MAF Center for Advanced Manufacturing Excellence, Inc. 2/26/2015

Transcription

1 2015 Advanced Manufacturing Marketplace Business Intelligence Research and Sector Strategy Approach Services: Plan of Engagement and Integrated Project Management Timeline MAF Center for Advanced Manufacturing Excellence, Inc. 2/26/2015

2 1625 Summit Lake Drive, Suite 300 Tallahassee, FL (850) PLAN OF ENGAGEMENT INTEGRATED PROJECT MANAGEMENT TIMELINE Deliverable 1 February 26, 2015 This Plan of Engagement and Integrated Project Management timeline for the Advanced Manufacturing Marketplace Business Intelligence Research and Sector Strategy Approach Services for 2015 describes the goals, action items, activities, deliverables, communication flow, timeline, and metrics for the project for the first year, managed by the MAF Center for Advanced Manufacturing Excellence, Inc. The last time MAF held focus groups with manufacturers to talk about skills, gaps, the changing workforce and subsequent challenges was in That was before the MAF Center had been formed. A lot has changed since then: the economy, technology, education and training providers, responses to industry needs, the makeup of the workforce, collaboration between educators and manufacturers and the priority that the workforce has taken in the advanced manufacturing universe. This project takes a timely look at the advanced manufacturing sector at a critical time, with direct manufacturer involvement, in order to retool the resources for helping this sector of Florida s economy grow and prosper and to provide CareerSource Florida with answers to their questions and information they can use to assist the sector and grow the economy. Ultimate Project Goals Promotion of business growth Better connecting Florida s advanced manufacturers to existing public and private resources essential for increased competitiveness and profitability Leverage the workforce and talent development assets within the state Create a new sector strategy approach for advanced manufacturing Create an essential business feedback loop to ensure Florida s workforce network Develop solutions for the advanced manufacturing talent delivery system Establish how U.S. Department of Labor and other grants have impacted the talent pipeline and have contributed to the return on investment. 1

3 First Year Goals Establish the MAF Center Florida Advanced Manufacturing Workforce Leadership Council (Leadership Council) Prepare a charter, state the goals, identify roles and responsibilities with length of commitment, and establish agreements with the regional manufacturing associations Hold 12 regional face to face focus groups hosted by regional manufacturing council members of the Leadership Council to identify education and skills needs for next 5, 10 and 15 years Hold two statewide face to face problem solving workshops for the Leadership Council to address advanced manufacturing current and future skill and talent needs Engage manufacturers in sharing their perplexing problems so that Florida can develop strategies, action items and impact policies to address them Engage resource partners in the discussion in order to develop more comprehensive solutions that may feasibly be implemented Enhance communication among manufacturers, their representatives and resource providers, to meet the needs of the advanced manufacturing community Review and comment on selected education frameworks Define the advanced manufacturing sector, identify core occupations, evaluate data points for the advanced manufacturing sector and how they are used for decision making, and prepare a plan for analyzing USDOL and other key selected investments in Florida for identification of best practices Provide CareerSource Florida with business intelligence to assist with their mission Prepare a Year End Summary Report with Proposed Action Items for Year 2 Description The MAF Center will establish a Florida Advanced Manufacturing Workforce Leadership Council (Leadership Council), as an advisory council to the MAF Center for Advanced Manufacturing Excellence. The Leadership Council Chairman will be appointed by the MAF Center Board of Trustees and co-chaired by the Chairman of the MAF Center Workforce and Education Council. The Leadership Council will be composed of a staff person and at least one manufacturer from each of the Manufacturers Association of Florida regional manufacturing association (RMA) members, co-chairs and invited non-voting partners from government, education and economic development agencies or organizations. The Leadership Council will serve as: a) a focus group for the subcontractors; b) a forum for reality checks from the field; c) as a conduit for information on workforce needs, trends, changing jobs, skills needed, and training and education needed; d) as an idea development group for creating new mechanisms, education pathways, activity development, relationships and communication avenues to leverage the information, recommendations, and findings of Deliverables 2, 3, 4 and 5, and other activities to meet the goals of this project. Deliverables 1 and 2 will be carried out by the MAF Center, the regional manufacturing associations and the MAF Center subcontractor, nancy d. Stephens & Associates. Deliverables 3 and 4 will be carried out by Crowe Horwath; and Deliverable 5 will be performed by Keleher & Associates. Crowe Horwath and Keleher & Associates will report to nancy d. Stephens & Associates; nancy d. Stephens & Associates will report to the Leadership Council Chairman; and 2

4 the Leadership Council Chairman will report to the MAF Center Board of Trustees and to CareerSource Florida. Facilitated regional focus groups will be hosted by RMAs and invitees will be the RMA representatives to the Leadership Council and the RMA manufacturing members, regional CareerSource Florida boards, economic development agencies, ports, transportation and logistics companies, middle school, high school, technical school, college and university representatives, TRADE Consortium members, FloridaMakes representatives and other regional representatives as appropriate. The purpose of the focus groups will be to solicit specific regional information from manufacturers on workforce issues, stimulate discussion among participants on the workforce issues, answer timely questions of interest to CareerSource Florida, and further educate community and regional partners about advanced manufacturing needs. The focus groups are intended to be inclusive, without diluting the input of the manufacturers. Two statewide problem solving workshops will be held to include all the Leadership Council members as well as key partners in government, education, economic development, logistics and transportation, and others as necessary to drill down on the most perplexing problems identified. Other activities during the year will include (by Task number in original proposal): 1. a. Develop a matrix and proposed flow chart for facilitating communication flow and relationships between and among all identified parties for sharing information and solving challenges on workforce issues 1. c. Work with partners to identify and solve bottlenecks for education and training 1. d. Develop relationships with more manufacturers through FloridaMakes and the regional manufacturing associations to engage them in grant activities 1. f. Look at current geographic location for manufacturing/stem career academies to see if there are apparent gaps in serving community manufacturers 1. g. Distribute FLATE and TRADE manufacturing videos to regional manufacturing associations to use in their regions 1 i. Meet with DEO to discuss the statistics they gather on manufacturing and discuss additional data sets that would also serve to represent the advanced manufacturing industry 2. a. Using students, organize and make presentations to middle and high school students in the Orlando area 2. c. Work with FDOE, manufacturers and other parties to review frameworks and make recommendations on changes needed for the advanced manufacturing industry 2. d. Connect manufacturers with FloridaMakes for taking advantage of their business analysis, referral and evaluation services and facilitate communication between FloridaMakes and manufacturers 3

5 3. a. Identify gaps in education and training needs through the regional focus group meetings 8. As it relates to USDOL training grants and other advanced manufacturing workforce investments identified by CareerSource Florida for this project, which have been completed in the last 3-5 years, develop a timeline for the evaluation of the grants, sequence the creation of the deliverable such that key insights from the other deliverables are incorporated, develop a model and/or framework for evaluating the effectiveness of the grants, ensure that the MAF Center is prepared to implement the evaluation of the grants in 2016, and make recommendations for how the MAF Center can use the information and insight gathered through the planning and evaluation process to improve the quality and alignment of future grant applications and/or the use of federal funds. (Deliverable 5) Further, we will (Deliverables 3 and 4): Review government and other labor market databases; Identify individual companies within the FL advanced manufacturing sector for potential survey; Prioritize the employee levels for deeper analysis; Identify core occupations within identified subsectors and analyze the effectiveness of FL public and private workforce development programs; Examine staffing pattern matrices by NAICS codes to identify occupations required by each subsector; Clarify core occupation education and training, credentials required or preferred, importance in the production function, share of total level of employment in an occupation, and the percent of an occupation s total employment across all economic sectors; Summarize research and findings; Conduct a broader survey of Florida manufacturing companies to obtain additional information on core occupations and compare and revise previous research results; Conduct data collection and analyses on workforce supply and demand; Consider data resources from employment agencies and the ability to integrate information from the CareerSource Florida Market Intelligence Portal project and the executed Labor Market Intelligence Partnership Agreement; Define strategies to obtain missing information and modify existing data collection systems; and Prepare a report that addresses how existing data is shared for decision-making and identify missing data elements to improve its use. Communication Strategy for the Project A strategy is a high level plan to achieve one or more goals under conditions of uncertainty. Strategy generally involves setting goals, determining actions to achieve the goals and mobilizing resources to execute the actions. A strategy describes how the ends (goals) will be achieved by the means (resources). Strategy can emerge as a pattern of activity. (Paraphrased from Wikipedia) Goals The goals of our communication strategy are to: 4

6 1. keep our Leadership Council members informed and engaged about project goals, objectives, purpose, timelines, activities, their roles, expectations of them, content for focus meetings, findings from other regions, findings from other deliverables, and development of summary reports, observations and action items; 2. have the Leadership Council keep their RMA members informed; 3. solicit comments, feedback, ideas and challenges from regional manufacturers related to workforce needs; 4. include key government, education and economic development partners in fact finding and problem solving discussions; 5. communicate findings from Deliverables 3, 4 and 5 to our manufacturing network and to CareerSource Florida; 6. organize the two-way and multiple-way communications in an efficient manner so that they can be used to: a. facilitate the flow and exchange of information; b. establish enduring relationships; and c. solve the challenges identified by the analysis of all the information. 7. keep our subcontractors and partners informed about Florida developments in the advanced manufacturing industry throughout the year through a variety of means; 8. communicate with the other CareerSource Florida grantee to learn from each other and provide enhanced value for both grants; and 9. Communicate periodically with CareerSource Florida board liaison on progress and for guidance. Determining actions Our communication will be by , telephone or webinar (depending on need) and face to face meetings for groups. It will include one on one conversations with all the parties that are important to this project as outlined throughout this document. MAF and MAF Center members will be kept informed about the project through the MAF weekly newsletter. The MAF Center, through the Manufacturers Association of Florida, has access to all of the MAF Regional Manufacturing staff members and manufacturing members appointed to the MAF Board, as well as the MAF members. Our initial and recurring communication about meetings and project status will be with the members of the Leadership Council. They will communicate with their various members, as appropriate, depending on the topic. The MAF Center will communicate with close partners and other organizations described below and will provide subcontractors with background information helpful to their deliverables. The project manager will have regular conversations with the subcontractors to make sure that all activities are on track and they have the resources they need. There will be a web page set up within the MAF Center website for this project and a link on the MAF website to it as well. RMAs will provide information on their websites or in newsletters, or both, on their focus meetings. Mobilizing resources Florida is very fortunate to have a well-connected business, economic development, government policy-making, logistics and transportation, and manufacturing community. This community will be invited to participate fully in this project. The education community needs to become a partner on par with the others. We will seek to better incorporate and integrate educators and 5

7 their agencies and organizations in our discussions at local, regional and state levels. The subsequent desired outcome is a better understanding of possibilities and capabilities for collaboration between manufacturers and educators for successful student engagement and employment outcomes. Methods for Keeping Members Engaged Throughout the Year Long Effort We will keep members engaged through the focus group activity, the problem solving face to face sessions, and the continual flow of information about facets of the project through or personal encounters. Nexus to Other Close Partners TRADE Consortium The TRADE grant has built a database of manufacturing HR directors regionally, corporate partners, career pathways and solid relationships between regional manufacturing associations, the state manufacturing association, MAF and the MAF Center, twelve Florida colleges and the regional CareerSource Florida boards. By utilizing these resources, we can better communicate with these individuals to both push out information on resources available on an ongoing basis and solicit feedback. Further, the TRADE grant is building a database of internship and job openings available. We will be able to review that information to see if it provides any insights into special needs geographically, trends in job positions and gaps in skills and education to fill the jobs being posted. FloridaMakes The FloridaMakes regional representatives will be invited to each regional focus group and should be able to pull in additional manufacturers to the focus group. As FloridaMakes grows, there will be a continuous communication flow on needs from the field within the MAF Center. FloridaMakes will be evaluating manufacturers training needs and we will ask them to share that information, in a general sense, with us for this project. Further, FloridaMakes may be able to connect us to sources of national and international databases that might be helpful. Trade and logistics companies are frequent collaborators on events, speakers, press conferences and government relations with MAF. The Leadership Council will work with the Florida Ports Council to develop a panel for the MAF Summit in November that integrates information from this project with related issues from the trade and logistics sector. Nexus to Other Organizations The MAF Center will reach out to the following organizations to share the objectives of this project, learn what they are doing that may have a nexus, and use that information for better connecting all the parties in a more formal way in years 2 and after. Florida Chamber Enterprise Florida Florida Economic Development Council and local economic development councils Space Florida Higher Education Coordinating Council Florida Department of Education Universities, colleges and advanced manufacturing training and education centers 6

8 Private sector educators, trainers and staffing firms Student non-profit education and other organizations Others Key Milestones Subcontractors selected MAF Center establishes the Leadership Council and the Leadership Council Chairman is appointed by MAF Center Board of Trustees Deliverable 1. Plan of Engagement/Integrated Project Management Timeline is submitted to CareerSource Florida by February 28, 2015 MAF RMAs invited to join the Leadership Council, polled for mutually agreeable teleconference meeting date for inaugural meeting (Teleconference 1) and asked to appoint their manufacturing member Agreements established with each of the regions for their required activities as a part of the Leadership Council Inaugural meeting held prior to March 31 at which time the RMAs and their manufacturing representatives are briefed on the mission of the Leadership Council, the deliverables, their role, expectations of them (1 st of the two required teleconferences) Charter and guiding principles adopted at Inaugural meeting Leadership Council Roster finalized Agreements signed with all the RMAs for their commitment to the project Regional face to face focus group meetings take place (May-November) (12 face to face meetings of the 2 required) Deliverable 2. Summary Report Establishment of the Florida Advanced Manufacturing Workforce Leadership Council by April 30, 2015 Execute a Labor Market Intelligence Partnership Agreement with CareerSource Florida Statewide face to face workshops held for deeper dive into problem solving (June and November) with partners (13 th and 14 th face to face meetings of the two required by contract) Discussion on sustainability of business market intelligence for and with CareerSource Florida Progress reports to CareerSource Florida by Al Stimac on May 20, August 20, October 5-7 and November 18 Deliverable 3. Florida Advanced Manufacturing Sector Definition and Core Occupations Identification Summary Report on or before October 30, 2015 Face to face and/or teleconference of the Leadership Council in November or December to set the stage for the next year s CareerSource Florida grant activities and tidy up any pieces of the project for the year Deliverable 4. Data Collection and Analyses Report on or before December 31, 2015 Deliverable 5. Plan for Analysis of Effectiveness on or before December 31, 2015 Prepare a summary of findings or observations and associated action items for future years 7

9 Activities After the Leadership Council organizational activities outlined in milestones are completed, the direct personal information gathering and sharing will occur during the regional focus groups and the statewide problem solving sessions. Each region will determine the date and location for their focus group meeting within their region. There will be a facilitator for each of the regional meeting, notes will be taken and a brief summary report will be prepared by region. For the statewide problem solving workshops, key speakers will be invited to kick off the topics for problem solving and key stakeholders, in addition to the Leadership Council, will be invited. A preliminary summary report will be prepared after each of the statewide meetings. A final report will be prepared at year end which packages all the information gleaned throughout the year on the project, key observations and next steps or action items. The other activities under the Description section will be ongoing throughout the year, led by the Leadership Council. Structure of regional face to face meetings Proposed locations 1. Jacksonville area 2. Daytona Beach area 3. Fort Lauderdale area 4. Lakeland area 5. Ocala 6. Orlando area 7. Tallahassee 8. Pensacola-Fort Walton Beach-Panama City area 9. Gainesville area 10. Oldsmar 11. St. Petersburg-Tampa area 12. Fort Myers area Agenda The regional focus meetings shall seek to answer core questions from the following list, but may discuss any of the following questions and more: 1. How are jobs in manufacturing changing? 2. What skill sets and jobs will be eliminated in the next 5 or 10 years? 3. What skill sets will be needed in the next 5 or 10 years? 4. What jobs will emerge in the next 5, 10 or 15 years? 5. What skill sets are needed today? 6. What education or training is needed for the jobs of today? 7. What are the family, community or personal factors affecting your workers or workforce? 8. What other factors are affecting your workforce? 9. What are your biggest challenges with your workforce? 10. What is your first source for future workers (person, agency, company) or where do you currently find your next new hires? 8

10 11. How much do you currently spend to find employees? 12. How much do you currently spend to train employees? 13. Are you adding jobs, retaining jobs or losing jobs at your facility? 14. How does Florida s talent availability compare to other states/countries? 15. How do we make Florida s talent world-class? 16. Is there a talent gap? If so what are the reasons? o Wages? o Expectations of finding someone with all the right skill sets? o Insufficient number of applicants? o Is automation replacing workers? 17. Which are the top occupations you have difficulty filling? What skills/competencies are related to those occupations? 18. Are talent solutions different for companies based on their employment size? 19. Based on your experience with training providers, which methods used provide the best value for training your employees? Are those training providers in Florida? 20. Do you use the CareerSource Florida network for workforce services? If so, why? If not, why not? 21. Is the CareerSource Florida regional office in your area responsive to you? 22. General questions: o As a Florida manufacturer, what is your biggest concern? o What subsectors in advanced manufacturing are well-positioned to advance and grow? o Do Florida manufacturers get their components and supplies from other in-state companies? o Do you serve on any industry advisory councils? If so are they economic development or education based? o Have you ever heard of Career Academies? If so, how do you engage with them? The statewide problem solving sessions will focus on: 1. Addressing challenges identified in focus groups 2. Education frameworks 3. Bottlenecks in education or training systems 4. Finding qualified workers 5. Other common issues raised frequently in regional groups Meeting date schedule for face to face meetings Regional Focus Group Meetings March November of 2015 Statewide Problem Solving Sessions June 4, 2015 at the JW Marriott Grand Lakes in Orlando November 4, 2015 at the Marriott West Palm Beach Outcomes Establishment of Florida Advanced Manufacturing Workforce Leadership Council Sharing and information collection on advanced manufacturing jobs and trends through the focus groups Potential solutions from the statewide problem solving sessions 9

11 Identification of Core Occupations for Advanced Manufacturing Sector Flow charts and matrices for communication channels among and between industry and talent supply providers and others Asset map of talent supply providers, curriculum, and training modalities Data on impact of workforce retirements, skill obsolescence, health/family issues and recruitment competition Best practices from previous USDOL or other identified advanced manufacturing training investments Better communication between and among all the parties Enhanced statistical representation of the advanced manufacturing industry Filling gaps in education and training needed by advanced manufacturers Connecting more manufacturers to resources Enlightening more educators, students and parents about advanced manufacturing Provide information critical to the success of the CareerSource Florida Business Intelligence Database State policy recommendations 2015 Calendar January Internal and external conversations to understand the scope of work, appropriate subcontractors and roles of the RMAs Solicited proposals from potential subcontractors, selected such subcontractors, worked with them to refine their proposals February Reviewed the deliverables for the grant with the RMAs and MAF Board of Directors in person and describe their roles (February 3 in Tallahassee, FL) Finalized subcontractor proposals Deliverable 1. Submit Plan of Engagement/Integrated Project Management Timeline to CareerSource Florida on or before February 28, 2015 March Invite RMAs to be in the Leadership Council; ask them to appoint manufacturer member Prepare a briefing paper for the Leadership Council Prepare a charter and guiding principles for the Leadership Council Hold the inaugural meeting of the Leadership Council by teleconference to explain the project, roles, activities, expectations, funding, and the schedule for the year; introduce subcontractors and their roles and activities; consider adoption of the charter and guiding principles (by March 31) Brief subcontractors on insider information about the marketplace, relationships, activities and resources that will help them with their deliverables 10

12 Execute agreements with the RMAs on their roles and responsibilities for the Leadership Council Execute agreements with subcontractors April Set the schedule of regional focus group meetings, agendas, facilitators, expectations Communicate with HR directors in RMA/MAF database about the project and the role they will be asked to play Communications among and between grant participants Planning for June 3 Problem Solving Leadership Council meeting Deliverable 2. Summary report delivered to CareerSource Florida (by April 30) Execute a Labor Market Intelligence Partnership Agreement with CareerSource Florida May Prepare agenda and materials for the June 3 face to face Problem Solving Leadership Council meeting in Orlando at the JW Marriot Grande Lakes; invite guests and partners who can add value to the discussion Progress report by Leadership Council Chairman to CareerSource Florida Regional focus group meetings begin Communications among and between grant participants Leadership Council teleconference June Hold the first problem solving workshop of the Leadership Council to include questions or progress reports from subcontractors (if any) at the JW Marriott Grande Lakes, Orlando, FL on June 3 Summarize results of problem solving Leadership Council meeting and action items Regional focus group meetings Communications among and between grant participants July Regional focus group meetings Communications among and between grant participants Leadership Council teleconference August Progress report by Leadership Council Chairman to CareerSource Florida Regional focus group meetings 11

13 Communications among and between grant participants September Regional focus group meetings Communications among and between grant participants Planning for Problem Solving Leadership Council meeting Leadership Council teleconference October Progress report by Leadership Council Chairman to CareerSource Florida Regional focus group meetings Communications among and between grant participants Agenda and materials for Problem Solving Leadership Council meeting Deliverable 3. Florida Advanced Manufacturing Sector Definition and Core Occupations Identification Summary Report on or before October 30, November Progress report by Leadership Council Chairman to CareerSource Florida Communications among and between grant participants Problem Solving Leadership Council meeting on November 4 at the Marriott West Palm Beach Discussion on sustaining flow of market business intelligence to CareerSource Florida in upcoming years Teleconference of the Leadership Council after the face to face meeting to plan for the next year s Career Source grant activities and tidy up any pieces of the project for the year December Deliverable 4. Data Collection and Analyses Report on or before December 31, 2015 Deliverable 5. Plan for Analysis of Effectiveness on or before December 31, 2015 Prepare a summary report of findings or observations and associated action items for future years and plans for year 2 Convene teleconference to discuss preliminary findings of the year and solicit observations Prepare final report for CareerSource Florida Metrics Number of Focus meetings held Number of Problem Solving Meetings Held Number of manufacturers engaged in the project Number of partners engaged in the project Action items and policy recommendations Review of selected education frameworks 12

14 Business market intelligence usefulness to CareerSource Florida Deliverables completed on time Leadership Council and CareerSource Florida satisfaction with work products # # # 13