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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 ConferenceJune 23, 2011
Page | 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.
Page | 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
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WFI Strategic Plan Framework
Page | 6
The New Florida Economic Development Delivery System
Governor
Enterprise Florida, Inc./Secretary of
CommerceDepartment of Economic Opportunity/Executive
Director
Workforce Florida, Inc./President
Division of Finance and
Administration
Division of Community
Development
Division of Strategic Business
Development
Division of Workforce
Services
Regional Workforce
Boards
Contract
Program and Fiscal Instructions
Policy
Reorganization of Agency for Workforce Innovation (AWI), Department of Community Affairs (DCA) and The Office of Trade, Tourism and Economic Development (OTTED)
Page | 7
The Strategic Environment for Target Industry Clusters
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
Strategic Emphasis (A,B,C,D,E) Collaborative Engagements
J Target Industry Cluster Task Forces
A Supply and Demand Analysis
H Florida Talent Supply Chain Team
B Customer (Employer) Satisfaction
I STEM Leadership
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“Interconnectedness” of Projects in WFI’s 5-Year Plan
Project J Target
Industry Cluster Task
Forces
Project A Supply and
Demand Analysis
Project H Florida Talent Supply
Chain Team
Project B Customer
(Employer) Satisfaction
Deeper understanding of
required strategic skill sets
Anticipate and respond to current and future talent demand
Questions answered and
guidance on Aviation &
Aerospace needs
Talent and business needs to build a demand-driven Aviation & Aerospace Cluster
Florida-wide survey of business mood related to talent and climate
Candid views on state of business
climate and talent availabilityProject I
STEM Leadership for Florida
Influence education and
talent development
Page | 9
The Strategic Environment for Target Industry Clusters
Attracting new business to Floridaand expanding existing enterprises
Strategic Emphasis (A,B,C,D,E) Collaborative Engagements
J Target Industry Cluster Task Forces
• NOW – Aviation & Aerospace and Clean Technology• 2012 – Homeland Security & Defense and Life Sciences• 2013 – Financial & Professional Services and
Information Technology
The Three-Year Plan:
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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 2011Objectives 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
Deliverables 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
A&A TF Meeting
Face to Face
May 4 June 16 July 28 Aug 31
Clean Tech TF Meeting
Face to Face
Apr 21 May 18 June 30 Aug 11
Aviation & Aerospace Summer Benchmark Institute
Clean Technology Summer Benchmark Institute
Sep 14-15
Sep 28-29
Annual Status Report for Industry Task Forces
Oct 13
Time Line for Target Industry Cluster Task Forces
Done!
Done!
Done!
Done!
Done!
Done!
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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.
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Measuring the Effectiveness of Florida’s Target Industry Clusters
Contributes to a successful industry cluster• 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
Evidence of a 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.
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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 | 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
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 DEMAND Industry (Aerospace) & Occupation Details
WIA Training Enrollees 23
Job AdsHelp Wanted OnLine – 169
For Short Term Analysis
2010 Current Employment*881
School District Enrollees187 OR; 2018 Projected Employment*
938
College System Enrollees132
2010 -18 Projected Average Annual Openings
196For Long Term Analysis
Occupation % of Industry Total* 2.62%
WIA Training Completers93
Projected Annual Avg. Openings 196
School District Completers20
Entry, Mean, Median Wages$11.67 , $17.58, $17.36
College System Completers13
Targeted Occupation? NO
Public University GraduatesN/A
Targeted Industry Cluster? YES
Jobseekers - 1,113 * Specific to Industry Occupational Details
Thank You!