REGIONAL HUMAN CAPITAL STRATEGIES. Stuart Andreason Presentation to NARC, June 8, 2015

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1 REGIONAL HUMAN CAPITAL STRATEGIES Stuart Andreason Presentation to NARC, June 8, 2015

2 STRUCTURE OF TALK Defining the need for job training and its potential to promote regional growth Look at the changing landscape of resources available A look at conditions in Atlanta (Results from Metro Atlanta exchange for Workforce Solutions survey) A look at some models from other communities (Andreason and Carpenter paper)

3 US MIDDLE SKILL TRENDS

4 $7 WIA Title I Funding $6 Funding Level in Billions $5 $4 $3 $2 $1 $ (WIOA)

5 THE WORKFORCE SYSTEM IS BECOMING A WORKFORCE DEVELOPMENT MARKETPLACE In real terms, funding from federal channels is 87% less than in 1980 (Holzer 2007) Pell Grants represent about $36 billion in funding $120 billion in student loan funding via Higher Education Act $250 - $500 billion in work based training

6 CURRENT CONDITIONS IN SYSTEM More disparate, decision making is driven by individuals seeking training (with WIA/WIOA vouchers and student loans) Less centralized decision making, less efficient, municipal fragmentation More competitive Less coordination and alignment

7 CONDITIONS IN ATLANTA

8 MAX PROVIDER PORTAL

9 ATLANTA S WORKFORCE LANDSCAPE Over 200 organizations providing training Over 500 locations to receive services Range of organizations: For-profit, non-profit, government Single proprietors to hundreds of employees Broad coverage across the region

10 RESULTS OF MAX SURVEY 1. Connections to the business community and economic development are an aspiration, not a reality 2. Workforce development providers have limited visibility across the region 3. Job training providers see access is a limiting factor for reaching clients

11 TODAY: Less than onethird (30%) indicated at PARTNERSHIPS TODAY least one type of AND engagement IN THE with an FUTURE employer. FUTURE: Employers top the list of new partnerships that providers want to foster. FUTURE: Desire New Partnerships with... Responses Employers 122 City or County Economic Development Organizations State and Regional Economic Development Partners Job Training Providers Other Than Academic Institutions Local Workforce Investment Boards 103 Chambers of Commerce 102 Support Service Providers 92 Technical Colleges 84 Four-Year Colleges and Universities 80 K-12 Schools 67 Other 5

12 Rank Barrier Score WHAT PREVENTS PEOPLE FROM GETTING TO SERVICES? Over half of the responding providers offer their services to the entire 10-county region. Traveling within the region is costly in time and money, especially for individuals who are income constrained and/or transit dependent. More research is needed to better understand the geographic reach of providers and the ways individuals want to access services. 1 Do not know about the services available Lack transportation options to reasonably access services Cannot afford services Do not have adequate support to utilize services Do not have confidence that utilizing the services will ensure better employment outcomes Do not have available time to utilize services Are not interested in the services No barriers limit participation in our services and/or programs Do not trust providers 5.19

13 REGIONAL COLLABORATION IN WORKFORCE DEVELOPMENT IS A GROWING TREND A number of metro areas across the country are moving towards creating these collaboratives Chicago Jobs Council (founded 1981) Detroit Jobs Alliance (founded 2012) Partnership for a Competitive Workforce (Cincinnati, founded 2008) Boston SkillWorks (founded 2003) Nashville Workforce Network Seattle Jobs Initative

14 REGIONAL COLLABORATIVES Regional Collaboratives in WFD aim to improve a number of aspects: Data both program outcome metrics and information on the job market Marketing information on job training providers Strategy help promote shared agendas, alignment

15 COMMON CHARACTERISTICS Engage a broad stakeholder and steering committee group Have a defined focus (middle skill jobs, low income populations, etc) Most create online portals for marketing job training organizations Work for policy/administrative change

16 CONNECTION TO REGIONAL COUNCILS Provide a regional perspective that better matches a labor market Connections to transportation, land use, business and economic development Ideal administrative structure

17 Thanks! Stuart Andreason

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