economic and workforce development relationships: uneasy alliance or natural partners? mark troppe...
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Economic and Workforce Development Relationships:
Uneasy Alliance or Natural Partners?
Mark Troppe ([email protected])
National Governors’ Association Policy Advisors
Miami, Florida
January 9, 2005
Strategic Planning,Strategic Planning,Research, Policy Research, Policy Development &Development &
Info SharingInfo SharingWorkforce Workforce
Prep & Prep & DevelopmentDevelopment
Tech &Tech &ProductProduct
DevelopmentDevelopment
Product & Product & ProcessProcess
ImprovementImprovement
InfrastructureInfrastructure
CapitalCapital
Facilities & Facilities & LocationLocation
ProfessionalProfessionalNetworkNetwork
RegulatoryRegulatoryClimateClimate
Business Business ManagementManagement
MarketingMarketing& Sales& Sales
“Organizing” Economic Development©Center for RegionalEconomic Competitiveness
Workforce Development
Planning, Policy,and Research
WorkforcePreparation/K-12 Education
Recruitment
Pre-Screening
Assessment
JobAnalysis Staffing
Plans
Placement RetentionAssistance
Training/Retraining
Profiling
“Organizing” Workforce Development
Comparison: Philosophy/Language
Economic Developers
• Company-focused (firms and industries)
• Business background
• Tax policy, Financing, Real estate development
• “Return on investment,” “location quotients”
Workforce Developers
• Individual-focused (occupations and skills)
• Social service background
• Counseling, supportive services
• “Eligibility,” “self sufficiency standards,” “terminations”
Comparison:Planning Tools
Workforce Development
– Local Plan
– Community Audits
– State of the Workforce Assessment
– Strategic Plan
Economic Development
– Comprehensive Economic Development Strategies
– Community Profile
– Data Guidelines
– Comprehensive Master Plan
Comparison: Defining Success
• Economic Development
– Jobs created and retained
– Public investments made
– Private investments leveraged
– Tax revenues
• Workforce Development
– Placement
– Retention after six months
– Earnings
– Skill attainment/Credentials
– Customer Satisfaction
Perceptions vs. Reality
• Old vs. New
– Bureaucratic vs responsive
– Flexible funding vs eligibility-determined
– Narrow target populations vs universal service
– Employers vs job-seekers as customers
– Focus on location (place) vs people
• Methods of engagement
Similarities
• Broad fields of work/study
• Fragmentation/multiple actors
• Federal-state-local partnership
• Adaptable to local circumstances
• Employer as a customer
• Community well-being goal
Differences
• Culture
• Language
• Planning Tools
• Authorizing Federal statute(s)
• Historically different focus (job seekers vs. firms, “blue-collar” vs. “white collar”)
• Funding streams
• Metrics for success
Economic Development: Core Activities
• Three-legged stool:
– Business attraction and recruitment
– Business retention and expansion
– Business creation and start-up
Attraction Retention New BusinessFormation
Level One: Governance:Organizational restructuring
Level Two: Strategic:Alignment of mission,functions, resources
Level Three: Tactics:Targeted initiatives to
achieve specific objectives
Economic and Workforce Development Relationships: A Framework
Source: Mark Troppe, National Center on Education and the Economy, 2004
What States Can Do:Leadership
Communities with competitive workforce advantage have:
– Forward thinking community leaders
– Business investment in human capital
– Strong and diverse economy
– Integrated infrastructure
– Effective, articulated education system
– Defined/accessible career pathways
– Ready, willing, able workforce
Source: California Workforce Association 1/04
http://www.calworkforce.org/ezupload/browser_user.php