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The full webinar may be seen at www.nereta.org on the training page.
Collaboration between EDA's and WIB's requires a paradigm shift. Traditionally economic development organizations were charged with attracting business -typically industrial firms - while workforce development organizations played a more transactional role of training and job match-making. Their tools, strategies and resources have been vastly different from each other and sometimes even at odds. But that is now changing. Several communities have successfully brought together economic development and workforce development organizations by aligning goals and simultaneously strengthening the economic eco-system.
The driving force behind this convergence is the realization that a talented labor supply is key to the economic prosperity of the community. Site selectors report a talented workers trump all other considerations fro businesses locating to a new area. Similarly a steady stream of talented employees can help retain and expand strong industries and clusters.
Building this pipeline of workers requires input on future needs of companies from economic development as well as input from workforce development on where to find and train the workers for these future opportunities.
This webinar will highlight several regions in the country, urban and rural where they are making this work.
1-2 minute introduction about EDRP. 40 member organizationsDiverse group of members with different expertise in economic development.Publishes white papers, primers and case studies regularly. All publications can be downloaded from IEDC website or purchased in hard copy at the bookstore. Members can download the presentations for free. Sample copies of the publications can be found at the resource center in the Economic Development Marketplace here at the conference. Research topics are chosen by EDRP members. EDRP meet five times a year at each of IEDC’s conferences and at a summer retreat.
This Act established a basic framework to support workforce development at national, regional, state and local levels.
The driving force behind this convergence is the realization that a talented labor supply is the key to economic prosperity of the community.In order to ensure a skilled workforce for existing and emerging industries, EDOs and workforce development organizations must work collaboratively to meet current and future industry needs.
New metrics – key performance indicators.Other quantitative data could possibly include number of qualifications on average in the workforce.
The Los Angeles Workforce Systems Collaborative (LAWSC) shows the importance of a group sharing a unified vision for workforce development an example of this was a partnership with the City of Los Angeles Workforce Investment Board to retain 10,499 jobs through a LAWSC initiative called the Layoff Aversion Program.
LAEDC was able to work with the Los Angeles City WIB to access funding to implement the Layoff Aversion Program whilst the LAEDC utilized its research abilities and business relationsto identify struggling businesses and determine their future viability. This program is an outstanding example of the various assets of workforce and economic development organizations being leveraged.
Another component of the program revolves aroundbusiness retention and referrals of businesses with pending workforce reductions to the relevant WIB’s Rapid Response Unit. This program capitalizes on the strong relationships and business knowledge of LAEDC and provides a system for alerting WIBs of potential workforce reductions. Ultimately, the preservation of jobs means that the goals of both groups are met.
NCER convened with the Eastern Carolina, Region Q and Turning Point WDBs to assess the threats posed to employment and then seek opportunities for improvement and transformation.In 2008, NCER partnered with the workforce development boards to apply for a Regional Collaboration Grant from the North Carolina Commission on Workforce Development and received a small planning grant of $55,000 which served to solidify a working partnership.
Works in tandem with Workkeys, and was funded by the North Carolina Rural Economic Development Center for $210,000. Five counties in the region are designated as Certified Work Ready Communities. ASPIRE works with Eastern WIN partners, as well as k-12, community colleges, Eastern Carolina University, local economic developers, county and local government, area chambers of commerce and industry.
A program to strengthen the pipeline of STEM workers, STEM East addresses a lack of interest and real-world relevancy by introducing students to career-aligned and project-based learning in middle school. It also matches teachers with employers to help design curriculum for the industry. Schools that participate receive space and capital, as well as additional funds generated though grants and investments.
The council was reconstituted in 2004.The goal of the Council is to “expand and improve Oklahoma’s workforce, promote a stronger economy, and make the state more competitive globally”
This dual education system is derived from the German scheme where students may elect to spend a combination of time learning in the class room whilst also gaining hands-on experience in apprenticeships.
The role of education in workforce development is essential for continued economic growth as the constant demand for skilled workers in various industry sectors is dependent on the operation of the educators to provide the skills and training needed for future employees.The business community is more likely to invest resources in the skill development of both job seekers and incumbent workers when EDOs can show that their engagement is a necessary step to help develop career opportunities to ensure the sustainability of the industry.
Iedc ec. dev and workforce dev collaboration
Raising the Bar Together
Successful Strategies for Workforce
and Economic Development
Webinar presentation for the
North East Regional Employment and Training Association
By Dee Baird and Swati Ghosh
Economic Development Research
• To provide top-level economic developers
with a means of directing cutting-edge
research that advances the economic
development profession as a whole.
• Publications on globalization,
entrepreneurship, manufacturing, high
performing EDOs, working with site
consultants, etc. available to download on
• Human capital is essential.
– Economy restructuring from industrial system
to one based in knowledge.
• Talent is a major force in economic
– It attracts companies and helps existing
Workforce and Economic
Development at Odds
• Traditionally, economic developers
attracted businesses, while workforce
developers trained employees, often
Differences Between Workforce
and Economic Developers
Economic Development Workforce Development
Philosophy/Language •Business Focused
•Tax policy, financing
•Social service orientation
Funding •Public and private
•Primarily federal sources
Target Populations •Business firms,
chambers of commerce,
EDOs, local government
adults and youth, training
Differences Between Workforce and
Economic Developers Continued
Economic Development Workforce Development
Performance Metrics •Businesses/jobs created
•No. of high-paying jobs
•Public and private
•Retention after 6 months
What They Offer •Relationships with local
•Market knowledge on
industry trends and
•Creativity in finding
•Resources, expertise on
•Flexible, reliable funding
•Information on local
•Alliances with employers
Workforce Investment Act (1998)
• Provides assistance to unemployed workers
through education and skills training.
• Sets up one-stop workforce investment
• Systems most often structured by workforce
investment boards (WIBs), staffed by
professional workforce developers and
representing public, private, and educational
Emerging Mutual Realizations
• Realizing the
importance of a
talented labor supply.
• Realizing the need to
align programs with
local employer needs.
• Professionals in both fields are realizing that
it does not make sense to work in isolation.
• Working together, and with business and
education partners, is essential for sustained
Paradigm Shift to Collaborative Model
• Collaboration is necessary if sustainable
and effective workforce development is to
– Both groups need to adjust focus from short-
term gains to long-term thinking about labor
supply and talent development.
– Focus on competitive and growing industries.
New Collaborative Model for
• Groups can align around long-term goals of
talent attraction, development, and
– This shift requires new metrics that are focused
not on job growth or placement rates, but
instead on the quantitative and qualitative
improvements in human capital.
• This paper identifies successful
collaborations between workforce
development organizations and EDOs.
– Paper is intended to be a guide for economic
development and workforce development
– Range of geographical focus.
• Profiles Three Collaborative Programs:
– Los Angeles Workforce Systems Collaborative
– Eastern Carolina Workforce System Innovation
– Oklahoma Governor’s Council for Workforce
and Economic Development
• Showcases Two Emerging Programs:
– Middle Tennessee Regional Workforce Alliance
– Grand Rapids Apprenticeship Program
Los Angeles Workforce Systems
• Created in 2007 under the leadership of
Mayor Antonio Villaraigosa and Deputy
Mayor Larry Frank.
• Serves region of 88 cities, 10 million
people, and seven workforce investment
Goal of LAWSC
• Collaborate to redirect misguided
• Create a comprehensive and fully
integrated workforce and economic
– Synchronize recruitment, support services,
education and training programs, employer
engagement and job placement, funding, and
– Los Angeles
– Los Angeles
– City of Los Angeles
– State of California
– Los Angeles
– Los Angeles
• Business Interests
– Los Angeles Area
– Unite LA
• Charitable Interests
– United Way of Los
– Los Angeles
• Labor Interests
– Los Angeles
Cross-sector cooperation, communication, collaboration, and
Support demand-driven industry sector initiatives and sector
Cultivate innovative labor-business partnerships .
Leverage Resources to increase access and impact through
Expand regional youth employment opportunities.
Eastern Region Workforce
Innovation Network (WIN)
• Regional Profile:
– 13 rural counties.
– 4th largest active military population.
– Main economic drivers: value-added agriculture &
• Regional partnership combats threats of new
– Industry/sector losses threaten jobs.
• Downsizing of DuPont and other loss of tobacco and
• DuPont Chemical scaling
– From 4,000 workers at
peak to 200 in 2005
• Loss of apparel and
• Increased military activity
• Value added agriculture
• Advanced manufacturing
• North Carolina Eastern Region (NCER)
– Provide staff assistance and financial resources.
• Eastern Carolina Workforce Development
– Acts as the fiscal agent and drives
• Region Q and Turning Point Workforce
– Leads local area activities.
Oklahoma Governor’s Council for
Workforce and Economic Development
• Serves as state Workforce Investment Board.
• Housed under & administered by Oklahoma
Department of Commerce.
• Integrated policy and activities increase efficiency &
• Fosters collaboration among 77 counties and
several economic development regions.
• Establishes alignment as the new normal from the top
Role of the GCWED
• Make workforce and
• Oversees local
• Identify talent & skills
INFORMATION • Convene education,
workforce & economic
• Expedites public-
Role of the GCWED
• Scanning – Researching trends and issues
specific to workforce and economic
• Convening – Fostering community
• Providing – Building governance and
• Facilitating – Aiding workforce preparation for
• Evaluating – Creating benchmarks and
measuring return on investment.
Emerging Best Practices
• Two innovative programs that can lead to
successful integration of workforce and
economic development strategies.
1. Middle Tennessee Regional Workforce
2. Grand Rapids Advanced Manufacturing
Middle Tennessee Regional
Workforce Alliance, Nashville TN
• Middle Tennessee is a 10-county region
anchored by Nashville.
• Need for a higher skilled workforce was
identified due to series of studies
conducted with three regional WIBs.
– 2010 study found that the region would add
151,000 new jobs, and that the current
population did not have skills and education to
Grand Rapids Advanced
Manufacturing Training Program,
Grand Rapids MI
• Apprenticeship program designed to satisfy
the workplace needs of local
• Dual education system to train advanced
manufacturing workers by combining both
apprenticeships and vocational education.
• Students work 4 days a week and study on
1 day at the community college.
Partners and Other Programs
• Kent-Allegan Michigan Works Board is the
first partner to be engaged in this program.
• As this program grows, it is expected that
other workplace development boards will
• A similar program has been developed by
the Michigan Economic Development
• Paradigm shift for both WIBs and EDOs
towards long-term thinking.
• Programs have been introduced to develop
specialized training for emerging industries.
• Analysis will have to be undertaken to
determine industries with potential for
growth and the current labor market’s skill-
Adopt a Shared Vision but Different Metrics
• EDOs and WIBs must have a detailed strategic
plan to ensure that the collaborative process is
as efficient as possible.
• Different organizations may pursue different
metrics provided they contribute to the overall
– For example, EDOs may concentrate on jobs
created or maintained, while WIBs may focus on
training numbers or placements.
Organize and Collaborate with Partners in
Education and Business
• Stakeholders from both the business and
educational sectors work in conjunction to
operate thriving programs.
• It is critical that the cultural divide between
business operators and educators is bridged
to ensure an efficient and successful
Utilize Effective Partnership Frameworks
• One of the most difficult problems is that
the service areas of EDOs and WIBs do not
always match up.
• This can be either geographically or in terms
of the relative sizes of the partners, where
sometimes the biggest EDO/WIB will be
• A smaller joint venture may result in greater
results than otherwise expected.
• Effectively structuring partnerships is
crucial to direct resources to the most
appropriate areas first.
• A common goal ensures a focused effort.
• Information and resources must be shared
openly between partners to prevent
• Download the “Raising the Bar
Together: Successful Strategies
for Workforce and Economic