ࡱ> Z\Y[ $bjbj 4BΐΐZ8,GLa7t6666666$8w;7GGG77Gp6G6t4|6{ j,56170a7D58_<!_<0|6_<|6PvTND77'ja7GGGG_< : Seven Characteristics of a Community with a Competitive Workforce Advantage Forward Thinking Community Leaders Each community with a competitive workforce advantage has a set of community leaders who care about and are engaged in workforce issues. This leadership includes local elected officials, business, non-profit and faith-based leaders, and civic entrepreneurs, all of whom understand that the needs of business and the skills of its workers are critically important to the economic health of the region. There is strategic rather than 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.What WIBs do: Engage and inform County Boards of Supervisors, Mayors and City Councils Convene summits about workforce issues Publish State of the Workforce reports Invite elected officials to WIB meetings and One-Stop tours Convene focus groups with key industry clusters Participate in community planning effortsBusiness Investment in Human Capital Each community with a competitive workforce advantage has businesses in which workers are viewed as assets. Employers invest in training workers to meet present and future needs. Employers work with others in their industry both other companies and organized labor to anticipate training and skills development needs. Employees are aware of opportunities for advancement and are given incentives to improve their skills.What WIBs do: Convene employers in the same industry to discuss skills needs Connect employers to public resources for skills upgrade training Act as a broker with community colleges/higher education and University Extensions for curriculum design Provide data about prevailing wages, occupations, future trends Act as a human resource departments for small businessStrong and Diverse Economy Each community with a competitive workforce advantage uses workforce as part of their economic development strategy. The community has both a business retention and a growth strategy, as well as the more traditional business attraction approach. There are multiple sectors represented in the region. There is life cycle diversity within the region a mix of older established industries, growing sectors, and new and emerging industries. Investments in economic development are strategic and focus on employers with high wage jobs in addition to businesses with high sales tax revenue.What WIBs do: Have cross representation on WIBs and Economic Development corporations and agencies Participate in overall economic development planning Cross-train front line staff in One-Stops and economic development organizations Collect and provide information about the communitys workers and their skills Participate in co-developed employer retention surveys with economic development Seven Characteristics of a Community with a Competitive Workforce Advantage (cont.) Integrated Infrastructure Each community with a competitive workforce advantage has an infrastructure for both employers and workers. In addition to physical infrastructure for businesses such as roads, water, and electricity it includes a diverse housing supply, access to affordable quality childcare, health care and adequate regional transportation. Residents have access to a One-Stop career center system that helps them find and keep jobs. There are sufficient cultural and recreational opportunities and other quality of life assets.What WIBs do: Participate in a broad range of regional and community planning efforts Include a broad range of partners and services in One-Stops Advocate for changes in public policy and administrative procedures Engage local elected officials in problem solving Have cross representation on WIB and community boards and agenciesEffective, Articulated Education System Each community with a competitive workforce advantage has a K-12 system that works. High school graduates have the requisite skills to enter the labor force or go on to college. The education system is responsive to employer needs. The system is well articulated from high school to community college and higher education programs. Residents have easy access to higher education and non-degree occupational training that prepares them well for jobs in the community. All students have access to the supportive services they need, career guidance, caring adults, leadership opportunities and academic excellence. What WIBs do: Establish and nurture strong youth councils that work for all youth Catalyze dialogue between employers and education Collect and provide information about skills needs Include youth in One-Stop system services Provide accessible information about careers Provide accessible information about performance of job training programs and providersClearly Defined and Accessible Career Pathways Each community with a competitive workforce advantage has ongoing communication between industry and education/training entities. Education & training programs are designed with a deep understanding of how people move within occupational clusters. Students, job seekers and workers see clear career pathways within occupational groupings and understand how skills build upon one 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.What WIBs do: Convene employers within an industry to study career pathways Collect and disseminate information about career pathways and occupation requirements Partner with labor unions Train career guidance counselors and others in career information Seven Characteristics of a Community with a Competitive Workforce Advantage (cont.) Ready, Willing and Able Workforce Each community with a competitive workforce advantage has employers who can recruit local residents for available jobs. The labor pool has the knowledge, skills and ability needed by employers. Job training programs produce workers who meet employers needs. Job applicants have minimally acceptable soft skills. People have the willingness to perform jobs. Economic Development uses information about the available labor pool as a key component of their business attraction strategy.What WIBs do: Develop measures to evaluate the quality of job training programs Ensure quality in One-Stop career centers Develop customized training to meet employer needs Partner with community colleges and other education programs to deliver quality training Reach into all communities and constituencies to connect people to jobs and training Find funding to meet community needs for training     california workforce association 1029 K Street, Suite 24 Sacramento, CA 95814 916-325-1610  HYPERLINK "http://www.calworkforce.org" www.calworkforce.org LMp  d e ! J L q @~)*ij  0  YZøøøøøôøøøøô||q|q|q|qh!h CJaJh!h 6CJaJ#h!hE+CJOJQJ\^JaJh!h CJ\aJh!h OJQJ\^JhE+h!hE+CJaJh!hE+6CJaJh!hE+CJ\aJh!hE+OJQJ\^Jh|#h|h|5CJOJQJ^JaJ,LMp  e ! 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