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

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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

Today’s Agenda

• Challenges/Opportunities

• An Organizing Framework

• State Roles

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 developers are from Mars, workforce developers…

Today’s Agenda

• Challenges/Opportunities

• An Organizing Framework

• State Roles

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

Today’s Agenda

• Challenges/Opportunities

• An Organizing Framework

• State Roles

State Roles

• Leadership• Facilitation / Holding the

Conversation• Education• Connection• Funding

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