Seven Characteristics of a Community with a Competitive ...



Seven Characteristics of a Community with a Competitive Workforce Advantage

|Forward Thinking Community Leaders |What WIBs do: |

|Each community with a competitive workforce advantage has a set |Engage and inform County Boards of Supervisors, Mayors and City |

|of community leaders who care about and are engaged in workforce |Councils |

|issues. This leadership includes local elected officials, |Convene summits about workforce issues |

|business, non-profit and faith-based leaders, and “civic |Publish “State of the Workforce” reports |

|entrepreneurs,” all of whom understand that the needs of business|Invite elected officials to WIB meetings and One-Stop tours |

|and the skills of its workers are critically important to the |Convene focus groups with key industry clusters |

|economic health of the region. There is strategic rather than |Participate in community planning efforts |

|reactive political leadership. Community planning is based on | |

|data, and leaders have a deep understanding of the demographics | |

|of its workforce and the present and future skill requirements of| |

|its key industries. | |

|Business Investment in Human Capital |What WIBs do: |

|Each community with a competitive workforce advantage has |Convene employers in the same industry to discuss skills needs |

|businesses in which workers are viewed as assets. Employers |Connect employers to public resources for skills upgrade training|

|invest in training workers to meet present and future needs. |Act as a broker with community colleges/higher education and |

|Employers work with others in their industry – both other |University Extensions for curriculum design |

|companies and organized labor – to anticipate training and skills|Provide data about prevailing wages, occupations, future trends |

|development needs. Employees are aware of opportunities for |Act as a human resource departments for small business |

|advancement and are given incentives to improve their skills. | |

|Strong and Diverse Economy |What WIBs do: |

|Each community with a competitive workforce advantage uses |Have cross representation on WIBs and Economic Development |

|workforce as part of their economic development strategy. The |corporations and agencies |

|community has both a business retention and a growth strategy, as|Participate in overall economic development planning |

|well as the more traditional business attraction approach. There|Cross-train front line staff in One-Stops and economic |

|are multiple sectors represented in the region. There is “life |development organizations |

|cycle” diversity within the region – a mix of older established |Collect and provide information about the community’s workers and|

|industries, growing sectors, and new and emerging industries. |their skills |

|Investments in economic development are strategic and focus on |Participate in co-developed employer retention surveys with |

|employers with high wage jobs in addition to businesses with high|economic development |

|sales tax revenue. | |

Seven Characteristics of a Community with a Competitive Workforce Advantage (cont.)

|Integrated Infrastructure |What WIBs do: |

|Each community with a competitive workforce advantage has an |Participate in a broad range of regional and community planning |

|infrastructure for both employers and workers. In addition to |efforts |

|physical infrastructure for businesses – such as roads, water, and|Include a broad range of partners and services in One-Stops |

|electricity – it includes a diverse housing supply, access to |Advocate for changes in public policy and administrative |

|affordable quality childcare, health care and adequate regional |procedures |

|transportation. Residents have access to a One-Stop career center|Engage local elected officials in problem solving |

|system that helps them find and keep jobs. There are sufficient |Have cross representation on WIB and community boards and |

|cultural and recreational opportunities and other “quality of |agencies |

|life’ assets. | |

|Effective, Articulated Education System |What WIBs do: |

|Each community with a competitive workforce advantage has a K-12 |Establish and nurture strong youth councils that work for all |

|system that works. High school graduates have the requisite |youth |

|skills to enter the labor force or go on to college. The |Catalyze dialogue between employers and education |

|education system is responsive to employer needs. The system is |Collect and provide information about skills needs |

|well articulated from high school to community college and higher |Include youth in One-Stop system services |

|education programs. Residents have easy access to higher |Provide accessible information about careers |

|education and non-degree occupational training that prepares them |Provide accessible information about performance of job training|

|well for jobs in the community. All students have access to the |programs and providers |

|supportive services they need, career guidance, caring adults, | |

|leadership opportunities and academic excellence. | |

|Clearly Defined and Accessible Career Pathways |What WIBs do: |

|Each community with a competitive workforce advantage has ongoing |Convene employers within an industry to study career pathways |

|communication between industry and education/training entities. |Collect and disseminate information about career pathways and |

|Education & training programs are designed with a deep |occupation requirements |

|understanding of how people move within occupational clusters. |Partner with labor unions |

|Students, job seekers and workers see clear career pathways within|Train career guidance counselors and others in career |

|occupational groupings and understand how skills build upon one |information |

|another to meet the needs of business. There are strong | |

|connections to union apprenticeship program. Employers within an | |

|industry understand their career pathways and encourage skill | |

|development within the worker pipeline. | |

Seven Characteristics of a Community with a Competitive Workforce Advantage (cont.)

|Ready, Willing and Able Workforce |What WIBs do: |

|Each community with a competitive workforce advantage has |Develop measures to evaluate the quality of job training programs|

|employers who can recruit local residents for available jobs. |Ensure quality in One-Stop career centers |

|The labor pool has the knowledge, skills and ability needed by |Develop customized training to meet employer needs |

|employers. Job training programs produce workers who meet |Partner with community colleges and other education programs to |

|employers’ needs. Job applicants have minimally acceptable soft |deliver quality training |

|skills. People have the willingness to perform jobs. Economic |Reach into all communities and constituencies to connect people |

|Development uses information about the available labor pool as a |to jobs and training |

|key component of their business attraction strategy. |Find funding to meet community needs for training |

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