A front door to Virginia Tech resources. Helps communities and - - PDF document

1

Building ing Better er Inform rmati ation

• n Networks

rks

Driving iving Oppo port rtunit nity for r Worke rkers rs and d Busin siness esses In SWVA VA

John Provo, Director, VTOED Scott Tate, Associate Director, VTOED Stephen Mullins. Regional POWER Coordinator, SWVWDB Marty Holliday, Executive Director, NRMRWDB September 15, 2016

Office of Economic Development

A front door to Virginia Tech resources. Helps communities and companies across Virginia find paths to prosperity in technology, talent, entrepreneurship, and innovation. US EDA University Center, trusted source of ideas and analysis in economic development.

2

3

Regio ional nal Overview rview

Selecte cted Chal alle leng nges es

• Indus

ustr try y declin ines s and shifts ts (Coal

• al and Manuf

nufactu acturi ring) ng)

• Demogr
• grap

aphic hic Trend nds

• Job growth

th is in lower er wage

• ccup

upati ation

• ns
• Barri

rier ers to employment loyment and traini ining ng Selecte cted Streng engths ths/Opport

• rtunit

unities es

• Middle

dle-ski skill ll STEM EM workf rkfor

• rce

ce

• Small

ll to mid-si size ze manuf nufactu acturi ring ng – retent ention

• n and expan

ansi sion

• n
• Techno

hnology/emer

• gy/emergi

ging ng indust ustri ries es

• Asset-base

ased appro roache aches

• Incre

rease ased collab aborat ration

• n and

regional

• nal perspect

spective ve

POWER & RR Approach: Sector Strategies

What are the critical sectors (or sub-sectors) in the region?

Quantitative Data Core Driver Industries Inter-industry linkages Qualitative Validation Data confirmation through interviews,

• bservation, feedback

Collaboration: Develop Strategies for Action Define Outcomes & measures

4

Criteria in selecting sectors

 Industry concentration (Location Quotient)  Recent and projected employment growth  Talent & skills availability  Opportunities for wage progression  Opportunities for career progression  Opportunities/assets exist for strengthening sector  Sector has employers/stakeholders who are strong advocates and partners

Source: Adapted from Washington State Sector Strategies Task Force

Sector partnerships..

Works Well

• Clusters of companies
• Employers as partners
• Industry driven
• Regionally based
• Existing industry strength or

emerging specialty

• Focus on industry

competitiveness & growth

• Opportunity focused
• Employer priorities first

Not so well

• Individual firms
• Employers as customers
• System or institution driven
• Statewide top down OR too

local

• Wishful thinking
• Focus on workforce only
• Problem driven
• Representation oriented

5

Sector Partnerships POWER ETA Project

6

Our VISION ON

Virginia’s POWER initiative envisions a diversified regional economy committed to job creation, an enhanced quality of life, and a positive future for SWVA. Key to success: A strong partnership between the workforce development, economic development, and the business community

System Delivery Chart

Virginia Community College System (VCCS) SWVA WDB-Area I

NR/MR WDB-Area II

SWCC

VT OED People Incorporated

Skills testing for AWS, NIMS, & Siemens

MECC SVAM

Advanced Manufact uring & Tourism 3D Design, Welding, & IT Strategic Planning

Fiscal Agents

Training Providers

Tazewell County/CVCA

Operator

Regional Coordinator

Liaison

Project Manager

NRCC VHCC WCC

Training Providers Operator

7

Expected cted Outcomes mes

Performance Measure

Total Careeer Services (Enrollments) 210 Training 157 Work-based learning 50 Supportive Services 105 Completion of Services 210 Employed at Completion 174 Employed at WBL at Completion 35

Performance Period (January 1st, 2016- June 30th, 2018)

PO POWER Grant nt Pl Plan

• Short term
• Career services to dislocated workers (210)
• Short-term credentials-based training (157)
• Medium Term
• Specialized training in high-demand occupations

(50-100)

• Work-based learning (50)
• Long Term
• Sector Strategies and VTOED work

8

Challenges lenges

• The

e prim imar ary conce ncern rn of most st unem emplo ploye yed d worke rkers rs is obta tainin ining sustain stainable able employm ployment ent.

• The

e cred edent ntia ialin ing g inter terest est gap, p, both th with th emplo ployers ers and d part rticip icipant nts. s.

• Balan

lancing ing the e need ed of plan annin ning g for r the e futu ture re vs. . meeti eting g the e need eds of the e curr rrent ent emplo ploym yment ent marke rket. .

• Part

rticip icipant nt perce rcept ptio ion n of the e futu ture re of the e coal al indu dustr stry. .

What is Rapid d Respo ponse nse

Rapid Respons nse e must take an ongoi

• ing,

ng, compreh ehens ensive e approa

• ach

ch to identifyi fying, g, planning ng for and respondi nding ng to layoffs fs and must include: e:

• Informational and reemployment

services for workers

• Solutions for businesses in transition

(growth and decline)

• Convening, facilitating, and brokering

connections

• Strategic planning, data gathering,

and analysis USDOL/ETA, TEN 3-10, TEN 31-11

Where re is the signif ificant icant chang ange e to Rapid id Response

• nse?
• MAY has

s become

• me MUST

ST

• NPRM 682.330 “What

t Rapi pid d Resp sponse se acti tivi viti ties es are requ quired red?”

• Layoff Aversion
• Information Gathering for Early

Warning

• Tracking Performance Data
• Developing and Maintaining

Partnerships

9

Framew ewor

• rk

k for Reg egion

• nal

al Plan

• Regional job losses (non-coal related)

1,900+

• Initial RR (traditional) request –

2/18/16

• 1st NOO $750,000 - 3/3/16
• State request for Regional Plan
• Regional Planning Mtgs – April 2016
• Relationship to POWER
• Relationship to current sector work
• Innovative ideas for service to DLWs
• Innovative ideas for layoff aversion
• Attended Responding Rapidly –

4/19/16

• Regional Plan submitted – 4/29/16
• Lots (lots) of negotiations
• 2nd NOO $479,730 – 7/19/16
• March 1, 2016 to August 31, 2017

Regional nal Rapid d Respo ponse nse Initi tiativ ative

Missio ssion:

To establish a regional collaborative approach to meeting the needs of businesses and job seekers, that is flexible and adaptable to changing economic conditions.

10

Regional nal Rapid d Respo ponse nse Initi tiativ ative

• Goal #1: Provide

e Informat mationa nal and reemp mployme

• yment service

ces for worker ers

• Goal #2: Offer Solutions

ns for busines nesses es in transition n (growth h and decline) e)

• Goal #3: Use Sector Partner

nerships as a method of conveni ening, g, facilitati ating, g, and broker ering g connec ections ns

• Goal #4: Strateg

egic c planning, g, data gather ering, ng, and analysis

Proje

• jecte

cted d Outco tcomes: es:

• 385 DLWs/long-ter

erm unem employed yed will be served ed through gh Caree eer Servi vices es

• 125+ will be given

en indivi vidualized ed caree eer services and/or referred to progr grams with training g funds (Formula DLW, , Adult, , Youth, , POWER, , other er)

• 130+ will receive

ve training

• 175 will be employed

yed

• 60 Businesses

es will be contacted ed

• 12 Busines

esses es will be served with enhance e busines ess servi vices es Written en in the plan, , will be negotiating g them out:

• Est.

. 540 jobs saved ed

• Est.

. 50 jobs crea eated ed

Closing

 Questions?  Discussion: Needs and Synergies?

 Econ Development + Workforce Development

Enhanced Industry engagement and support Adding value Not reinventing the wheel