
Talent
Supply
Chain Team
Influence
education and
talent
development
Deeper
understanding of
required strategic
skill sets
Anticipate and
respond to current
and future talent
demand
Project I
STEM
Leadership
for Florida
Questions
answered and
guidance on
Aviation &
Aerospace needs
Project J
Target
Industry
Cluster Task
Forces
Candid views on
state of business
climate and talent
availability
Project A
Supply and
Demand
Analysis
Talent and business
needs to build a
demand-driven
Aviation &
Aerospace Cluster
Florida-wide survey
of business mood
related to talent
and climate
Project B
Customer
(Employer)
Satisfaction
Page | 8
The Strategic Environment for
Target Industry Clusters
Strategic Emphasis (A,B,C,D,E)
Attracting new business to Florida
and expanding existing enterprises
Collaborative Engagements
J
Target Industry Cluster Task Forces
The Three-Year Plan:
• NOW – Aviation & Aerospace and Clean Technology
• 2012 – Homeland Security & Defense and Life Sciences
• 2013 – Financial & Professional Services and
Information Technology
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The “Anatomy” of an Industry
Cluster Task Force
• The task forces are designed to be self-sustaining organizations.
• Each task force member needs to be a C-Level* executive with experience in
national or multi-national markets, the ability to reach into networks,
associations or areas of their enterprise to test ideas, data and messages.
• Task force members need a strong sensibility to, or a skill set in, Supply Chain
Management.
• An interest in (or better yet a passion for) economic and workforce
development.
• Finally, members must maintain a willingness to engage in candid,
informational discussions with other task force members inside and outside
the formal task force venue.
*For task force purposes a “C-Level” executive represents officers or senior leaders responsible for the
productivity, reputation, growth/expansion and sustainability of a company. These include, but are not
limited to: CEO, COO, CFO, VP HR/Human Capital, Chief Counsel, CIO and counterparts or sub-leaders with
command and control of divisions, regional markets or operational lines.
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The Industry Cluster Task
Forces in 2011
Objectives
Deliverables
 Strengthen Florida’s workforce for 21st century
 Document Task Force agenda and operational
business and competitive needs
 Create a climate where existing target companies can
expand their operations
 Attract new targeted companies to Florida
 Broaden Florida’s industrial base far beyond
agriculture and tourism
 Integrate Cluster Task Forces with STEMflorida, Talent
Supply Chain, Supply/Demand and Customer
Satisfaction Index initiatives
objectives
 Convene Clean Technology (April 21st) and Aviation &
Aerospace Task Forces (May 4th)
 Conduct Second Clean Technology (May 18th) and
Aviation & Aerospace Task Forces (June 16th)
 Summer Benchmark Assessment Institutes to note
processes improved
 Quarterly Status Reports and an Annual Report
Time Line for Target Industry Cluster Task Forces
Aviation & Aerospace
Summer Benchmark
Institute
A&A TF Meeting
Face to Face
May 4
Apr 21
June 16
May 18
June 30
Clean Tech TF
Meeting
Face to Face
July 28
Aug 31
Aug 11
Sep 14-15
Sep 28-29
Clean Technology
Summer Benchmark
Institute
Oct 13
Annual Status Report
for Industry Task
Forces
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Re-imagine the Aviation &
Aerospace Industry in five years
Create over time, a “demand-driven” economy where the
entrenched industry clusters are fed by the Florida Talent Supply
Chain with companies drawing on a highly educated workforce
as well as other sectors of a growing and diverse economy.
Positive Signs – you’ll know it’s working when…
• Graduates of Florida higher education institutions are staying in the state with companies
attracting graduates from other states - stopping the “brain drain”. (Supply/Demand)
• A “tuned” industry cluster is satisfied with the quality of the Florida’s talent meeting their
demand for growth and stability. (Customer Satisfaction and Talent Supply Chain)
• A flourishing industry cluster may generate regional partnerships with other organizations
and realize heretofore, unrecognized economies of scale.
• A thriving enterprise in an industry cluster may choose to vertically expand their supply
chain within the state to take advantage of proximity or local industry associations.
Page | 12
Measuring the Effectiveness of
Florida’s Target Industry Clusters
Contributes to a successful
industry cluster
• Clean Technology or A&A-related patents
issued
–
Year to year growth
• Science and Engineering Students Growth
–
Ratio of graduate students in S&E to total
student-age population
• Student Science Performance
–
% of total nation’s VC investments
• Business Tax System Index
–
–
Zero employment in 1st qtr, positive
employment in year 2
• Unemployment Rate Among Clean Technology
or A&A Related Workers
• Science and Engineering Workers Growth
–
# of Science and Engineering PhDs employed
in Florida
• Growth in Entrepreneurial Activity
–
Kauffman Index
Percentage of 8th graders testing at proficient • Research and Development Growth
or above
– Value as a % of GSP
• Venture Capital Growth
–
• Clean Technology or A&A Business Starts
National ranking
• Clean Technology or A&A-related Career
Academy Growth
–
Evidence of a successful
industry cluster
Comparison nationally
• Customer Satisfaction Scores
–
Project B results
• Clean Technology or A&A Business Growth
–
Revenues, # of employees, etc.
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Framing the Industry Cluster’s
Future Recommendations
• Narrative for the Present and Future of the Industry Cluster in Florida
 Defining the industry, state of the cluster, state of existing talent, current business climate
 Recommendations - ?
• State, Regional, Local Industry Cluster Collaboration
 Benefits to be derived by working more closely with local EDOs, Regional Workforce Boards
 Recommendations - ?
• The Importance of Workforce Analytics
 Understanding talent supply and demand, distributions, demographics and how they can
support informed workforce decision making
 Recommendations - ?
• Aviation/Aerospace and Clean Technology Awareness in Education
 Bending the knowledge curve “backwards” to make career information available to younger
students, replicate success stories
 Recommendations - ?
• Aviation/Aerospace and Clean Technology Collaboration with Florida Colleges and
Universities
 More collaboration and less competition, collaborative marketing
 Recommendations - ?
Page | 14
Measuring Demand-Driven
“A demand-driven talent supply chain is a 21st century seamless ecosystem linking business,
workers (new and existing) and educators. To be demand-driven requires knowledge of
business needs and assessment of workers’ skills and competencies throughout their career to
include lifelong learning and contribution. Demand-driven workforce agencies, educators and
external training providers at all levels are poised to respond immediately within business and
economic cycles through established and proactive communication networks. Demand-driven
talent supply chains are agile and responsive to rapid economic transitions in a globally
integrated economy.”
Who needs to be demand-driven?
Florida Talent Supply Chain
Page | 15
The Clean Tech Cluster
(Beginning the Journey)
•Non-traditional Industry Cluster
•Encompasses wide variety of activities
•Defining the Cluster
•Defining the Critical Occupations
•18 groups of 31 “knowledge/backbone” occupations
•26 groups of 151 “supporting occupations”
The Clean Tech Cluster
(Where We Are Now)
• Gap Analysis of Traditional Occupations is Complete at
State and Regional Level
• Pursuing a refined definition of the cluster for Florida’s future
workforce needs
• Examining occupational demands that are not defined by
traditional taxonomies
• Defining a core group of critical skills versus critical
occupations
Aviation and Aerospace
Targeted Industry Cluster
Labor Supply Demand Model
Example – Machinist
Machinists Labor Supply / Demand Indicators by Occupation
SUPPLY
WIA Training Enrollees
23
School District Enrollees
187
College System Enrollees
132
DEMAND
Industry (Aerospace) &
Occupation Details
Job Ads
Help Wanted OnLine – 169
For Short Term Analysis
2010 Current Employment*
881
OR;
2010 -18 Projected Average
Annual Openings
196
For Long Term Analysis
2018 Projected Employment*
938
Occupation % of Industry
Total* 2.62%
WIA Training Completers
93
School District Completers
20
Projected Annual Avg.
Openings 196
College System Completers
13
Targeted Occupation?
NO
Public University Graduates
Targeted Industry Cluster?
YES
N/A
Jobseekers - 1,113
Entry, Mean, Median Wages
$11.67 , $17.58, $17.36
* Specific to Industry Occupational
Details
Thank You!