environmental scan and asset mapping july 30 th, 2013
TRANSCRIPT
Environmental Scan and Asset MappingJuly 30th , 2013
www.pcghumanservices.com
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Introductions
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Agenda
• Asset Mapping Project overview• High Level Findings• Strategic Considerations • Recommendations
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Project Overview: Goals and Objectives
• Goals:• Create alignment of sectors and coordinate across the workforce development
system• Inform strategic investment decisions• Leverage and align existing service structures
• Objectives:• Inventory total scope of the broader workforce development system in
Alameda County• Geographically map those assets in relation to each other
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Project Overview: The Data
SNOWBALL
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“ ”Results
We identified and mapped 541 “assets” for the broader workforce development system in Alameda County
Wait… How do you define assets?
Asset Categories
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EMPLOYMENT SERVICES VOC. EDUCATION & TRAINING
SUPPORTIVE SERVICES OTHER ASSETS
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Workforce Assets – by the Numbers
Sources: PCG Asset Mapping Project, Eden I & R Data, EMSI
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Workforce Assets – by the Numbers
Sources: PCG Asset Mapping Project, Eden I & R Data, EMSI
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Workforce Assets – By the Numbers (cont.)
Sources: PCG Asset Mapping Project, Eden I & R Data, EMSI
The Continuum of Employment Services
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Intake into the broader system
Skill building and job
readinessPlacement
Phase 1: Navigator Services
Individual Assessment
Phase 2: Case ManagementSoft Skill Building
Job Readiness Training
Phase 3: Placement Services
Entrepreneurial Services
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Employment Service Assets
Phase 1 Phase 2 Phase 3Sources: PCG Asset Mapping Project, Eden I & R Data
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Workforce Assets per Target Population
* Per 10,000 individuals in each target populationSources: EMSI Analyst, Alameda County North Cities, US Census Bureau State and County Quick Facts (2012), US Department of Veteran’s Affairs, National Center for Veterans Analysis and Statistics, Counties
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Youth Assets in Each Sub-region
* Per 10,000 Youth in each sub-region
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Considerations for Regional Cluster Strategies in Alameda County
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Adv Manu*Life Sciences
Health CareEnergy
ICTTrans/Logis
Arts/Ent./Hosp
Food Prep
0
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60
80
100
120
140
160
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Large Cluster Employers, Alameda County
North Cities
Oakland
Eden
Tri-Valley
Tri-Cities
# o
f L
arg
e E
mp
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ICT is a huge eco-nomic engine in Tri-Valley and Tri-Cities area
Eden, in the middle of the county, has more large trans/logistics employers than any other region
Health Care in North County (North Cities and Oakland) has over 125 large employers
*Excludes Adv. Manufacturing employers in other clustersSources: EMSI Data, EDA Workforce Special Report (BW Research)
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As leadership explores closer coordination and braided funding…
…how does the service delivery system meet the placed-based needs of jobseeker
customers while remaining aligned and responsive to the needs of business and
economic development?
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PCG Recommendation 1
• As funding entities in a region with a large number of workforce assets, use regional leadership to strategically convene and incentivize coordination and leverage across organizations and funding streams countywide.
• Adopt subregional sector strategies as outlined in Section IV of PCG report to more intentionally align workforce development service delivery with economic development strategy.
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PCG Recommendation 2
Delineate service strategies for client facing services versus business services. While recognizing the population an integrated system serves (both by requirement and by current target populations of local assets), employ separate strategies that make the system more relevant to businesses at higher levels. By leveraging the capacity of CBO’s and other assets to continue to serve job seekers with significant barriers to employment, initiate and invest in partnerships that attract the higher level talent local employers demand to drive regional economic growth.
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PCG Recommendation 3
In response to the finding of a frontloaded employment service delivery system, ACWIB, Alameda SSA, and the OWIB should drive closer coordination with employer service sites that provide phase 1 (navigation and assessment services) and phase 2 (case management, soft skill building, and job readiness) to common customers. Then, use additional capacity to mitigate gaps in phase 3 services (job placement and entrepreneurial and small business development services) to reduce service bottlenecks and increase bandwidth to place participants in meaningful employment.
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The Inventory
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PCG Recommendation 4
Reduce the system’s investment in “brick and mortar” service delivery structures while increasing investment in the capacity of place-based, Community Based Organizations (CBOs) to have a larger role in intake, upskilling, and placing jobseekers in meaningful employment.
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PCG Recommendation 5
In response to a gap in youth-focused service providers in the Tri-Valley and Tri-Cities subregions, sponsors should attract more Youth-focused providers into locating service in the subregions while investing in the capacity of non-Youth providers to begin serving Youth.
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PCG Recommendation 6
Diversify the integrated participant pool by recruiting and attracting job seekers on multiple levels of the job seeker ladder. This diversification will help the system to meet the talent and manpower needs of business on multiple levels, adding value to the employer community.
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Contact Sheet
Reg Javier
Associate Manager
(619) 270 – 4065
Andy HallBusiness Analyst
(619) 270- 4139
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Public Consulting Group, Inc.148 State Street, Tenth Floor, Boston, Massachusetts 02109
(617) 426-2026, www.publicconsultinggroup.com