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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;

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Target Industry Cluster Task Forces

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  1. 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 

  2. Workforce Florida, Inc.Target Industry Cluster Task Force Florida Economic Development Conference June 23, 2011

  3. 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.

  4. 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

  5. WFI Strategic Plan Framework

  6. The New Florida Economic Development Delivery System Governor Workforce Florida, Inc./President Enterprise Florida, Inc./Secretary of Commerce Contract Department of Economic Opportunity/Executive Director Division of Finance and Administration Division of Community Development Division of Strategic Business Development Division of Workforce Services Policy Reorganization of Agency for Workforce Innovation (AWI), Department of Community Affairs (DCA) and The Office of Trade, Tourism and Economic Development (OTTED) Program and Fiscal Instructions Regional Workforce Boards

  7. The Strategic Environment for Target Industry Clusters Strategic Emphasis (A,B,C,D,E) Collaborative Engagements Attracting new business to Floridaand expanding existing enterprises Elevating the STEM-aptitude of students at all levels within the Florida education delivery Balancing talent supply and demand to meet the needs of a new Florida economy Creating a repository of all programs and talent development options available to citizens of Florida Developing measures and/or benchmarks to assess the quality and year-to-year improvement A Supply and Demand Analysis B Customer (Employer) Satisfaction I STEM Leadership H Florida Talent Supply Chain Team J Target Industry Cluster Task Forces

  8. “Interconnectedness” of Projects in WFI’s 5-Year Plan Questions answered and guidance on Aviation & Aerospace needs Project H Florida Talent Supply Chain Team Project A Supply and Demand Analysis Deeper understanding of required strategic skill sets Project J Target Industry Cluster Task Forces Anticipate and respond to current and future talent demand Talent and business needs to build a demand-driven Aviation & Aerospace Cluster Influence education and talent development Candid views on state of business climate and talent availability Florida-wide survey of business mood related to talent and climate Project I STEM Leadership for Florida Project B Customer (Employer) Satisfaction

  9. The Strategic Environment for Target Industry Clusters Attracting new business to Floridaand expanding existing enterprises • NOW – Aviation & Aerospace and Clean Technology • 2012 – Homeland Security & Defense and Life Sciences • 2013 – Financial & Professional Services and Information Technology Strategic Emphasis (A,B,C,D,E) Collaborative Engagements J Target Industry Cluster Task Forces The Three-Year Plan:

  10. 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.

  11. The Industry Cluster Task Forces in 2011 Objectives Deliverables • Strengthen Florida’s workforce for 21st century 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 • Document Task Force agenda and operational 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 Done! Done! Done! Done! Done! Done! Time Line for Target Industry Cluster Task Forces May 4 June 16 July 28 Aug 31 Sep 14-15 May 18 June 30 Aug 11 Sep 28-29 Oct 13 Apr 21

  12. 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 Chainwith 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.

  13. Measuring the Effectiveness of Florida’s Target Industry Clusters Contributes toa successful industry cluster Evidence ofa successful industry cluster Clean Technology or A&A Business Starts 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 Research and Development Growth Value as a % of GSP Customer Satisfaction Scores Project B results Clean Technology or A&A Business Growth Revenues, # of employees, etc. • Clean Technology or A&A-related patents issued • National ranking • Clean Technology or A&A-related Career Academy Growth • Year to year growth • Science and Engineering Students Growth • Ratio of graduate students in S&E to total student-age population • Student Science Performance • Percentage of 8th graders testing at proficient or above • Venture Capital Growth • % of total nation’s VC investments • Business Tax System Index • Comparison nationally

  14. 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 - ?

  15. 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

  16. 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”

  17. 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

  18. Aviation and Aerospace Targeted Industry Cluster Labor Supply Demand Model Example – Machinist

  19. Machinists Labor Supply / Demand Indicators by Occupation

  20. Thank You!

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