Appendix A Site Visit Highlights from Generation I WIRED Regions • West Alabama – East Mississippi (WAEM) WIRED • California Innovation Corridor • Metro Denver WIRED • WIRED Northwest Florida Initiative • North Central Indiana (NCI) WIRED • Kansas City WIRED • North Star Alliance • Mid-Michigan Innovation Team • WIRED West Michigan • Montana Agro-Energy Plan • Finger Lakes WIRED • Piedmont Triad WIRED • Wall Street West WIRED Evaluation of Generation I of the WIRED Initiative 2007 Site Visit Highlights WIRED Initiative for West Alabama – East Mississippi (WAEM) Introduction The WIRED Initiative for West Alabama–East Mississippi (WAEM) aims to transform an economically depressed, mostly rural area into an Enterprise-Ready region that is recognized for its integrated entrepreneurial and economic development system, collaborative partnerships, and credentialed workforce. WAEM has identified four goals for economic transformation, and has organized its key partners into committees to develop the activities that address each goal: 1. Stand up and embed the capacity to identify key assets and strengths, target opportunities, and recruit champions to build an Enterprise-Ready region; 2. Cultivate community and regional entrepreneurship; 3. Credential, certify, and transform to a regionally-branded workforce; and 4. Engage K-12 schools and youth development programs in regional branding and EnterpriseReady activities. The WIRED grantee and fiscal agent is the Alabama Department of Economic and Community Affairs (ADECA) Office of Workforce Development (see Figure A). Operationally, WAEM is led by The Montgomery Institute (TMI), a not-for-profit organization located in Meridian, Mississippi. The Grant Director is an employee of the Mississippi Development Authority (MDA), detailed to TMI. The Governors of both Alabama and Mississippi are the Co-Leaders of the WAEM team. A Governing Commission (four members from Alabama, four from Mississippi, and the President of TMI, who serves as convener) provides oversight and policy direction. Commission members represent the region’s economic development organizations, businesses, community colleges, workforce development entities, and local school districts. WAEM’s principal partner organizations are the eight community and junior college districts, four in Alabama and four in Mississippi, whose boundaries define the WAEM region. The community colleges play key roles in the goal committee structure. Each of the four committees is co-chaired by two of the community college Presidents, one from Mississippi and one from Alabama, and includes the Work Force Development Directors from two different community colleges (again, one from Mississippi and one from Alabama). Each committee is staffed by TMI, and its members include representatives of the relevant communities, e.g., educators, employers, workforce training providers, local workforce investment areas, and others. WIRED grant activities are implemented by staff at TMI and at the eight community colleges. Each college has three grant-funded positions, a Work Force Development Director, an existing position to which WIRED allocates $12,000 per year, and two field staff – one person for Goal 1 and one for Goal 2 – whose positions were created for WIRED. The Work Force Development Director has responsibility for directing the field staff in achieving the WIRED leadership and entrepreneurship goals in their college districts, in addition to coordinating other WIRED-related college activities, such as adult education, trade and industry programs, and short-term courses. Berkeley Policy Associates A-1 Evaluation of the WIRED Initiative’s Generation I Regions: WAEM 2007 Site Visit Highlights Figure A West Alabama-East Mississippi Map of WIRED Partners Governors of Alabama and Mississippi GOVERNING COMMISSION President/CEO of The Montgomery Institute (convenor) Alabama ___________________________________________________ • Director, Alabama Department of Economic & Community Affairs • Director, Greene County Industrial Development Board • Director, Black Belt Action Commission • Community College Workforce Director Mississippi __________________________________________________ • President of steel company • Regional Manager for AT&T • President, East Mississippi Business Development Corporation • Director, State Board for Community & Junior Colleges GRANTEE/FISCAL AGENT PROJECT MANAGEMENT The Montgomery Institute (TMI)** Alabama Department of Economic and Community Affairs (ADECA) Office of Workforce Development* Grant Director employed by Mississippi Development Authority and detailed to TMI CONSULTANTS Rural Policy Research Institute (RUPRI) University of Alabama Mississippi State University Staff consultant TASK FORCE COMMITTEES GOAL 1 (regional identity) GOAL 2 (entrepreneurship) GOAL 3 (credentialling) GOAL 4 (youth development) Co-Chairs: President, Wallace State Community College, AL President, Jones County Junior College, MS Co-Chairs: President, Alabama Southern Community College, AL President, East Central Community College, MS Co-Chairs: President, Shelton State Community College, AL President, Meridian Community College, MS Co-Chairs: President, Bevill State Community College, AL President, East Mississippi Community College, MS Work Force Directors: Alabama Southern Community College East Mississippi Community College Work Force Directors: Wallace State Community College, AL Jones County Junior College, MS Work Force Directors: Bevill State Community College, AL East Central Community College, MS Work Force Directors: Shelton State Community College, AL Meridian Community College, MS *ADECA contracts with each of the eight community colleges for WIRED staff and activities. In addition to contracting with TMI, ADECA also contracts with the Mississippi Development Authority for the services of the WIRED Grant Director. **TMI contracts with RUPRI for specialized technical assistance on rural entrepreneurship and place-building; the University of Alabama and Mississippi State University for research; and a senior staff consultant. Key Issues Readiness for Collaboration In 2002, TMI established the Commission on the Future of East Mississippi and West Alabama as a regional decision-making body made up of economic development, education, and political leaders from both states. Several initiatives designed to facilitate regional collaboration followed, such as efforts in 2005 and 2006 in both states to form a joint economic development authority in the border counties. A number of informal collaborations existed in the region prior Berkeley Policy Associates A-2 Evaluation of the WIRED Initiative’s Generation I Regions: WAEM 2007 Site Visit Highlights to WIRED, as did several formal ones, such as the consortium formed by the community Mississippi and Alabama colleges, and the Mississippi Entrepreneurial Alliance. Partnerships In addition to formal (contracted) partners, WAEM has numerous informal partners in the region, including: university/college coalitions; regional commissions; economic development organizations; businesses such as Alabama Power, Mississippi Power, Comcast, and Mediacom; the Mississippi Manufacturers Association; state and local WIBs; entrepreneurs, including the Mississippi Entrepreneurial Alliance; the Mississippi Band of Choctaw Indians; and foundations. Rural Entrepreneurship and Leadership Development WAEM is currently implementing rural entrepreneurship and leadership development activities following models developed by the Rural Policy Research Institute (RUPRI). These activities include holding community retreats and coaching local civic and business leaders in developing and committing to a plan for becoming Enterprise-Ready. WAEM also held roundtables around the region, in which community leaders discussed their goals for the area’s transformation into an Enterprise-Ready Region. The two Governors convened a Regional Summit in May 2007 to prioritize the region’s goals for economic development and to determine how to develop the regional assets identified through WAEM’s asset mapping and implementation activities. A key event at the Summit was a “super roundtable” of representatives of all of the earlier roundtables. Challenges Regional Identity Through efforts such as the Commission on the Future, several of the key WIRED partners had conceptualized the area as a region prior to the WIRED initiative. Nonetheless, this vision was not shared by many outside of these efforts. Achieving the beginnings of a shared vision and recognition of the two-state area as a region has been a long, slow effort. Readiness for Collaboration The different agency arrangements and policies of the two states make collaborating across the state line extremely difficult. For example, the workforce investment systems in Alabama and Mississippi differ greatly in structure and administration. The state of Alabama has two workforce agencies, ADECA, the grantee and fiscal agent for WAEM, and the Department of Industrial Relations, responsible for non-WIA DOL programs (but a core partner in Alabama’s WIA system). In Mississippi, responsibility for the workforce investment system was moved several years ago from MDA, which is a formal, contracted partner in the WIRED initiative, to the Mississippi Department of Employment Security, which is not. Collaboration among the community colleges in the two states is equally complicated. The Alabama community college system is state-run, under a strong Chancellor, while colleges in Mississippi are locally run, with state coordination. Furthermore, the colleges in both systems tend to be very competitive with each other. Despite the work done to date to address these barriers, many challenges to collaboration remain. Berkeley Policy Associates A-3 Evaluation of the WIRED Initiative’s Generation I Regions: WAEM 2007 Site Visit Highlights Administration Key individuals from several of the partner organizations have left since the WIRED grant started. The President of TMI, one of the main proposal-writers and the first person to serve as Grant Director, left TMI a few months after the grant was awarded. Shortly after that, the Chancellor of the Alabama College System was fired for malfeasance. The President of the community college that took the lead in writing the WAEM proposal and the previous ADECA Director, a member of the Governing Commission, also left their positions. While these departures do not appear to have caused significant delays in implementing WIRED, changes did need to be made in certain implementation plans, such as those that involved accessing expected funds from the Alabama College System that were no longer available. Involvement of the Workforce Investment System TMI has focused on collaborations among the colleges and the “rollout” communities for Goal 1. As a result, comparatively few well-developed partnerships have been formed in other areas. In particular, the state and local workforce investment systems in both states have had relatively little involvement in the WAEM grant to date, and effective collaboration among the full range of WIRED partners remains a challenge. Pace of Implementation RUPRI’s models for rural entrepreneurship and leadership development call for a relatively slow process of bringing members of a community together in civic engagement activities over time to achieve the community’s adoption and implementation of a plan for becoming Enterprise-Ready. Largely as a result of following these models, progress for the grant has been slower than desired for certain important stakeholders, including the Governors (expressed at the Regional Summit in May) and several members of the Governing Commission. Successes Collaboration WAEM has established numerous effective mechanisms to stimulate and reward collaboration, such as using a committee structure that ensures communication and committee participation across all of the college partners, and conducting meetings and events in locations across the two states in order to promote collaboration and regional identity. The workforce development staff at the community colleges have cultivated a strong interpersonal network across state lines, and have developed a variety of means of working together to achieve both the individual goals of their colleges and the overall goals of the WIRED initiative. The community college presidents also meet periodically as a group to foster regional identity and coordinate committee work. Credentialing Reflecting the WAEM initiative’s strategy of utilizing the region’s community colleges as its workforce delivery system, TMI has allocated most of its funds for WIRED activities to Goal 3, development of a credentialing/certification mechanism within the region. WAEM influenced the State of Mississippi to adopt a Career Readiness Program similar to Alabama's WorkKeys, and successfully developed its own regional advanced manufacturing credential, the 3M (Modern Multi-skill Manufacturing) Credential, based on authentic assessment of skills. WAEM intends to develop talent and brand the regional workforce by building on the basic career preparation credential with the advanced manufacturing skills credential. At the time of the site Berkeley Policy Associates A-4 Evaluation of the WIRED Initiative’s Generation I Regions: WAEM 2007 Site Visit Highlights visit, TMI had requested preliminary feasibility and cost information from potential vendors in order to develop a request for proposal and put a contract to implement the credential out for bid. Leveraged Resources WAEM reported obtaining $300,000 from the Phil Hardin Foundation of Meridian, Mississippi to provide a Youth Entrepreneurial Training program. In addition, WAEM received $250,000 from the Appalachian Regional Commission to leverage its Goal 1 activities by performing community-based asset mapping in three counties in collaboration with Mississippi State University. WAEM also receives what it calls “entrepreneur support” from the Mississippi Technology Alliance and the Alabama Entrepreneur Research Network. Leadership Development WAEM has successfully rolled out leadership development activities in eight communities in the region, bringing together civic and business leaders in “rural place-building.” Site Visit Details Date of visit: July 10-13, 2007 Site Visitors: Kay Magill, BPA; June Chocheles, UCSD Site Visit Respondents: • Bill Crawford, WAEM Grant Director, The Montgomery Institute • Bill Scaggs, President/CEO, The Montgomery Institute • Mason Bonner, Associate Director, The Montgomery Institute • Chris Reed, Associate Director, The Montgomery Institute • Jim Lott, Consultant, The Montgomery Institute • Bill Johnson, Director, AL Department of Economic and Community Affairs (ADECA) • Steve Walkley, Division Director, ADECA Workforce Development Division • Ken Hollingsworth, ADECA Workforce Development Division • ADECA fiscal, monitoring, and contract management staff: Bill Hornsby; Melody Kooranje; Mickey Hutto; and Ben Barnes • Wanda Land, Director, Office of Grant Management, Mississippi Department of Employment Security (MDES) • Phyllis Kennedy, Director, Alabama Department of Industrial Relations • WAEM Governing Commission members: Tommy Dulaney, President, Structural Steel, Inc. and President, Mississippi Manufacturers Association; C. D. Smith, regional manager for AT&T and Chair of the TMI Board of Directors; and Wade C. Jones, President, East Mississippi Business Development Corporation • James Mitchell, President, Wallace Community College, Selma, Alabama • Joann Jordan, Interim President, Shelton State Community College, Tuscaloosa, Alabama • Susan Miller, Workforce Development Director, Shelton State, Tuscaloosa, Alabama • Raj Shaunak, Workforce Development Director, East Mississippi Community College, Mayhew, Mississippi • Charles Ireland, Workforce Development Director, Bevill State Community College, Sumiton, Fayette, Hamilton, and Jasper, Alabama Berkeley Policy Associates A-5 Evaluation of Generation I of the WIRED Initiative 2007 Site Visit Highlights California Innovation Corridor Introduction In response to evidence that California is losing its global competitiveness, the California Corridor aims to optimize the entire Corridor for innovation and 21st Century workforce competitiveness through the integration of education, workforce, and economic development systems/innovation strategies. To address these regional economic challenges, the California Corridor has three strategic goals: 1. Innovation Support – Create new companies and high-skill, high-wage jobs by designing a replicable and sustainable “innovation support architecture” to increase innovation and entrepreneurship and create an atmosphere in which the culture, environment, and systems are characterized and driven by robust innovation and flourishing entrepreneurship. California Corridor has seven projects designed to support an innovation-driven ecosystem that aligns resources, enhances knowledge, accelerates linkages, and integrates programs and support across domains and jurisdictions throughout the region. 2. Industrial Rejuvenation – Improve the international competitiveness of the region’s supply chain by developing and executing a “Smart Supplier Strategy” that supports manufacturers, small businesses, and entrepreneurs in adapting to global manufacturing markets. California Corridor has four projects designed to ensure common “smart supplier” competitiveness and enterprise-driven outcomes across the supply chain provider/support network. 3. Talent Development – Accelerate development of a highly-skilled 21st Century talent pool by creating pilot projects and activities to support a continuum of math, science, and engineering education (K-U), and lifelong learning relevant to the 21st Century worker. California Corridor has 14 projects which together are designed to integrate a focus on current and future industry enterprise needs into workforce and educational planning and policymaking, and promote responsive flexible education/workforce systems which anticipate and respond to global market changes and workforce needs with continuity across systems. California’s Employment Development Department (EDD, the state’s workforce investment agency) serves as the WIRED fiscal agent. The California Space Authority (CSA), dedicated to facilitating California's competitiveness within the aerospace industry, manages the WIRED grant. In addition to the Project Lead at CSA and about a dozen staff at CSA and CSEWI (CSA’s sister organization that focuses on talent development for the aerospace industry), the region’s efforts are supported by a Leadership Team made up of core partners, which serves primarily in an advisory role to the grant (see Figure B). Each of the California Corridor’s 25 funded projects has an assigned Project Liaison from either CSA or CSEWI. Each project may also have a Project Lead from among the various project partners. In addition to regular conference calls and webinars, twice a year all of the Project Leads meet to share information about their projects and promote synergy between their projects. Occasional all-partner meetings supplement the Project Lead meetings. Berkeley Policy Associates A-6 Evaluation of the WIRED Initiative’s Generation I Regions: California Corridor 2007 Site Visit Highlights Figure B California Innovation Corridor Partner Map Governor State of California Employment Development Department (Fiscal Agent) California Space Authority Board of Directors CA Space Education & Workforce Institute (CSA’s Executive Director 501(c)3 sister organization) Project Manager Leadership Team • • • • • • • • • CA Space Authority (CSA) CA Space Education & Workforce Institute (CSEWI) CA Labor & Workforce Agency CA Business Transportation & Housing Strategic Vitality, LLC CA Council on Science & Technology CA Workforce Association CA WIB Bay Area Council Economic Institute * This Project Integration Protocol shows the relationship between the 25 projects (called here “Project Goals”) and the three Strategic Transformational Goals. Sustainability projects support both a strategic transformational goal and also the greater CALIFORNIA CORRIDOR WIRED grant effort as a whole. Sustainability projects include: 1.1 (Economic Development Toolkit), 1.3 (Innovation Asset Inventory), 1.7 (WIB Toolkit), 3.5 (K-U STEM Collaboration Action Plan), 3.14 (Learning Collaboratory). Key Issues Regional Identity and Size The California Innovation Corridor covers an area as large as most states, and rather than being a single regional economy, is really a region of regions. As economic development in California has moved towards thinking regionally, the existing regional economies are gaining visibility and attention. Rather than focus a great deal of energy developing a regional identity for California Corridor, the WIRED leadership has promoted cross-fertilization across different regions within the corridor. The size of the California Corridor region, its ambitious goals, and Berkeley Policy Associates A-7 Evaluation of the WIRED Initiative’s Generation I Regions: California Corridor 2007 Site Visit Highlights 25 different projects all involving multiple partners are both its strength and its major challenge. Enlisting over 70 partners, coordinating all the different multi-partner initiatives − each of which has a transformational focus, and developing and maintaining a common vision across over 70 partners, provide tremendous opportunity and are also difficult to accomplish. Partnerships California Corridor has an ever-growing number of participating organizations and has identified four different types of participants: partners linked to specific projects for completion of specific tasks (including over 40 funded partners and more that are not funded through the grant); supporters providing specific project support; collaborators working on project teams in support of a task; and affiliates who provide support and endorsement of Corridor WIRED objectives. Sustainability All of California Corridor’s projects are intended to be transformational in nature with the intention of not only bringing about new partnerships and organizational linkages, but also creating models, methods, systems, procedures, or products that will outlive the grant period. Beyond the individual projects themselves, however, CSA has also built into its design three major strategies to specifically address long-term sustainability of project successes: 1. Among the region’s 25 projects are three key sustainability projects, one for each major system involved in the initiative (economic development, workforce investment, and education). These efforts are creating information resources and interactive portals that will include products, toolkits, and lessons learned across projects; 2. The key to ensuring the long-term usefulness of these sustainability portals is to institutionalize their use. The California Workforce Association (CWA) is incorporating lessons from WIRED into its materials for WIBs throughout the state. CSA is beginning discussions with the CA Labor Agency who oversees to activities of the CA Economic Strategy Panel as well as CALED (statewide economic development association) to encourage incorporating California Corridor’s economic development model and toolkit into ongoing initiatives and professional development for CALED’s members. The collaborative process used for developing the STEM collaborative action plan (STEMCAP) is designed to promote the adoption and use of the plan by the state’s educational institutions. 3. CSA has established a “Resource Development” Task Force with representation from ETA, CA WIB, CWA, California Polytechnical University at San Luis Obispo, and MESA (Mathematics, Engineering, Science Achievement) to identify the resources needed to address WIRED sustainability funding. Challenges Administration, Management and Communications A number of the challenges encountered by California Innovation Corridor have been largely administrative, including the contracting process, project leadership, and internal and external communications. • The process of contracting with CSA and then with sub-recipients was very challenging. Two significant contracting barriers emerged with several partners: intellectual property rights; and the $500 per day limit on consultant fees. Another challenge was the lack of a Berkeley Policy Associates A-8 Evaluation of the WIRED Initiative’s Generation I Regions: California Corridor 2007 Site Visit Highlights • • template to use (or guidance on what needed to be included) in developing the scopes of work for the 25 projects. Each project was assigned a Project Lead from among its participating partners. In some cases, the lead was an individual or organization with whom CSA already had a strong prior working relationship. In others cases, the lead was chosen for knowledge or experience, and in others, leads were chosen strategically to ensure maximum engagement of key partners. Not every Project Lead has turned out to have the necessary skills to facilitate collaborative work processes and develop effective partnerships, however, resulting in some projects getting a slower start and requiring a stronger CSA/CSEWI leadership role than others. One problem identified early on was the tendency for team leads to develop their own goals without seeking the input of the entire team. With CSA’s encouragement, they are now recognizing the need and the value of soliciting input from all of the team partners. CSA staff put much of their time and resources into communications including email, conference calls, webinars, meetings, and a collaborative online workspace. Even so, building a common vision of where each initiative fits in the California Innovation Corridor initiative, and maximizing sharing of resources and knowledge across such a large group, has been challenging. CSA established a Project Leads Group to facilitate communications between projects, nonetheless, some project teams communicated largely within themselves, and others have numerous non-WIRED project participants, making communication through the collaborative workspace problematic. InnovateCalifornia.net and the success story website element are providing a good potential solution to address this, but profiling every project and partner is problematic. CSA has hired a contractor to collect successes and information across projects. CSA is also engaged with the California State Workforce Investment Board in their transformation processes, ensuring that the learnings from WIRED are incorporated into their work. Involvement of the Workforce Investment System One of the regions biggest challenges has been to maximize the continuity and regularity of WIB engagement. At the proposal stage, California Corridor engaged certain WIBs in specific projects, but in light of DOL’s emphasis on transforming the workforce system, California Corridor has shifted some if its focus to a much larger scale effort to change workforce systems. A key aspect of that effort has been working with CWA to incorporate the WIRED/Innovation agenda into all CWA activities, recognizing the current range of levels of sophistication across the WIBs in the Corridor, and the lack of a common language and set of tools for local workforce activities. Development of the STEM Collaborative Action Plan California Corridor’s most ambitious STEM project, developing the STEMCAP, has faced major challenges with competitiveness of education stakeholders, inexperience in collaboration, perception that education/academia and industry have different agendas, the misperception that the chief role of industry should be to provide funding rather than input, impact of informal science community leverage of STEM efforts, and political issues around the potential systemic changes needed. These challenges are being addressed through a carefully facilitated, extensive collaborative planning process. Berkeley Policy Associates A-9 Evaluation of the WIRED Initiative’s Generation I Regions: California Corridor 2007 Site Visit Highlights Successes Partnerships and Collaboration California Corridor has noted many successes in bringing new partners together to collaborate successfully on WIRED projects that are leading to enhanced long-term relationships between systems, between regions throughout the corridor, and between organizations within systems. Respondents from a number of these organizations report that they plan to sustain these relationships beyond the WIRED grant period. For example, the pairing of WIBs and economic development entities on specific projects is fostering better understanding of the economic development community among WIBs, and of the workforce community within economic development agencies. In addition to the “marriages” that CSA helped to foster in the design of the various projects, some projects have recruited new partners along the way. Asset Mapping California Corridor calls its asset mapping document the “Innovation Asset Inventory.” Since the focus of the California Corridor is on an innovation economy, the focus of the inventory is on resources to support innovation. A collaborative effort involving 15 partners across the Corridor, the project developed profiles of 272 assets, including: 1) federal/military research laboratories and centers; 2) academic/educational laboratories and centers; and 3) private industry technology research and development resources. The profiles will be made available through a web-based California Corridor Innovative Assets Portal, which is also designed to be continuously updated and expanded by the portal’s users. Leveraged Funds California Corridor has been successful in documenting $1.5 million in leveraged funds and resources so far, but many of its partners have not yet reported their contributions to date. The leveraged resources reported as of the time of the evaluation visit consisted of roughly equal parts in-kind and funds. In-kind contributions were mostly staff time, travel expenses, and use of facilities for participation in projects and events. Leveraged funds were primarily used for entrepreneurship classes, STEM education for at-risk youth, and developing 1,200 company profiles for the supply chain project. The Resource Development Task Force is actively pursuing a variety of sources of additional funding, and California Innovation Corridor partners, collaborators, supporters and affiliates continue to contribute substantial resources to the effort. Identification of Accomplishments With the help of a contractor, California Corridor is identifying success stories and accomplishments across all of its projects. This process has encouraged project teams to be reflective about what they are doing and what specific outcomes, successes, and experiences they have had so far that others might learn from. California Innovation Corridor currently has over 86 accomplishments posted on its website at http://innovatecalifornia.net/success/search/results/list/all#three. Berkeley Policy Associates A-10 Evaluation of the WIRED Initiative’s Generation I Regions: California Corridor 2007 Site Visit Highlights Site Visit Details Date of visit: September 4-7 and 17-21, 2007 Site Visitors: Linda Toms Barker, BPA; Josh Shapiro, UCSD Site Visit Respondents: • Terry Bergman, Research Director, San Diego Workforce Partnership • Mitch Boretz, Technical Communication Specialist, University of California, Riverside • Mark Christiansen, Business Intelligence Manager, Riverside County Economic Development Agency • Sandra Clark, Director, Corporate Outreach, On-Site Training and Services, University of California Extension, Santa Cruz • Victoria Conner, Principal, Strategic Vitality LLC • Daphne Dador, Project Manager, California Space Education & Workforce Institute (CSEWI) • Jo Marie Diamond, Vice President, San Diego East County Economic Development Council • Sally DiDomenico, Vice President, Bay Area Council Economic Institute • Kenneth Dozier, Executive Director, USC Veterbi School of Engineering - Western Research Application Center • Chuck Flacks, Policy Analyst, San Diego Workforce Partnership • Virginia Hamilton, Director, California Workforce Association • Barbara Halsey, Executive Director, California Workforce Investment Board • Doug Henton, President, Collaborative Economics • Deborah Hirsh, Executive Director, California Space Education and Workforce Institute • Fran Kennedy, Director of Industry Initiatives, California Labor and Workforce Development Agency • Jeanette Langdell, Employment Training Manager, NOVA • Richard Mains, President/CEO, Mains Associates • Steven Narolewski, U.S. DOL/ETA, Pacific-Western Region • Christine Pence, Director, Workforce Innovation Programs, University of California, Riverside • Nick Pelster, Technical Director, California Space Authority • Christine Purcell, Manager, Industry Workforce & Manufacturing Development, CSA • Donna Riordan, Program Director, California Council on Science and Technology • Jeff Ruster, Executive Director, Work2Future, Silicon Valley Workforce Investment Network • Andrea Seastrand, Executive Director, California Space Authority • Wayne Shell, Executive Director, California Association for Local Economic Development • Judy Turner, Director, Programs and Partnerships, California Space Authority • Ray Wells, Manager, Technology, California Space Authority • Jane Zinner, Principal, Affiliation of Regional Collaborations for Heightened Educational Success Berkeley Policy Associates A-11 Evaluation of Generation I of the WIRED Initiative 2007 Site Visit Highlights Metro Denver WIRED Introduction The goal of Metro Denver’s WIRED initiative is to solve the “Colorado paradox:” the region’s workforce is highly educated overall, however, native residents tend to lag behind the nation in high school graduation rates, college attendance, and acquiring science and math skills. Metro Denver WIRED is led by Metro Denver Economic Development Corporation (MDEDC) a public-private partnership between the Chamber of Commerce and 63 regional municipalities. The High Skills Leadership Council oversees the WIRED initiative. The Council’s 16 members also serve as co-chairs for each of the eight panels of the High Skills Innovation Network. Four “demand-side” panels represent the region’s key industry sectors (aerospace, bioscience, energy, and information technology). The four corresponding “supply-side” panels represent K-12 school districts, higher education, the workforce investment system, and local small businesses. The panels are charged with a) conducting an employer needs assessment (on the demand side), and b) identifying existing education and training programs that prepare students for high tech jobs, and identifying and addressing gaps in these programs (on the supply side). The remaining key partners are ten “Jumpstart” grantees, receiving $3.7 million in WIRED funds for one year of talent development activities. Figure C is a map of partner roles in Metro Denver WIRED. Key Issues Regional Identity The Metro Denver region has a well-established precedent of regional collaboration in the economic development community, and political leadership in Denver is committed to regionalism and intra-governmental collaboration. In addition, just as the WIRED solicitation for grant applications was released, the eight local Workforce Investment Boards (WIBs) in the nine county region created a Metro Denver Workforce board, to foster collaboration between the independent WIBs. On the other hand, strong local control of K-12 school districts is protected by the Colorado Constitution, which may prove to be a barrier to regional collaboration in the K12 sector. Specifically, Article IX Section 15 of the State Constitution grants control of instruction to local school boards and protects school districts against legislative efforts to require them to spend locally-raised funds on instruction that the district does not control.1 Readiness for Collaboration Following the election of Denver Mayor Hickenlooper, municipal economic and workforce development departments were reorganized to emphasize collaboration. This reorganization in the City and County of Denver provided a template for the integration of economic and workforce development envisioned in WIRED. A prior MDEDC initiative, “Breakthrough Denver,” spurred public-private investment in regional economic development in February 2005. MDEDC raised over $13 million for conducting marketing, political action, and business recruitment to create 100,000 new jobs in the region by 2010. Many of the goals and emphasis 1 Owens v. Colorado Congress of Parents, Teachers, and Students, 92 P.3d 933 (Colo 2004) Berkeley Policy Associates A-12 Evaluation of the WIRED Initiative’s Generation I Regions: Metro Denver 2007 Site Visit Highlights Figure C Metro Denver WIRED Partner Map CO Dept of Labor and Employment Fiscal Agent Conducts Employer workforce Needs Assessment City & Co of Denver Office of Economic Development High Skills Innovation Network MDEDC Executive Dir Staff Demand Side Panels Aerospace Bioscience Energy IT/Software High Skills Leadership Council State Level Oversight Project Management and Oversight Focus on Talent and Skill Development assets Supply Side Panels K-12 (Colorado Children’s Campaign) Higher Ed (CU Denver) Workforce (Metro Denver Workforce Board) Small Business (SBDC Network) The 16 members from industry, education, and workforce who also cochair the demand and supply side panels. The 10 “Jumpstart” Grantees of the Metro Denver WIRED initiative are based on an October 2005 report, Towards a More Competitive Colorado, prepared by Development Research Partners for the MDEDC and sponsored by Qwest Corp. This study coined the term “Colorado Paradox.” Organization and Administration The grant was originally structured as a partnership between the State of Colorado, City and county of Denver and MDEDC. This core group developed the implementation plan and has been chiefly responsible for managing the initiative, including drafting the request for Jumpstart proposals and supervising the selection process. To date, Metro Denver WIRED has operated as a closed system, with limited flexibility to incorporate new partners or invest in new priorities. Given this first year’s focus on needs assessment and asset mapping (in addition to talent development), however, the flexibility of the Metro Denver WIRED structures has not been a major concern. In mid-September 2007, Metro Denver WIRED held a Leadership Council retreat to review the research results and subsequent recommendations from the industry and supply panels. Participants at the retreat voted for their top priorities among the recommendations. Those priorities will drive the next round of Innovation Pool grants, the formation of working groups, and will direct the next phase of the Metro Denver WIRED initiative. Thus, the initiative is at a transition point, and poised to move beyond the activities detailed in the region’s original implementation plan. Berkeley Policy Associates A-13 Evaluation of the WIRED Initiative’s Generation I Regions: Metro Denver 2007 Site Visit Highlights Partnerships Metro Denver’s WIRED initiative builds on partnerships and systems that have grown through the formation of MDEDC. The inclusion of Weld and Larimer counties in the WIRED initiative expands the definition of the Metro Denver region, however. Adjacent to the Wyoming border, these counties are typically not considered a part of the Denver metropolis although they are part of the “Front Range,” the Interstate 25 corridor that extends from Pueblo in the south to Fort Collins in the north. Weld and Larimer counties were added to the Metro Denver WIRED initiative because of their participation on the Metro Denver Workforce Board. Both counties are well represented on the supply side panels, and four of the ten Jumpstart grants impact at least one of the two counties. The extent to which these counties will be integrated into the rest of the Metro Denver WIRED initiative is still to be seen. The High Skills Network panels represent an important manifestation of regional partnership. Panel members noted that the new relationships they developed was a key benefit of participation, nonetheless, developing those relationships took time. Often, an industry panel consisted of competitors who were reluctant to share information with other members. As one respondent noted, egos of highly confident, highly driven individuals sometimes inhibited group collaboration. The ability of these panels to eventually coalesce, conduct research, and develop recommendations is a testament to the commitment of panel member to WIRED, as well as the importance of facilitation by the MDEDC Industry coordinators, or the WIRED partner organizations. While panel members generally rated their participation positively, across both the supply and demand panels, respondents were frustrated that the initiative’s structure did not support collaboration between the supply side and demand side panels. This “silo-ing” was a design feature of Metro Denver WIRED, providing the panels with a narrow focus of research, allowing the panels to hone in on their respective areas of expertise, and fostering relationship-building between panels members. Sustainability Metro Denver’s sustainability goals are to create a strong regional workforce investment system that parallels MDEDC and works regionally with companies in industry clusters including company recruiters, workforce center career staff, and college placement offices. Future sustainability will require a greater role of the workforce investment system, greater collaboration with industry, and private industry investment in meeting future workforce needs. The “Experience Gap” Part of the research conducted during Metro Denver WIRED’s first year was a Workforce Assessment report that identified employer needs for specific types of workers and skills. The Workforce Assessment report found that over 40% of employers in the region required workers with three to five years of experience, and 10% required staff with at least ten years of experience.2 This is not a talent development issue to be solved by increasing STEM skills and graduation rates alone. At the time of the site visit, Metro Denver WIRED partners were considering how to address this issue. 2 Development Research Partners, Metro Denver WIRED Initiative Workforce Study, May 11, 2007, Littleton, CO Berkeley Policy Associates A-14 Evaluation of the WIRED Initiative’s Generation I Regions: Metro Denver 2007 Site Visit Highlights Challenges Administration Contractual issues regarding indemnification against liability have created a significant administrative barrier to the timely distribution of WIRED funds. Recently, the City and County of Denver has allocated $800,000 from its general fund to pay for WIRED activities until the contractual issues between the State, City and County, and MCEDC can be resolved. Involvement of the Workforce investment System MDEDC was chosen to lead Metro Denver WIRED because MDEDC is a recognizable brand with the visibility to effectively spread the word about WIRED. Although the Regional Workforce Board has a lot of promise, at the time the WIRED grant began it was not a totally functioning board, and did not have an Executive Director until December 2006. Moreover, the WIRED grant was written to address talent development issues focused on both high school and college education systems, such as addressing the lack of funding in STEM skills development. , Based on the research findings of the supply and demand panels, the upcoming Innovation Pool grants are likely to include more training for adults and current employees, and thus require more involvement from workforce investment partners. Successes Leveraged Funds Metro Denver WIRED has awarded over $3.7 million in funds to its Jumpstart grantees, who were to attract almost $2.8 million in matched and leveraged funds. This level of investment indicates that Metro Denver WIRED funded programs are valued by other stakeholders in the region. Additionally, WIRED partners were able to attract attention and funding to address WIRED goals outside of the Jumpstart grants. For example, CU Denver, facilitator of the Metro Denver WIRED Higher Education panel, won a $3 million grant from the Gates Foundation to create a STEM Center with a focus on students at the K-12 level. Increased Awareness of STEM Education Many industry executives and leaders, prior to Metro Denver WIRED, had little awareness inadequacies of the regional educational system. Several panel members noted their surprise about the limited STEM requirements in K-12 education and the low graduation rates in the region. At least one industry leader stated how his work on an industry panel has inspired him to be more involved in education as a parent and philanthropist. Metro Denver WIRED provided the impetus for the Governor to create a P-20 Council to support regional STEM skill development, develop more detailed asset maps, and move the policy agenda forward in regional areas across the state. Sustaining and expanding this increased attention to transforming educational systems in the region will be key to a solution to the “Colorado Paradox.” Berkeley Policy Associates A-15 Evaluation of the WIRED Initiative’s Generation I Regions: Metro Denver 2007 Site Visit Highlights Site Visit Details Date of visit: September 11-14, 2007 Site Visitors: Tommy Smith, BPA; June Chocheles, UCSD Site Visit Respondents: • Ledy Garcia-Eckstein, Executive Director, Metro Denver WIRED • David Ford, WIRED Grant Manager, Denver Office of Economic Development • Kathryn Otten, State WIRED Director, Colorado Department of Labor and Employment • Tom Clarke, Executive Vice President, MDEDC • Linda Murphy, Executive Director, Metro Denver Workforce Board • Joseph M Barela, Manager, Arapahoe-Douglas Works • WIRED Industry Coordinators - Vicky Lea, Jerome McCarthy, Mary Jeffreys, Laura Hahn • Alex Medler, Colorado Children’s Campaign (K-12 Education panel facilitator), • Robert Reichart, CU Denver, Center for Education Policy Analysis (Higher Ed panel facilitator) • Caroline Himes, Laboratory for Atmospheric and Space Physics - U of Colorado at Boulder • Shelly Wood, Community College of Aurora (Jumpstart grantee) • William Schneider, President, Venoco, Inc. • Jason Gaulden, Program Officer, The Daniels Fund • George Sissel, Former Chairman and CEO of Ball Aerospace • Norwood Robb, Denver School of Science and Technology (Jumpstart grantee) • Nicole McGee, Center for Applied Math and Science for Innovation and Competitiveness (CASMIC) Berkeley Policy Associates A-16 Evaluation of Generation I of the WIRED Initiative 2007 Site Visit Highlights WIRED Northwest Florida Initiative Introduction The goal of the WIRED Northwest Florida Initiative is to transform the region’s economy and improve America’s economic competitiveness in the global economy through talent development in five target industries: aerospace and defense; life sciences; information technology, software development and electronics engineering; alternative energy; and construction services. The WIRED initiative also aims to integrate efforts in education, training, workforce investment, and economic development across the region and to facilitate regional partnerships that create and expand employment opportunities for workers in the region. The WIRED grantee and fiscal agent is the Agency for Workforce Innovation (AWI), the state agency responsible for implementation of Florida’s workforce investment programs. Project management for the WIRED grant is housed in Florida’s Great Northwest, Inc., a regional economic development organization based in Destin, Florida (see Figure D). Florida’s Great Northwest leads a coalition of businesses, entrepreneurs, economic development organizations, secondary and post secondary educators, workforce investment boards, foundations, and small business development organizations that is focused not only on developing a skilled workforce in the target industries, but also on creating high-skill, high-wage job opportunities in the region. A 28-member Governance Council provides oversight and strategic direction to the WIRED project. The Governance Council has particular responsibility for evaluating all requests for funding and for ensuring compliance with the requirements of the WIRED grant. The Council has CEO-level representation from the full spectrum of the regional coalition, and a majority of members are from businesses in the target industries. WIRED Northwest Florida also has five Advisory Councils − one for each of the five target industries − that specialize in issues related to that industry sector, such as identifying the existing skills pool and identifying workforce skill requirements. Key Issues Regional Identity Northwest Florida had an established regional identity prior to WIRED, corresponding to the geographic area of the Florida Panhandle. Although this regional identity was strong, economic development and workforce training decisions in the region tended to be highly decentralized, with most being made at the county level. Readiness for Collaboration Florida's Great Northwest was established a decade ago in recognition of the fact that regional collaboration and strategic alliances among businesses and economic development interests were necessary to the economic advancement of the 16-county area. Many of the current members of the coalition for the WIRED Northwest Florida Initiative had been involved in collaborations and partnerships facilitated by Florida's Great Northwest for a number of years prior to the WIRED grant. For example, five of the six workforce investment boards in the region, which had previously organized themselves into a regional coalition, had been working with Florida's Great Northwest for several years to achieve regional goals for workforce training. Berkeley Policy Associates A-17 Evaluation of the WIRED Initiative’s Generation I Regions: Northwest Florida 2007 Site Visit Highlights Figure D Northwest Florida WIRED Partner Map Agency for Workforce Innovation (AWI) (Florida Workforce Development Agency) Advisory Councils Northwest Florida WIRED Initiative Governance Council • Business/Industry Representatives and Florida's Great Northwest, Inc. (FGNW) Entrepreneurs (16) • St. Joe Community Foundation • Economic Development Council of • • • • • • • • • • Northwest Florida WIRED Initiative Tallahassee/Leon County Jackson County Development Council Small Business Development Council Panhandle Area Educational Consortium Agency for Workforce Innovation Chipola Regional Workforce Development Board Opportunity Florida Okaloosa Walton College Tallahassee Community College University of West Florida Florida's Great Northwest, Inc. Secondary Education Subgrants (14) Majority of members are from industry; other members from local workforce boards, high schools, higher education, and economic development • Aerospace/ Defense 22 members • Life Science 16 members • Construction Trades 23 members • IT, Software Development and Electronics Engineering 24 members • Alternative Energy 18 members Employee Skills Training Subgrants (5) Post-Secondary Education Subgrants (14) Entrepreneurship Subgrants (10) Partnerships The coalition for the WIRED Northwest Florida Initiative represents the majority – and the full range – of businesses and organizations in the region that have a stake in promoting its economic development. Initiative Components The WIRED Northwest Florida Initiative provides funding for: • Employee Skills Training for new and existing businesses in the target industries; • Secondary Education Grants for Career Academies that provide skills training for careers in the target industries or intense, accelerated college preparation in math and/or science; • Post-Secondary Education Grants to develop the skills needed by the target industries; and • Entrepreneurship support to develop start-up companies, including technical assistance for their efforts to secure seed capital. The WIRED Northwest Florida Initiative also engages in Strategic Program Development to ensure that their talent development efforts match the current and projected employment needs of the target industries, as well as Outreach to bring students into the skills training programs. Berkeley Policy Associates A-18 Evaluation of the WIRED Initiative’s Generation I Regions: Northwest Florida 2007 Site Visit Highlights Sustainability WIRED activities are congruent with the strategic plan of Florida's Great Northwest, and will be maintained by that organization once the WIRED grant ends. All of the WIRED initiative’s training and education grants require plans for the long-term sustainability of the program. Challenges Regional Economy The regional economy is seen by many to be at a critical crossroads: • Many of the region’s traditional industries (e.g., timber) have declined in recent years, while tourism and other service sector industries − with their low-wage, low-skill jobs − have grown significantly; • The recent downturn in housing not only affects the region’s economy in general but also impacts the St. Joe Community Foundation, an important WIRED partner, because its income derives largely from building and housing construction; • The cost of living, especially the cost of housing, in the region is prohibitive. Even highsalaried workers, such as aviation engineers, cannot easily afford to live in the region; • Although the unemployment rate in the region has been the lowest in the state for years, the region also includes an eight-county area that is one of three “Rural Regions of Economic Concern” named by the Governor. While Florida’s wages are around 78% of the national average, wages in the rural areas in Northwest Florida are about half of that; and • Diversification of the economy and development of the target industries in order to create more high-skill, high-wage jobs in the region is critically needed. Participation by Rural Partners Few organizations from the region’s rural areas applied for education and training funds during the WIRED initiative’s first round of grants. WIRED hired a staff person to do rural outreach, and provided technical assistance for the next round of funding in which they linked the workforce partners with the school districts. The next year, WIRED received more high-quality applications, and all but one were from the rural areas. Successes Collaboration The WIRED Northwest Florida Initiative has been a catalyst in creating and expanding partnerships in the region and in facilitating collaboration among the partners. Collaboration among the members of the WIRED coalition has resulted in more coordinated efforts in all areas. For example, the secondary school Career Academies are, as a condition of their grant funding, working with the workforce investment boards and the One-Stop Career Centers to ensure that the skills training they provide is relevant to the employment needs of businesses in the region. In another example, developers in the region have recognized the need for collaboration with the region’s employers, educators, economic development organizations, workforce investment boards, regional planners, and other stakeholders as they make their plans, and are now coming to the WIRED partners for help before they begin to develop their properties. Berkeley Policy Associates A-19 Evaluation of the WIRED Initiative’s Generation I Regions: Northwest Florida 2007 Site Visit Highlights Worker Training WIRED Northwest Florida has awarded ten Entrepreneurship grants to business that will train workers and create jobs in high-skill, high-wage positions. In addition to contributing nearly $7 million in matching funds, recipients of the Entrepreneurship grants are expected to make a capital investment in the region; their investments are estimated to reach nearly $32 million. Although major delays occurred in awarding the entrepreneurship grants (because the costs for the program as originally planned were not allowable under the WIRED grant), the WIRED initiative has finally achieved resolution of the past grants and is moving forward quickly with the revamped program. Innovation The CHOICE Institute Career Academies created by the Okaloosa County School District are an innovative method of providing intense and accelerated career education for secondary school students. The CHOICE Institutes offer programs in information technology (offering nationally recognized certification in IT), allied health, creative arts, aerospace and aviation engineering (affiliated with Embry-Riddle Aeronautical University, the number one ranked school for aerospace aeronautical engineering), and construction trades. The Outreach Program of the WIRED Northwest Florida Initiative also takes an innovative approach to creating a demand by students for skills training programs that meet the workforce demands of the target industries. In addition to its aggressive grassroots marketing programs, the initiative is developing an online, multimedia career portal that focuses on the target industries and their related educational programs and includes detailed information on career entry points, educational requirements, etc. Leveraged Funds The WIRED Northwest Florida Initiative is structured as a grantmaking organization that requires a 100% match from grant recipients, thus leveraging WIRED grant funds with the matching funds. To date, the initiative has secured approximately $5.7 million in private capital contributed as match. In addition, Workforce Florida, Inc., the state-level workforce investment policy and oversight body, has awarded $1 million to Okaloosa County School District to establish the Banner Center of Excellence for Secondary Career Academies. By leveraging WIRED funds, the region now has an institution that now setting the standard for the entire state in career education. Finally, WIRED partners are currently in the process of identifying potential angel investors and creating a network that supports entrepreneurs in the region. Site Visit Details Date of visit: August 27– 30, 2007 Site Visitors: Kay Magill, BPA; Josh Shapiro, UCSD Site Visit Respondents: • Pam Tedesco, Director, WIRED Northwest Florida Initiative • Al Wenstrand, Executive Director, Florida’s Great Northwest • Sonya Negley, Assistant Director, WIRED Northwest Florida Initiative • Kelly Lorenz, Grant Manager, WIRED Northwest Florida Initiative • Other staff: Roger Miller, Regional Representative; Mills Vautrot, Darrell Devane, Grant Administrator; Director of Administration and Programs; Therese Baker, Accountant/HR • Jeff Arnett, President and Rick Finch, Senior Vice-President, ActiGraph • Jerry Cartwright, State Director, Small Business Development Center Berkeley Policy Associates A-20 Evaluation of the WIRED Initiative’s Generation I Regions: Northwest Florida 2007 Site Visit Highlights • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • Gene Franklin, Senior Loan Officer, Seminole Funding/CEO, Black Chamber of Commerce Jeff Helms, Vice President, PBS&J Rus Howard, Principal & Fund Manager, Whitesand Investments Beth Kirkland, Exec. Director, Economic Development Council of Tallahassee/Leon Co. Rob Koeneman, President, Dimensional Research Associates William D. Law, Jr., President, Tallahassee Community College Al McCambry, General Manager, Knology Jane McNabb, Executive Director, St. Joe Community Foundation Matt Miller, Director of Panama City Operations, EDO Corporation Jim Nitterauer, President/CEO, GridSouth Networks, LLC Wyatt Pope, Division Director, Workforce Services, Agency for Workforce Innovation Bob Richburg, President, Okaloosa Walton College Bill Rimes, President & CEO, West Florida Electric Cooperative Al Ward, General Manager, Florida Transformer Richard Williams, Executive Director, Chipola Regional Workforce Development Board Kevin Kennedy, Business Manager, Crane Aerospace & Electronics Huy Nguyen, Cogon Systems Bryan Clark, Ceryph Inc Bob Van Riper, Vice-President, Flightline Group, Inc. Bill Jacobus, Avocare Dave Ramsey, Chairman, President & CEO, SunTrust Bank Leigh Berdon, Bay County Economic Development Alliance Jeff Stevenson, Dean of Workforce Education, Gulf Coast Community College Ray Rodriquez, Comptroller & Manager and Denise Rodriguez, Liberty Chips Corporation Kim Bodine, Gulf Coast Workforce Board Susan Nelms, Workforce Escarosa Mary Lou Reed, Workforce Development Board of Okaloosa & Walton Counties Linda Sumblin, Workforce Development Board of Okaloosa & Walton Counties Kim Moore, Workforce Plus Rick Marcum, Executive Director, Opportunity Florida Barbara Griffin, Assistant Director, Agency for Workforce Innovation (AWI) Other AWI staff: Mike Lynch, finance; Duane Whitfield, performance reporting and analysis; Larry Miklus, contract manager; Vicki Smith, workforce liaison; Jim Doyle; and Jacquelyn Phillips, supervisor Jeff Scroggins, Director for CHOICE Institutes, Okaloosa County School District Frank Fuller, Ass’t Superintendent, Non-Traditional Schools, Okaloosa County School Dist. Travis Yelverton, Economic Development Council of Tallahassee/Leon County Mike Frey, VP for Economic Development, Pensacola Bay Area Chamber of Commerce Cindy Anderson, Executive Director, Team Santa Rosa Keith Rowe, President, Cornerstone Software Services Leo Murphy, Director, CHOICE Aerospace Institute Dr. Joe Story, President, Research &Education, The Andrews Institute Sharon Heise, Associate Director, Florida Institute for Human & Machine Cognition Berkeley Policy Associates A-21 Evaluation of Generation I of the WIRED Initiative 2007 Site Visit Highlights North Central Indiana (NCI) WIRED Introduction A decline in large manufacturing firms and suppliers and the low educational attainment of an aging workforce were the impetus for the North Central Indiana (NCI) WIRED grant proposal. With a focus on advanced manufacturing, advanced materials, agribusiness, and food processing industries, NCI WIRED seeks to nurture start-ups, increase post-secondary education among mature incumbent workers in declining industries, establish networks for entrepreneur support, and develop collaboration among communities throughout the region. An underlying goal is to develop both nationally and internationally renowned innovative initiatives that can be replicated both across both the region and the state of Indiana. Purdue University’s Center for Regional Development (PCRD), through the university’s Office of Engagement, is responsible for both fiscal management of the grant and NCI WIRED management. The Policy Advisory Team, comprised of executives from the regional partners, operates like a Board of Directors, and focuses its interest on issues that are exceptional in scope or impact. The Core Team consists of the managers from the regional partners and is the tactical group charged with NCI WIRED managerial details (see Figure E). This group reviews each proposal before Opportunity Funds are recommended for approval. The Project Investigator (PI) must approve each recommendation made by the Core Team and maintains approval authority for small proposals (less than $35,000). The PI obtains input from the Core Team to ensure that the proposals are understood, supported, and aligned with the objectives of key players. NCI WIRED also convenes a panel of the region’s local economic development organizations (LEDOs) to inform, solicit input, and build collaboration. NCI WIRED’s other key partners include Tecumseh Area Partnership (the local workforce board for the WIRED region), Indiana University−Kokomo, Ivy Tech (the state-wide community college system), and Small Business Development Centers in Lafayette and Kokomo. Statewide partners include the Indiana Office of the Governor and the Indiana Department of Workforce Development. Together, NCI WIRED and its partners are implementing strategies in several key areas: 1. Building Talent Networks to support a region dedicated to lifelong learning. The 15 projects in this area target groups ranging from older workers to high school students. 2. Strengthening Entrepreneurship and Innovation Networks in the region. NCI WIRED has nine projects supporting entrepreneurs through: resource mapping, angel investing, youth academies, training educators, enhancing top line growth of participating companies, talent development and a series of regional business plan competitions. 3. Developing Business Cluster disciplines, tools, and practices to accelerate innovation among high performance firms in the region. The six projects in this area address health care costs, energy efficiency, advanced materials, and agribusiness supply chains, nanotechnology and green workforce certification. 4. Strengthening habits of Civic Collaboration to introduce the habits of “Strategic Doing.” NCI WIRED has several projects that focus on building networks, developing communities of practice and hosting regional forums. Berkeley Policy Associates A-22 Evaluation of the WIRED Initiative’s Generation I Regions: North Central Indiana 2007 Site Visit Highlights Figure E North Central Indiana WIRED Partner Map Governor's Office Policy Advisory Team (High-level expertise and direction) Indiana Department of Workforce Development Purdue Center for Regional Development (Fiscal Agent and Project Management) [Civic Collaboration Projects] Business Cluster Angel Investment Small Business Development Centers Kokomo and Lafayette Core Team (Advise and consent oversight and direction) Local Economic Development Organizations (Information, coordination and feedback) Talent Networks Business Support Lafayette-West Lafayette Development Corp. Workforce Tecumseh Area Partnership Training Ivy Tech Community College Entrepreneurship Indiana University, Kokomo Maturity Matters Life-Long Learning Opportunity Fund 13 grantees • Explorations • Demonstration • Implementation 5. Investing in innovative partnerships through a $5 million Opportunity Fund that supports three phases of investments. Exploratory Investments (up to $35,000) encourage rapid testing and deployment of new concepts in education and training. Demonstration Investments (limited to $100,000) build on and expand pilot projects. Implementation Investments expand promising initiatives that can be sustained and scaled both in the region and across Indiana. Key Issues Collaboration One of NCI WIRED’s transformative strategies is to build civic networks that foster collaboration across jurisdictional boundaries by quickly identifying initiatives on which to work together, what NCI refers to as “strategic doing.” NCI convenes quarterly regional forums on topics such as clean energy and economic development (the latter of which consisted of elected officials) to bring people together around specific ideas to establish predictability and trust. Concurrently, NCI is developing a Regional Compact defining the parameters of cooperation. Berkeley Policy Associates A-23 Evaluation of the WIRED Initiative’s Generation I Regions: North Central Indiana 2007 Site Visit Highlights NCI is also conducting an on-going social network analysis to measure the density and reach of existing networks. Together, the Policy Advisory Team, Core Team, and the LEDO panel have been described as the “vanguard” of regional collaboration. Less collaboration exists between those outside of these key NCI WIRED partnerships. Regional Identity At the time that the WIRED grant was awarded, the NCI WIRED region consisted of two local workforce areas, one centered around the West Lafayette/Lafayette metro area, and one centered around Kokomo. Based on research about economic conditions, labor markets, and commuting patterns conducted by the Governor’s Office, Indiana’s Department of Workforce Development combined these two local workforce areas into a new State Workforce Region 4 in July 2006. While the research data showed that the NCI functions as region “on paper,” prior to WIRED, these 14 counties were never considered as an integrated regional unit. Organization and Administration Some site visit respondents noted that NCI WIRED’s loose hierarchy is good in theory, but has proved to be more difficult on the ground. With only two full-time staff, NCI WIRED has little “slack in the system.” The Policy Advisory Team has raised concern over issues such as communication and branding, and, in response, has recently increased its oversight of WIRED. Site visit respondents also reported a perception that the NCI WIRED decision-making process has changed over time. Some observed that decision-making appears to have shifted from the Core Team to PCRD and the Principal Investigator, which represents a change from a consensus model to a more advice and consent model. Partners believed that this shift was due in part to pressure from the US Department of Labor to speed up implementation of the WIRED grant. While this more centralized decision-making process is more expedient, it could hinder some of the relationship- building so critical to creating regional identity by excluding some partners from key decisions. Partnerships Because the Indiana Workforce Development Region 4 is new, the WIRED initiative is the first time that many of the various stakeholders have worked together. The collaboration between the academic institutions in the area − Purdue, Ivy Tech, and Indiana University, Kokomo − is a prime example of a new and productive partnership. In addition to working together to manage NCI WIRED initiatives, the three have created a scholarship program, Project Complete, which will encourage over 200 “walkaway” students to return and complete their undergraduate degree for a limited investment of $1,000 per scholarship. Sustainability As a land grant university, the mission of creating a positive impact in the State of Indiana is a part of Purdue’s “organizational DNA.” Thus, successful programs housed at Purdue are likely to be sustained and replicated statewide. Given the reorganization of the public workforce system initiated by and with strong support from the Governor, those initiatives led by the Tecumseh Area Partnership will also be sustained. The future of regional collaboration is less Berkeley Policy Associates A-24 Evaluation of the WIRED Initiative’s Generation I Regions: North Central Indiana 2007 Site Visit Highlights certain. At least with some partners, collaboration appears contingent on the presence of funding. NCI WIRED’s efforts to build civic habits of regional collaboration, particularly in local economic development, are critical to sustaining WIRED successes in North Central Indiana. Talent Development The Maturity Matters/ Life Long Learning system is NCI WIRED’s attempt to improve the skills of incumbent workers. Tecumseh Area Partnership has convened a task force of 26 regional representatives including education, business, government, community-based and other public agencies, and even the AARP. The task force has completed a Mature Worker profile, Gap Analysis, and Business Plan that outline the demographics of workers age 45 and older, employer’s needs, and barriers to employment, and proposes services and programs to offer in a life-long learning system, including recruitment and retraining. Challenges Administration Respondents reported the delay between submitting an invoice for services rendered and receipt of payment to be “a long time.” Partners and grantees agree the problem is not PCRD but the Purdue accounting system where “things get bogged down.” For smaller organizations in particular, the delay can severely impact their cash flow. Some have felt that the bureaucracy at Purdue has discouraged smaller, yet promising, grass roots organizations from applying for Opportunity Fund grants. Regionalism Several barriers exist to forging a single economic region through the NCI WIRED initiative. • Lafayette/West Lafayette is the larger more prosperous urban center of the two within the region. Site visit respondents in Kokomo are apprehensive that WIRED will most benefit the Lafayette area. • Other than the two cities, the region is largely rural. Some partners are concerned that NCI WIRED will neglect rural areas in favor of the two urban areas. Others have suggested that the rural areas have different issues and impediments to economic development than cities. • There is a perception in the region that NCI WIRED is just “another government grant to Purdue to do Purdue projects,” which, in the opinion of some, has slowed the process of implementing regional initiatives. Successes Leveraged Funds NCI WIRED has leveraged over $4.2 million in funding for entrepreneurship and workforce training programs. The resources and expertise that reside at Purdue University are also a key resource leveraged by NCI WIRED. While some partners have complained about the bureaucracy at Purdue, many do note that the university does bring a wealth of expertise and resources to WIRED, particularly in technology transfer and education programs. Berkeley Policy Associates A-25 Evaluation of the WIRED Initiative’s Generation I Regions: North Central Indiana 2007 Site Visit Highlights Technology Transfer NCI WIRED is successfully implementing several technology transfer projects as Business Cluster strategies. Early indications are that these programs are well received by the business community. • Energy Efficiency Implementation Innovation − This training program will support 24 companies throughout the region. The program awards Energy Efficiency Practitioner certification to successful participants and is portable across regional manufacturers; • Healthcare Cost Control − Helps small and medium-sized manufacturing companies train personnel to reduce and contain health care costs; • Supply Chain Gap Analysis-Agribusiness − Targets 14 agribusiness firms (one firm from each county in the WIRED region) and provides technical assistance and enterprise-wide training in global supply chain management; and • Nanotechnology Transfer − Provides training for employees of tool-and-die shops and other firms that do metal cutting on innovative nanostructured coatings for cutting tools that save costs by enhancing tool life, and reducing the use of hazardous lubricants and material waste. Finally, NCI WIRED is piloting a project in rural communities so that local residents can access entrepreneurship information via computer terminals in its local extension offices (one located in each county in Indiana). Thus, the research and resources of Purdue’s Krannert School of Business library can be accessible to any entrepreneur in the state. Site Visit Details Date of visit: August 7-10, 2007 Site Visitors: Tommy Smith, BPA; Josh Shapiro, UCSD Site Visit Respondents: • Dr. Victor Lechtenberg, Vice Provost of Engagement, Purdue University • Mark Smith, Project Administrator, NCI WIRED • Sam Cordes, Co-Director, Purdue Center for Regional Development (PCRD) • Scott Hutcheson, Co-Director, PCRD (NCI WIRED Principal Investigator) • Ed Morrison, NCI WIRED Policy Advisor, PCRD • Jeff Sanson, Director of Programs, Indiana Council for Economic Education • Dr. Mark French, Assistant Professor, Department of Mechanical Engineering Technology, Purdue University • Christy Bozic, Manager of Business Innovation, PCRD • Dr. Debra Howe, Superintendent, Rodchester Schools • Dr. Michael O’Hair, Associate Dean of Engagement, College of Technology • Craig Lamb, Executive Director Workforce & Economic Development, Ivy Tech • Roger Feldhaus, Executive Director, Tecumseh Area Partnership (TAP) • Deb Waymire, Chief Operations Officer, TAP • Kathy Burns, Planning and Marketing Specialist, TAP • Susie Perkins, Strategic Initiatives and External Communications Coordinator, TAP • Susan Davis, Regional Director Greater Lafayette Small Business Development Center • Jan Hendrix, Interim President, Kokomo-Howard County Development Corporation • Connie Neininger, Economic Development Director, White County Berkeley Policy Associates A-26 Evaluation of the WIRED Initiative’s Generation I Regions: North Central Indiana 2007 Site Visit Highlights • • • • • • • • Gina Sheets, Economic Development Director, Clinton County Chamber of Commerce Daryl Smith, Executive Director, Carroll County Economic Development Corporation William McCoskey, Deputy Commissioner, Indiana Department of Workforce Development Scott Sanders, Chief Financial Officer, Indiana Department of Workforce Development Paul Mitchell, Policy Director, Economic and Workforce Development, Office of Governor Mitch Daniels Stacie Port Bilger, Director of University Relations, Indiana Venture Center David Doyle, Director, Indiana AngelNet, IVC Fred Hakes, Director, Division of Continuing Studies, Indiana University, Kokomo Berkeley Policy Associates A-27 Evaluation of Generation I of the WIRED Initiative 2007 Site Visit Highlights Kansas City WIRED Introduction The goal of the Kansas City WIRED initiative is to leverage the strength of existing alliances and partnerships in the initiative’s three target industries: advanced manufacturing, biotechnology, and healthcare. Kansas City WIRED aims to develop a seamless and comprehensive system of economic and workforce development for these industries, align training and educational programs to meet the industries’ growing staffing needs, and market the region as “OneKC.” Indeed, the region seeks to move beyond thinking only about the Kansas City area to “thinking, acting, working, and growing as OneKC.” The Mid-America Regional Council (MARC), the federally-designated regional Metropolitan Planning Organization,3 functions as the fiscal agent for Kansas City WIRED and hosts the WIRED Project Director. In addition to managing Kansas City WIRED, the Project Director is currently serving as Executive Director for Alliance for Innovation in Manufacturing, Kansas City (AIM-KC), a partnership between the National Association of Manufacturers (NAM) and The Manufacturing Institute (TMI) designed to promote advanced manufacturing in the region and more closely align education and training programs to meet the needs of high technology, high-growth industries. Kansas City WIRED has two committees supporting management of the initiative. The Steering Committee is made up of all of the partners in Kansas City WIRED, including grantees. This group oversees implementation of the initiative’s projects, and meets monthly so that partners who provide WIRED grant services can report on their progress. The Executive Committee is a subset of Steering Committee members, and includes representatives from Kansas and Missouri public workforce investment systems, educational programs, and the three targeted industry sectors. The Executive Committee is the equivalent of the initiative’s board of Directors, and discusses and decides important or sensitive issues related to the WIRED initiative. Under Goal 1, “Building Capacity,” five projects support the training of nurses, and one the training of workers for advanced manufacturing. For “Creating Infrastructure,” Goal 2, Kansas City WIRED established a Technology Transfer Task Force to facilitate the process of moving new technology out of university labs and into manufacturing across the region, and has started providing research and development (R&D) grants for animal health. The projects for Goal 3, “Incumbent Worker Training,” include the development of a Lifelong Learning Accounts (LiLAs) program and specialized training for bioscience workers. Under Goal 4, “Developing the Educational Continuum,” Kansas City WIRED has three STEM projects for students at the high-school level, and one STEM project for community college students. For Goal 5, “Regionalism,” Kansas City facilitated the formation of a Regional Workforce Council, which is coordinating, and standardizing service approaches in One-Stop Career Centers across the seven local workforce areas in the WIRED region. 3 Metropolitan Planning Organizations are responsible for planning, programming and coordination of federal highway and transit investments in urbanized areas and thus could provide the organizational infrastructure for developing a regional identity. Berkeley Policy Associates A-28 Evaluation of the WIRED Initiative’s Generation I Regions: Kansas City 2007 Site Visit Highlights Figure F OneKC Partner Map Governor State of Missouri Governor State of Kansas Kansas Department of Workforce Training Steering Committee (Oversight Function) Missouri Division of Workforce Development Mid-America Regional Council (MARC) Fiscal Agent OneKC WIRED Project Director (from AIM-KC) Goal 1 Partners: Building Capacity Goal 2 Partners: Creating Infrastructure Goal 3 Partners: Incumbent Worker Training Goal 4 Partners: Developing the Pipeline Making It in KC Manufacturing Program KC Metropolitan HealthCare Council MO Enterprise Business Assistance Center NISTAC KC Area Life Sciences Institute University of Kansas Public Workforce Systems (LiLAs) PREP-KC Project Lead the Way KC Life Science Institute Johnson County Community College Goal 5 Partners: Regionalism Local Workforce Investment Boards Public Workforce System Alliance for Innovation in Mfg (AIM-KC) OneKC WIRED Office Key Issues Regional Identity While Kansas City WIRED aims to improve the common economy of the 18-county, bi-state region, the state line repeatedly was mentioned in site visit interviews as a critical consideration for WIRED activities, and often an impediment to regional collaboration, particularly for public sector actors. Regional collaboration in Kansas City exists along a continuum, with industry and labor markets operating irrespective of the political boundary. Similarly, the Chamber of Commerce and the Civic Council of Greater Kansas City, and their economic development units, also have a regional scope. At the other end of the spectrum, obtaining legislative cooperation across state lines may prove to be the most significant barrier to regionalism. The Kansas City WIRED region represents only a portion of each state, and the remainder of each state may not see a benefit to the Greater Kansas City area creating a bi-state partnership and regional identity. Berkeley Policy Associates A-29 Evaluation of the WIRED Initiative’s Generation I Regions: Kansas City 2007 Site Visit Highlights Readiness for Collaboration The Alliance for Innovation in Manufacturing-Kansas City (AIM-KC) provided Kansas City WIRED with an already established network of collaborative partners and a project manager. Another factor that facilitated collaboration between workforce and economic development in Greater Kansas City is the fact that in both Kansas and Missouri, workforce development services are in the same state agency as economic development. Partnerships Many of the AIM-KC partnerships continued into Kansas City WIRED. Most members of both the Executive and Steering Committees knew the Kansas City WIRED Project Manager from his work with AIM-KC. This core group functioned well with effective communication, little dissent, and efficient and diffuse information flow. Others who were not members of the Executive Committee, however, thought the core group was not inclusive of others, and that they did not make a genuine effort to reach out beyond the confines of the Executive Committee. Nonetheless, several new partnerships have developed because of Kansas City WIRED. First, the region’s community colleges joined together to write and submit a grant from the National Science Foundation (NSF). Second, the seven local workforce boards in the WIRED region, along with state workforce investment agencies in Kansas and Missouri, created a OneKC Regional Workforce Council. While not a decision making body, the Council is discussing ways to improve collaboration, be consistent in delivery of services, and for workforce investment services to be more industry-driven. The role of the Kansas City WIRED Project Manager in developing and maintaining relationships cannot be understated. He has worked diligently and successfully in fostering relationships, brokering partnerships, and promoting the Kansas City WIRED mantra of “thinking, acting, working, and growing as OneKC.” Observing how his dynamism can be either institutionalized or otherwise sustained in the future to avoid the idiosyncratic element of personality will be an important task for the WIRED evaluation. Sustainability While the institutional mechanisms are not yet developed to sustain the initiative beyond the WIRED grant, many interviewees mentioned that partnerships and collaboration would continue if they were useful, regardless of institutional support. It has been proposed that the boards of AIM-KC and MARC will work with other key stakeholders to actively explore and recommend the most effective long-term structure for a sustainable, successor organization dedicated to continuing and expanding the work outlined under OneKC WIRED. The “Experience Gap” The need for workers who not only have appropriate training, but who also bring relevant work experience to the job is particularly critical for nursing. Two of Kansas City WIRED’s projects are addressing this issue. The first is developing bedside nurses as mentors and preceptors for new nursing graduates and practicing nurses to encourage retention within the field. This program will equip nurses with the necessary skills to recognize issues that would cause their peers to exit the field, and provide them with the professional resources necessary to take steps to retain these highly trained/skilled workers. The second project provides opportunities for Berkeley Policy Associates A-30 Evaluation of the WIRED Initiative’s Generation I Regions: Kansas City 2007 Site Visit Highlights training and refresher courses for non-practicing licensed nurses to return to the nursing profession and to learn the latest medical techniques and practices. LiLAs provide opportunities for individuals to invest in their own training while also ensuring that skills upgrades are addressing the needs of industry and employers. LiLAs involve contributions by employers and employees – similar in nature to a 401k. The Kansas City demonstration project also includes a third-party match, which is expected to support a minimum of 100 workers at $520 per year. The third-party match will come from the states (Missouri and Kansas) and philanthropic sources. Challenges Administration Currently, the project administration of Kansas City WIRED is centralized with the Project Manager and his assistant. He is involved with every decision and aspect of WIRED, which could be become a potential bottleneck as Kansas City WIRED grows in scope and complexity. Accordingly, Kansas City WIRED is recruiting additional staff so the Project Manager can delegate duties and responsibilities. Interstate Barriers to Regionalism Site visit respondents discussed the difficulty of truly creating a regional identity that crosses state lines. Examples of specific challenges include the fact that each state has a different list of qualified training providers from which customers with Individualized Training Accounts may select. Legislators still think locally, and strive to avoid the appearance of resources going to benefit the other state. Successes Leveraged Funds In Kansas City WIRED, leveraging often means the pooling of WIRED resources with other resources in order to have a greater impact. The initiative’s partners have secured over $13 million in funds from sources such as the Bill and Melinda Gates Foundation, the Kauffman Foundation, and the Governors’ Discretionary WIA funds from both Kansas and Missouri. The majority of these funds ($11 million) are being applied to K-12 educational development (e.g., Prep-KC, UpLink, and Project Lead the Way). The remaining leveraged funds are supporting the development of the nursing pipeline both through the community colleges and mentorship programs at the hospitals. Branding Kansas City has done an excellent job in branding the region. While working across state lines has proved to be an arduous task, the branding campaign appears to be encouraging people think about the Kansas City region in a new way. Berkeley Policy Associates A-31 Evaluation of the WIRED Initiative’s Generation I Regions: Kansas City 2007 Site Visit Highlights Site Visit Details Date of visit: July 23 – 26, 2007 Site Visitors: Linda Toms Barker and Tommy Smith, BPA; Josh Shapiro, UCSD Site Visit Respondents: • Blake Flanders, Director of Workforce Training & Education, Kansas Department of Commerce • Bill Thompson, Regional Director, East Central Kansas Workforce Development, Kansas Department of Commerce • Laura Loyacono, Regional Director of Project Lead the Way, Metropolitan Community College • Scott Anglemyer, Executive Director, Workforce Partnership • Bill Duncan, President, Kansas City Area Life Sciences Institute • Bob Grant, Senior Vice President Business Growth, Greater Kansas City Chamber of Commerce • Michael Dunaway, Senior Vice President Field Operations, Metropolitan Healthcare Council • Sharon Beyer, Senior Operations Director, Heartland Works, Inc. • Roderick Nunn, Director, Missouri Division of Workforce Development • Dawn Busick, Assistant Director, Division of Workforce Development, Missouri Department of Economic Development • Joe Gadberry, Assistant Dean of Science, Health Care & Mathematics, Johnson County Community College • George Satterlee, Senior Vice President, Missouri Bank • Bob Marcusse, President and CEO, Kansas City Area Development Council (KCADC) • Tim Cowden, Senior Vice President for Business Development, KDADC • Darcy McGrath, Director of Workforce Development, Kansas City, KS Community College • Karen Krumme, Program Manager, University of Kansas Continuing Education • Clyde McQueen, President and CEO, Full Employment Council • Susan Wally, Executive Director, PREP KC • Pat Lees, Director of Work Based Learning, Kansas City, MO School District • Katherine Rivard, Civic Council of Greater Kansas City • Jewel Scott, Civic Council of Greater Kansas City • Gary Sage, President, Metropolitan Community College - Business & Technology • Chuck Croston, Grant Director, Metropolitan Community College - Business & Technology • Maria Meyers, Managing Director, Institute for Entrepreneurship and Innovation, Network Builder, KCSourceLink • Jackie Snyder, Chancellor, Metropolitan Community College • Larry Hightower, Executive Director, Workforce Development Board of Western Missouri • Lisa Adkins, Youth Friends • Julie Holland, Education Analyst, Ewing Marion Kauffman Foundation • Becky Steele, LWIB Staff Director, North Central Missouri College-Area Job Training Partnership Administration • Dorothy Pope, Director of Financial Affairs, Mid-America Regional Council • Mark Johnson, Grants Compliance Manager, Mid-America Regional Council • Dawn Murphy, Senior Vice President for Human Resources, St. Luke's Health System Berkeley Policy Associates A-32 Evaluation of Generation I of the WIRED Initiative Summary 2007 Site Visit Maine’s North Star Alliance Initiative Introduction The goal of Maine’s North Star Alliance Initiative (NSAI) is to integrate education, workforce, and economic development systems in order to create and sustain skilled job opportunities in the region’s stronghold industries: boat-building; marine services and repair; and advanced composites. NSAI has identified four “pillars of economic development” and convened committees to develop activities under each pillar: • Workforce Development − Develops and delivers applied knowledge and skills to both incumbent and new workers, using faculty jointly sponsored by industry and education. The team also identifies any existing training resources than can be used in conjunction with WIRED funding, such as apprenticeship and on-the-job training funds. • Research and Development (R&D) − Headed by staff of the University of Maine, identifies and prioritizes new industry-based research initiatives, leveraging existing R&D resources with the ultimate goal of increasing Maine’s industry-focused R&D workforce. • Outreach and Market Development − Works to expand new market development initiatives within the boat-building and composites industries. Representatives from this pillar traveled to China for a 2007 trade mission and to national and international boat shows. • Capitalization and Infrastructure Development − Focuses on providing capital and management assistance for business and industry growth, and facility improvement and expansion in order to provide the necessary backdrop for workforce development. The team leader of each of the four pillars serves on the NSAI Executive Committee (see Figure G), together with the Program Manager, Deputy Program Manager, Commissioners of the Maine Departments of Economic and Community Development (DECD) and Labor (MDOL), the Deputy Commissioner of the Maine Department of Education, and representatives from the Governor’s Office and key industry associations. This provides leadership and vision to the NSAI, putting NSAI issues into proper form and bringing them forward to the Steering Committee. A second larger group, the Steering Committee, provides oversight and is the final decision-making body on major topics. The MDOL Commissioner and an industry representative co-chair the Steering Committee. Both committees make decisions by consensus. The Governor’s Office is the grantee and employs the Program Manager and Deputy Program Manager. While MDOL is the WIRED fiscal agent, the agency has delegated several fiscal oversight tasks to the Department of Administrative and Financial Services. MDOL contracts with DECD for both staff and to fund activities under the Market and Business Outreach and the Capitalization and Infrastructure Pillars. MDOL also contracts with the University of Maine for management and activities under the Research and Development Pillar. Industry participation is integral to NSAI’s structure and functioning. Representatives from three major industry associations and a range of businesses participate in the four Pillar Committees, the Steering Committee, and the Executive Committee. Berkeley Policy Associates A-33 Evaluation of the WIRED Initiative’s Generation I Regions: North Star Alliance 2007 Site Visit Highlights Figure G Maine’s North Star Alliance Initiative Partner Map Governor Governor's Liaison ____________________________ Office of Redevelopment, Reemployment, & Business Support Fiscal Agent _________________ $ Maine Department of Labor (MDOL) Steering Committee1 _____________________ University of Maine 32 members $ $ Maine Department of Economic & Community Development $ NSAI Program Manager ____________________ Maine Department of Economic & Community Development (DECD) $ Workforce Pillar ______________________ 40-Member Committee 2 Advanced Technology Center Southern Maine Community College Apprenticeships 3 OJT Customized Training LILAs Regional Workforce Liaisons (co-located at 4 Career Centers) 1 2 3 Executive Committee ________________________ 14 Members: • 3 MDOL • 3 DECD • 2 Governor's Office • 2 Industry • 1 Maine Department of Education • 1 University of Maine • 1 Advocacy Nonprofit • 1 Private Capital/ Finance $ Research & Development Pillar ______________________ $ Market Development Pillar ______________________ Capitalization & Infrastructure Pillar ______________________ 5-Member Committee 23-Member Committee 10-Member Committee Industry Association Coordinators • Maine Marine Trade Association • Maine Marine Composites Advanced Engineered Composites Center, University of Maine, Orono Maine Technology Institute Members include senior administrators of MDOL, DECD, and Department of Education, as well as representatives from industry and businesses, community colleges, the University of Maine, local workforce boards, townships, and foundations. Membership in Pillar Committees includes industry representatives. Beyond that, membership varies depending upon the Pillar, but may include representatives from MDOL, DECD, local workforce boards, local economic development agencies, local school districts, banks, and foundations. NSAI has contracted with a number of employers and training providers to train workers using any one of these mechanisms. Key Issues Regional Identity Coastal Maine is known for its boat-building, and the boundaries of the WIRED region are defined by the geographic range of Maine’s major boat builders and composite businesses, covering parts of all four of the state’s local workforce investment areas. During NSAI’s first year, the initiative functioned more like a sector initiative than a regional initiative since few, if any, activities were focused on developing a regional (vs. industry) identity. More recently, however, NSAI staff are actively involved in the redevelopment authority committee charged with creating an economic redevelopment strategy for the upcoming Brunswick Naval Air Station base closure. The plan will address workforce development, infrastructure, postsecondary curriculum development, business support, and residential housing. Readiness for Collaboration Many senior-level partners had already worked together prior to the WIRED, and some DECD field staff had worked with MDOL to help businesses accessing training resources. Both economic (including R&D) and workforce development representatives remarked, however, that the two groups had not worked together on economic issues before NSAI was formed. Berkeley Policy Associates A-34 Evaluation of the WIRED Initiative’s Generation I Regions: North Star Alliance 2007 Site Visit Highlights Two other factors in Maine have enhanced NSAI’s collaborative efforts. First, county governments in Maine have no political power; their role is limited to law enforcement and the courts. As a result, one less type of governmental player is involved in the WIRED initiative, facilitating collaboration with state and municipal agencies. Second, the state of Maine has been very supportive of business sector and cluster development, independent of NSAI. The Governor recently appropriated $2.5 million for business cluster development for 2008. Talent Development The bulk of NSAI’s target industry is located in Maine’s mid-coastal region, where the nearest community college can be up to 90 miles away. To address issue, NSAI’s Workforce Pillar group is launching “Many Flags, One Campus,” a mid-coastal facility where community colleges and other training providers can offer classes to both new and experienced workers. The University of Maine is developing an Innovation Curriculum Hall to incorporate innovation and entrepreneurial training into the college curriculum. The University also plans to offer industry-focused innovation training through its R&D facilities. Changes in the Clean Air Act require businesses in NSAI’s target industries to reduce volatile organic compound emissions. Companies must adopt more sophisticated closed mold manufacturing processes, creating the need for training of new and existing employees. The lack of job applicants with sufficient math skills to perform precise measurements is a big challenge for NSAI’s employer partners. NSAI is tackling this gap in several ways: • • • • • Identifying employer needs through the Business Visitation Program (BVP) survey of boatbuilding and composites companies; Using BVP survey results to inform training programs. Both Eastern Maine and Southern Maine Community Colleges have changed their courses and developed new programs and curricula (such as a Marine Trades Certificate) in response to survey results; Offering supplemental funding for both apprenticeships and OJT programs, and subsidizing employers’ contributions to Lifelong Learning Accounts (LiLAs); Supporting development of technical curricula in higher education. The University of Maine’s Advanced Engineering Wood Composites (AEWC) Center trains students in boatbuilding and composites, and is developing a community college curriculum in quality assurance/control for composites. The University’s Engineering School is also discussing the possibility of a three-week “May term” program for engineering majors focused on boatbuilding and composite design, in cooperation with the Landing School. Additionally, the Advanced Technology Center (ATC) provides training advanced composites. Organizing “T3” (Train The Trainers), a program to certify incumbent workers as trainers so that training can be offered on-site at their companies to minimize disruption of workers’ lives and companies’ production schedules. Sustainability NSAI leaders are strategizing about how to institutionalize the relationship between industries and state agencies. One idea is that after the WIRED grant is over, the NSAI name would be supported by the Maine Marine Trade Association (MMTA), Maine Built Boats, and Maine Composites Alliance who will collaborate to share staff, space, programs and costs, and to Berkeley Policy Associates A-35 Evaluation of the WIRED Initiative’s Generation I Regions: North Star Alliance 2007 Site Visit Highlights become a more effective voice in state politics. MMTA is also investigating establishing an internal training trust fund to continue the programs currently supported by WIRED funds. Challenges Allowable Costs NSAI’s implementation plan included some activities that were un-allowable under the H1-B regulations. The Capitalization Pillar group had hoped to establish both a North Star Technology Fund and a business assistance grant program for marine and composite companies. Restrictions on the use of WIRED funds have been a setback for NSAI’s industry partners, many of whom said that they cannot create jobs without expanding their facilities. The Capitalization Pillar is moving forward in addressing this challenge, however, by creating the North Star Alliance Capital Corporation, a $6-8 million long-term patient capital revolving loan fund. At the time of the site visit, one bank had signed on to participate and several others were in the pipeline. Industry Participation While NSAI has engaged a number of the region’s boat builders and composites businesses, participation by these industry partners is “deep” (those who are involved are very involved) but not “wide” (a relatively small number participate). Many companies in the target industries are small shipyards with fewer than 25 employees; these businesses generally lack the resources to plan for, and pay for, employee training. One indication of the degree of industry participation in NSAI is the response rate for the initiative’s survey of boat-building businesses. Just over 40% of the 230 known companies completed the survey. NSAI is addressing this challenge by employing two industry association coordinators (total 1.5 FTE), who identify and convey the specific needs of the initiative’s target industries to NSAI committees. In addition, the regional workforce liaisons, employees of the local workforce boards funded by the WIRED grant, are responsible for visiting businesses in the target industries to let them know about NSAI, and to coordinate all available workforce and economic development services for employers. Successes Technology Transfer The AEWC Center plays a key role in assisting both boat-building and composite businesses to develop and adapt cutting edge composite technologies to produce specific products. The Center also partners with several Maine companies in competing for Department of Defense contracts. Involvement of the Workforce Investment System Workforce program staff are key players in NSAI from the state to the local levels. The Commissioner of the Department of Labor participates on the Steering Committee. MDOL contracts with local WIBs and One-Stop Career Center operators to provide WIRED-related services, and local workforce boards employ the four NSAI liaisons. Leveraged Funds The region has leveraged WIRED funds with two federal grants totaling $17 million: $15 million from the Office of Naval Research to the AEWC Center and Hodgdon Yachts to build and field test a high-speed composite boat; and a $2 million Community-Based Job Training Grant from DOL/ETA to establish the ATC. In addition, the Brunswick Economic Development Corporation gave an in-kind contribution of $1 million in the form of the building in which to Berkeley Policy Associates A-36 Evaluation of the WIRED Initiative’s Generation I Regions: North Star Alliance 2007 Site Visit Highlights locate the ATC. Beyond the federal grants, the AEWC Center has secured $361,000 in R&D and industry testing contracts in 2007, with proposals totaling another $1 million pending. Site Visit Details Date of visit: July 23-27, 2007 Site Visitors: Sherry Almandsmith and Hannah Betesh, BPA; June Chocheles, UCSD Site Visit Respondents: • Christina Sklarz-Libby, Program Manager, North Star Alliance Initiative • Henry Renski, Deputy Program Manager, North Star Alliance Initiative • Lance Boucher, Policy Advisor, Office of the Governor • Doug Averill, Department of Administrative and Financial Services • Elaine Scott, Marketing and Communications Director, DECD; NSAI Market and Business Outreach Pillar Manager • Ian Kopp, Vice President/General Manager, Kenway Corporation • Susan Swanton, Executive Director, Maine Marine Trades Association; NSAI Co-Chair • Dr. Bob Lindyberg, Assistant Director for Boat-Building and Composites, AEWC Center; NSAI R&D Pillar Manager • Jacob Marquis, Senior Research Engineer, AEWC Center • Jake Ward, Executive Director, AEWC Center • Ginny Carroll, Workforce Program Director, Maine Department of Labor • Melanie Arsenault, Executive Director, Tri-County WIB • Bryant Hoffman, Executive Director, Central/Western Maine WIB • Troy Alley, NSAI Industry Liaison, Aroostook/Washington Counties WIB • Darren Winham, NSAI Industry Liaison, Central/Western Maine WIB • Paul Williamson, NSAI Industry Liaison, Coastal Counties WIB • Michelle Park, Workforce and Industry Liaison, Eastern Maine Development Corporation • Suz Norton, Administrative Assistant, Eastern Maine Development Corporation • Stacey Palmer, Education/Industry Liaison, Maine Marine Trades Association • Michael Lessard, Marine Trades Coordinator, Center for Career Development, Maine Community College System • Christa Baade, Program Developer, Coastal Enterprises, Inc. • Alan Hinsey, Economic Development Specialist, Knox/Waldo Regional Economic Development Council • Bruce Hopkins, CFO, Lyman Morse, Inc. • Timothy Hodgdon, President, Hodgdon Yachts Inc. • Steve Von Vogt, President, Maine Marine Composites; NSAI Industry Assoc. Coordinator • Martin Grimnes, President, Harbor Technologies, Inc. • Glen Shivel, Director of Marketing and Industry Relations, The Landing School of Boatbuilding and Design • Andre Cocquyt, President, GRPGuru • John Richardson, Commissioner, DECD • Jim Nimon, Director, DECD; NSAI Capitalization Pillar Manager • Laura Fortman, Commissioner, Maine Department of Labor • Matthew Eddy, Director, Brunswick Economic Development Corporation (BEDC) • Amanda Similien, Economic Development Specialist, BEDC Berkeley Policy Associates A-37 Evaluation of Generation I of the WIRED Initiative 2007 Site Visit Highlights Mid-Michigan Innovation Team Introduction Mid-Michigan’s WIRED initiative, the Mid-Michigan Innovation Team (MMIT), covers a 13county region anchored by Flint, Lansing, Midland, and Saginaw. MMIT aims to move beyond the region’s historic past as the home of the automotive industry to foster economic growth by focusing and leveraging its resources, infrastructure, experience base, and intellectual capital. The initiative’s primary goals include: • Innovation: Reinventing the region’s industrial base around innovation in future industries and growth in entrepreneurial firms; • Talent: Developing next-generation talent through business- and entrepreneurship-based learning opportunities for workers and students in current and emerging industries; and • Collaboration: Encouraging collaboration among the region’s assets, partnerships and networks; ensuring that resources are known and used to support transformation. Working with partners across the region, MMIT developed a set of initiatives around five industry sectors − healthcare, advanced manufacturing, building and construction, the bioeconomy, and entrepreneurship. In addition to asset mapping, WIRED activities include healthcare worker training and certification, biofuels training, research on fuel cell systems and powertrain integration, training and support of entrepreneurs, advanced manufacturing technology training, and certification in building and construction trades. MMIT created Learning Communities for three of the targeted industries. These sector-based networks convene to foster industry growth and support efforts to attract and retain skilled workforces. Led by industry Champions, the Learning Communities provide a venue for regional collaboration and networking within each industry, as well as for sharing best practices, successful collaborative projects underway in each sector, and industry innovation. All MMIT grant recipients have been invited to be active participants in the Learning Communities that correspond with their grant-funded activities. Michigan State University (MSU) is the fiscal agent for the WIRED grant, under subcontract to the Michigan Department of Labor and Economic Growth. The MMIT Steering Committee/ Governing Board selected the Prima Civitas Foundation – a nonprofit community and economic development organization − to manage the WIRED initiative (see Figure H). The Prima Civitas management role was not included in the region’s original WIRED budget, however, the partners recognized the need for a facilitator to support the execution of a diverse set of projects within the region. The MMIT projects agreed as a group to each allocate a portion of their planned grant funding to support this activity. The 13 voting members of MMIT’s Steering Committee/Governing Board include nine leaders of geographically dispersed economic development organizations, K-12 and higher educational institutions, and workforce development agencies; the head of an important labor council; and representatives of the three Learning Communities. Ex-officio members include representatives of the C.S. Mott Foundation and the Michigan Department of Labor and Economic Growth. Berkeley Policy Associates A-38 Evaluation of the WIRED Initiative’s Generation I Regions: Mid-Michigan 2007 Site Visit Highlights Figure H Mid-Michigan Innovation Team Partner Map Michigan Department of Labor and Economic Growth Steering Committee/ Governing Board * • 9 representatives from economic development councils, K-12 and higher educational institutions, and workforce development agencies • 3 representatives of Learning Communities • 1 member of a labor council • Non-voting ex-officio members and advisors Learning Communities** _____________________ • Healthcare • Construction • Auto/Advanced Manufacturing • Biofuels • Entrepreneurship, Business Incubators, and Technology Transfer Prima Civitas Foundation ___________________ Mid-Michigan Innovation Team (MMIT) Corporation for a Skilled Workforce Business Innovation Activities _____________________ • • • • • Michigan State University (fiscal agent) The Greater Flint Health Coalition (GFHC) Saginaw Valley State University Lansing Community College Michigan Manufacturing Technology Center Center for Automotive Research Talent Development Activities _____________________ • • • • Kettering University Lansing Community College Michigan State University Mott Community College Regional Asset Development Activities _____________________ • Corporation for a Skilled Workforce • Center for Automotive Research • Prima Civitas *MMIT uses both names in referring to this group. A key partner in MMIT’s administration is the Corporation for a Skilled Workforce (CSW). MMIT contracts with CSW to document the initiative’s activities and outcomes; assist in increasing awareness about MMIT and developing a regional identity; inventory resources for entrepreneurs; identify resources and opportunities to ensure the sustainability of WIRED efforts; and survey public opinion about MMIT goals and activities. Key Issues Readiness for Collaboration Prior to award of the WIRED grants, Michigan’s Governor had already consolidated the state’s economic development and workforce development agencies around the theme of the 21st Century Jobs Challenge. This effort identified strategic economic clusters and regional platforms that could potentially compensate for the loss of traditional industrial jobs. Drawing from $1 billion in state tobacco settlement funds, a process had already been initiated to award economic development/workforce training grants to regions. Berkeley Policy Associates A-39 Evaluation of the WIRED Initiative’s Generation I Regions: Mid-Michigan 2007 Site Visit Highlights Partnerships The MMIT initiative represents a complex system of interlocking partnerships. For example, Kettering University and Saginaw Valley State University (SVSU) together are implementing an Accelerated Entrepreneurship Initiative that will provide support to inventors and new ventures from across the region. At the same time, SVSU is working with Lansing Community College (LCC), the Mid-Michigan Intermediate School Districts (ISDs), and the Michigan Small Business and Technology Development Center (SBTDC) to develop a 12-course entrepreneurial certificate program and a small business and technology incubator. Other partnerships include Michigan State University, Dow Chemical Company, Dow-Corning, and a variety of investors and stakeholders, who have created the Rational Siting / Push-Pull Accelerator, a successful recipient of additional state funding. Another group of partners − consisting of the Michigan Manufacturing Technology Center (MMTC), MichiganWorks! agencies, and local economic developers − supports Mid-Michigan firms in developing new markets beyond the automotive industry and in addressing facility and job retention. Sustainability The MMIT Steering Committee/Governing Board has taken on responsibility for exploring relationships with foundations, government, businesses, and others to secure long-term support for economic development within the region. Challenges Regional Identity Until Michigan received the WIRED grant, the counties included in the Mid-Michigan region were never considered to be a region. When two of the communities (Lansing and Flint) approached the Governor about submitting a WIRED proposal, she required them to add Saginaw to the region. Each of these communities has its own economy, requiring workers with varying education and skill levels. For example, Lansing and Midland are characterized by a highly educated, high-wage economy, while the economies of Flint and Saginaw are built upon small industrial supplier companies that use workers for manufacturing. Other parts of the region are rural, with economies driven by agriculture. Shared Vision Perhaps in part because of the manner in which the region was formed, the various partners in the Mid-Michigan region appear to have different ideas about the WIRED philosophy and goals. Key players in the three communities each described different goals for WIRED that were linked to their individual MMIT-funded projects, rather than recognizing the larger goal of transforming the region’s economy. Workforce System Involvement The degree of involvement in the WIRED initiative by local workforce boards and their partners has been uneven. Site visit respondents identified a few WIB Directors as being notably collaborative in MMIT’s transformational efforts, while other players in the region’s workforce investment system had had only minimal involvement to date. Effective collaboration between MMIT and the workforce investment system at the local level remains something of a challenge. Berkeley Policy Associates A-40 Evaluation of the WIRED Initiative’s Generation I Regions: Mid-Michigan 2007 Site Visit Highlights Successes Small Business Development MMTC’s Customer Marketing and Diversification Program has assisted a number of small businesses in determining new uses for their current products and diversifying their markets. One example company is a supplier to the snowmobile industry, which has been negatively impacted by the effects of climate change. MMTC provided staff with 80 hours of training, and worked with them in finding new uses and markets for their products and in developing a plan to penetrate new markets. Talent Development One of four MMIT projects at the Fuel Cell and Alternative Technology Center at Kettering University is the Sustainable Energy Pre-College Program. This effort allows high school students to take college courses related to sustainable energy, to tour production facilities, and to talk to employers about the types of skills their employees must have. Another successful talent development project is Lansing Community College’s healthcare initiative, which offers, among other programs, associate and bachelor of science degrees in nursing, a fast-track program that allows licensed/credentialed practical nurses, paramedics, and respiratory therapists to become Registered Nurses in one year, and an accelerated nursing degree program designed for graduates of any baccalaureate program. To help alleviate its shortage of nursing instructors, LCC also has a Preceptor Program that awards scholarships to experienced nurses to obtain a Bachelor of Science degree in nursing and become faculty preceptors for the college’s nursing students. Leveraged Funds MMIT has been successful in leveraging WIRED funding with resources from foundations, federal agencies, and other entities in the region. As of August 2007, MMIT had secured nearly $10 million in complementary funds from organizations such as the Mott Foundation, the National Science Foundation, the U.S. Department of Commerce, the Michigan Department of Education, and MichiganWorks! Regional Collaboration The WIRED initiative developed Learning Communities as a strategy to promote networking across geographic, professional, business, and interest-based communities within the region. MMIT aims for these groups to support its efforts by defining challenges and WIRED-related goals for each industry group, and generating ideas for MMIT-funded projects. MMIT has been successful in engaging participation in the Learning Communities, despite the lack of a shared vision among its partners. A total of 38 organizations were represented at the joint first meeting of the MMIT Advanced Manufacturing and Healthcare Learning Communities. Site Visit Details Date of visit: August 22-24, 2007 Site Visitors: Mary Walshok, UCSD; Kay Magill and Glen Wolf, BPA Site Visit Respondents: • Irma Zuckerberg, Director of the Mid-Michigan Innovation Team (MMIT), Prima Civitas Foundation Berkeley Policy Associates A-41 Evaluation of the WIRED Initiative’s Generation I Regions: Mid-Michigan 2007 Site Visit Highlights • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • Dr. Paul Hunt, Associate Vice President for Research and Graduate Studies, Michigan State University David Hollister, President & CEO, Prima Civitas Foundation Ellen Sluka, Assistant to the MMIT Director, Prima Civitas Foundation Larry Good, Chairman of the Board, Corporation for a Skilled Workforce Lisa Katz, Senior Policy Associate, Corporation for a Skilled Workforce Janet Howard, Michigan Department of Labor and Economic Growth (DLEG) Shorty Gleason, Michigan Building and Trades Council Marv Pichla, Thumb MichiganWorks! Ed Oberski, Saginaw/Midland/Bay MichiganWorks! Nancy Hewat, Public Policy Associates Stan Kogut, Superintendent, Ingham Intermediate School District Doug Warner, Director, Continuing Professional Education and Grants, Lansing Community College (LCC) Toni Glasscoe, Director of Career Preparation & K-12 Articulation, LCC Al Nowak, K-12 Coordinator, WIRED/MMIT Healthcare Initiative, LCC Margie Clark, Nursing Program, WIRED/MMIT Healthcare Initiative, LCC Ed Donovan, Vice President, Genesee Regional Chamber of Commerce Dr. Dulcey Simpkins, Director, Center for Entrepreneurship and Commercialization, Saginaw Valley State University (SVSU) Monique Owens, Project Coordinator, Center for Entrepreneurship and Commercialization Dr. George Puia, Dow Chemical Chair in Global Business, College of Business and Management, SVSU Bruce Hart, Director, Independent Testing Lab, SVSU Don Schutt, Consulting Director, Mid Michigan Innovation Center, SVSU Tom Hasse, Senior Program Manager, Market Diversification, Michigan Manufacturing Technology Center (MMTC) Jim Whitacre, Bobier Tool Jennifer Sample, Woody's IEM Scott Walker, Midland Tomorrow Kathy Conklin, Saginaw Business & Education Partnership Jack Litzenberg, Senior Program Officer, C.S. Mott Foundation Dr. Joel Berry, Eugene W. Kettering Chair of Power Engineering, Kettering University Dan Luria, Director, Research and Benchmarking, MMTC Dr. Sean McAlinden, Director, Economics & Business Group, Center for Automotive Research (CAR) Bernard Swiechi, Center for Automotive Research (CAR) Tom Crampton, Executive Dean, Regional Technology Initiatives, Mott Community College Mott Community College, Regional Technology Center Charlie Lafeyette, WIRED Grant Coordinator, Mott Community College Robert Matthews, Director, Mott Community College Workforce Development Department Chris Ruchs, School Liaison, Mott Community College Workforce Development Department Norma Hagenow, Chief Learning Officer and former CEO, Genesys Health System Holly Parker, Learning Communities Coordinator, Prima Civitas Foundation Berkeley Policy Associates A-42 Evaluation of Generation I of the WIRED Initiative 2007 Site Visit Highlights WIRED West Michigan Introduction WIRED West Michigan aims to transform the region’s workforce investment and education systems to provide the skilled workers needed for the region to compete in today’s innovation economy. According to site visit respondents in the region, an innovation economy: is part of the global economy; has shorter product cycles and rapid market penetration than the traditional economic model; is multi-disciplinary and technologically complex; requires high levels of collaboration; and blurs traditional boundaries. WIRED West Michigan’s industry partners are drawn from three key sectors − life sciences, alternative energy, and sustainable manufacturing. To address its goal, WIRED West Michigan is developing and managing an “Innovations Lab,” designed to spawn a range of “Innovations” that both encourage innovation and meet the training and workforce needs of employers in the region. Grand Valley State University (GVSU) is the fiscal agent for the WIRED grant. The West Michigan Strategic Alliance (WMSA) manages the initiative with three full-time WIRED staff (the Core Team). WMSA also hired consultants to provide assistance with communications, information technology, and to serve as advisors for funded Innovations (see Figure I). WIRED West Michigan’s 12-member Policy Council includes representatives from industry, higher education, K-12 education, nonprofit organizations, government, and economic development organizations. The Policy Council, which meets quarterly, oversees the three-phase investment process for proposed Innovations: 1) Phase I, the concept phase, which during Year 1 of the grant built upon 12 pre-existing projects that were included in West Michigan’s grant proposal; 2) Phase II, the prototype/business plan; and 3) Phase III, the implementation/ sustainability phase. The Policy Council is responsible for reviewing and approving each Innovation’s requests for funding renewal, including alignment with WIRED goals, potential impact on the region, and plans for sustainability. Innovations may be one of four different types: • Market Intelligence − The three Innovations in this group are identifying emerging and growth sectors in the global economy and the job skills needed to meet anticipated industry demand for workers, and developing innovative work places to attract and retain mobile knowledge workers; • Innovation Infrastructure − Three Innovations have been funded to design training programs for careers in these growth industries, develop a culture of innovation to support new product and business creation, and develop mechanisms for collaboration within the region’s manufacturing industries; • Workforce System Transformation − Five workforce system Innovations are designed to establish a credentialing system to benchmark worker skills, and develop support programs that enable workers to gain and keep long-term, career-focused employment; • Enterprise Development − has one project, focused on stimulating entrepreneurship and new business creation in key sectors of the innovation economy. Berkeley Policy Associates A-43 Evaluation of the WIRED Initiative’s Generation I Regions: West Michigan 2007 Site Visit Highlights Figure I WIRED West Michigan Partner Map Policy Council 12 members Michigan Department of Labor and Economic Growth $ West Michigan Strategic Alliance (WMSA) $ WIRED West Michigan Project Management (Core Team) Market Intelligence Innovation Project Innovation Champion Sponsoring Organization Fiscal Agent Grand Valley State University • • • Consultants Senior Innovation Advisor IT Ombudsman Communications Innovation Infrastructure Advisors/ Partners* Innovation Project Innovation Champion Sponsoring Organization Workforce System Transformation Advisors/ Partners* Emerging Sector George Erickcek WE Upjohn 0 Advisors WE Upjohn Institute 1 Partner Analysis Institute ______________________________________________________ InnovationWORKS Jim Ross The Right 18 Advisors Commercialization The Right Place, Inc. 2 Partners Infrastructure Place, Inc. _______________________________________________________ Global Supply Melissa Anderson IRN 0 Advisors Chain Analysis IRN 1 Partner ______________________________________________________ Innovation Randy Thelen The Right 18 Advisors WORKS Lakeshore Place, Inc. # Partners Design Council Advantage, Inc. ______________________________________________________ Economic Development & Knowledge Workers Ware/Grantham Work Design Collaborative Work Design Collaborative 12 Advisors # Partners Innovation Curriculum Liz McCormick Grand Rapids 9 Advisors GRCC Community # Partners Bert Peachy College CQUIN ______________________________________________________ Regional Manufacturing Skills Cooperative Kay Hubbard Watershed Strategies Grand Rapids Community College 11 Advisors 11 Partners Innovation Project Innovation Champion Sponsoring Organization WorkKeys and Work-Based Learning Bill Guest Grand 9 Advisors Metric Reporting Rapids 1 Partner Rachel Jungblut Community GRCC College ___________________________________________________ Global School Pete Plastrik New Urban 6 Advisors and Accelerated New Urban Learning # Partners Engineering Learning ___________________________________________________ West Michigan Connie Bellows Grand 27 Advisors TEAM/SOURCE GRCC Rapids 3 Partners James Vanderhulst Community Gibralter Consulting College ___________________________________________________ West Central Michigan Health Care Regional Skills Alliance (HC-RSA) Graig Nobbelin Alliance for Health Muskegon/ 21 Advisors Oceana 1 Partner Consortium Dept. of Employment & Training Enterprise Intelligence Innovation Project *Information about the number of partners was not available. For many of the Innovations, advisors also serve as partners. Innovation Champion Entrepreneurial Greg Lichtensten League Systems Collaborative Strategies Sponsoring Organization Advisors/ Partners* Collaborative Strategies 2 Advisors/ 0 Partners** **This project was terminated in June 2007 because no regional partner could be identified. Each Innovation has: • A Sponsoring Organization that is the institutional home of the Innovation during the project’s development; • An Innovation Champion/Project Manager, either an employee of the Sponsor or a contractor, responsible for managing the development of the Innovation; • At least one Advisory Group to serve as the “voice of the customer” during the innovation development process and to provide insight and guidance. As the Innovations evolve, their Advisory Groups continue to grow and many of the groups now have more than 20 participating members, with over 100 total entities represented across all of the Advisory Groups; and • An individualized set of Innovation Partners who help implement the Innovation. The Policy Council anticipated that some Innovations would be completed during Year 1 of the WIRED grant, while others would request additional funding allocations in Years 2 and 3. This Berkeley Policy Associates A-44 Advisors/ Partners* Evaluation of the WIRED Initiative’s Generation I Regions: West Michigan 2007 Site Visit Highlights model gives the initiative the flexibility to start new Innovations, and the ability to ensure that only the projects with the highest probability of success move forward. For example, WIRED West Michigan originally planned to execute Phase I of the Entrepreneurial League System®, but dropped the project after determining that it lacked a local champion and was therefore not selfsustainable. To date, five Innovations have completed Phase I and moved on to Phase II. Key Issues Regional Identity In 2000, business and community leaders from the West Michigan Metro Tri-Plex (Grand Rapids, Holland, and Muskegon) formed the WMSA to create a shared vision for the region for the next 25 years, and to foster collaboration between government, economic development, workforce, education and nonprofit organizations. WMSA conducted an 18-month strategic planning process that solicited input from 250 diverse participants, and identified six priorities for regional collaboration: creating a regional mindset, ensuring a sustainable environment, revitalizing urban centers, developing a growth strategy for the Tri-Plex, strengthening the community through diversity, and publishing a position paper advocating regional collaboration. The result was a set of regional indicators and establishment of a regional brand for West Michigan - “West Michigan - The best place in the mid-west to live, learn, work and play.” Partnerships Several of the Innovations selected for Year 1 funding, such as the West Michigan TEAM employee assistance program and the Health Care Regional Skills Alliance, evolved out of active programs within the region and, prior to the WIRED grant, were already actively collaborating with government, education, industry, or nonprofits. In addition, new partnerships have also been formed as the initiative moves forward. School districts, community colleges, local workforce boards and businesses are collaborating to promote and implement WorkKeys, a skills assessment program that is the basis for the National Career Readiness Certificate. One-Stop Career Centers have been very active in promoting WorkKeys and Wagner-Peyser staff now use a credential level in their job postings Sustainability Many of the region’s WIRED Innovations, such as the Manufacturing Skills Cooperative and West Michigan TEAM, derive revenue from employer or participant fees that will enable the projects to be self-sustaining after WIRED funding is gone. The Policy Council recently published guidance for Innovation grantees that emphasized securing other sources of funding to ensure post-WIRED sustainability, and specified that only self-sustaining, scaleable Innovations will receive funding for Phases II and III. Challenges Administration The original Project Manager resigned in November 2006 for personal reasons and was replaced with a member of the Policy Council. Turnover of key staff is typically challenging in situations such as this; however, because the incoming Project Manager had a history of both industry and community involvement, he was able to effectively lead WIRED West Michigan through the transition period. The initiative also experienced the departure of its first Innovations Advisor, who was contracted to serve during the first year only, and the project historian, whose position Berkeley Policy Associates A-45 Evaluation of the WIRED Initiative’s Generation I Regions: West Michigan 2007 Site Visit Highlights was eliminated; several respondents expressed that they expected that this turnover could present a challenge for the initiative. The structure defined to support the development of each Innovation is very complex and can involve more than 20 partners. Good project management and communication mechanisms are extremely important to gather input from stakeholders and integrate this feedback into the innovation development cycle. WIRED West Michigan also built − and continues to upgrade − a collaborative workspace for the region that shows the regional structure and offers enhanced collaboration tools. WIRED West Michigan also faced the challenge of using vocabulary for its activities and participant roles (e.g., “Innovations,” “Champions”) that was confusing to both the media and the region’s non-WIRED leaders. To address this issue, WIRED staff contracted with a communications firm to build regional awareness of WIRED project activities and successes. Regional Collaboration Despite an existing regional identity, the challenge for West Michigan is acting regionally, particularly because of pre-existing tension between the region’s three major cities (Grand Rapids, Holland, and Muskegon). The cities have independent workforce investment boards (WIBs) and also have separate economic development agencies, which means that each is motivated to act more locally than regionally. In addition, Grand Rapids is often viewed as the “seat” of the region, which may inhibit some potential partners in neighboring communities from participating in WIRED if they assume that Grand Rapids will receive more attention and resources than the rest of the region. Adding to this concern is the fact that, although the Policy Council is intended to include all seven counties in the WIRED region, some counties did not have representation on the Council at the time of the site visit due to the attrition of a few members. However, WMSA was in the process of identifying replacement candidates for the Council. Involving the rural counties in WIRED activities has also been a challenge, since none of the Innovations included in the original proposal were centered in rural areas, and WIRED West Michigan has not asked for new Innovation proposals to be submitted. WMSA is taking an active role in ensuring that organizations in the rural counties are informed about various ways they may be able to support existing Innovations, and about the process for submitting Innovation proposals should funding become available to support new projects. Successes Collaboration In August 2007, the Regional Manufacturing Skills Development Co-op Innovation launched a shared portal/website where regional manufacturing companies can complete assessments on best practices. The website allows partners to share “best in class” ideas and experiences to support organizational and skills development activities. Support for Small Businesses and Their Workforce One of the Innovations, West Michigan TEAM (Tri-Sector Employment Advancement Model), is replicating the Grand Rapids-based SOURCE program throughout Western Michigan. SOURCE assists small businesses by: 1) providing a state social worker for case management services to employees leaving welfare; 2) connecting employees with social services to assist Berkeley Policy Associates A-46 Evaluation of the WIRED Initiative’s Generation I Regions: West Michigan 2007 Site Visit Highlights with transportation, housing, and other potential barriers to work; and 3) helping workers when they are ready to advance to a new position. The program is a successful collaboration between the public, private and nonprofit sectors, and West Michigan TEAM’s Board of Directors will include members from each sector. Credentialing and Skills Development WIRED West Michigan’s National Career Readiness Certificate (NCRC) Program has far exceeded its 2007 goals for testing (by 129%) and issuing National Career Readiness Certificates (161%). The initiative also is on track to meet its goals for increasing the number of employers using the certification. Site Visit Details Date of visit: August 27-29, 2007 Site Visitors: June Chocheles, UCSD; Hannah Betesh and Glen Wolf, BPA Site Visit Respondents: • J. Gregory Northrup, President, West Michigan Strategic Alliance • Phillip Rios, WIRED Project Manager • David Bisbee, WIRED Assistant Project Manager • Maura Warren, WIRED Administrator • Andrew Powell, WIRED IT/Ombudsman, 2GTech • John Cleveland, WIRED Innovations Advisor • Carole Williams, Fiscal Agent WIRED Grant, Grand Valley State University • Don Hunt, Partner, Managing Director, Lambert, Edwards & Associates • Kelly Smallegan-Maas, Senior Associate Lambert, Edwards & Associates • Keith Brophy, President, NuSoft Solutions, Inc. • Jim Fisher, Manager, Padnos Shoreline Recycling, Inc. • Fred Keller, Chairman, Cascade Engineering, Inc. • Susan Meston, Superintendent, Muskegon Intermediate School District • Lynne Sherwood, Chairman, JSJ Corporation • Erin Kauth, Program Supervisor, Ottawa City MichiganWorks! • George Erickcek, Senior Regional Analyst, W.E. Upjohn Institute • Craig Nobbelin, Regional Skills Alliance Coordinator, Alliance for Health • Liz McCormick, Grand Rapids Community College (GRCC) • Jim Ross, Regional Manager, Advanced Manufacturing Strategies MMTC-West, The Right Place, Inc. • John Buchan, Chief Operating Officer, Autocam, Inc. • Julie Parks, Program Manager for Training Solutions, Manufacturing Skills Co-op, GRCC • Connie Bellows, Executive Director, Delta Strategy • James VanderHulst, Founder and Principal, Gibraltar Consulting • Charlie Grantham, Co-Founder and Principal, Work Design Collaborative • Jim Ware, Co-Founder and Principal, Work Design Collaborative • Andrew Brower, Executive Director, The SOURCE • Ron Koehler, Assistant Superintendent, Kent Intermediate School District • Eric Williams, Executive Director for Workforce Training, GRCC • Bill Guest, Managing Director, Metrics Reporting, Inc. • Rachel Jungblut, Program Manager, Training Solutions, GRCC Berkeley Policy Associates A-47 Evaluation of Generation I of the WIRED Initiative 2007 Site Visit Highlights Montana Agro-Energy Plan (MAP) Introduction The purpose of Montana’s WIRED initiative, called the Montana Agro-Energy Plan (MAP), is to establish a globally competitive bio-energy and bio-products cluster in Central and Eastern Montana using partnerships with business and industry, education, community development organizations, state and tribal governments, and philanthropic foundations. MAP has four goals for transforming the region: • Develop a world-class bio-products industry that catalyzes regional economic transformation from an agricultural commodity-driven economy to a value-added economy that supports regional prosperity in Eastern and Central Montana; • Develop a highly trained and stable/growing workforce to support bio-products and other value-added agricultural products; • Create an agile, integrated talent development system (workforce, education, and economic development) that is responsive to business needs and will prepare state residents to act quickly to take advantage of new economic opportunities; and • Create an inclusive and sustainable regional identity and leadership structure that will promote innovation and ensure the long-term success of the transformational initiative. Montana’s Department of Labor and Industry (DLI) is the fiscal agent for the WIRED grant, and manages the initiative. DLI contracts with the state Departments of Agriculture and Commerce and the Office of the Commissioner of Higher Education (OCHE) to carry out MAP activities (see Figure J). The Directors of Agriculture, Commerce, and Labor and Industry, two members of the State Workforce Investment Board, and senior officials from Higher Education and the Governor’s Office of Economic Development serve as voting members of the Executive Committee, which provides guidance to the initiative and reviews proposals and selection of grantees. Nonvoting members of the Committee include MAP project managers from the Departments of Agriculture, Commerce, and OCHE, and two senior DLI managers. MAP activities include supporting four Bio-Product Innovation Centers (BPICs) around the region, developing a Bio-Energy Innovation and Testing Center at Montana State University, Northern, developing curriculum on bio-fuels, providing technical assistance to employers on manufacturing, training workers of bio-energy companies, providing certificate training for unemployed and underemployed individuals in the region, and building collaboration at the local level across the region. Key Issues Involvement of the Workforce Investment System Montana has a single workforce investment board (WIB) for the state. Community Management Teams − composed of local representatives from both mandatory and other One-Stop partners − oversee the operation of most of the state’s 23 comprehensive One-Stop Career Centers (called Workforce Centers). These teams provide the state WIB with input about local issues and needs, and represent the concerns of their communities to the WIRED initiative. Berkeley Policy Associates A-48 Evaluation of the WIRED Initiative’s Generation I Regions: Montana 2007 Site Visit Highlights Figure J Montana Agro-Energy Plan Partner Map GOVERNOR EXECUTIVE COMMITTEE _____________________________ Montana Department of Labor and Industry (DLI) Fiscal Agent and WIRED Project Management __________________________ WIRED case managers located in Workforce Centers in: Glendrive Lewistown Glascow Sidney Miles City Cutbank Billings Havre Department of Agriculture _____________________ 4 BioProduct Innovation Centers in: Wolf Point Lewistown Havre Big Timber Office of the Commissioner of Higher Education ______________________ Voting members: Director of Department of Labor & Industry Senior Manager from Office of the Commissioner of Higher Education Director of Department of Agriculture Director of Department of Commerce Governor’s Office of EC Development Two Members of State WIB Nonvoting members: Project Managers from Department of Agriculture, Commerce, and Office of the Commissioner of Higher Education 2 Senior Department of Labor & Industry Managers Department of Commerce All grantees provide training. In addition, MSU-Northern: Bio-Energy Innovation and Testing Center Miles Community College: curriculum development & TA Dawson Community College: outreach Fort Peck Community College: curriculum development & seminars Direct Employee Training ______________ Sustainable Systems Peaks Prairies Fort Belknap Indian Comminuty in conjunction with the Little River Smokehouse New Century Agric. Earl Fisher Mr. Pipetech Intecontiinental Truck Body (ITB) Outreach & Other Training ______________ Montana Mfr Extension Center (MMEC) Ethanol Procedures Consuoures (EPAC) Univ. of Montana College of Tech Fort Peck Tribe through the Fort Peak College Mission Mtn. through Lake County Dev. Corp. During its second grant year, MAP co-located WIRED case managers within the nine Workforce Centers in the region. The case managers are working with the Community Management Teams to encourage collaboration between the Workforce Centers, economic development staff, educational institutions, Tribal Nations and colleges, and employers. With management of the WIRED initiative seated in the state labor agency and WIRED case managers working within Workforce Centers, MAP is influencing the workforce investment system both from the top down and from the bottom up. Berkeley Policy Associates A-49 Evaluation of the WIRED Initiative’s Generation I Regions: Montana 2007 Site Visit Highlights Readiness for Collaboration Since his election in 2005, Montana’s Governor has focused the state’s economic development efforts in two directions: 1) energy development; and 2) value-added agriculture. His office completed the first phase of strategic planning to support growth in these areas by conducting a “SWOT analysis” (i.e., analysis of strengths, weaknesses, opportunities, and threats) for the state’s economy, including the bio-energy and biofuels industries. A number of site visit respondents noted that the Governor’s involvement and commitment facilitated MAP’s implementation by providing a well-publicized framework in which the initiative could form partnerships with both state agencies and businesses. Scale of Impact As do the other WIRED regions, MAP’s goals included creating (or retaining) large numbers of jobs throughout the region. The vast majority (85%) of jobs in Montana are with companies with 10 or fewer employees, however, and site visit respondents emphasized that because the region’s communities are so small, a small number of jobs can change the spirit of a community. Many high schools in the region have closed, and students bused many miles to the next town to go to school. This is often the beginning of the end for small communities. If MAP can save five or ten jobs, the high school can be saved; another ten or 20 new jobs represent economic transformation for the community. Challenges Regional Identity Montana is a tale of two economies. The western part of the state has a vital and growing economy (often referred to by Governor Schweitzer as “The Boot Economy” since, on the map, that part of the state roughly resembles a boot). All cities and towns of any significant size are located in this region. On the other hand, the economy of the central and eastern part of the state is based in agriculture and is declining. The WIRED region covers 32 counties and six Indian reservations, a total of 86,000 square miles (almost as large as the states of New York and Pennsylvania combined) with a population of less than 180,000. The largest town in the region has a population of just under 10,000. Forging a distinct identity for the WIRED region is difficult because of the small population and distances involved. Furthermore, residents may be reluctant to accept the initiative’s definition of the MAP region because Montanans are independent and tend to be skeptical of government initiatives. MAP has adopted several strategies that aim to foster development of a regional identity, including co-locating WIRED case managers in Workforce Centers, and conducting outreach and education about bio-fuels and the WIRED initiative. Partnerships From the outset of his term, Montana’s Governor has involved the Tribal Nations in his strategic efforts, recognizing their status as sovereign entities. Similarly, Montana’s WIRED proposal identified the Tribal Nations and their community colleges as key partners to engage in the initiative. Montana’s proposal originally called the state’s WIRED initiative the “New Homestead Act.” This name had negative connotations for the Tribal Nations because of the impact of the homestead movement of the late 19th and early 20th centuries upon their people. As Berkeley Policy Associates A-50 Evaluation of the WIRED Initiative’s Generation I Regions: Montana 2007 Site Visit Highlights a result, early in the grant period the Executive Committee changed the initiative’s name to the Montana Agro-Energy Plan. Building Collaboration The size of the MAP region is a barrier to convening the regular in-person meetings that can be useful for cementing working relationships and moving collaborative efforts forward. In addition to using telephone and email, WIRED staff are looking expand the existing Montana WIRED website to create a virtual community. MAP staff have encountered some resistance in organizing a bio-fuel industry cluster group made up of bio-fuel producers, small energy companies, researchers at colleges, and potential sources of business financing. The initiative continues to encourage the participation of these key players by emphasizing the advantages of collaboration. To facilitate communication and collaboration between WIRED partners, in August 2007 MAP convened a Montana WIRED Academy for its partners and grantees at Montana State University, Northern in Havre. Presenters included both industry representatives and project managers who updated over 75 attendees about MAP activities, discussed issues related to different biofuels, and encouraged networking across the region. Growing a New Industry Several challenges face the new biofuels producers in Montana. First, farmers are reluctant to abandon growing wheat for oil seed because of the security offered by federal crop insurance (which does not cover oil seed). Site visit respondents discussed lobbying Congress for legislative changes that would address this problem. Another barrier to growing a new industry in the MAP region is that the basic infrastructures needed for manufacturing (e.g., power transmission lines, transportation—highways, rail—to get product to market, water, and sewer) are insufficient in many parts of the region. While WIRED funds cannot be used to build infrastructure, through MAP’s evolving education processes and partnerships, partners hope to facilitate improvement and availability of needed services. Successes Sustainability An early accomplishment of the MAP initiative was the Montana Governor’s Executive Order establishing the cooperative agreement between the state’s WIRED partner agencies. The Executive Order institutionalizes the cooperative efforts of the four agencies (DLI, Departments of Agriculture and Commerce, and OCHE) focused on the MAP goals, and states that that agencies will continue to work together beyond the three-year WIRED grant period. MAP partners believe that this commitment will ensure that the working relationships they are now building will endure. Bio-Product Innovation Centers With WIRED funding, Montana’s Departments of Commerce and Agriculture have partnered to create Bio-Product Innovation Centers (BPICs) in four communities in the MAP region. Trained personnel at these regional centers provide technical assistance to farmers, private entrepreneurs, university officials, and others interested in developing projects to enhance the rural economy of Berkeley Policy Associates A-51 Evaluation of the WIRED Initiative’s Generation I Regions: Montana 2007 Site Visit Highlights the region through bio-based and value-added agricultural ventures. The BPICs serve the additional functions of aiding WIRED outreach efforts, sustaining the engagement of producer and local communities, and showing community members’ actual progress in the industry. Leveraged Funds MAP has secured $4.6 million in leveraged funds from state and federal sources for motor oil development, technical assistance, and a community-based job training grant. With the assistance of Montana’s Department of Commerce, MAP has obtained an additional $26 million in leveraged funds from industry, private capital, and equity investments in small bio-fuel companies. These funds are supporting construction, development, and operation of several small bio-fuel manufacturing facilities. Bio-Energy Innovation and Testing Center Working with Montana State University, Northern and other partners, MAP has established the Bio-Energy Innovation and Testing Center in northern Montana. The Center plays several critical roles in supporting the bio-energy industry: 1) providing fuel, performance, and emissions testing for all biofuels, additives, and bio-lubricants developed for both automotive and diesel engines; 2) fostering the growth of bio-energy businesses with a business incubator that offers assistance with marketing, business plan development, grant writing , and office space; and 3) providing state of the art training to future workers in the industry. Site Visit Details Date of visit: August 10-15, 2007 Site Visitors: Sherry Almandsmith, BPA; and Peter Thomas, UCSD Site Visit Respondents: • Adam De Yong, WIRED Project Director, Montana Department of Labor and Industry • Arlene H. Parisot, Director of Two-Year Education and Workforce Development, Office of the Commissioner of Higher Education (OCHE) • Keith Kelly, Commissioner, Montana Department of Labor and Industry • Ingrid Childress, Administrator of Workforce Services Division, Montana Department of Labor and Industry • David Hall, WIRED Grants Manager, OCHE • Brian Spangler, Business and Community Assistance Program Manager, Montana Department of Environmental Quality • Jim Haider, WIRED Field Engineer, Montana Manufacturing Center • Todd Daniels, Field Engineer, Montana Department of Commerce • Joel A. Clairmont, Interim Director, Montana Department of Agriculture • Nancy Faroni Guccione, WIRED Program Manager, Montana Department of Commerce • Paul Tuss, Executive Director, Bear Paw Development Corporation of Northern Montana • Bob Giese, Business Development Manager, Snowy Mountain Development Corporation • Tracey Jette, Bio-Product Innovation Center Network Coordinator, Montana Department of Agriculture • August Uhl, WIRED and Montana Manufacturing Center Project Assistant Berkeley Policy Associates A-52 Evaluation of Generation I WIRED Initiative 2007 Site Visit Highlights Finger Lakes WIRED Introduction The Finger Lakes WIRED Region aims to become a premier place in which to innovate, invest in entrepreneurial operations, and educate workers. The region lost tens of thousands of jobs when Kodak, Bausch & Lomb, Xerox, and their supplier networks suffered massive declines. WIRED has targeted the following growth clusters: Optics and Imaging, Biotech and Life Sciences, Food and Agriculture, and Alternative Energy. The initiative also aims to leverage regional competencies in Advance Manufacturing, Information Technology, and Business Support Services. The lead organization for the WIRED effort is RochesterWorks, Inc., the local workforce investment board (WIB) for one of the three local workforce areas covered by the WIRED region. RochesterWorks is the WIRED fiscal agent, and its CEO serves as manager of the WIRED initiative. The Governing Board sets the overall strategy for the initiative. The Board has 33 members representing a broad cross section of economic development and workforce investment organizations, educators, and trade associations. Board members are presidents (including one representing the 18 Rochester Area colleges), CEOs or Chairs from partner organizations, a school superintendent representative, and elected officials from throughout the region. Subsets of Governing Board members comprise the Steering Committee, which functions as the executive committee of the Board (see Figure K). In addition, the Governing Board has engaged a nationally prestigious advisory committee to provide guidance, feedback, and ideas for increasing effectiveness. The Operations Team, consisting of approximately 15 managers from partner organizations represented on the Governing Board. This team works together to increase region-wide engagement and oversee WIRED-funded projects. Interdisciplinary Implementation Teams oversee activities in four initiative areas: innovation, entrepreneurship, workforce investment, and economic development. The Operations Team established a New Initiatives Fund to support entrepreneurship and innovation projects and a Workforce Innovations Fund for workforce investment projects. The WIRED staff work with the Teams for entrepreneurship and innovation manage the application process for accessing this fund and coordinate the specific projects selected for each area. To date, the Governing Board has approved funding for five entrepreneurship projects, including a business plan competition, development of a master’s degree program in the commercialization of science and technology, and a young entrepreneurs academy. Three innovation projects have been funded, such as assisting businesses in applying for federal Small Business Innovation Research (SBIR) grants, and technology transfer assistance. The Implementation team for workforce investment is similarly responsible for selecting and overseeing the four projects financed by the Workforce Innovations Fund, including development of a regional apprenticeship system, educator internships, science and technology camp for high school students, and a scholarship fund for employers to train their workers. Berkeley Policy Associates A-53 Evaluation of the WIRED Initiative’s Generation I Regions: Finger Lakes 2007 Site Visit Highlights Figure K Finger Lakes WIRED Partner Map Governing Board Business CEOs, Elected Officials (City and County), WIB Chairs (rotate), NY DOL, Rochester Institute of Technology, University of Rochester, Rochester Area Colleges (33 members) National Advisory Panel (4 members) Steering Committee Operations Team Empire State Development Corporation, High Tech Rochester, University of Rochester, Rochester Area Colleges, Greater Rochester Enterprise, Infotronics, RochesterWorks (GLOW, FLWIB rotate), Cornell Ag & Tech, Rochester Institute of Technology, Monroe County (counties rotate), City of Rochester Rochester Works, Inc. Finger Lakes WIRED (Fiscal Agent, Project Management) Implementation Teams New Initiatives Fund Economic Development Greater Rochester Enterprise Regional Planning Council County Economic Development (9 counties and City of Rochester) Entrepreneurship • • • • • University of Rochester Greater Rochester Enterprises The Entrepreneurs Network Rochester Institute of Technology 3 community colleges Workforce Initiatives Fund Innovation High Tech Rochester Infotonics Technology Center Technology Farm University of Rochester Rochester Institute of Technology Workforce Development • University of Rochester • Rochester Institute of Technology • Infotonics • Finger Lakes Institute • Cornell Cooperative Extension of Ontario County • GLOW Workforce Board • RochesterWorks • Rochester Area Career Education Collaborative • 3 community colleges Key Issues Unique Features of Finger Lakes The Finger Lakes WIRED region is distinctive in that a hundred years ago, it was one of the most innovative hubs in the United States. It was home to start up companies that became global leaders, including Kodak, Bausch & Lomb, and Xerox. These global multinational corporations created enormous prosperity in the region, and along with it, a paternalistic and relatively closed society. The effort to build a more inclusive society began in the 1970, as technology industries were beginning to think globally. For two decades, the region has been struggling to envision its future, and has gone from ranking number three nationally in per capita income to number 238. Colleges and universities now represent the largest employers in the region, and the most promising source of ideas and talent for rebuilding the economy. Berkeley Policy Associates A-54 Evaluation of the WIRED Initiative’s Generation I Regions: Finger Lakes 2007 Site Visit Highlights Sustainability The prospects for sustainability of Finger Lakes WIRED remain uncertain, as the initiative has not yet starting planning beyond the end of its WIRED grant. Many stakeholders stated that “it is not yet clear what we want to sustain” and therefore “we don’t know what a sustainability strategy would be.” Most individuals who saw the potential for sustainability identified Greater Rochester Enterprise (GRE) as the potential home for a nine-county regional collaborative. Challenges Regional Identity The Finger Lakes WIRED region covers the nine counties that include and surround Rochester, New York, a portion of the larger Finger Lakes region recognized by tourist boards and the state. The traditional dominance of the City of Rochester in regional affairs, and the fact that Rochester-based organizations have led early WIRED implementation, has created tension with the regions other eight—primarily rural—counties. Rochester and Monroe County contain most of the research universities in the region that prepare students for knowledge-based jobs, as well as most of the companies and organizations that have received WIRED funds. The economy in the other eight counties centers on agriculture, wineries, and tourism. While serving on the Governing Board, representatives of these counties expressed concern that a small Rochesterbased group was driving the WIRED initiative. This topic dominates discussion at governing board meetings, but has yet to be resolved. Readiness for Collaboration The upstate New York region, particularly Rochester and Monroe County, has been struggling with the issues of economic transformation for more than a decade. The region and individual counties have studied assets and gaps, and partners region-wide are aware of the challenges and the importance of new approaches to workforce investment and economic development. Nonetheless, collaboration among the many and diverse constituencies is a major challenge. The Rochester area has a legacy as a large “company town” in which hierarchical decisionmaking by leaders from a few major corporations and civic institutions dominated civic life. The history and governance of the WIRED initiative reflects this “top down” model. Some site visit respondents described the creation of WIRED by a small group, who also informally preallocated funds for the projects. Divisiveness about resource allocation, and about what the true center of gravity needs to be, suggests that the region is still sorting out how to collaborate in a meaningful way. A shared vision, a shared sense of identity, and a shared sense of ownership of the projects funded by the WIRED initiative have yet to be developed. In confronting these challenges, the WIRED professional staff and Governing Board are working diligently to adapt their practices to the needs of the entire nine-county region. They have invited private sector and regional representatives to the Steering Committee, they have revised the budget and adopted competitive awards for allocating resources, thereby moving towards a more genuinely collaborative process. Berkeley Policy Associates A-55 Evaluation of the WIRED Initiative’s Generation I Regions: Finger Lakes 2007 Site Visit Highlights Workforce System Involvement On the surface, the location of WIRED at Rochester Works would suggest that the workforce investment system is centrally involved in the Finger Lakes WIRED initiative. The three WIBs appear to continue offering the programs they have always delivered, however, while WIRED represents a parallel but distinctive set of activities. Over the last year, deliberate efforts to engage both employers and local WIBs in WIRED conversations, priorities, and funded projects suggest that involvement may increase over time. Private Sector Involvement The private sector was minimally involved in the WIRED initiative in its first year. More recently, the Governing Board has invited CEOs of private companies to join the Board. Trade associations and workforce investment programs that connect directly with employers are becoming increasingly involved, and Finger Lakes WIRED has awarded businesses Scholarship Grants for employee training. Still, the WIRED team continues to search for effective ways to involve the private sector more widely in the initiative. Successes Regional Collaboration All interviewees agreed about the importance to the region of the increasing involvement of representatives of all nine counties in setting WIRED priorities. An additional success is the willingness of the WIRED leadership team and Governing Board to adapt and learn from their own experience and to seek input from a growing group of stakeholders. Entrepreneur Support The Monroe County Industrial Development Agency launched a nonprofit known as The Entrepreneurship Network (TEN) independent of the WIRED initiative. Led by an energetic former management consultant and venture capitalist, TEN operates a six-month workshop and “boot camp” for promising entrepreneurs. Participants are meaningfully linked with experts and potential investors from outside the region, and show promise of staying and growing in the region, and creating jobs and new wealth. With the addition of WIRED funds, this highlyacclaimed program now extends its reach beyond Rochester to the full nine-county region. Workforce Training Finger Lakes WIRED’s program of Scholarship Grants has also drawn praise for funding technical assistance and training for small companies in the region. With a maximum award of $50,000, to date WIRED has awarded $1.7 million to 107 companies for employee training, which was matched by over $3 million from participating employers. The training is reported to have made a critical difference in the sustainability and future of the grant recipient companies. Site Visit Details Date of visit: July 23-26, 2007 Site Visitors: Mary Walshok, UCSD; Mary Vencill, BPA Site Visit Respondents: • Matt Hurlbutt, Executive Director, RochesterWorks, Finger Lakes WIRED • Pat Piles, Project Manager, RochesterWorks, Finger Lakes WIRED • Claudia Gately, Business Services Manager, RochesterWorks, Finger Lakes WIRED Berkeley Policy Associates A-56 Evaluation of the WIRED Initiative’s Generation I Regions: Finger Lakes 2007 Site Visit Highlights • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • Peter Robinson, Chief Operating Officer, University of Rochester Medical Center Jose Coronas, Principal, Trillium Group, LLC David Zorn, Executive Director, Genesee/Finger Lakes Regional Planning Council Esther Leadley, County Legislator, Genesee County Bill Maddison, Executive Director, Cornell Cooperative Extension, Wyoming County Debbie Culeton, Director of Human Resources, Info Directions, Inc. James Hoffman, Chair, Wayne County Board of Supervisors Sandy Parker, President and Chief Executive Officer, Rochester Business Alliance, Inc. David R. Smith, President and Chief Executive Officer, Infotonics Technology Center Gary Kone, President, FTT Manufacturing Tom Battley, Executive Director, Rochester Regional Photonics Cluster Jim Senall, Managing Director, Business Development, Greater Rochester Enterprise (GRE) Duncan Moore, Vice Provost, Center for Entrepreneurship, University of Rochester Mary Pat Hancock, Chair, Genesee County Legislature John Gagnon, Vice President of Services, Friendly Home Kevin Kelly, Executive Director, Rochester Tooling & Machine Association Peter Collins, Operations Manager, Trident Precision Manufacturing Mike Mandina, President and Founder, Optimax Cindy Gary, Asst. Director, Ctr. for Manufacturing Studies, Rochester Institute of Technology (RIT) Andrij Harlan, Industrial Programs Manager, Rochester Institute of Technology Lina LaMattina, Director, The Best Center, Genesee Community College Ed Doherty, VP for Community Programs, Rochester Area Community Foundation Bob Trouskie, Joint Activities Representative, Workforce Development Institute Melissa Geska, Founder and President, The Dream Group Ken Rosenfeld, President, eHealth Global George Scharr, Chief Financial Officer, Flower City Printing Christopher Dahl, President, SUNY Geneseo James Winston, Assistant to President for Workforce Development, Monroe Community College Paul Wetenhall, President, High Tech Rochester Deb LaBudde, Executive Director, The Entrepreneurs Network Candace Walters, President, HR Works Bill Betteridge, President, Mastro Graphics Tim Davis, Extension Issue Leader 4-H Youth Development, Cornell Cooperative Extension George Bower, Chair, Orleans County Legislature Jim Whipple, Director of Operations, Orleans Economic Development Agency Sheila Myers, Education Outreach Coordinator, Hobart William Smith Judy Seil, Acting Director, Monroe County Department of Planning and Economic Development Dr. Michael Glover, District Superintendent, Genesee Valley BOCES Fred Curran, Manager, SenDec Corporation Thad Schofield, Manager, City of Rochester Economic Development Mark Redding, President, Impact Technologies Kelly Mullaney, President and Founder, Working Art Media Mary Lou Hamm, Area Manager, GLOW Workforce Investment Board Berkeley Policy Associates A-57 Evaluation of Generation I of the WIRED Initiative 2007 Site Visit Highlights Piedmont Triad WIRED Introduction The goal of Piedmont Triad WIRED is to implement an integrated plan for workforce, education, economic development, innovation, and entrepreneurship that will result in the creation of highskill, high-wage jobs across the 12-county Piedmont Triad Region, and significantly strengthen the region’s global competitiveness. Piedmont Triad WIRED has a strong emphasis on business involvement and focuses its efforts on four industry clusters: advanced manufacturing, logistics/distribution, creative enterprises/arts, and health care. Piedmont Triad Partnership, the non-profit regional economic development organization, is the fiscal agent and organizational home of WIRED. The WIRED Action Committee oversees and guides the WIRED initiative (see Figure A). The bylaws of the Action Committee require that its Chair be a member of the PTP Board of Directors. Other members represent a cross-section of leaders from stakeholders representing the regional and state workforce and education systems, economic development organizations, and businesses. Four Cluster Roundtables consist of representatives from each of the targeted industries. These groups are charged with identifying demand-driven needs for the industry, establishing desired outcomes, and determining WIRED training program priorities. Each Roundtable Director researched the targeted industry with care, selected executives who are respected in the community, and invited them to participate. A total of 114 members committed to participate when the roundtables were initially convened in the summer of 2007, ranging from nine in Advanced Manufacturing to 44 in Creative Enterprises/Arts. PTP WIRED contracts with the Piedmont Triad Entrepreneurial Network (PTEN) and with local workforce boards to review grant applications, oversee, and manage a series of Focus Grants that serve as an initial impetus to deliver innovative, collaborative training demonstration projects in the region that relate to the Industry Clusters. While none have been awarded to date, PTEN will also be responsible for Focus Grants in the area of Entrepreneurial Job Creation. Local WIBs administer Workforce Training Focus Grants; two of the three such grants awarded through July 2007 target incumbent workers. A WIRED stakeholder review team oversees the Talent Development Focus Grants, which focus on curriculum development, identification and dissemination of career information, and supply chain education. Five of the ten Talent Development grants train students in the K-12 system, three serve community college students, and the other two serve college students at all levels. Key Issues Regional Identity The 12-county Piedmont Triad Region is well established; it was designated many years ago by the North Carolina General Assembly as one of seven economic development regions in the state. The Piedmont Triad “brand” is widely recognized; hundreds of companies in the region use the words “Piedmont” or “Triad” in their names, though those words are also used to designate areas smaller than the 12-county region. On the other hand, the fact that the region has Berkeley Policy Associates A-58 Evaluation of the WIRED Initiative’s Generation I Regions: Piedmont Triad 2007 Site Visit Highlights Figure L Piedmont Triad Partnership WIRED Partner Map North Carolina Department of Commerce, Commission of Workforce Development WIRED Action Committee (11 members) Piedmont Triad Partnership Fiscal Agent and WIRED Management Cluster Roundtable Health Care (26 members from industry)* Cluster Roundtable Creative Enterprises/Arts (44 members from industry)* Cluster Roundtable Logistics/Distribution (35 members from industry)* Piedmont Triad Entrepreneurial Network Focus Grantees Entrepreneurial Job Creation/ Training** Focus Grantees (10 Talent Development Grants) Center for Creative Leadership Local Workforce Boards Leadership Institute Focus Grantees (3 Workforce Training Grants) Cluster Roundtable Advanced Manufacturing (9 members from industry)* *Cluster Roundtable membership of their first meeting. **Grants had not been awarded as of the date of the evaluation visit. an established name does not mean that economic development organizations or units of local government appreciate the value of thinking regionally. Inter-jurisdictional competition remains the norm. The tendency for rural counties (counties other than Forsyth and Guilford, where Greensboro, High Point, and Winston-Salem are located) to feel left out also remains. WIRED leaders and staff have made substantial efforts to include all 12 counties, and most respondents believe that WIRED is making progress toward the goal of fostering a genuine regional identity. Readiness for Collaboration A region-wide study by an outside consulting firm preceded the WIRED grant, culminating in the publication in 2005 of the Regional Vision Plan for the Piedmont Triad Region. Many of the goals and strategies adopted by PTP WIRED grew out of this Vision Plan, and this planning process has given legitimacy to the WIRED initiative’s goals and activities. Similarly, because the Piedmont Triad Partnership is an established and recognized region-wide economic development organization, the region has a sound framework for discussing and resolving barriers to collaboration that may exist. Berkeley Policy Associates A-59 Evaluation of the WIRED Initiative’s Generation I Regions: Piedmont Triad 2007 Site Visit Highlights Organization and Administration PTP WIRED has a centralized governance structure, with ten dedicated staff positions within the Piedmont Triad Partnership organization, as well as ongoing involvement by PTP’s Chief Executive Officer. The initiative has, in many ways, redefined PTP as an organization. While the organization’s pre-WIRED marketing and economic development activities were consistent with the goals of WIRED, the initiative has sharpened the focus on industry’s workforce- and education-related needs. Two of the three members of the WIRED leadership team had spent many years in the workforce investment system. Their experience helps PTP work within the grant’s accountability structure, and their networks will prove helpful in generating increased support from the local Workforce Development Boards (WIBs) within the region. Each of the individuals who staffs a Cluster Roundtable has expertise in the relevant industry. Partnerships Partnerships with educators have developed easily and continue to grow, especially among the operators of the ten Talent Development Focus Grants. Individuals within the community college system in particular report having benefited from their new partnerships, which often extend across county lines. Sustainability PTP WIRED’s most tangible plan for sustainability is embodied in its contract with the Center for Creative Leadership to operate the Leadership Development Institute (LDI), with the goal of changing “the behavior, relationships, activities, and actions of the people, groups, and organizations that comprise key components of the regional economic development system.” The Institute will use innovative “action learning” methods with senior leaders from throughout the region to both enhance leadership capacity and build skills in “whole system collaboration.” Still in the planning stages, LDI is expected to support and sustain the work of the Cluster Roundtables after the WIRED grant is complete. Challenges Involvement of the Workforce Investment System The WIRED initiative’s partnerships with the workforce investment system are complicated by two factors. The first is overlapping boundaries. While the Piedmont Triad region fully encompasses three local workforce areas (covering eight counties), each of the four other counties in the region belongs to one of three workforce areas that include counties beyond the Piedmont Triad region. In these areas, local workforce board directors cannot be expected to view the WIRED initiative as central to their mission. The second complicating factor is fear – fear that at the regional level, WIRED funds are diminishing the funds available for ongoing WIB operations, and fear that the WIRED initiative overall is a harbinger of change that will ultimately prove disruptive. To counteract these concerns, WIRED is seeking to engage leaders in the workforce system in making decisions about WIRED activities, especially Focus Grants, and is contracting with WIBs to manage the workforce development grants. Getting Started PTP WIRED was extremely slow to start. Turnover in the Project Manager position was one source of delay. Another factor in the slow start was difficulty developing an implementation plan that was approved by DOL, perhaps exacerbated by the process—however laudable—of Berkeley Policy Associates A-60 Evaluation of the WIRED Initiative’s Generation I Regions: Piedmont Triad 2007 Site Visit Highlights seeking review from stakeholders of each successive draft. Yet another factor in the slow start was the large size of WIRED staff, requiring a lengthy period of interviewing and hiring. By June 2007, the project had spent less than one-third of the budgeted amount. After the changes in staff and systems were complete, WIRED accelerated the pace of spending. The Focus Grant process is repeated each month, and thus the amount of WIRED funds being spent is increasing each month. Furthermore, the process of utilizing the Cluster Roundtables to develop new ideas for training, while relatively new, is likely to generate increased activity. Cultural Legacy in the Region Innovation and entrepreneurship appear to have been “bred out of the culture” in the Piedmont Triad, as it has in many communities with a manufacturing legacy. Traditionally, large manufacturing companies offered students a monetary incentive to drop out of school and work their factories. After many generations shaped by this mindset, the majority of the population does not value education and does not believe that risk-taking is reasonable. Soon to be awarded Focus Grants in the area of entrepreneurship will begin to address this challenge. Transformation Stakeholders in PTP WIRED appear not to believe that genuine economic transformation is feasible, or even to know what transformation would look like. They see a distinct possibility of marginal improvements in the industries targeted for attention, but they cannot visualize dramatic outcomes. When asked about transformation, site visit respondents most often answered, “We’re working on transition; we’ll have to wait and see about transformation.” Successes Industry Involvement The private sector is strongly represented among PTP WIRED stakeholders. Company representatives serve on WIRED’s Action committee, and they are the sole members of the Cluster Roundtables. While the Roundtables are too new to have developed solid action plans, observers see value in the conversations and relationships that the groups are beginning to generate. Focus Grants Several aspects of the process for awarding Focus Grants have contributed to the success of the grants and the enthusiasm for the resulting programs. One is the preference given to projects that are operated by new partnerships; another is the instruction to transform existing training delivery; a third is the preference given to applicants who can demonstrate sustainability beyond the WIRED grant period. Once begun, the Focus Grant process has continued, with monthly deadlines for new applications. A total of 13 grants had been awarded as of August 2007, with total funding of slightly over $800,000. Grantee matches total $1.44 million. Enthusiasm for the projects that have emerged from the focus grant process is notable; stakeholders point to the grants’ innovative, practical, and industry-responsive features. One example is a K-12 education project that uses well-researched techniques to teach business-relevant problem-solving skills to elementary school students. Cluster Roundtables Reports from the Roundtables indicate that unprecedented conversations are taking place. The Logistics/ Distribution roundtable has been a source of insights for its members about the extent Berkeley Policy Associates A-61 Evaluation of the WIRED Initiative’s Generation I Regions: Piedmont Triad 2007 Site Visit Highlights to which 1) different types of companies confront common challenges, and 2) these challenges can be addressed most effectively at a regional level. Site Visit Details Date of visit: August 13-16, 2007 Site Visitors: Mary Vencill, BPA; Josh Shapiro, UCSD Site Visit Respondents: • Patricia Adkins, Director, Health Care, Piedmont Triad Partnership (PTP) • Douglas Atkinson, Vice President Business Development, Wake Forest Healthcare • Nancy Borrell, Director, Davidson County Workforce Development Board • Bradley Bower, DCA, Literacy • Mary Chesson, Vice President of Instruction, Montgomery Community College • Rebecca Clark, Director, Piedmont Triad Film Commission • L.B. Clayton, Vice President of MidSouth Region, Old Dominion Freight Lines • Paul Clayson, Chairman and CEO, nCoat, Inc. • Margaret Collins, Director, Creative Enterprises/Arts, Piedmont Triad Partnership • Scott Daugherty, Assistant Vice Chancellor and Executive Director, Small Business Technology and Development Center • Jim Donnelly, Vice President, Innovation & Outreach, Piedmont Triad Partnership • John Drinkard, President, Calloway Johnson Moore West • Lynn Fick-Cooper, Chief Development Officer, Center for Creative Leadership • Mary Anne Forehand, Vice President for Workforce Initiatives, Piedmont Triad Partnership • Nancy Gottove, Executive Director, Central Park NC • Mark Hagenbuch, Instructor, Entrepreneurship, Gilford County Technical College • Althea Hairston, Director, Northwest Piedmont Workforce Development Board • C. David Hauser, Director, Logistics & Distribution, Piedmont Triad Partnership • Jonnette Hentschell, Center for Creative Leadership • Annie Tyson Jett, Director, Advanced Manufacturing, Piedmont Triad Partnership • Shera Johnson-Clark, Manager, Non-Profit Sector, Center for Creative Leadership • Rick Jones, Director, Career-Technical Education, Thomasville City Schools • Edward Kelly, Commissioner, North Carolina Employment Security Commission • Mary Kirk, President, Montgomery Community College • Don Kirkman, President and CEO, Piedmont Triad Partnership • Jon Obermeyer, CEO, Piedmont Triad Entrepreneurial Network • Lillian Plummer, Director, Greensboro/High Point/Guilford Workforce Development Board • Theresa Reynolds, Senior Vice President/WIRED Project Manager, PTP • Robin Rhyne, President, Surry County EDP, Inc. • Mary Rittling, President, Davidson Community College • Carol Sargent, Dean of Institutional Development, Montgomery Community College • Bill Shore, Regional Manager, North Carolina Department of Commerce, Business/Industry Development Division • Laura Spivey, Senior Policy Associate, State Workforce Investment Board • Michael Staley, Vice President, Finance and Administration, Piedmont Triad Partnership • Stephen Strawsburg, VP of Public Issues, R.J. Reynolds (Chair, WIRED Action Committee) • Penny Whiteheart, Executive Vice President, Piedmont Triad Partnership • Anne Willson, Executive Director, Bricolage Arts Festival Berkeley Policy Associates A-62 Evaluation of Generation I of the WIRED Initiative 2007 Site Visit Highlights Wall Street West WIRED Introduction The goal of Wall Street West (WSW) is to encourage New York City-based financial institutions to establish their back-up and back-office operations in the region, and to build the region’s infrastructure and labor force assets to support those operations. WSW’s five facets of transformation are: 1) connectivity (building the infrastructure); 2) creating the talent pool; 3) an innovation environment; 3) strategic investment; and 4) regional partnerships. Ben Franklin Technology Partners of Northeast Pennsylvania (BFTP/NEP), part of a statefunded economic development network linking entrepreneurs with funding, talent, technology, and universities, is the fiscal agent and lead agency for the operation of WSW. BFTP/NEP worked closely with the Pennsylvania Departments of Labor and Industry and Community and Economic Development in developing the proposal, along with many of the individuals who now serve on the Executive Committee. Initially, BFTP/NEP actively led WIRED operations, and has now turned over management of the initiative to WSW staff. The CEO serves on the Executive Committee but no longer chairs it. The WIRED initiative operates as an independent unit within BFTP/NEP. The initiative is led by a 17-member Executive Committee representing the Commonwealth of Pennsylvania, economic development, the workforce investment system, and universities. The Executive Committee is strong and active, as are most subcommittees, particularly the Human Capital Committee and the Industry and Community Engagement (ICE) Committee (see Figure M). The exception is the Leadership Advisory Group, which appears to lack a compelling scope of work and only meets quarterly. The Executive Committee has expressed the need to include more private sector representation in leadership roles, particularly from individuals from senior positions in the financial services industry. Finally, Innovation Investment Grants are the mechanism by which WIRED distributes funds to local workforce boards, schools, universities, employers, and non-profit organizations to implement talent development and workforce training projects. The Executive Committee reviewed the first three applications for funding at its the August meeting. Key Issues Regional Identity The WSW region faces several barriers to forming a cohesive regional identity. First, the region as a whole is large, the size of the state of Connecticut. At least 80 miles separate component counties, with mountains that create psychological as well as physical distance. It contains at least four distinct labor market areas. Second, the region was created specifically for the WIRED initiative and includes all counties that meet one key criterion: location within a 125-mile radius of Lower Manhattan. This distance is the maximum length of a fiber-optic cable that allows synchronous (instantaneous two-way) data transfer. When the cable is actually built, however, it will follow a winding path across geographical barriers, and only two of the nine counties are likely to meet that key criterion. In Berkeley Policy Associates A-63 Evaluation of the WIRED Initiative’s Generation I Regions: Wall Street West 2007 Site Visit Highlights Figure M Northeast Pennsylvania WIRED Partner Map Commonwealth of Pennsylvania: Department of Labor and Industry Ben Franklin Technology Partners, Northeast Pennsylvania (BET/NEP) Fiscal Agent and WIRED Management Wall Street West Executive Committee Peppercom, Inc. (Contract for NYC Outreach and Public Relations) Human Capital Development Committee Legislative Affairs Committee Leadership Advisory Group Industry and Community Engagement Committee Grants Committee, Ad Hoc Committees Level 3 Communications (Contract to Build Fiber Optic Cable) Innovation Investment Grantees the “non-synchronous” counties, people feel somewhat “left out” of the WIRED initiative, and this factor remains a potential source of tension. Third, the region was overlaid on nine counties, four labor markets, five local workforce areas, and three regional economic development councils; it is a “patchwork” of two previouslydefined economic development sub-regions and two outlying counties. The sub-regions have very different economic histories and a tradition of competing with each other. Fourth, residents in the eastern parts of the region commute to New York, while the southernmost communities are more oriented to Philadelphia as a hub. Despite the pre-existing differences within the region, the leadership of Wall Street West has worked hard and successfully to create the beginnings of a regional identity. Perceptions are gradually changing within the region, which is beginning to envision itself as a high technology economy and beginning to understanding the benefits of regional thinking. The growing sense of shared purpose is closely tied to the promise of realizing Wall Street West’s goals. Berkeley Policy Associates A-64 Evaluation of the WIRED Initiative’s Generation I Regions: Wall Street West 2007 Site Visit Highlights Readiness for Collaboration The partners in the Wall Street West WIRED initiative were unready for collaboration at the time the initiative began. The five component WIBs had little history of working together. Two of the Economic Development Associations in the area were multi-county entities, but were in direct competition with each other and with economic development organizations in surrounding counties. The divide between the workforce investment world and the economic development world was a major barrier to collaboration. A few associations of educational institutions existed, but were geographically limited. Several educational institutions had developed collaborative relationships with the local WIBs or CareerLinks (One-Stop Career Centers) in their local areas. Given the history of geographic isolation and competition, the progress toward collaboration and regional identity has been remarkable and relatively rapid. Partnerships Wall Street West is credited with creating unprecedented cooperation among organizations within the region. The five local WIBs have come together on a proposal for $500,000 and match for $1 million to provide a regional workforce training program. The WIBs have further agreed amongst themselves to investigate other industry clusters beyond financial services for the possibility of collaborative efforts. Economic development agencies overcame their traditional rivalries and partnered to create and promote a daylong “golf event” highlighting Wall Street West. Educators have, for the first time, formed concrete partnerships with each other to develop joint proposals for Innovation Investment Grants. Sustainability Leaders within the region express cautious optimism about sustainability. If Wall Street West is successful in attracting New York firms to the region, the workforce and education systems will respond by creating ongoing programs to develop the needed talent. Educated and trained people will stay in the region, and not move away as they now do. The key to sustainability is attracting the initial companies—a strong possibility, but by no means a certainty. An additional uncertainty is whether the nine-county region will continue to see the advantage of thinking regionally in the absence of a WIRED-funded effort and region-wide leadership structure. Challenges Getting Connected The single greatest challenge is making sure that the fiber optic cable is actually built. The agreement with Level 3 communications, and the funding from the Commonwealth, is contingent on attracting at least one major customer. The “chicken and egg” dilemma is that a major New York firm may find it difficult to make the decision to invest a large sum of money unless the cable is already in place and synchronous data transfer is a demonstrated reality. A related challenge is the likelihood that, contrary to the expectation at the time WSW was initially envisioned, only two of the nine counties will be able to offer synchronous data transfer. While not all companies’ backup and back office operations require synchronous data transfer, representatives of the seven “left out” counties may be undertaking an effort that largely benefits localities other than their own. Berkeley Policy Associates A-65 Evaluation of the WIRED Initiative’s Generation I Regions: Wall Street West 2007 Site Visit Highlights A similar “chicken and egg” situation exists for those whose task is to build the talent pool for the anticipated growth in the financial services and technology sectors. Currently, recruiting large numbers of students to major in courses related to financial services is not easy, since students need evidence that the jobs will be there when they graduate. Wall Street West needs a trained workforce to attract New York companies, but it also needs a commitment from the companies before students will begin to prepare for financial services careers. Communications Communications have also been challenging. Although key leaders—members of the Executive Committee—communicate effectively, communications with larger audiences are more difficult. Opinions differ about the extent to which the general population is aware of WSW and its goals. In particular, communications with existing financial services companies in the region have not been strong, and this group is not engaged in the initiative. Allowable Costs WSW has also faced the challenge of determining how to raise funds for marketing, since WIRED funds may not be used for this purpose. Given the “make-or-break” nature of the initiative, the marketing effort is crucial, and it must rely largely on unrestricted funds and volunteer efforts. Slow Start-Up In August 2007, 18 months after the WIRED grant was awarded, the Executive Committee reviewed the first Innovation Investment grant applications. In part because of its emphasis on finding New York business partners, building Wall Street West staff and selecting the outreach and infrastructure contractors took a great deal of time. Successes Creating a Vision of a Transformed Economy Wall Street West’s partners are extremely committed to its goals; they can visualize the enormous boost to the region’s economy that will accompany success. The goal of not only transforming the regional economy, but also averting a costly breakdown of the national economic system, is compelling. Commitment from the First Customer One New York company, SECCAS, has made the commitment to locate a back office operation in Scranton. While SECCAS is a small company and will generate only ten new jobs, its CEO is well-connected in New York’s financial sector and is firmly committed to helping Wall Street West succeed. Additionally, the fact this “first mover” and other early successes have been celebrated across the region is a success, and is unprecedented. Leveraging Funds The Commonwealth has committed $8 million toward the cost of the fiber optic cable. Level 3 communications will also invest millions of dollars in building it. Another million dollars has been raised from the federal government. East Stroudsburg University is making investments in support of the goals of WSW, building a co-location/data center that will take advantage of the high-speed synchronous fiber connection. BFT/NEP has contributed $100,000. Berkeley Policy Associates A-66 Evaluation of the WIRED Initiative’s Generation I Regions: Wall Street West 2007 Site Visit Highlights Site Visit Details Date of visit: August 27 – 31, 2007 Site Visitors: Mary Vencill, BPA; Nathan Owens, UCSD Site Visit Respondents: • Jane Ashton, Director of Workforce Development, Greater Wilkes-Barre Chamber of Business & Industry • Michelle Bisbing, Director of Marketing, Pocono Mountains EDC • Catherine Bolton, Project Director, Wall Street West • Austin Burke, President, Great Scranton Chamber of Commerce • John Casella, Administrator, Monroe County CareerLink • Matthew Connell, Dean, Northampton Community College • Jim Cummings, Vice President of Marketing, Mericle Development Corporation • Erin Drew, Director, Sovereign Center for Leadership & Management Development, Wilkes University • Christine Donnolo, Associate Dean, Luzerne County Community College • Gerald Ephault, Regional Manager, Pocono Northeast Ben Franklin Technology Partners of Northeast Pennsylvania • Laura Eppler, Director of Marketing, BFT/NEP • Christopher Haran, President/CEO, the Northeastern Pennsylvania Technology Institute • Joann Hudak, Director, Secondary Education, Wallenpaupack Area School District • Patricia Last, Director, Corporate and Foundation Relations, King’s College • Charles Leonard, Executive Director, Pocono Mountains Economic Development Corporation • Dennis Noonan, Economic Development Specialist, Pocono Mountains Economic Development Corporation • Edward McCann, Chief Operating Officer, Berks County Workforce Investment Board • Marie McDonnell, Director, Wayne County Job Training • Margaret McNulty, Director of Corporate and Foundation Relations, The University of Scranton • Steve Melnik, Director, Project Development, Lehigh Valley Economic Development Corporation • Patricia Moyer, Director, Monroe Career and Technical Institute • Lawrence Newman, Vice President, Economic and Community Development, Greater Wilkes-Barre Chamber of Business and Industry • Chad Paul, CEO, Ben Franklin Technology Partners of Northeast Pennsylvania • Mary Frances Postupack, Chief Operating Officer, Center for Research and Economic Development, East Stroudsburg University (ESU) • Kevin Rogers, VP Community Development Banking, PNC Bank • Jim Ryan, Director, Outreach and Network Development, Wall Street West • Susan Sheaffer, Director, Workforce Initiatives, Wall Street West • Mathilda Sheptak, Deputy Executive Director, Pocono Mountains Convention & Visitors Bureau • Daniel Summa, President, SECCAS • Sharon Ward, Director, Economic Development, Pennsylvania Power and Light • Mary Beth Wood, Executive Director, Wayne Economic Development Corporation • Stephen Zaricki, Research and Information Manager, Northeastern Pennsylvania Alliance Berkeley Policy Associates A-67 Berkeley Policy Associates Appendix B Generation I WIRED Regional Development Goals • • • Figure B.1: Generation I WIRED Economic Development Goals Figure B.2: Generation I WIRED Workforce Development Goals Figure B.3: Generation I WIRED Social and Community Development Goals Berkeley Policy Associates Berkeley Policy Associates Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix B X X X X X Increase Investment from External Sources X Expand Current Markets & Create New Ones X Develop Toolkits to Assess Sustainability & Replicability of Models Adapt to Global Manufacturing Transformation California Corridor Identify, Assess & Align Regional Resources WAEM Increase Competitiveness Generation I WIRED Regions Increase Innovation Figure B.1 Generation I WIRED Economic Development Goals X X X Metro Denver Northwest Florida X NCI X X X X X X X X X X Kansas City X X North Star Alliance X X X Mid-Michigan X X West Michigan X X X Montana Finger Lakes X X Piedmont Triad X X Wall Street West X Berkeley Policy Associates B-1 X X X Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix B Metro Denver X Northwest Florida X NCI X Kansas City X X North Star Alliance X X Mid-Michigan X X X X X X X X X X X X X X X X X X X West Michigan X X X Montana X X X Finger Lakes Wall Street West X X X X X X X Piedmont Triad Increase Graduation Rates X Increase Knowledge of Global Competitiveness X Mentor High School Math & Science Students X X Train K-12 Teachers California Corridor Train Entrepreneurs X Create High Skilled Workforce WAEM Retain workers in Region Assess Labor Needs & Worker Skill Gaps Generation I WIRED Regions Create Quality, High- Skilled Jobs Figure B.2 Generation I WIRED Workforce Development Goals X X X X Berkeley Policy Associates B-2 X X X X X X X X X X X X X X X X X Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix B Northwest Florida X Create Entrepreneurial Culture X Broad Community Engagement Metro Denver Increase Collaboration Across Business, Education & Government X Create Leadership Structure California Corridor Change Employment Expectations X Create & Adopt Regional Identity & Mindset WAEM Increase Support Network Generation I WIRED Regions Build New Organizational Relationships Figure B.3 Generation I WIRED Social and Community Development Goals X X X X X X X X X X X X NCI Kansas City X North Star Alliance Mid-Michigan X X X X X X Piedmont Triad X X X X X X X X X X X X X X X X X Berkeley Policy Associates X X X X Montana Wall Street West X X West Michigan Finger Lakes X X X X X X B-3 X Berkeley Policy Associates Appendix C Measures of Success • West Alabama – East Mississippi (WAEM) WIRED • California Innovation Corridor • Metro Denver WIRED • WIRED Northwest Florida Initiative • North Central Indiana (NCI) WIRED • Kansas City WIRED • North Star Alliance • Mid-Michigan Innovation Team • WIRED West Michigan • Montana Agro-Energy Plan • Finger Lakes WIRED • Piedmont Triad WIRED • Wall Street West WIRED Berkeley Policy Associates Berkeley Policy Associates Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C 1. WAEM The measures defined by WAEM are: • People and communities will identify themselves as being part of the WAEM region • Formation of a formal regional alliance of community colleges and other partners around workforce credentialing and training • Recognition of regional development goals, formation of regional groups to accomplish goals • Cross-border support by state and regional agencies for regional development initiatives • Engagement of regional leaders in events like the Goal Committees, regional roundtables and Governor’s Summit. • Implementation of a CRC credentialing program • Implementation of Modern Multi-skill Manufacturing M3) Credentialing program • Increased number of enterprise-ready workers as the result of implementation of WIRED training and credentialing programs. • Increased number of enterprise-ready communities that are capable of training and supporting entrepreneurs • Formation of a permanent council or alliance of business and civic leaders to sustain regional activities Berkeley Policy Associates C-1 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C 2. California Corridor PROPOSED METRICS FOR WORKFORCE INNOVATION IN REGIONAL ECONOMIC DEVELOPMENT (WIRED) (July 31, 2007) Partners Project 1.1 Economic Development Model Creation of an economic development innovation model and “tool kit” featuring replicable innovation support elements for regional innovation, innovator skillbuilding, technology commercializati on and entrepreneurial growth. (* indicates lead) Customers Bay Area Economic Forum/Bay Area Science Innovation Consortium (BAEF/BASIC)* Economic Development Organizations (EDOs) and ED stakeholders California Council on Science & Technology (CCST) California Space Authority (CSA) Los Angeles Economic Development Corporation (LAEDC) Workforce Investment Boards (WIBs) State Entrepreneurs and InnovationOriented Companies East (San Diego) County Economic Development Corporation (ECEDC) San Luis Obispo Economic Vitality Corporation (SLOEVC) Chabin Concepts Golden Capital Timelines/ Critical Path Activities Research innovation, innovation strategies, potential drivers and creative economic development tools (Years 1/2) Create template for entrepreneur boot camp module/ venture community culture-building event (Year 2) Determine and design elements of replicable innovation and entrepreneurship training module for EDOs (Year 2) Recruit innovators, sponsors, report writer; coordinate logistics for Innovation Roundtable (Years 1/2) Recruit innovators, entrepreneurs, angels, sponsors and innovation support presenters; coordinate logistics for development of Venture Communities, entrepreneurship culture-building events (Year 2/3) Determine speakers, topics for EDO/WIB briefings (Years 2/3) Coordinate matchmaking event for entrepreneurs/ potential international partners (Year 2) Complete Corridor portal design according to design document in Proj 1.3 Coordinate with Project Teams 1 3 Berkeley Policy Associates C-2 Expected Metrics (Outcomes/Outputs) Training of 30 entrepreneurs as part of “entrepreneur boot camp” module of key entrepreneurship culture-building event in three target “venture communities” (interface w/Proj. 1.4, 3.14) Track applicable common measures - MCSC Replicable innovation and entrepreneurship training module for EDOs (interface w/Proj. 1.4) CSA Entrepreneur boot camp event template to foster replication of entrepreneur instruction/support across Corridor (interface w/ Proj. 1.4) CSA Creation of economic development innovation kit to include insights, sample innovation support projects (interface w/ 1.3, 1.4, 1.7 and 3.5, 3.14) BASIC Establishment of three “Venture Community” pilot projects supporting entrepreneurship development and sustainability (interface with Project 1.3, 1.4, 1.7, 3.5, 3.14) GCN Innovation roundtable event/report highlighting innovation insights from 25 Bay Area innovators BASIC Identification and description of regional innovation drivers (interfaces with Proj. 1.3, 1.4, 1.7, 3.14) CSA, BASIC, ECEDC, SLOEVC, LAEDC, CCST. Innovation briefing to 50 economic development stakeholders at statewide California Transformation (longer term impacts possibly beyond life of project) Ongoing instruction of EDOs regarding innovation support strategies, tools generating from development of Economic Development Innovation Kit Crafting of innovation support methods by economic sub-regions based on Economic Development Innovation Kit, informed by WIB “Racing for the Future” Toolkit (1.7), the Learning Collaboratory (3.14) the Innovation Asset Inventory (1.3) and the Science, Technology, Engineering and Math Collaborative Action Plan (STEMCAP) (3.5) Increase in economic impact in three pilot Venture Communities Greater understanding and support of innovation and entrepreneurship statewide through CALED/WIRED affiliation Visible support for innovation and entrepreneurship on State economic development agenda Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C Partners Project (* indicates lead) Customers Timelines/ Critical Path Activities Project Teams 1.3, 1.4, 1.7 and 3.5 in regard to integration of insights and learning around innovation for inclusion and/or highlighting in Economic Development Innovation Kit (Year 2) Expected Metrics (Outcomes/Outputs) Transformation (longer term impacts possibly beyond life of project) Local Economic Development (CALED) conference, introducing them to development of economic development innovation kit (interface with Proj. 1.3, 1.4) CSA, BASIC, ECEDC, Chabin Innovation briefing to 25 WIB stakeholders, introducing them to development of economic innovation kit incorporating WIB toolkit highlights (interface with Proj. 1.7, 3.14) ) CSA, BASIC, ECEDC, CCST Featuring innovation assets identified and profiled in Project 1.3, new California Corridor web portal created as part of the California Connectory ECEDC As element of Venture Community pilot, minimum of 10 new innovation partnerships established supporting entrepreneurship GCN Introduction of at least 5 entrepreneurs to prospective international partners CSA st 1.2 21 Century Worker Profiles to define future workforce skills of three target career paths BAEF/BASIC* CCST CSA LA County Workforce Investment Board (WIB) (unfunded) NOVA Riverside WIB San Bernardino WIB Training Providers for planning support WIBs for future workforce needs identification st 21 Century workforce employers Economic development entities South Bay WIB South Bay Economic Development Partnership (SBEDP) BAEF/BASIC* Develop job profiles for three careers in targeted advanced industry sectors [All Partners] Identify firms, universities and labs for study (Year 2) Identify workforce skills in the three careers identified in the job profiles [All Partners] Conduct research (Year 2) Identify regional training strategies to address skill shortages [NOVA, Riverside WIB, San Bernardino WIB, South Bay WIB] Coordinate with Learning Collaboratory and Economic Development Toolkit (Year 2) Develop regional training strategies, with suggested approaches for leveraging resources (Year 3) San Diego Workforce Partnership (SDWP) 1.3 Innovation Asset Define industries/careers to be studied (Year 1) Workers, for understanding Berkeley Policy Associates Develop Carlifornia Corridor innovation C-3 Implementation of regional training strategies to address skill shortages Track number of organizations that receive and/or utilize the profiles and other products [ All Partners] Incorporation of 150 Corridor innovation Increase in relevant economic indicators Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C Partners Project Inventory to be used by regional partners to better understand the assets available to foster innovation and entrepreneurship (* indicates lead) Customers CSA breadth and diversity of local companies with potential openings ECEDC Antelope Valley Board of Trade (AVBOT) - in-kind Greater Antelope Valley Economic Alliance (GAVEA) Kern Co. Economic Development Corporation (Kern EDC) LAEDC City of Lompoc Economic Development Department Orange County Workforce Investment Board (OCWIB) SBEDP SLOEVC San Berdu WIB Ventura County Economic Development Association (VCEDA) Primes and suppliers for products, services, partnerships, specialized work, expertise Workforce Investment Boards (WIBS) for understanding the employers and skill sets needed in their regions Timelines/ Critical Path Activities asset templates (Year 1) Inventory 150 key innovation assets (Year 1) Design the California Corridor “portal” within the Connectory.com to display, search and link innovation assets to California Corridor partners and companies (Yr 1) Expected Metrics (Outcomes/Outputs) asset profiles (companies, universities, federal labs) into the California Connectory ECEDC Completed Development of 1 template/1 guide for federal labs/military installation profiles All Partners - Completed Transformation (longer term impacts possibly beyond life of project) (identified in 1.4) for communities where assets are inventoried, indicators such as jobs created, business start-ups or expansions, patents obtained, and VC investments Development of 1 template/1 guide for University profiles All Partners - Completed Development of 1 template/1 guide for industry profiles All Partners - Completed Economic Development entities for referrals, understanding of their regions, cluster work 100 economic development and/or WIB organizations advised of the products above, oriented to their use in economic and workforce development – CSA, ECEDC, BASIC Government, for understanding local, regional and statewide buyersupplier activity University of California, Riverside (UCR) 1.4 Entrepreneurial Ventures Demonstration Project Demonstration project with entrepreneurial companies including Small Business Innovation Research (SBIR) Phase II awardees to identify best practices in helping innovative companies to commercialize technology and create jobs ECEDC* SDWP LA County WIB Golden Capital Network (GCN) Entrepreneurial companies Economic Development and Workforce Stakeholders CSA LAEDC Mission Community Service Corporation (MCSC) Berkeley Policy Associates Coordinate logistics, instructors, recruit participants for Vision to Venture courses (Yr 1-2) Development, design of replicable entrepreneur, WIB instruction modules (Year 2) Research entrepreneur training resources (Years 1/2) Coordinate logistics, secure 20 participating investors and 20 Innovation All-Stars for involvement in entrepreneur support model C-4 At least two “From Vision to Venture” 14week courses with targeted enrollment of 25 students in each course. Track applicable common measures. MCSC- Completed State/EDO/WIB development of effective entrepreneurship support strategies and programs Track number of students beginning Vision to Venture training, number completing training. MCSC- SLOPIC? Increase of contribution to economic impact by entrepreneurial sector of Corridor A replicable training module for instructing entrepreneurs, to be shared with Project 3.14 MCSC, CSA Replicable innovation and entrepreneurship training module for WIBs (interface with Acceleration of commercialization for Corridor entrepreneurs Cumulative and aggregated data on economic impact of entrepreneurial companies supported in project Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C Partners Project (* indicates lead) Customers Timelines/ Critical Path Activities (Years 1/2) Facilitate participation of 10 companies, at least two of them SBIR companies, in successfully moving products or services to commercialization (Years 1/2) Monitor target companies, gathering data for reporting out of progress indicators (Years 2/3) Research and determine indicators reflecting economic growth in entrepreneurial companies (Yr 1-2) Develop best practices from data collected from participating Innovation All-Stars (Year 3) Expected Metrics (Outcomes/Outputs) Transformation (longer term impacts possibly beyond life of project) Project 1.1, 1.7 and 3.14) SDWP, CSA Matrix of entrepreneur training resources resident in Corridor to be shared with EDOs, WIBs (through Project 3.14)CSA, SDWP, LAEDC Replicable entrepreneur “best practices” support model (All-Star event with funding/ commercialization features) to become an element of the Economic Development Innovation Kit in Project 1.1, with model to address ongoing entrepreneur support needs; model to be shared with Project 1.7 WIB Toolkit/3.14 WIB Learning Collaboratory – CSA, ECEDC Identification of indicators reflecting economic growth in entrepreneurial companies (interface with Project 1.1, 1.7, 3.14)CSA Documentation of the number and type of businesses benefiting, services received from the project during its term CSA, LAEDC For entrepreneurial companies mentored through this project, reporting of level/status of progress indicators, CSA 1.5 Pilot: Joint Professorial and Student Exploration of Innovation/Ent repreneurship Environment Stanford University* UCR CSA Innovation companies looking for employees “Action Research” model to engage minimum of two professors, two students at University of California Riverside in exploration of innovation/entrepreneur ship with goal of transforming academic understanding and teaching of innovation (linkage with 1.1, 1.7 and 3.5) UCR University programs seeking to foster innovation Workforce and economic development entities seeking university innovation resources “Action Research” model to engage Berkeley Policy Associates C-5 Real – world innovation culture to become the basis of teaching and learning about innovation in university setting Stronger linkage between companies, professors participating in project – leading to future partnering Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C Partners Project (* indicates lead) Customers Timelines/ Critical Path Activities Expected Metrics (Outcomes/Outputs) Transformation (longer term impacts possibly beyond life of project) minimum of two professors, two students at Stanford University in exploration of innovation/entrepreneur ship with goal of transforming academic understanding and teaching of innovation (linkage with 1.1, 1.7 and 3.5) Stanford Action Research model above to include: • Literature review of best practices in technology transfer and innovation • Multi-day site visits, tours, consultations and interviews with executives of at least six companies to identify elements of successful innovation in a corporate setting • Identification of key elements of how innovation is fostered and commercialized in real world corporations • Summary report of each of 6 corporate consultations • Student/Faculty Practicum with presentation of key learning • Findings to be reported in various professional publications and industry fora, including UC Riverside Industry Week, UC Riverside Tech Horizons conferences, the Stanford Innovation Summit 1.6 University and Student Payload Demonstration Project Demonstration project to create development model of small payload launcher CSA* Naval Postgraduate School (NPGS) – contract pending University students and professors Space entrepreneurs and small business Berkeley Policy Associates Attend CubeSat/RideShar e conferences to inform needs/requirement s assessment (Years 1, 2, 3) Draft and validate requirements/proce ss document (Yr 2) Build development C-6 Minimum of two professors and 20 students engaged in creation of a development model of a CubeSat launcher for EELV launch vehicle demonstrating ability to deploy multiple university CubeSats on military launches (interface w/ Project 3.5) CubeSat launcher deployed on EELV launch vehicle, placing multiple university payloads onorbit Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C Partners Project (* indicates lead) Customers (NPGS yet to be engaged due to military requirements for contracting) Timelines/ Critical Path Activities model to align with specifications identified in requirements/ process document (Year 3) Expected Metrics (Outcomes/Outputs) Transformation (longer term impacts possibly beyond life of project) (interface w/ Project 3.5) Development of requirements/process document to instruct university and student payload developers necessary specifications for payloads seeking military launch acceptance (linkage with Project 3.3) Minimum of two rideshare orientation briefings presented to potential university/ student launchers (linkage with white paper development, dissemination in 3.2, Project 3.3) 1.7 WIB Toolkit “Racing for the Future” Toolkit, designed for Workforce Investment Boards (WIBS) innovation in alignment with California Corridor WIRED transformationa l goals CCST* California Workforce Association (CWA) California Education and Workforce Institute (CSEWI) WIBS desiring to help lead the development of a regional innovation culture Economic development entities interested in better understanding WIB assets and potential role in development of regional innovation culture Companies/individ uals considering WIB services, volunteer opportunities Government and other funders interested in sustainability of fostering an innovation culture Task and content development, refinement of work plan (Year 1) Identification of background research/data collection needs (Year 1) Collection of background research/data (Year 2) Development of working draft of Toolkit (Year 2) Key stakeholder (WIB/elected officials) review/feedback to Toolkit draft (Yr 2) Sharing of draft Toolkit with WIBS at CWA “Meeting of the Minds” conference (Yr 2) Prepare and seek input on revised Toolkit draft based on stakeholder input (Year 2) Produce final WIB Toolkit (Year 3) Roll out Toolkit and product derivatives for use by WIBs (Year 3) Provide discussion Berkeley Policy Associates C-7 Completion and publishing of the WIB Toolkit designed to stimulate understanding of and foster an innovation culture throughout California WIB network. Toolkit to include three major components: (1) How Science is Changing Industry Skill Requirements for California’s New Workforce (2) The WIB as Strategic Planner for the Development of Local Workforce Policy (3) An Annotated Bibliography of Research on Bridging Community Organizations to Take Advantage of Opportunities for Workforce Development CSEWI, CCST, CWA Production of brief annotated bibliography of surveys and other major research documents that identify how WIBs in particular, other business and professional associations as well, have identified potential challenges/solutions like those in Innovation Corridor (appendix to Toolkit) CCST Six case studies of s ccessf l WIBs Innovation support by individual WIBs and the WIB network through workforce policy, strategic plans and programs throughout California Corridor based on the “Racing for the Future” Toolkit informed by the Economic Innovation Kit (1.1) Learning Collaboratory (3.14), the Innovation Asset Inventory (1.3), and the STEM Collaborative Action Plan (3.5) Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C Partners Project (* indicates lead) Customers Timelines/ Critical Path Activities on impact of Toolkit to date at annual “Meeting of the Minds” conference (Year 3) Orient various audiences to WIB Toolkit through forums throughout Corridor (Year 3) Expected Metrics (Outcomes/Outputs) Transformation (longer term impacts possibly beyond life of project) successful WIBs, business associations, community colleges or others that have successfully joined together and responded to a high technology and workforce development opportunity (To include key findings from Proj 3.14) CCST, CWA Creation of a 10-person working group of leading WIB administrators, community colleges, economic development experts, labor and other groups facilitated by CCST and CWA to prioritize research findings, fill in gaps and flesh out more details for the “Racing for the Future” Tool Kit CCST, CWA 2.1 Supply Chain Advisory Group and “Smart Supplier” Survey Create a Supply Chain advisory body, characterize the Supply Chain Transformation, identify priority supplier training needs and develop Supply Chain survey CSA* AvBot SVLLC Antelope Valley College (AVC) Supply Chain Training Providers Recruit Steering Committee (Yr 1) Suppliers Host orientation webinar (Year 1) Primes WIBs Economic Development Organizations (EDOs) Recruit industry and stakeholder presenters, panelists for Supply Chain Transformation/ Training Forum (Yr 1) Create and disseminate survey polling industry needs/requirement s resulting from Supply Chain Transformation (Year 2) Recruitment of at least 15 key supply chain stakeholders for Supply Chain Industry Advisory Group (SCIAG) to provide Forum inputs and expertise in developing outputs of Project 2.2 SVLLC, CSA - Completed Supply Chain Transformation Orientation Webinar for SCIAG SVLLC, CSA Completed Minimum of two industry briefings on supply chain transformation2 SVLLC, CSA Completed Minimum of three training provider or other supply-chain stakeholder briefings addressing supply chain training needs. 2 SVLLC, CSA Completed Forum characterizing Supply Chain Transformation/Training Needs with minimum of 40 attendees 2 SVLLC, CSA - Completed Development of Supplier Network Berkeley Policy Associates C-8 Increase in number of suppliers seeking training to respond to supply chain transformation Supply Chain Training Providers comparing current curriculum to new training needs resulting from Supply Chain Transformation WIB understanding of, addressing of new worker skills needed as result of Supply Chain Transformation Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C Partners Project (* indicates lead) Customers Timelines/ Critical Path Activities Expected Metrics (Outcomes/Outputs) Transformation (longer term impacts possibly beyond life of project) Transformation Survey to inform/educate suppliers and assess current state of supplier network (Interface with Project 2.2, 2.3 and 2.4) CSA - Completed 2.2 Smart Supplier Maturity Capabilities Model and Common Learning Outcomes Characterize in a supplier Maturity Capabilities Model (MCM) foundational “smart supplier” global competitivenes s skills, articulating a set of common smart supplier requirements and common learning outcomes across supply chain training provider network; demonstrate criticality of accelerated information flow throughout supply chain and provide training resource matrix CSA* CMTC Suppliers and Supply Chain workers Analyze 2.1 survey results, sharing with SCIAG (Yr 2) AVC Primes NOVA Government L5/Supplier Excellence Alliance (SEA) – in-kind Supplier Training Providers Develop Maturity Capabilities Model, drawing from expertise of SCIAG (Project 2.1) and survey analysis above (Year 2) Western Research Applications Center, University of Southern California (WesRAC/USC) Economic Development and Workforce Stakeholders Develop common smart supplier requirements and common learning outcomes; disseminating to WIBs, suppliers, supply chain training providers (Year 2) Identify key supplier training resources in Corridor and disseminate training resources matrix (Year 2) Host Supply Chain Transformation Forum #2 (Year 2) Create demonstration project incorporating common learning outcomes (Year 3) Generate computer simulation demonstrating the oscillations of a negative feedback system in a small supply chain (case study), meant to document value of accelerated information-sharing throughout supply chain network Introduction of minimum of 50 suppliers and/or supply chain training providers to smart supplier common learning outcomes derived from Maturity Capabilities Model (MCM – see below)All partners Introduction of minimum of 5 WIBs to smart supplier learning outcomes derived from MCM (see below) CSA Minimum of 100 smart supplier surveys analyzed All partners Development of a Maturity Capabilities Model (MCM) of Common Core Requirements All partners Development of key learning outcomes recommended for inclusion in supply chain training curriculum, with outcomes derived from MCM All partners Analysis of survey developed in Project 2.1, to be used as cornerstone of for MCM All partners Development of and dissemination to 1000 supply chain stakeholders a Training Resource Matrix All partners Hosting of a 2007 Supply Chain Forum to provide information/education regarding Maturity Capabilities Model, key supply chain learning outcomes CSA Strategies for implementing common learning outcomes from Berkeley Policy Associates C-9 Increase in economic impact of suppliers benefiting from training that incorporates smart supplier key learning outcomes derived from CMC An increasing number of training providers adopting key learning outcomes and other elements of the MCM Voluntary increase of supplier network accelerated information flow Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C Partners Project (* indicates lead) Customers Timelines/ Critical Path Activities Expected Metrics (Outcomes/Outputs) Transformation (longer term impacts possibly beyond life of project) three training providers All partners Demonstration project utilizing common learning outcomes with “lessons learned” report CMTC, NOVA, AVC Computer simulation demonstrating the oscillations of a negative feedback system in a small supply chain (case study), meant to document value of accelerated informationsharing throughout supply chain network WESREC Final report incorporating learning outcomes encouraged, sample training strategies to address supply chain transformation All partners 2.3 Smart Supplier Training Resource Outreach Educate 3000 supplier companies about California Corridor smart supplier training resource providers/poten tial funding for training CSA* Suppliers California Employment Training Panel (ETP – a nonfunded WIRED partner) Primes Government and commercial customers of primes/suppliers Economic and workforce development stakeholders Invite ETP representative to participate in/present at WIRED-related events (Year 1) 1000 incumbent employers trained in satellite production (Years 2 and/or 3) Track applicable common measures NOVA Facilitate information flow and broker relationships among training funders/training providers/compani es (Year 1and 2) 82% employment retention of trainees above (Year 3) NOVA Average earnings of at least $12,000 over two quarters NOVA Design outreach strategy (Year 2) Participation of ETP in at least one policymaker education event (Yr 1) CSA Distribute training resource provider/training funding resource information to 3000 supplier companies (Year 3) Participation of ETP in one supplier event each year of performance period (Years 1-3) – interface with Projects 2.1/2.2 CSA ETP smart supplier briefing (Year 1) – interface with Projects 2.1/2.2 CSA Outreach strategy targeting 3000 California Corridor suppliers, 50 EDOs, 25 WIBs with “smart supplier” information regarding supplier transformation, Berkeley Policy Associates C-10 st Enhanced skills for 21 century competitiveness through satellite production training Better understanding among training support network (EDOs, WIBs) that supplier training resources and funding are broadly available Increased utilization of training resources/funding by Corridor companies, suppliers Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C Partners Project (* indicates lead) Customers Timelines/ Critical Path Activities Expected Metrics (Outcomes/Outputs) Transformation (longer term impacts possibly beyond life of project) training provider resources, training funding support (Year 2) CSA Implementation of outreach strategy, disseminating information regarding supplier transformation, training provider resources, training funding support to 3000 suppliers, 50 EDOs, 25 WIBs (Year 3) Interface with Projects 2.1/2.2/1.1/3.14 CSA A minimum of 3 new training-related partnerships established, with at least one participating WIB CSA 2.4 Manufacturing Technician Community College Certification Program Development and piloting of an industrydriven community college manufacturing technician program El Camino* (community) College Primes South Bay Workforce Investment Board (Los Angeles area WIB) Economic Development and Workforce programs Review assessment instruments (Yr 2) Other community colleges Establish curriculum development team (Year 2) Suppliers Establish Industry Advisory Committee (Yr 1) Develop manufacturing technology technician (MTT)curriculum (Year 2) Develop program orientation program for outreach to college, One Stop Career Centers (Year 2) Recruit incumbents, students, others into MTT certification program (Year 2) Conduct pilot training (Year 3) Develop relationships, articulation agreements with local high schools, 4- year universities (Yr 2- 3) Berkeley Policy Associates C-11 Training of at least 50 individuals in pilot manufacturing technology technician certification program, with trainees sought from both student and incumbent worker populations. ECC Track applicable common measures. So Bay WIB Track number beginning training, number completing training. So Bay WIB 75% retention of training enrollees through completion of program So Bay WIB 82% retention of trainees in current employment, with average wage of at least $12,000 over two quarters So Bay WIB Development of a certificated manufacturing technology curriculum for students and entry level and displaced workers referred through the South Bay WIB (Interface with Projects 2.1, 2.2, 3.5, 3.11) ECC Minimum of two Replication of Manufacturing Technician Certificate Training program at several California community colleges Increased recruitment of high school students into technical training programs at community college level Increased utilization of community college graduates by manufacturing-related corporations and small business Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C Partners Project (* indicates lead) Customers Timelines/ Critical Path Activities Evaluate pilot project outcomes, make recommendations (Year 3) Expected Metrics (Outcomes/Outputs) Transformation (longer term impacts possibly beyond life of project) educators trained in delivery of MTTC curriculum ECC Development of a student/trainee retention strategy through ongoing student support services including tutoring, counseling, mentoring and financial aid ECC Industry-driven analysis and validation of accurate workforce assessment instruments for development of sequential certification process in manufacturing (to include instruments of WorkKeys, Manufacturing Skills Standards Certification, National Institute of Manufacturing Skills and Society of Manufacturing Engineers) ECC Development of MTTC orientation program for college, One Stop Career Center counselors/case management personnel ECC Articulation agreement with at least two local high school preengineering programs ECC A minimum of 10 organizations (classified as to category – college, corporation, small business) will receive products derived from Project 2.4 ECC 3.1 Workforce Skills Analysis Assessment of 200 hightechnology companies to determine regional highdemand occupations/skil l needs CSA* GAVEA Kern EDC Workforce Investment Boards and other workforce entities LAEDC Economic development entities OCWIB Training providers Riverside WIB Higher education South Bay WIB High school educators LA County WIB San Bernardino WIB Berkeley Policy Associates Team with WIB or economic development partner to identify prospective survey participants (Yr 1) Develop project survey tool, reviewing opportunities to better coordinate common skills language (Year 2) C-12 Development of survey tool to assess regional high-demand occupations/skill needs CSA (LMID) Ongoing joint activities by WIBs/economic development entities paired for Project 3.1 assessment activity Distribution of survey to 200 companies All partners Increase in industry’s ability to fill key positions in surveyed companies Development of regional workforce development and training strategy to meet survey-identified needs All partners Increased economic productivity/economic impact in companies surveyed Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C Partners Project (* indicates lead) Customers WIB Industry SBEDP SLOEVC SLOPIC VCWIB Timelines/ Critical Path Activities Recruit participation in survey by a minimum of 200 targeted companies (Yr 2) Compile and analyze survey data (Year 2) Expected Metrics (Outcomes/Outputs) Transformation (longer term impacts possibly beyond life of project) Distribution of findings to WIBs throughout Corridor, orientation to minimum of 5 nonproject WIBs of training strategy (through Learning Collaboratory in Proj. 3.14) CSA Develop strategies to address identified education/training gaps (Year 2) Share strategies across the nine regions and the entire Corridor (Year 2) 3.2 Industry/Unive rsity Consortium to Enhance Global Space Competitivene ss Consortium of space science and research, university communities to support affordable space opportunities for small satellite and university payloads, enabling realworld experience for future space workers California Space Education and Workforce Institute (CSEWI)* CSA University students and professors Small business (small satellite builders) Government space stakeholders Identify forums, conferences and symposia currently available which address the affordable space access issue, determining a participation schedule (Year 2) Attend events identified in participation schedule (Yr 2 & 3) Establish consortium and a schedule at least three webinars or meetings one in Year 2 and two in Year 3 to discuss obstacles, recommendations, white paper, white paper presentation at target events Development of consortium comprised of representatives of space science and research and university communities, with minimum of three universities represented, three companies represented. (Interface with Project 1.6, 3.3) CSEWI,CSA White paper outlining promising developments and recommendations for enhanced partnering between the space science and research/university communities and industry to foster affordable space opportunities for small satellites and university payloads, as well as opportunities to provide university students critical real-world space experience (linkage with Project 1.6, 3.3) CSEWI,CSA Hosting of a minimum of three moderated dialogues, one in Year 2 and two in Year 3, for discussion of obstacles and recommendations, white paper development and distribution (webinars or face-to-face) CSEWI,CSA Berkeley Policy Associates C-13 Affordable space access for student and university payloads, providing more experiential training for U.S. engineering students entering U.S. workforce, opportunities for more students to launch of their payloads Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C Project Partners (* indicates lead) Customers Timelines/ Critical Path Activities Expected Metrics (Outcomes/Outputs) Transformation (longer term impacts possibly beyond life of project) List of current small satellite and payload conferences attended jointly by university faculty and students as well as industry, with suggested participation schedule for Project partners CSEWI,CSA White paper dissemination plan describing distribution, possible presentation opportunities CSEWI,CSA 3.3 SpaceRelated University Internships and Industry Mentoring Stanford University* Garvey Spacecraft Corporation University students Industry Government space stakeholders CSA Recruit three interns: two for support of student payload launcher development, one for balloon launch program and student assessments (Years 1 and 2) Assign industry mentors (Year 1) Put industry/university program in place (Year 1) Generate launch vehicle development, launch vehicle alteration schedules (Year 1) Perform flight tests on experimental vehicles (Years 2 and 3) Develop balloon launch program (Years 1 and 2) Create concept for distance learning pilot (Year 2) Field distance learning pilot (Years 2 and 3) Host participant webinar, seminar to document internship/mentorin g project conclusions (Yr 3) Develop procurement practices and Berkeley Policy Associates C-14 Development of Stanford student payload internships to include three interns: two undergrads developing payload launchers for student payloads, one graduate research assistant to develop balloon launch program and quarterly student assessments in project 3.10 Stanford Mentor-supported university students will bring hands-on, real-world experience to aerospace careers, supporting U.S. global competitiveness Development of university (California State University Long Beach) aerospace student rocket/launch development program featuring minimum of two industry mentors (Garvey Spacecraft Corporation). Project to interface with Stanford student payload internship program above and also Stanford mentoring program in Project 3.10 Garvey Ongoing industry/university partnerships growing out of positive WIRED project experience Student-supported alteration and flight test of existing experimental launch vehicle to accommodate payload integration for student – developed payloads (Linkage with Projects 1.6, 3.2) Garvey Development and flight of a new experimental launch vehicle with university students playing key roles in all aspects of development (Linkage with Projects 1.6, 3.2) Garvey Development of balloon An increase in students choosing space-related careers due to elementary and high school exposure to STEM-related hands-on experiences Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C Project Partners (* indicates lead) Customers Timelines/ Critical Path Activities policies with student involvement (Yr 3) Expected Metrics (Outcomes/Outputs) Transformation (longer term impacts possibly beyond life of project) launch program to carry minimum of 300 miniature student payloads (PongSats) Stanford Distance learning pilot linking classrooms with launch sites for student experience with launch protocols Stanford Online project review/conferencing webinar among interns, students and external participants to introduce interns/students to webinar, project and teaming protocols Stanford Development of participant seminar to document project conclusions (with Project 3.10) Stanford University studentsupported development of a set of procurement practices and policies providing student exposure to key industry activity Stanford 3.4 Systems Engineering Outreach Systems engineering outreach, curriculum development and training program The Aerospace Corporation (TAC)* California Space Education and Workforce Institute (CSEWI) California Polytechnic University, San Luis Obispo (Cal Poly) Primes Suppliers Government and Commercial Customers of Primes, Suppliers Universities Economic and Workforce Development Organizations Assess systems engineering needs through survey to companies requiring systems engineering professionals or skills (Year 1) Develop pilot systems engineering orientation and survey course “Elements of Systems Engineering” (Yr 2) Train instructors in delivery of pilot (Year 2) Deliver orientation and systems engineering survey course to 20 recruited incumbent workers/students; evaluate (Year 2) Interview target companies Berkeley Policy Associates C-15 Instruction of 20 incumbent engineers through pilot systems engineering course described below CalPoly, TAC A more competitive U.S. engineering skills base, founded on understanding of relationships among various engineering disciplines Delivery of piloted course to 80 incumbent engineers. Track applicable common measures CalPoly, TAC Increased utilization of systems engineering training provider resources by companies and individuals 82% employment retention with a minimum salary of $12,000 for two quarters for 80 incumbent engineers trained SLOPIC? Fewer technical integration issues/production issues in companies benefiting from systems engineering Training of minimum of two instructors in delivery of pilot course CalPoly, TAC Development of two-day systems engineering survey course “Elements of Systems Engineering; will include additional orientation day CalPoly, TAC Greater visibility for and understanding of importance of systems st engineering to 21 century technology development, design and production Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C Partners Project (* indicates lead) Customers Timelines/ Critical Path Activities regarding systems engineering needs/current solutions (Year 2) Refine curriculum of pilot course according to recommendations in evaluation (Yr 3) Train minimum of two new instructors in delivery of refined curriculum (Year 3) Deliver refined curriculum to 80 incumbent workers recruited from industry (Year 3) Disseminate training provider information to minimum of 100 systems engineering stakeholders (Yr 3) Expected Metrics (Outcomes/Outputs) Transformation (longer term impacts possibly beyond life of project) day CalPoly, TAC Development of online systems engineering courses within the Corridor to address identified skills gap CalPoly, TAC Online needs assessment (survey) for companies, government agencies requiring systems engineers, systems engineering skills (Interface with project 3.1, 3.5) CalPoly, TAC, CSEWI Minimum of 15 interviews with companies and ADD academic institutions hiring systems engineers or for systems engineering skills (Interface with project 3.1, 3.5) CalPoly, TAC Identification of 10 systems engineering content providers (Interface with Project 2.1, 2.2) CalPoly, TAC Distribution of systems engineering training provider catalogue to minimum of 100 systems engineering stakeholder organizations (companies, associations, etc.) (Interface with Project 3.14) CalPoly, TAC, CSEWI 3.5 Science, Technology, Engineering and Math Collaborative Action Plan (STEMCAP) Develop a collaboration and strategic action plan to increase the number of STEM students, teachers, professors and mentors in the California and CSEWI* CCST Cal Poly, San Luis Obispo Strategic Vitality, LLC El Camino College In-kind participation by key public education policymakers and practitioners, major California education systems, private industry and the informal Industry and small business Establish Steering Committee (Yr 1) STEM-related university disciplines seeking increased enrollment Host two STEMCAP-related fora (Year 1) Schools recruiting and attempting to retain STEM teachers STEM stakeholders statewide Berkeley Policy Associates Contract with primary STEMCAP development contractor (Year 2) Host third STEMCAP forum (Year 2) Form advisory group and coordinate minimum of three targeted C-16 Establishment of STEMCAP Steering Committee drawn from industry, education, workforce and informal science All partners completed Establishment of minimum of three STEMCAP working groups All partners completed: Recruitment/ retention of STEM students/ Educators; IndustryRelevant Curriculum Development; Seamless STEM Transitioning All st Adequate pool of 21 Century STEM-related workers to ensure U.S. global competitiveness An increase in the number of students entering and graduating from STEM university disciplines An increase in the number and quality of STEMrelated teachers and professors Better alignment of STEM strategies across all sectors of industry, informal science and education communities Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C Project statewide Partners (* indicates lead) Customers science community Timelines/ Critical Path Activities targeted stakeholder focus group meetings (Year 2) Perform environmental scan of key existing STEM-related reports/studies (Year 2) Characterize role of industry and informal science community, enhancements to teacher training/profession al development (Year 2) Provide STEM and education-related inputs to Projects 1.1 and 1.7 (Yr 2) Produce draft of STEMCAP for Steering Committee review (Q1/Year 3) Implement dissemination plan (Year 3) Coordinate STEMCAP-related pilots in 3 regional collaboratives (Yr 3) Expected Metrics (Outcomes/Outputs) STEM Transitioning All partners completed Convening of minimum of three broad-based forums of STEM stakeholders (industry, K-12, community college, university, informal science – minimum of 40 attendees each) to support content development for the STEMCAP All partners completed Case study to assess program benefit to technical student recruitment (client population): Project Lead the Way (PLTW) as a STEM best practice, based on El Camino College’s monitoring of PLTW programs at four Los Angeles-area high schools Development of advisory group to provide feedback to target stakeholder focus groups All partners STEMCAP insights garnered from a minimum of three targeted stakeholder focus groups, in addition to working groups mentioned above All partners completed Summary of minimum of three STEM-related reports/studies to provide environmental scan content - CCST Role of teacher training, industry and informal science articulated as part of STEMCAP All partners Identification/description of minimum of three STEM-related teacher professional development summer or retreat programs All partners Inputs from minimum of 150 STEM stakeholders Berkeley Policy Associates C-17 Transformation (longer term impacts possibly beyond life of project) education communities More strategic investment in STEM as a result of identification of STEM best practices and model programs Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C Partners Project (* indicates lead) Customers Timelines/ Critical Path Activities Expected Metrics (Outcomes/Outputs) Transformation (longer term impacts possibly beyond life of project) All partners Minimum of two WIRED integration dialogues with Project 1.1 and 1.7 partners All partners STEM Collaborative Action Plan featuring recommendations, best/promising practices and model programs, dissemination plan (Linkage with Projects 3.3, 3.6, 3.8, 3.9, 3.10, 3.12 and others)CSEWI STEMCAP-related presentations at minimum of 10 education, workforce and/or economic development conferences, events All partners Pilot minimum of three STEMCAP-related initiatives in regional collaboratives CSEWI 3.6 MESA Teacher Training Academies Initiate summer institutes for teacher professional development in STEM Math, Engineering and Science Achievement (MESA) Program* - contract pending California teachers California students Parents Schools Industry Generate teacher institute schedules (Year 2) Develop curriculum (Yea 2) Coordinate institute logistics (Yr 2 - 3) Recruit teacher enrollees ((Yr 2 - 3) Develop evaluation element for final report (Year 3) Establishment of 6 summer teacher institutes (academies) providing instruction in STEM-related teaching strategies (linkage with 3.5 and other projects) MESA 24,000 students positively impacted annually (150 teachers x 32 students x 5 classes) Minimum total of 150 teachers trained in six summer institutes MESA Institute syllabus MESA Institute curriculum MESA Include program evaluation element in final report, detailing program successes and lessons learned MESA 3.7 Certificated Software Development Training Program Training program for unemployed software developers and others interested in software NOVA* (University of California, Santa Cruz Extension – Subcontractor) Aero, space and defense companies Individuals Aerospace and defense industry Community colleges Economic Development organizations Berkeley Policy Associates Convene industry/ stakeholder Advisory Group to identify skill needs, review training strategy, curriculum (Year 1) Develop proposed “Software Development for Aerospace/ Defense Applications” C-18 Training program piloting certificate curriculum to include minimum of 15 unemployed, underemployed or dislocated workers. Track applicable common measures. NOVA 76% of trainees to be placed in trainingrelated positions . Enhanced mobility of software developers industry to industry More rapid filling of software developer positions within the aerospace and defense sector in the Corridor Better understanding of training needs of individuals moving from IT to aerospace/defense Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C Partners Project (* indicates lead) software development training for positions in aerospace and defense Customers Workforce organizations Timelines/ Critical Path Activities curriculum to be delivered through US Santa Cruz Extension (Year 1) Submit curriculum for University of California certificate approval (Year 2) Recruit trainees to pilot curriculum (Year 2) Conduct pilot training (Yr 2 and/ or 3) Support placement of trainees (Yr 2 and/ or 3) Develop curriculum outline to foster replication Corridor-wide (Year 3) Expected Metrics Transformation (Outcomes/Outputs) (longer term impacts possibly beyond life of project) NOVA to aerospace/defense 82% of trainees placed will be retained in positions paying at least a $12,000 average wage for two quarters. NOVA 80% of training enrollees receive Certificate in “Software Development for Aerospace/Defense Applications.” NOVA Track number of students beginning training, number of students completing training. NOVA Skills needs identification for software engineers transition to aerospace/defense applications (Interface with Project 3.1). NOVA Development of curriculum for certificate to train software engineers to transition to aerospace/defense applications. NOVA University-approved certificate program for “Software Development for Aerospace/Defense Applications” . NOVA Development of curriculum outline to foster expansion of similar certificate programs statewide. NOVA Minimum of three new partnerships among workforce, education system and the private sector (Interface with Project 1.7, 3.14). NOVA 3.8 Student Advisor/ Counselor Space Career Orientation Program Orient university student advisors, counselors CSEWI* Employers Define project (Yr1) CSA/New Space Professionals Working Group (NSPWG) Future STEM career workers/University students in STEM disciplines Identify of at least three target universities (Yr 2) High technology stakeholders: workforce and economic Berkeley Policy Associates Identify of key student undergraduate advisors/counselor s in each university (Year 2) C-19 Recruitment of new graduate advisory pane CSEWI, CSA/NSPWG Development of three program models (to align with three target universities) to orient undergraduate advisors/counselors with space-related STEM careers (linkage with An increase in the number of university students entering STEM-related space careers More strategic cooperation of target universities with space industry employers/recruiters Expansion of undergraduate student Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C Partners Project (* indicates lead) about the opportunities and benefits of space-related STEM careers Customers development entities Timelines/ Critical Path Activities (Year 2) Recruit new graduates for advisory panel (Year 2) Research, develop and publish outreach materials (Year 2) Outreach to prospective university undergraduate advisors/ counselors (Yr 23) Project Pipeline /California Troops to Teachers* CSEWI (longer term impacts possibly beyond life of project) careers (linkage with Project 3.5) CSEWI, CSA/NSPWG advisor/counselor orientation program to other universities Development of orientation session featuring high-tech career discussion for target university student advisors/ counselors CSEWI, CSA/NSPWG Development of outreach materials on space-related STEM careers CSEWI, CSA/NSPWG Generate case studies on orientation effort at 3 universities (Yr 3) Develop math and science teacher recruitment outreach materials (Year 1) Minimum of 70 people will be recruited for Troops to Teachers preprogram counseling Troops Develop outreach schedule (Year 1) Minimum of 25 people will participate in required credentialing testing Troops Implement outreach schedule (Year 2) Counsel teacher recruitment prospects (Yr 2 - 3) Recruit prospects into advanced counseling, testing (Years 2 and 3) Find placement options for teacher recruits (Yr 2 - 3) Transformation (Outcomes/Outputs) Element of final report to include implementation case studies of three program models, detailing obstacles, solutions, successes and lessons CSEWI, NSPWG learned Host orientation session (Year 3) 3.9 Troops to Teachers Accelerated Credentialing Initiative for Science and Math Teacher Recruitment Accelerated credentialing program targeting recruitment of math/science teachers for California elementary and high schools Expected Metrics An increased pool of qualified math and science teachers with real-world employer experience Minimum of 80% of those participating in required credentialing testing will successfully complete requirements for intern placement Troops Minimum of five presentations to employer groups housing potential teacher recruits from retiree pool Troops Participation in targeted outreach at minimum of five events identified as prospective teacher recruitment opportunities Troops Development of teacher recruitment outreach schedule Troops Development of teacher recruitment outreach materials Troops 3.10 Development Define project (Yr1) Berkeley Policy Associates C-20 500 elementary students will participate Sustainability of mentoring program through Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C Partners Project (* indicates lead) Customers Development of University and High School Mentoring Program Pilot one elementary and one high school mentoring program based on the Stanford University model of using industry mentor recruits on multi-year mentoring assignment Timelines/ Critical Path Activities Recruit industry/employer mentors (Yr 1- 2) Develop elementary program (Yr 1- 2) Develop high school program (Years 1 and 2) Recruit elementary and high school mentoring program participants (Yr 2) Establish employer relationships regarding ongoing mentoring program support (Year 2) Instruct teachers in mentoring program success factors (Year 2) Implement mentoring program (Years 2 and 3) Administer pre and post quarterly student assessments (Years 2 and 3) Create online tools (Years 2 and 3) Perform online project assessment through webinar for participants (Yr 3) Coordinate participant seminar to share conclusions (Yr 3) Draft project review element for final report (Year 3) Expected Metrics (Outcomes/Outputs) students will participate in the PongSat balloon launch, receiving instruction though mentor recruited from STEM-related employer base Stanford Minimum of 250 elementary students receiving instruction will be drawn from Latino community Stanford Minimum of 12 high school students receiving instruction through project mentor drawn from industry Stanford One elementary school mentoring program developed Stanford One high school mentoring program developed serving approximately 20 students Stanford Recruitment of at least 6 industry engineers for student mentoring Stanford, CSEWI Relationships established with minimum of 6 employers regarding mentoring sustainability Stanford, CSEWI Recruitment of at least one elementary school, one high school, minimum of five teachers total to support mentoring program Stanford, CSEWI Instruction of minimum of five teachers in success factors of mentoring programs Stanford Development of pre and post quarterly student assessment for elementary students administered annually (development to be accomplished with graduate student from Project 3.3) Stanford Creation of set of online tools to support Berkeley Policy Associates C-21 Transformation (longer term impacts possibly beyond life of project) program through established relationships between employers and schools Expansion of mentoring program through use of student and teacher mentoring program guidelines and sharing of mentoring program success Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C Partners Project (* indicates lead) Customers Timelines/ Critical Path Activities Expected Metrics (Outcomes/Outputs) Transformation (longer term impacts possibly beyond life of project) mentoring activities Stanford Online project review and conferencing webinar among interns, students and external participants to introduce interns/students to webinar, project and teaming protocols (linkage with Project 3.3) Stanford Development of participant seminar to document project conclusions (with Project 3.3) Stanford School and teacher mentoring program guidelines to be included as element of final report Stanford 3.11 Community College Mechatronics Degree Program/ Technical Certification Outreach to High Schools Pilot community college industrial technologybased degrees in mechatronics in coordination with demonstration project providing case studies of various outreach strategies Allan Hancock College (AHC)* Industry needing mechatronics skills Cerritos College Future technology workers currently studying in community colleges College of the Canyons Lancaster University Center CSEWI Economic and workforce development organizations Convene industry advisory group for technical support (Year 1) Develop mechatronics curriculum (Year 1) Integrate mechatronics curriculum with Engineering Technology and Electronics Technology curricula; submit to Chancellor for State approval of AA degrees: Engineering Technology/ Emphasis in Mechatronics, (Years 1-2) Develop outreach strategies for high school student recruitment into technical community college or university coursework (Yr 1) Design outreach materials; disseminate materials to high schools in appropriate community college, university center Berkeley Policy Associates C-22 Piloting of mechatronics coursework developed as curriculum for mechatronics degree programs described below: 100 unduplicated students served in mechanical core coursework AHC 70% completion rate for students taking mechatronics coursework AHC DELETE- Minimum of 50% of mechatronics students from traditionally underserved populations (e.g. Latino, etc.) AHC DELETE Employment retention of mechatronics students of at least 82% with an average wage of at least $12,000 for 2 quarters AHC Development of new community college AA degree for Engineering Technology/Emphasis in Mechatronics (Interface with Project 3.1, 3.5) AHC Development of new AA degree for Electronics Technology/Emphasis in Mechatronics (interface with Project 3.1, 3.5) Industry benefiting from highly qualified mechatronics-trained skilled workers Greater awareness of mechatronics as a career pathway More students entering engineering and mechatronics-related disciplines More students entering engineering and other STEM-related careers Numerous community colleges offering mechatronics degree program Better understanding of community college training providers of interfaces, differences/similarities among mechatronics, electronics, engineering technology, role of IT and robotics in engineering setting Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C Project Partners (* indicates lead) Customers Timelines/ Critical Path Activities university center jurisdictions (Yr 2) Conduct outreach activities, evaluate and develop replication protocols to share with other community college, education center stakeholders (Years 2/3) Expected Metrics (Outcomes/Outputs) Transformation (longer term impacts possibly beyond life of project) AHC Development of Mechatronics curriculum to support new AA degrees described above (Interface with 3.5) AHC Community College Chancellor’s Office approval for AA degrees described above AHC Minimum of 100 junior high school students participating in STEM course-related outreach activities at College of the Canyons (Interface with 3.5) COC Minimum of 100 high school students participating in STEM curriculum and career outreach activities course-related outreach activities at Cerritos College (Interface with 3.5) Cerritos Minimum of 300 K-14 students participating in STEM curriculum and career outreach activities in the Allan Hancock College service area (Interface with 3.5) AHC Minimum of 50 high school students participating in STEM course-related outreach activities at Lancaster University Center (Interface with 3.5) LUC Replication protocols for STEM-related community college outreach programs described in final report (interface with Project 2.4) All partners Replication protocols shared with minimum of six other community colleges (Interface with Project 2.4) All partners 3.12 Development of Science Educator Launch Conferences Space Information Laboratories (SIL, parent of Endeavour Center) Science and elementary school teachers Students Berkeley Policy Associates Identify potential Educator Launch Conference opportunities based on NASA mission launch C-23 Development of earth science curriculum articulating with at least one university system for use by California high schools SIL 24,000 students impacted through classroom efforts of teachers participating in Educator Launch Conferences Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C Partners Project (* indicates lead) and Earth Science Curriculum Development of earth science curriculum articulating with at least one university system for use by California high schools; development of science educator launch conferences to provide teacher professional development utilizing realworld, relevant space-related STEM training to K-12 teachers Customers Timelines/ Critical Path Activities Expected Metrics School Districts schedule (Year 1) high schools SIL Industry Recruit NASA mission chiefs, Subject Matter Experts (SMEs) for initial Educator Launch Conference; recruit teacher participants; coordinate lodging, meal, tour and program logistics; host initial Educator Launch Conference providing classroom activities for teachers recruited for professional development opportunity (Yr 1) Minimum of 150 teachers instructed in STEM-related professional development supported by classroom activities through the SIL (Endeavour Center) Educator Launch Conferences planned to coincide with actual NASA missions launched at Vandenberg AFB SIL Host additional Educator Launch Conference (Yr 23) (Outcomes/Outputs) Transformation (longer term impacts possibly beyond life of project) Potentially impact all California students through adoption of earth science curriculum in California schools California Science Teachers Association engaged as distribution channel for earth science curriculum SIL Jet Propulsion Laboratory engaged as curriculum development partner SIL Develop earth/science curriculum in cooperation with JPL, other stakeholders, ensuring articulation with University of California (Yr 2- 3) 3.13 Virtual California Space Center Creation of a participatory web-based space learning center (collaboratory) that sponsors and features content of realworld spacerelated education and STEM outreach programs CSEWI* CSA In-kind: California Space Center NASA Centennial Challenge Office Zero South organization K-University students K-University teachers Parents Entrepreneurs and innovation-oriented companies General public Develop three internship programs to support virtual space education learning site and eventual physical California Space Center (Yrs 2 - 3) Research and identify target audiences for webbased learning center (Year 2) Develop outreach campaign to educate target audiences about web-based learning center and its real-world programs (Year 2) Determine design and hosting Berkeley Policy Associates C-24 Development of three internships in support of the virtual California Space Education Center and the eventual physical California Space Center: one historical research internship, one environmental research internship, one additional internship TBD CSA, CSEWI A larger STEM and space workforce pool Development of webbased “California Space Education Center” , a virtual learning center and outreach platform for student, teacher, education stakeholder outreach supporting space and STEMrelated learning and careers CSEWI Ongoing attraction of students into STEM disciplines, graduates into STEM and especially space careers Attraction of minimum of A sustainable “one stop” virtual learning site for space-related education in California Corridor as well as supporting STEM education, potentially impacting thousands of students a year through teacher and curriculum support Follow-up of teacher professional development with year-round classroom support, distance learning opportunities, student exposure to SMEs, etc. Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C Project Partners (* indicates lead) Customers Timelines/ Critical Path Activities protocols for development of virtual space education center (Year 2) Establish internal CSA/CSEWI infrastructure to support content review, approval and technical updating of the virtual learning site (Year 2) Determine and establish educational partnerships critical to content relevance, virtual learning center’s online success (Year 2) Coordinate with Zero South and Centennial Challenge programs to bring their outreach content online (Year 2) Explore with WIRED partners which elements of Projects 3.5, 3.11, 3.12 and others might benefit from outreach opportunity provided by virtual California Space Education Center (Year 2) Develop and launch virtual California Space Education Center learning site, ensuring effective navigation of the web-based tool, continuing enhancement to site (Yrs 2 and 3) Coordinate live coverage of Zero South Expedition on virtual education site Berkeley Policy Associates C-25 Expected Metrics (Outcomes/Outputs) 500 students to Zero South project outreach, 150 students to NASA Centennial Challenge information, inspiring study of STEM disciplines for STEM careers CSEWI Live coverage of Zero South expedition on new site CSEWI Creation of online element showing typical “consecutive steps” to a STEM career, featuring sample STEM career ladders CSEWI Attraction of 15 educational exhibits as part of outreach to minimum of 400 attendees of NASA Centennial Challenges even CSA Recruitment of 5 inspirational STEM career professionals to speak at NASA Centennial Challenges event, inspiring students to study STEM disciplines in preparation for STEM careers CSEWI Attraction of 150 students to NASA Challenges, exposing them to STEM education/career opportunities, to robotics teams competing and to STEM career professionals CSEWI Introduction of a minimum of 20 STEM stakeholder organizations to online “California Space Education Center” and its current attractions: Zero South project participation and NASA Centennial Challenges CSEWI Attraction of a minimum of 20 K-12 teachers to online California Space Education Center to review potential classroom earth science lessons (Linkage with Transformation (longer term impacts possibly beyond life of project) Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C Partners Project (* indicates lead) Customers CWA* California workers CSA Industry Timelines/ Critical Path Activities Expected Metrics (Outcomes/Outputs) Transformation (longer term impacts possibly beyond life of project) Project 3.12) CSEWI 3.14 Workforce Investment Board (WIB) Learning Collaboratory A set of activities designed to accelerate WIB understanding and addressing st of the 21 Century innovationentrepreneurshi p environment and its impact on workforce skills and needs, resulting in a more effective Corridor-wide approach to development of a globally competitive U.S. workforce WIBs Economic development stakeholders Develop and administer to WIBs a pre-survey to enable benchmarking and tracking of transformative activities (Year 1) Coordinate program and logistics for two conferences, one WIB Chairs meeting, one Community College meeting and one One Stop meetings (Year 1) Coordinate program and logistics for three conferences, one WIB Chairs meeting, one Community College meeting and two One Stop meetings (Year 2) Coordinate program and logistics for two conferences and one One Stop meeting (Year 3) Develop two webbased trainings: innovative workforce and economic development; innovative approaches for building partnership investment in demand-driven training Identify 10 existing and emerging innovative practices among workforce, economic development and education practitioners for providing workforce and training services related to demand-driven STEM worker Berkeley Policy Associates C-26 Development and administering of pre and post surveys of WIBs to benchmark and track transformative activities. Survey distribution to all 50 WIBs; a minimum of 30 responses in each pre and post effort, with predominant focus on the 23 WIBs in the Corridor CWA Development and promotion of a selfassessment tool for local WIBs, informed by the Council on Competitiveness’ monograph on “Measuring Regional Innovation” CWA Sponsoring of a minimum of seven conferences and a minimum of six regional meetings (WIB Chairs (2), Community Colleges (2), One-Stop Operators (4) to gather and disseminate best practice information and improve communication among partners CWA Development of webbased trainings on new and innovative workforce and economic development strategies and on innovative approaches for building partnership investment in demand-driven training CWA Identification of 10 existing and emerging innovative practices among workforce, economic development and education practitioners for providing workforce and training services in response to businesses with existing and future needs for workers with STEM skills CWA Publish 5 white papers targeted to key strategic audiences including WIB Chairs, youth workforce practitioners, elected officials, one- Workforce development and training strategies and priorities in Corridor and California WIBs is aligned with today’s need for a demand-driven system responding to an innovation-oriented, globally competitive marketplace seeking st workers with 21 Century skills Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C Project Partners (* indicates lead) Customers Timelines/ Critical Path Activities needs Develop and publish five white papers, one each for: • Berkeley Policy Associates WIB Chairs • Youth workforce practitioners • Elected officials • One-Stop communities • Economic & Business Service professionals C-27 Expected Metrics (Outcomes/Outputs) stop communities and economic development and business service professionals. Included will be: 1) targeted to youth practitioners: STEM Opportunities and the Workforce Pipeline; 2) for business services professionals: Integrated Workforce, Education and the Economic Development Strategies; 3) for workforce development and economic development community at large: Best Practices for Building Communities with a Competitive Workforce Advantage; 4) Leveraging Resources; 5) WIRED Success Stories (linkage with Project 1.1 Economic Development Innovation Model, 1.5 and 1.7 WIB Toolkit) CWA Transformation (longer term impacts possibly beyond life of project) Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C 3. Metro Denver Measures Panel Four Targeted Industry Panels: Aerospace, Bioscience, Energy and Information Technology/Software Employer satisfaction with workforce skills of the applicant labor pool in each sector Training capacity and remaining needs (skills gaps) of each sector Employer investment in human development in each sector Three year outcome: Increase number of employees in each sector by 10% Metro WIB Association Capacity of incumbent worker and dislocated worker training WIA performance measures Three year outcome: Increase the number of incumbent workers enrolled in training in the region by 20% K-12 Education Number of students exposed to career opportunities in science, technology, engineering and math (STEM) Three year outcome: Increase the number of students taking advanced STEM courses by 10% Higher Education Number of students from Metro Denver area entering technical post-secondary training Number of Metro Denver high school students who enter post-secondary school, with a special emphasis on students who qualify for college but choose not to go Three year outcome: Increase the number of lowincome students in participating districts who go directly from high school to college by 20% Entrepreneurship/Small Business Development Number of students in technical fields who start businesses Number of business start-ups Number of small companies that win contracts from government or large private-sector companies Three year outcome: Increase the number of business start-ups in targeted sectors by 10% Berkeley Policy Associates C-28 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C 4. Northwest Florida The measures defined by the Initiative are: Customized Job Training Grants • # positions created & funded, by targeted industry - via WIRED • # positions created within the region, by targeted industry - AGGREGATE DATA • Wage rates of positions created & funded, by industry -via WIRED • Wage rates of positions created within the region, by industry - AGGREGATE DATA • Retention of positions created & funded, by targeted industry - via WIRED Entrepreneurship Grants • # new businesses created & funded - via WIRED • # positions created & funded, by targeted industry - via WIRED • # positions created within the region, by targeted industry - AGGREGATE DATA • Wage rates of positions created & funded, by industry - via WIRED • Wage rates of positions created within the region, by industry -AGGREGATE DATA Secondary Education Grants • # training programs created & funded - via WIRED • # eligible students enrolled (% of eligible student population) • Completion rate, by semester • # industry certifications earned Post Secondary Education Grants • # training programs created & funded • # students enrolled • Completion rate, by semester • # industry certifications/degree • # students/scholarships funded • % increased program enrollment • # interns funded • Post internship activity – continued post secondary education, job placement Berkeley Policy Associates C-29 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C 5. NCI The Goal (Strategic Purpose) of this initiative is: 1) To make entrepreneurship a vibrant, mainstream part of the region's economic and educational culture; 2) To develop regional cooperation across multiple jurisdictions; 3) To nurture early stage ventures from start-up through survival and success; and 4) To establish networks for entrepreneurs and for the community leaders and policy makers who support them. KEY STRATEGIES 1.1 Launch the Enterprise Council: Entrepreneurship training and support network DESIRED OUTCOMES (SMART GOALS) METRICS SMART Goal: Create a region-wide entrepreneurship training and support Number of stage 1 businesses forming in high performance network with nodes in all 14 counties by June 2007. Use a series of business production; Funding flowing to Stage 1 businesses; Funding plan competitions to develop the network. flowing to micro-enterprises. Key metric: Number of high SMART Goal: Establish a micro-enterprise network in at least one county by quality business plans completed, as rated by outside June 2007. reviewers. SMART Goal: Measure a baseline productivity of the network by June 2007 and increase output 3X by June 2008. 1.2 Establish Centers for Enterprise SMART Goal: Create a region-wide network of Enterprise Advancement Number of high performance businesses started by youth Advancement: network of innovation Centers with nodes in all 14 counties by June 2007. Use a series of business under 25; Graduates of youth training programs; Number of centers in secondary and post secondary plan competitions to catalyze the network. reviewed and rated business plans. Key metric: Number of schools SMART Goal: Measure a baseline productivity of the network by June 2007 and high quality business plans completed, as rated by outside increase output by June 2008. reviewers. 1.3 Create entrepreneurship compact among local officials SMART Goal: Create a region-wide compact to support business growth in the Key metric: Number of cities, towns and counties agreeing region with coordinated public policies in economic development and workforce, to terms of the Compact. including “no poaching” provisions. Complete with elected officials in all fourteen counties by June 2007. 1.4 Establish regional financing consortia SMART Goal: Create one new angel capital network by June 2007. focusing on Stage 1 and Stage 2 businesses Berkeley Policy Associates C-30 Key metrics: Number of accredited investors participating in angel networks. Volume of investment placements through angel networks. Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C The Goal (Strategic Purpose) of this initiative is: 1) To increase innovation, sales and job growth among firms in three high performance production clusters: Advanced Manufacturing, Advanced Materials, and Agribusiness; 2) To align workforce, economic development and education systems to support growth in these clusters as examples of high performance production in the region. KEY STRATEGIES DESIRED OUTCOMES (SMART GOALS) Initiative 2.1: Launch prototype cluster SMART Goals: Organize a prototype cluster by June 2007 and three clusters initiative in one of three areas of high by June 2008. performance production: advanced manufacturing; advanced materials, and agribusiness/food processing. Use initial prototype to develop a process to align workforce development, economic development and education resources in support of the cluster. 2.2 Bring Advanced Manufacturing SMART Goal: Expand the Initiative 3X by June 2008 Education Initiative to scale and deploy the model to advanced materials and agri-business METRICS Key metrics: Number of companies participating in collaborative projects within the cluster. Cluster-specific metrics on investment and innovation velocity. Key metrics: Number of companies participating in the initiative; volume of co-investment in the initiative; number of partners The Goal (Strategic Purpose) of this initiative is: 1) To increase postsecondary educational attainment rates among the region's mature residents, but especially low-skilled, mature incumbent workers in declining industries; 2) Prepare businesses in the region for the demographic reality of an aging population and mature workforce; and 3) Create new talent networks within the region to accelerate the production of a talented workforce with 21st century skills. KEY STRATEGIES DESIRED OUTCOMES (SMART GOALS) 3.1 Establish Life Long Learning Institute SMART Goal: Draft a business plan by January 2007 to achieve sustainability by 2009. SMART Goal: By June 2007, establish baseline to measure increased enrollment and completion of certificate, degree and training programs in high skill occupations by mature workers 3.2 Create older worker employment network METRICS Key metrics: Investor funds committed to the Institute; increased enrollment and completion of certificate, degree and training programs in high skill occupations by mature workers. SMART Goal: Launch a region-wide learning network of at least fifty companies Key metrics: Number of companies adopting internal HR by June 2007. Establish baseline for measuring performance of the network by policies designed to support older workers. Employment of June 2007. older workers by companies in the network. Berkeley Policy Associates C-31 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C The Goal (Strategic Purpose) of our operations plan is: To develop self-sustaining civic networks to facilitate the integration of workforce, economic development and education resources in the region. KEY STRATEGIES DESIRED OUTCOMES (SMART GOALS) METRICS 4.1 Create a Regional Leadership Development Forum to introduce local leaders to the disciplines of building civic networks. SMART Goal: Conduct two regional forums with an average 60 participants in each forum by June 2007. SMART Goal: Develop and launch a series of two hour leadership learning labs. Conduct labs in all fourteen counties by June 2007. SMART Goal: Establish a series of quarterly regional forums each quarter throughout the region beginning in February-March 2007. Network metrics with social network analysis measuring density of civic networks within and across counties; Number of participants. Participant evaluations; Number of forums attracting sponsorship. 4.2 Launch a creative, long term communications program that provides visibility about the region's strengths and opportunities SMART Goal: Launch a web-based communications platform to support the formation of “communities of practice” emerging around different WIRED initiatives by June 2007. SMART Goal: Engaged civic networks of at least 200 civic leaders working on the various dimensions of regional transformation: talent, innovation, infrastructure, branding and collaboration. Network metrics with social network analysis measuring density of civic networks within and across counties; Number of participants. Participant evaluations; coinvestment in the WIRED process Berkeley Policy Associates C-32 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C 6. Kansas City ONEKC WIRED INITIATIVES GOAL 1 BUILDING CAPACITY – MEETING TODAY’S WORKFORCE NEEDS The OneKC WIRED initiative will focus initially on the three industry sectors of advanced manufacturing, biotechnology, and healthcare.4 There are several reasons the three sectors were selected, including: • Strength of existing alliances and partnerships • Significant overlap in required core competencies • Alignment of education and training programs, including a substantial regional commitment – both public and private sector – to increased emphasis (and investment) in the areas of science, technology, engineering and math (STEM). In addition, the three industry sectors have critical employment needs, and they all fall within the high-skill, high-growth, and high-wage categories. While there is a critical demand for highly skilled workers in all three sectors, there are some differentiating factors. For example, advanced manufacturing and biotechnology have a growing demand (employer) side, but they both face the challenge of filling the pipeline with qualified, skilled workers. At the same time, the number of qualified high-school students interested in healthcare-related careers far exceeds the capacity of area nursing schools. The primary barriers to expanding capacity in healthcare are the lack of qualified clinical faculty and adequate training facilities. The major barriers for the other sectors are more along the lines of an outdated perception (for manufacturing) and a lack of career awareness for both. OneKC WIRED public education and outreach efforts will include information about careers in all three industry sectors and resources about related education and training programs throughout the bi-state region. The perception issue surrounding manufacturing will be addressed in a number of ways, including the continuation of some of the key awareness programs initiated under the Dream It. Do It. manufacturing careers campaign. There are certain limitations associated with the three-year period of the WIRED grant, so most initiatives will adhere to a design-demonstrate-disseminate model. The rate at which initiatives move from the demonstration phase to dissemination will vary. In some cases, broad dissemination – both geographic and to other industry sectors – may not occur until after the initial three-year period. During the course of the grant, programs and assets on both sides of the Stateline will be leveraged to produce a systemic, sustainable change in the way we educate and train workers as a region. And throughout all of the initiatives, intentional steps will be taken to reach nontraditional populations. In addition, in-process reviews will be conducted on a regular basis with special emphasis being placed on barrier issues – especially those faced by nontraditional workers. During the initial stages, healthcare-related initiatives will be focused principally on hospital-based nursing due to critical shortages in this area. With time, however, these programs could be adapted (or expanded) to address similar needs in the allied healthcare fields and in long-term care. This is consistent with the design-demonstrate-disseminate model. 4 Berkeley Policy Associates C-33 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C Goal 1: Building Capacity – Meeting Today’s Workforce Needs Responsible Parties Key Strategies Timeframes/ Milestones Activities Financial Resources Needed Desire Outcomes/ Metrics 1. Increase the number of WIRED: $57,400 1. Meet with project coordinator nursing faculty in the (first year budget through to develop process to manage region by 20 additional 01/07) initiative, organize volunteers, clinical instructors. implement tracking system, Collegiate Nurse Educators 2. Increase the budget oversight system by 3/06 effectiveness of clinical 2. Assemble project team by Kansas City Area Nurse faculty who attend the 6/06 Executives Clinical Faculty Academy 3. Seek DOL clarification on use Other: $4,000 3. Reduce the Hospital funds to operate of curriculum (intellectual administrative time and Clinical Faculty Academy property) by 6/06 cost associated with future 4. Develop legal agreements for Note: Additional funds are Clinical Faculty Academy use with subject matter experts operations and execute agreements by 7/06 being made available via 4. Sustain the expanded the Full Employment 5. Design and development of nursing school enrollment participant modules and field test Council and both states. in the region at the current In addition, there are a the initial curriculum during the level of 20 percent or number of in-kind Fall Clinical Faculty Academy by approximately 200 contributions from area 9/06 additional nursing students hospitals. 6. Continue design and development of participant modules by 12/06 7. Design and development of Instructor and Administrator Guide by 12/06 8. Print Participant Manual and Instructor/Administrator Guide by 12/06 9. Identify and enroll participants for Jan 07 Academy by 12/06 Notes: Area hospitals, nursing schools, local employers and civic leaders have developed a strategic initiative to expand educational capacity of nursing schools in the metropolitan region of Kansas City. The number of qualified high school students interested in pursuing nursing careers far exceeds the capacity of area nursing schools. The primary barrier to expanding capacity is the lack of qualified clinical faculty. Solution: • Area hospitals agreed to use bedside nurses to serve as adjunct clinical faculty • Area nursing schools agreed to expand the size of their entering classes by 20 percent or approximately 200 students • Collegiate nurse educators agreed to design and operate a Clinical Faculty Academy — a two-day intensive course to prepare bedside nurses for their new educational duties • Missouri State Board of Nursing provided a five-year demonstration project to permit BSNs (who are actively pursuing their master’s degree) to serve as clinical faculty • Area hospitals provided seed money to cover start-up costs The development of curriculum for the Clinical Faculty Academy is one of five health care related programs designed to expand and sustain our clinical faculty and nurse expansion initiatives. Each health care initiative is interrelated and strategically linked to the other programs. Clinical Faculty Academy Develop formal curriculum for the Clinical Faculty Academy, including training materials and resources to prepare bed-side nurses to serve as clinical faculty KC Metropolitan Healthcare Council – lead Berkeley Policy Associates C-34 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C Goal 1: Building Capacity – Meeting Today’s Workforce Needs Responsible Parties Key Strategies Timeframes/ Milestones Activities Financial Resources Needed Desire Outcomes/ Metrics Hire and train coordinator to oversee all human patient simulator laboratory operations 2. Develop customized nursing Metropolitan Community curriculum modules to augment College – Penn Valley standard METI protocols Other (if applicable) (grant sub recipient) 3. Purchase and install initial METI equipment (one adult, one Collegiate Nurse Educators pediatric and one mobile unit) by Q4 2007 4. Operate pilot HPS lab for Penn Valley nursing students 5. Form HPS Laboratory Advisory Committee and conduct periodic meetings 6. Purchase and install final METI equipment (one adult, one pediatric and one mobile unit) by Q2 2008 7. Integrate HPS clinical training for other area nursing schools by Q3 2008 8. Provide supplemental clinical training to 500 regional nursing students annually Notes: The expansion of educational capacity at area nursing schools has created an increased demand for clinical sites, where nursing students receive practical hands-on training with actual patients under close supervision. A barrier to expanding educational capacity is the shortage of clinical sites to accommodate the increased number of additional nursing students. Opportunity: • The Collegiate Nurse Educators and Kansas City Area Nurse Executives have a long-standing collaborative relationship in the metropolitan region • Both groups work closely together to coordinate the scheduling of nursing student clinical training at area hospitals for pediatric, medical/surgical, OB/GYN and mental health rotations • Available time slots at hospital clinical training sites are limited and additional clinical rotations are needed • Human patient simulator technology represents an excellent alternative to actual interaction with real patients • MCC-Penn Valley has volunteered to operate a community human patient simulator laboratory at a new clinical training site scheduled for completion in late 2007 The Human Patient Simulator Laboratory is one of five health care related programs designed to expand and sustain our clinical faculty and nurse expansion initiatives. Each health care initiative is interrelated and strategically linked to the other programs. Human Patient Simulator Initiative Creation of a shared community human patient simulator lab to provide clinical training for the additional nursing students created by the nurse expansion initiative. KC Metropolitan Healthcare Council –lead Berkeley Policy Associates 1. Assemble project team with MCC by 6/06 2. Meet with METI vendor by 6/06 3. Obtain input on space design for new building by 6/06 4. Contact HPS Advisory Committee volunteers from other nursing schools to develop preliminary usage plan for initial input by 6/06 5. Follow-up with builder regarding required design elements for final HPS Lab layout by 9/06 6. Finalize preliminary usage plan with HPS Advisory Committee by 9/06 7. Monitor progress of HPS construction phase by 12/06 C-35 WIRED: $0 (first year budget thru 1/07) 1. Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C Goal 1: Building Capacity – Meeting Today’s Workforce Needs Responsible Parties Key Strategies Nurse Preceptor / Mentorship Initiative Timeframes/ Milestones Activities Create a segment of the Academy to train bedside nurses to serve as preceptors/mentors for the purpose of nurturing new graduate nurses to the rigors of acute care medicine and physical demands of the profession, including long working hours in hospital settings KC Metropolitan Healthcare Council lead Collegiate Nurse Educators Kansas City Area Nurse Executives Area acute care hospitals 1. Conduct survey of chief nursing officers for information on existing programs and preferences 2. Develop and execute legal agreements for use with subject matter experts/administrative overseers by 6/06 3. Assemble project team for preceptor/mentor program by 9/06 4. Meet with chief nursing officers, human resources directors, nursing schools to establish goals, objectives and program content by 9/06 5. Develop and implement communications plan by 9/06 6. Finalize initial training modules for program by 12/06 7. Identify and enroll nurses for preceptor program by 12/06 (program is estimated to be a year-long program with 1-2 days initially and with ongoing training sessions every other month) Financial Resources Needed WIRED: $50,300 (first year budget thru 1/07) Other (if applicable) Desire Outcomes/ Metrics 1. Develop training modules to support the preceptor/mentor program 2. Provide training for 50 nurses annually to serve as preceptor/mentors (estimate 125 nurses will complete the program during the grant funding period) 3. Develop and begin using tool to measure the nurse retention rates (Note: The long term outcome is to reduce the number of nurses prematurely leaving the hospital setting by 10 percent.) Notes: Expanding nursing school enrollment in the region is critical to meeting the future health care needs of our community. The retention of newly graduated nurses in acute care settings is a challenge for hospitals across the nation — a significant number of new graduates leave the hospital setting after two or three years. Producing more nursing graduates, without addressing the underlying cause for nurses exiting the acute care work environment is counter productive. Opportunity: • There is a significant need to nurture new graduate nurses to the rigors of acute care medicine and the physical demands of the profession, including long working hours in hospital settings • The Collegiate Nurse Educators and Kansas City Area Nurse Executives have agreed to collaborate with Kansas City Metropolitan Healthcare Council to develop a formal preceptor/mentor program for bedside nurses • A preceptor/mentor program represents a significant opportunity to improve retention of graduating nurses and existing nursing personnel The Nurse Preceptor/Mentor Program is one of five health care related programs designed to expand and sustain our clinical faculty and nurse expansion initiatives. Each health care initiative is interrelated and strategically linked to the other programs. Berkeley Policy Associates C-36 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C Goal 1: Building Capacity – Meeting Today’s Workforce Needs Key Strategies Activities Nurse Reentry Initiative Retool and expand the new nurse reentry program at Johnson County Community College (JCCC program began in 2005), which will double the number of training sessions and nurses who can receive specialized training prior to returning to the nursing profession. Responsible Parties KC Metropolitan Healthcare Council - lead Johnson County Community College (grant sub recipient) Metropolitan Community College – Penn Valley Timeframes/ Milestones 1. Assemble project team for nurse re-entry program by 3/06 2. Orient and train project team by 3/06 3. Plan curriculum, syllabus, lesson plans, program schedule by 3/06 4. Facilitate additional meetings of project team by 6/06 5. Continue to orient and train project team by 6/06 6. Continue to plan curriculum, syllabus, lesson plans and program schedule by 6/06 7. Kick off communications plan by 8/06 8. Identify and enroll 10-12 nurses for each program— complete for first fall program by 8/06 9. Conduct 9-week training program starting 9/06 10. Continue to orient and train project team by 9/06 11. Finalize curriculum, syllabus, lesson plans, continue communications plan by 9/06 12. Continue communications plan by 11/06 13. Identify and enroll 10-12 nurses for each program by11/06 14. Conduct 9-week training program starting 11/06 15. Identify and enroll 10-12 nurses for next program by 1/07 16. Evaluate and update training materials as needed by 1/07 Financial Resources Needed WIRED: $50,070 (first year budget thru 1/07) Other (if applicable) Desire Outcomes/ Metrics 1. Expand the existing nurse re-entry program by creating collaborative relationship between two local community colleges (using JCCC's existing nurse re-entry program and incorporate the new facility/human patient simulator lab at MCCPenn Valley) 2. Increase the size of the JCCC nurse re-entry program by 100 percent. An increase of 20 additional nurses annually will mean 40 nurses will be ready to re-enter the workforce each year. 3. During the period of the grant, 110 nurses will have completed the re-entry program and will be ready to join the workforce. Notes: The aging workforce, the economy and other factors have resulted in non-practicing licensed nurses desiring to re-enter the health care workforce. Changes in medical technology, new medications and advances in medicine represent a barrier for non-practicing licensed nurses to feel competent and comfortable to re-enter the profession. Non-practicing nurses need to also strengthen their critical thinking skills, which is essential to today’s health care workplace. Opportunity: • Retool and expand the existing nurse re-entry program at Johnson County Community College • JCCC currently conducts two programs annually • JCCC currently has more applicants for the existing re-entry program than they can accommodate • JCCC will double the number of training sessions and nurses who can receive specialized training prior to returning to the nursing profession • Due to a lack of available space at JCCC, MCC-Penn Valley and JCCC have agreed to coordinate the additional training sessions at the new facilities at Penn Valley • Broader community support by all area hospitals for expanding the JCCC re-entry program • The Nurse Re-entry Program is one of five health care related programs designed to expand and sustain our clinical faculty and nurse expansion initiatives. Each health care initiative is interrelated and strategically linked to the other programs. Berkeley Policy Associates C-37 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C Goal 1: Building Capacity – Meeting Today’s Workforce Needs Key Strategies Activities Financial Assistance for New Clinical Faculty Increase the number of clinical faculty in the region to sustain the recent expanded nursing school enrollment by providing cost of living assistance (through the local public workforce system) for baccalaureate prepared bed-side nurses to pursue a post graduate degree in order to serve as clinical faculty Responsible Parties Timeframes/ Milestones Financial Resources Needed Desire Outcomes/ Metrics KC Metropolitan Healthcare Council –lead 1. Develop an advisory committee comprised of CNOs, human resource executives, nursing educators and public workforce by 6/06 2. Determine goals, objectives, guidelines for financial assistance program by 6/06 3. Finalize financial assistance guidelines and determine kickoff date for financial assistance program by 9/06 4. Develop and implement communications plan by 9/06 5. Solicit and compile applications for funding requests by 9/06 6. Review funding requests by 12/06 7. Notify applicants for funding requests by 12/06 WIRED: $6,311 (first year budget thru 1/07) 1. Provide financial assistance to 10 hospital nurses to return to school to obtain a post graduate degree for purpose of serving as clinical faculty 2. Coordinate financial assistance program in order to supplement hospital scholarships or other funding sources 3. Sustain the expanded nursing school enrollment in the region at the current level of 20 percent or approximately 200 additional nursing students Full Employment Council (grant sub recipient) Collegiate Nurse Educators Kansas City Area Nurse Executives Other (if applicable) Notes: The ability to sustain the regional clinical faculty/nurse expansion initiative is dependent upon our ability to attract and retain clinical faculty. The use of bedside nurses to serve as adjunct clinical faculty eliminates one significant barrier — the pay differences between practicing nurses and nurse educators (bedside nurses are paid 25 to 30 percent more than educators). The other barrier is a state licensure requirement for nurse educators, which requires a master’s degree. Based on feedback from area nursing schools, approximately one-third of the existing nursing faculty in the Kansas City region will retire within the next five years — jeopardizing the progress of the clinical faculty/nurse expansion initiative. Opportunity: • Missouri State Board of Nursing provided a five-year demonstration project to permit BSNs (who are actively pursuing their master’s degree) to serve as clinical faculty • The Clinical Faculty Academy will expose a number of BSNs to the rewards of teaching the next generation of nurses • Area hospitals have existing tuition assistance programs for current employees • Financial assistance for cost of living expenses would permit BSNs to accelerate completion of their postgraduate degree while continuing to work part-time • Structure the financial assistance application process to prioritize funding for BSNs to pursue their MSN degree (including a commitment to serving as clinical faculty upon graduation) • Priority would be given to applicants who receive tuition assistance from their hospital employer The Financial Assistance for New Clinical Faculty Program is one of five health care related programs designed to expand and sustain our clinical faculty and nurse expansion initiatives. Each health care initiative is interrelated and strategically linked to the other programs. Berkeley Policy Associates C-38 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C Goal 1: Building Capacity – Meeting Today’s Workforce Needs Key Strategies Making It in KC manufacturing program Responsible Parties Timeframes/ Milestones MCC Business & Technology Campus – lead Initial partnership commitments were made at the time of grant application Curriculum development began in November of 2005 Curriculum complete by end of June 2006 Key faculty positions filled before July 2006 Temporary facilities ready by July 2006. Permanent manufacturing laboratory complete by September 2006 First Class begun in July 2006 First class placements complete in November of 2006 Second class begun in August of 2006 and completed before the end of the year. First evening classes to begin in January 2007 Three new partners by the end of 2006 Activities 1. Develop manufacturing job-ready program (MJRP) curriculum for entry-level manufacturing workers. 2. Hire and train faculty for delivery of MJRP training. 3. Recruit and qualify trainees to fill MJRP classes. 4. Train 350 potential workers over three years (this number was expanded from 300 to 350 based on the additional funding from the WIRED grant. 5. Qualify manufacturing firms as partners to participate in determining training specifications, review curriculum and provide placement opportunities. 6. Support trainees in job acquisition, successfully placing 75% in positions with manufacturing partners. 7. Expand partnerships by adding at least 3 partner-employers per year. 8. Develop a credential in basic manufacturing skills to confer upon graduates and establish as an employer-understood employment qualification. 8. Perform high school outreach programs to assure a long-term supply of interested and qualified workers Full Employment Council of Kansas City Additional Partners include 13 manufacturing employers, regional K12 school systems, other workforce investment organizations, and business and labor associations. Financial Resources Needed Desire Outcomes/ Metrics WIRED: $302,950 350 trainee participants (increased by 50 based on receipt of WIRED funding) Other (if applicable) 260 trainees placed in manufacturing jobs DOL CBJT grant of $1,970,252 million. $1.3 million in leveraged cash and in-kind contributions from partners. Improved initial earnings by participants vs. nonparticipant benchmark. Improved job retention of participants compared to non-participant benchmark. Steady expansion of manufacturing partnerships. Sustainable program will continue beyond 3-year term of DOL CBJT grant. Development and continuous improvement of MJRP curriculum. All parties using WorkKeys assessment and profiling tools System change at MCC producing improvement in practices and programs Notes: The key elements relevant to the expansion of capacity are the development of the curriculum, the partnership circle, the certification credential, the validation of the process through demonstrated success for both worker and employer and, of course, the self-sustained ongoing program. Berkeley Policy Associates C-39 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C GOAL 2 CREATING INFRASTRUCTURE AND NEW PLATFORMS – NEW ECONOMIES Note: The Goal 2 strategies outlined in the original OneKC WIRED proposal were reasonable projects; yet the OneKC WIRED Executive Committee (in consultation with USDOL/ETA and WIRED advanced technical assistance providers) recognized that they lack the transformational impact of other projects in the proposal. A newly formed task force (see below) will reevaluate this portion of our initiative and the updated Goal Sheet(s) will be added. The sectors of advanced manufacturing, biotechnology, and healthcare represent areas of high growth and opportunity in the KC region. New discoveries and innovations are key factors in the continuing vitality of these sectors. While such activities occur within universities, research institutes, and R&D divisions of private companies, the true value of such innovations is realized with their effective transfer out of those settings and toward a path of commercialization. KC is fortunate to have a number of technology transfer/commercialization organizations located throughout the region and covering a number of industry sectors, including those targeted by OneKC WIRED. A key obstacle to regional transformation, however, is that many of these organizations provide similar services and do not collaborate effectively to the benefit of the region. In addition, entrepreneurs lack a single point of contact for assistance, and they are often frustrated when handed off repeatedly before landing in the correct office. Utilizing the data collected and synthesized by Richard Seline and New Economy Strategies (on behalf of the Kansas City Life Sciences Institute and the Kansas Technology Enterprise Corporation), we have a potential roadmap for establishing a regional, integrated technology transfer system. While the allocation of WIRED funds within this goal area would initially focus on the targeted industry sectors of advanced manufacturing, biotechnology, and healthcare, the essential infrastructure developed under this initiative would support a broad range of technology transfer activities. The Executive Committee has formed a task force to reevaluate the overall commercialization infrastructure alignment strategy and to determine where strategic WIRED investments would accelerate the transformation to a regional technology transfer network. The Technology Transfer Task Force will review results and recommendations from a number of existing regional studies, incorporating (where appropriate) frameworks, success factors, and best practices necessary for an effective regional technology transfer system. Based on their analysis, the task force will develop a set of recommendations identifying specific objectives and potential partners for a sustainable structure/model of a regional, multi-industry technology transfer system that serves as the technology transfer component of the OneKC WIRED initiative. The results of the task force’s activities will be reviewed by the technology assistance team and brought forward to Maria Flynn and others at USDOL for approval. In the interim, no funding will be disbursed to Missouri Enterprise or the National Institute for Strategic Technology Acquisition and Commercialization (NISTAC). Future funding to those organizations will be strictly dependent on their individual roles within the newly developed strategies. The Animal Health Innovation Grants will proceed. This initiative represents a pilot project and has welldefined parameters, timelines, and outcomes. A similar program has demonstrated a 10:1 return in federal dollars received in comparison to the original investment. In addition, the Animal Health Innovation Grant program also will be used as a model for the evolving regional technology transfer effort. Berkeley Policy Associates C-40 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C Goal 2: Creating Infrastructure and New Platforms – New Economies Key Strategies Activities Animal Health Innovation/Tech Transfer Grants 1) Develop and issue request for proposals; 2) Grants submitted and administrative review performed; 3) Recruit proposal review team and convene review; 4) Make grant awards and set up grantee accounts; 5) Assure six- and 12-month reports submitted by grantees. Responsible Parties Timeframes/ Milestones Kansas City Area Life Sciences Institute – lead 1) Issue RFP 08/06; 2) Grant proposals submitted by 10/06; 3) Recruit reviewers and convene review process by 12/06; 4) Award grants and set up accounts by 02/06; 5) Monitor grantees success in securing additional funds from federal agencies - ongoing Financial Resources Needed WIRED: $150,000 in Yr 1 Other (if applicable): Bayer $50,000 in Yr 1 Desire Outcomes/ Metrics 1) Foster/facilitate collaborations between research universities and private sector animal health companies; 2) Expedite movement of new discoveries from the laboratory to market.; 3) Quantitate increases in the number of animal health start-up companies emerging in the region. Notes: Annual grants and their progress are monitored in a master database. Grantees submit progress reports at six and twelve months post-award, describing project status and number of proposals submitted to external funding agencies. Any award granted is noted and included in an overall summary. The return on investment is calculated by dividing future funding by the amount of the KCALSI grant. Sustainability Plan: WIRED funds will launch this effort and sustain it for the first three years. Upon demonstrating the return on investment and underscoring the ability to successfully move technologies out of laboratories and into companies for commercialization, we will have made the business case for supporting this program and solicit private sector/corporate funds to sustain the program. There is also an opportunity to negotiate a 0.5-1.0% royalty fee for successfully commercialized products to help sustain the program. Berkeley Policy Associates C-41 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C GOAL 3 EXPANDING SKILL SETS OF THE CURRENT WORKFORCE – INCUMBENT WORKER TRAINING The focus of this goal is to support those workers in the targeted industries for whom job expectations or individual circumstances have changed. For instance, training/retraining or “up-skilling” may be essential when: • There is a requirement for continual updating of skills and knowledge in the rapidly changing industries such as bioscience. New equipment, procedures, and emerging technologies may be introduced through in-service training, expert systems, or Web-based instruction. • The introduction of new products, and the elimination of current products, each affect the skill sets of incumbent workers. Preparation for the transition may be provided by internal resources, community colleges, universities, or vendors • Older workers may choose to change jobs within an organization rather than retire, or they may be required to changed jobs due to physical limitations. Education and development opportunities within the organization provide support for transition and retention of valuable workers. Financing for continuing education is a concern for employers, employees, and for education providers. Most tuition assistance programs are designed for managerial and professional employees, leaving low wage and/or lower skilled workers at a greater disadvantage. Lifelong Learning Accounts (LiLAs) provide one option by increasing the resources available for post-secondary education. LiLAs are savings accounts, similar to 401Ks, by which funds saved by the employee are matched by the employer, and in some cases, by a third party as well. The savings may be used for tuition and related course expenses The One KC WIRED project is one of a handful of initiatives that are making LiLAs available to a large regional population. The initial strategies described in this goal will help develop prototypes for other industries, and for other populations. Berkeley Policy Associates C-42 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C Goal 3: Expanding Skill Sets of Current Workforce – Incumbent Worker Training Key Strategies Bioscience Career Training Program Activities 1. The first year of the grant, develop, manage and deliver one live 1 or 2-day short course to 6 of 11 regional bioscience partner companies for 10 of their personnel (other 5 courses will be delivered 2nd and 3rd years); 2. Include one participant from each of other partner companies at each on-site; 3. Convene personnel from each company to consult with instructor/developer to determine specific components of the course; 4. Adapt select courses for online asynchronous delivery for KUCE portfolio. Responsible Parties/Participants University of Kansas – lead 1. Higuchi Biosciences Center—consulting partner Bioscience Partner Companies: • • • • • • • • • • • Timeframes/ Milestones Bayer Boehringer Ingelheim Hill’s Pet Nutrition Midwest Research Institute PRA ProPharma Quintiles SAFC-JRH Worldwide Clinical Research XenoTech Sigma Aldrich— St. Louis 2. 3. 4. 5. 6. Determine 6 on-site course topics by 8/06 Recruit instructors by 1/07 By 1/07, have 6 courses scheduled for delivery between 9/06 and 7/07. Convene course development meetings with company representatives and instructors and complete curriculum for 6 courses by 3/07 Deliver 6 on-site courses by 7/07 Adapt two of the courses for online delivery Financial Resources Needed WIRED: $123,000 Other (if applicable) NSF grant participant support subsidy $12,000-36,000 Desire Outcomes/ Metrics 1. Train up to 120 bioscience industry personnel through highly customized, short courses; 2. Add 6 new short courses to KUCE portfolio for ongoing delivery to bioscience industry; 3. Develop interaction among KUCE’s industry partners 4. Expand KUCE online course offerings Notes: There is a requirement for continual updating of skills and knowledge in the rapidly changing bioscience industry. New equipment, procedures, and emerging technologies require a continual assessment and update of the skill sets of many workers. Incumbent worker training in this area may be delivered via in-service training, expert systems, or Web-based instruction. Berkeley Policy Associates C-43 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C Goal 3: Expanding Skill Sets of Current Workforce – Incumbent Worker Training Key Strategies Lifelong Learning Accounts (LiLAs) Activities Establish LiLA Program Office within OneKC WIRED office. Establish multi-stakeholder team to advise on and assist with program design and implementation, as well as visibility and capacity building efforts, as appropriate Develop program implementation plan, including roles and responsibilities for onestops and financial services partner Responsible Parties OneKC WIRED Project Director OneKC LiLA Director (to be hired) Regional Workforce Council / Local Workforce Investment Boards / Public Workforce System – lead Financial Account Services Partner (TBD) CAEL (TA provider) September 2006Establish LiLA office; hire LiLA dedicated staff (subject to availability of grant funding) August-September 2006— Begin discussions on state policy goals for 2007 legislative session in Missouri and Kansas September 2006 – Finalize marketing strategies and materials December 2006-Finalize program protocol and define roles and responsibilities for outreach and enrollment, financial management and advising services. Conduct training sessions for advisors and outreach staff. Finalize systems and processes for account management, financial management, reporting, and account services. Conduct outreach to key education and training providers. Conduct employer and employee program recruitment and enrollment Train educational and career advisors Provide LiLAs and program support to up to 100 employees Develop and implement policy initiative in support of LiLAs and conduct Berkeley Policy Associates Timeframes/ Milestones December 2006 – Launch program outreach and C-44 Financial Resources Needed WIRED: $166,350.00 Other: Employer contributions Possible private, thirdparty match State funds (in Years 2 and 3 – especially for the underserved populations) Desire Outcomes/ Metrics Fully operational LiLA pilot serving up to 100 participants and at least 5 employers. Defined infrastructure to support the scaling up of the LiLA initiative in the regions and participating states. Increased visibility of the LiLA model throughout the region as evidenced by media coverage and presentations Action plan with strong stakeholder support to expand LiLAs on a potentially bi-state basis through an expanded pilot and/or legislation which would provide support such as a tax credit or state match for LiLA contributions Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C enrollment to employers outreach to key policy leaders in Missouri and Kansas. December 2006— Undertake necessary outreach to policymakers, industry representatives, community colleges and legislative champions in preparation for 2007 legislative session Work with Regional Workforce Council to 1) introduce concept of LiLAs to seven local WIBs; 2) provide links to businesses for recruitment; and provide a home (in LWIBs) for advisors February 2007 – Launch program outreach and enrollment to employees February 2007—June 2007 Continue constituency building and information sessions throughout 2007 legislative session May 2007 - Achieve program enrollment goals; program fully operational Notes: Funds will need to be allocated for office space/expenses for LiLA Program staff. Initial recommendation is to house Program Director, Outreach Coordinator(s) and Account Manager in the OneKC WIRED Office. Career Advisors will be housed in One Stops – initially one each in Kansas and Missouri. DOL is reviewing whether WIRED funds can be used to support the educational activities of the participants through the LiLA accounts. The State of Maine will be using WIRED funds in the form of “scholarships,” which are disbursed at the time of training. This approach effectively addresses the issues surrounding the use of WIRED/H1B funds for a third-party match, because they can be used for training purposes. Berkeley Policy Associates C-45 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C GOAL 4 DEVELOPING THE EDUCATIONAL CONTINUUM – THE WORKFORCE OF TOMORROW There are a number of complementary projects that address key points along the K-20 educational continuum. Specific projects include: • Kansas City Science Initiative – an experiential learning curriculum for K-6 science education • Project Lead the Way (PLTW) – a pre-engineering component with specific focus on grades 9-12 • Partnership for Regional Education Preparation (PREP-KC) – an intermediary effort focused on grades 9-12 to improve math and science performance and enhance student knowledge of and access to careers in biotechnology, healthcare, and advanced manufacturing. Note: PREP-KC works with the two major urban school districts, the Kansas City Missouri School District and the Kansas City Kansas School District, both of which have similar demographics. • Johnson County Community College’s (JCCC) Center of Excellence for Bioscience – a program focused on raising awareness of career opportunities within the Biosciences among students in grades 7-12, displaced workers, and workers seeking career change. The cooperative efforts of the leadership of the first three projects listed above will help facilitate the implementation of these seemingly separate, discrete components, in an integrated and coordinated manner. Both the Kansas City Science Initiative and Project Lead the Way have middle school components that are likely to be incorporated into the WIRED module later in the funding period. Similarly, Project Lead the Way and PREP-KC will work on developing career awareness and career training opportunities with private sector companies. Taken as a whole, this series of projects prepares students in elementary grades to begin the critical thought process through the application of experiential learning. This approach subsequently provides a steady pool of candidates for further experiential-based learning opportunities within Project Lead the Way and PREP-KC. The latter program will build the pathways that will allow technically competent students in math/science to move into careers in the targeted sectors of advanced manufacturing, biotechnology, and healthcare. Activities supported through the JCCC program enhance and reinforce career awareness among those interested in the biosciences and provides a pathway for clients of the public workforce system to learn about high growth career opportunities. Each project component also has developed a plan for long-term sustainability detailed in each of their detailed Year 1 plans. Berkeley Policy Associates C-46 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C Goal 4: Developing the Educational Continuum – The Workforce of Tomorrow Responsible Parties Key Strategies Urban Education Reform = Small Learning Communities with Career Themes Timeframes/ Milestones Activities See grids below Partnership for Regional Educational Preparation (PREP-KC) - lead See grids below: Financial Resources Needed WIRED: $500,000 (Materials and equipment will be purchased in Year 1, and used through Year 3 of WIRED.) Other (if applicable)These WIRED resources are part of an annual $3Million plan, supported by private foundations, to accelerate connections to college & employment for urban HS students in KC. Desire Outcomes/ Metrics See grids below for items and completion dates. Long-term outcomes (#’s of students completing HS w/post-sec. and employment plans and industry experiences) are still being developed. Notes: The plans described in the 2 grids below require on-going planning and integration with the work of 2 large urban school districts (Kansas City Kansas, and Kansas City Missouri) which together educate approx. 50,000 mostly low-income students in the bi-state city of Kansas City. PREP-KC has a good start on this relationship-building on both districts, but, as in any large, urban district, the effort will be on-going to protect the time and focus necessary to maximize success. Strengthening Career Themes: industry specific equipment & materials • Develop RFP and RFP process for SLCs to apply for funds for industry specific equipment & materials (in collaboration with the Kansas City Missouri School District • Release RFP with a training/meeting describing the process • Evaluate proposals and provide feedback (also make selection) • Purchase/secure requested materials/equipment • Progress report from SLCs regarding use of equipment/materials • Evaluation of process and revisions to RFP and monitoring procedures to be applied in the coming year Berkeley Policy Associates C- 47 August – October 2006 Oct./Nov. 2006 (and annually) December/January (Annually) January 2007 (and annually) May 2007 (and annually) June 2007 (and annually) Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C Strengthening Career Themes: 3 WIRED School-to-industry Liaisons • Develop plan for identifying, employing, supporting and managing Liaisons, including Measures of Success • Develop plan for Liaisons collaborating w/WIRED Internship Coordinators • Develop job-description and employment contracts for School-to-Industry Liaisons • • In collaboration with KCK and KCMO HS’s, develop plan (including time) for Liaisons to meet w/SLC College and Career Coordinators Employ Liaisons • Evaluate Liaisons’ impact, and make revisions to job-performance-expectations for the coming year Berkeley Policy Associates C-48 August – October 2006 Oct. 2006 Drafts completed: July, 2006. Final completed by Sept. 2006 October, 2006 October, 2006 (or as soon as qualified candidates can be secured) June 2007 (and annually) Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C Goal 4: Developing the Educational Continuum – The Workforce of Tomorrow Responsible Parties Key Strategies Pre-engineering (Kansas City Initiative) Timeframes/ Milestones* Activities 1. Conduct education and outreach efforts for PLTW to regional school districts 2. Develop implementation plans with participating districts, which includes hiring, identifying and training teachers. 3. Establish an industry council and advisory committee to direct the project. 4. Establish grant guidelines for schools. 5. Identify at least five sites to host regional centers of excellence to partner with local districts in offering upper level PLTW courses. 6. Establish a teacher mentor and externship program. 7. Develop career pathways, including those for engineers, engineering technicians, etc. Berkeley Policy Associates Project Lead the WayKC – lead Metropolitan Community College Regional School Districts University of MissouriRolla State of Missouri State of Kansas 1. Outreach and education – ongoing 2. Begin with 19 schools in the 2006-2007 school year and end with 40+ schools in the 2008-2009 school year. 3. Conduct counselor/administrator workshop in September 2007 and in subsequent years. 4. Expand the industry council in fall 2006 and hold quarterly meetings through 2009. 5. Make first grants available to schools in Fall 2006. Update grant guidelines each year as funds become available. 6. Establish a plan with school districts, area vocational technical centers and community colleges to create regional centers of excellence – ongoing through 2009. 7. Identify and train community college instructors to deliver PLTW curriculum. – Summer 2007. C- 49 Financial Resources Needed Desire Outcomes/ Metrics Other: Marketing material available by fall 2006 for all districts Kauffman $1.2 million Other sources: $800,000 19 schools implementing PLTW in fall 2006 Additional funds are available from federal, state and local school districts. Train counselors and administrators in all participating districts. WIRED: $ 540,000 Additional funds to support University of MissouriRolla as a training facility Distribute funds to participating districts each year – first funds available in fall 2006 to reimburse training costs Meet with school districts to plan for future needs. Upper level courses will be offered in three years in most districts. Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C Goal 4: Developing the Educational Continuum – The Workforce of Tomorrow Key Strategies K-6th Grade Inquirybased Science Responsible Parties Timeframes/ Milestones* Kansas City Area Life Sciences Institute – lead 1) 200 kits secured by 09/06 2) train 85 teachers by 09/06 and an additional 90 by 01/07 3) identify replenishment center & secure contract by 09/06 4) collect module pre/post tests by 01/07 and district assessments by 05/07 5) transfer program from Bayer to KCALSI and hire program manager by 08/06 Activities 1) Establish a supply of reusable, quality curriculum modules; 2) Provide professional development for K-6 teachers using curriculum modules; 3) Develop components of a materials support center; 4) Assess student improvement in math and science and program effectiveness; 5) Establish admin support for program and build community support Kansas City MO School District Bayer CropSciences Financial Resources Needed WIRED: $130,613 Yr 1 Other (where applicable): Bayer $50,000 Yr 1 Desire Outcomes/ Metrics 1) Complete module purchases; 2) Send teachers and district resource personnel to ASSET training; Develop various components of modules; Conduct professional development for teachers; 3) Solicit proposal for module replenishment; Discuss warehouse space needs; Identify transportation solution; Distribute & refurbish modules; 4) Collect assessments and DAP data & analyze; 5) Transfer to KCALSI; Hire program manager & introduce to KCMSD administration; Select additional schools for program; Approach community organizations for funding; Attend National LASER K-8 Science Education Strategic Planning Institute; Update Bayer on progress; Identify education research partners Notes: The KCMO School District is currently willing to integrate this program throughout all of their classrooms. The challenge will be identifying additional resources to support accelerated program expansion, purchasing sufficient quantities of modules, and expanding capacity for providing teacher professional development. KCMSD is considering use of textbook adoption funds to support project. Expansion of this program to other school districts (e.g., in Kansas City, Kan.) will be explored in the dissemination phase. Berkeley Policy Associates C- 50 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C Goal 4: Developing the Educational Continuum – The Workforce of Tomorrow Note: JCCC has made several post-proposal changes to their plan, which will be reviewed and revised prior to contracting. Responsible Parties Key Strategies Activities Center of Excellence for Bioscience 1. Offer Microbiology online 2. Develop on-line courses in Principles of Cell and Molecular Biology, Introduction to Biotechnology and Laboratory Safety 3. Purchase equipment for new biotechnology lab 4. Develop a credit course for “Handling and Care of Small Laboratory Animals” 5. Develop short course credit certificates in biotechnology and noncredit classes 6. Develop biotechnology simulation software 7. Design and procure Mobile Biotechnology Lab 8. Professional Development & Training Berkeley Policy Associates Timeframes/ Milestones Johnson County Community College – lead 1. June 2006 2. Completed by spring 2007 3. Spring 2007 4. Fall 2007 5. Spring 2008 6. Spring 2008 7. Fall 2008 8. Ongoing JCCC biotechnology faculty/ staff JCCC biotechnology faculty/ staff and JCCC Purchasing Department Work in cooperation w/ Metropolitan Community College District and/ or Stowers Institute for Medical Research (latter has agreed to be partner) JCCC Biotechnology program will develop the short course certificate curricula. Noncredit short course curricula will be developed with cooperation between JCCC Biotechnology program and JCCC Division of Continuing Education and Community Services and/ or University of Kansas Division of Continuing Education Barrier – Identifying C- 51 Financial Resources Needed WIRED: $200,000.00 JCCC faculty reassigned time - completed WIRED $228,000.00 WIRED $250,000.00 Other – funds for stipends for teacher training, funds for professional training for mobile lab WIRED $100,000.00 Desire Outcomes/ Metrics 1 and 2. Make courses available to students asynchronously and allow accessibility to introductory courses in biotechnology to students in out state areas. Lab will be fully equipped with “state of the art” laboratory equipment necessary for teaching a quality biotechnology certificate/ degree program Employees will handle and care for small laboratory animals according to state and federal regulatory guidelines Credit or noncredit training in specific areas (i.e. credit certificates in FDA and OSHA regulations or Compliance, instrumentation, animal handling) as requested by biotechnology industry. Simulation software will be available on CD/ internet/ JCCC biotechnology web- Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C instructors for CE courses & funding for these courses JCCC faculty/ staff, JCCC Educational Technology Center and software developer/ vendor to be identified. Barriers – identifying vendor/ designer to help in design and development of software. JCCC biotechnology faculty and staff. Members of biotechnology industry Pre-procurement Barriers – determine population to be served; identify schools interested in accessing this resource; identify number of students per class in each school and the number of minutes they have designated to mobile lab class; parking space for mobile lab at schools; set-up of mobile lab; training for driver of mobile lab; teachers for mobile lab; and training teachers at JCCC before mobile lab arrives Use of student volunteers or students doing “research for credit” at JCCC or area colleges and universities Berkeley Policy Associates C-52 page for the purpose of providing educational resources for prospective students and students enrolled in JCCC biotechnology programs Mobile Biotechnology lab will serve as educational resource for industrial onsite instrumentation training. Mobile Biotechnology lab will serve as a learning resource for students in elementary, middle school and high schools in the metropolitan Kansas City area and in Kansas. Maintain currency in the latest biotechnology methods & technologies. Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C Post-procurement Barriers: Fuel for vehicle and generator; insurance for vehicle; storage for vehicle; maintenance of vehicle; supplies; driver for large vehicle; satellite/ cellular/ wireless; travel costs for instructors & volunteers; graphics; office support including printing, websign design & maintenance and publications JCCC biotechnology faculty & staff Notes: Berkeley Policy Associates C-53 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C GOAL 5 REGIONALISM – THINKING, ACTING, WORKING, AND GROWING AS ONEKC The OneKC WIRED initiative is focused on an 18-county bi-state region defined by the “Think OneKC” regional economic development campaign. WIRED builds upon this transformative regional thinking and challenges key stakeholders to take steps beyond the notion of Think One KC … and urges them to act, work and grow as OneKC. The overarching goal is to integrate and build upon a collection of currently independent activities – leading to an unprecedented comprehensive system of economic development, workforce development, and education and training to meet the region's current and future needs. OneKC Regional Workforce Council One of the key elements of this transformation is the newly formed OneKC Regional Workforce Council. The Regional Workforce Council will encourage LWIBs to target regional workforce needs in these three industries to strengthen this regional economy – as opposed to the artificial boundaries of the seven LWIBs. The Council’s membership includes: ― Seven representatives from targeted business and industry sectors (Includes Chair of OneKC Regional Workforce Council) ― Seven LWIB Chairs ― Two State-level Workforce Representatives (one each from MO & KS) ― Seven LWIB Directors (ex-officio) ― One Johnson County Community College administrator (ex officio) ― One Metropolitan Community College administrator (ex-officio) ― PREP KC Executive Director (ex-officio) To date, the Council has met twice to discuss its role in creating a common brand for the public workforce system. Key areas of emphasis include: • Regional Workforce Asset Mapping (including current activities – apart from WIRED – in the three targeted industry sectors) • Career Readiness Certificate Process Mapping (for the creation and implementation of an single, bi-state certificate with the same standards and recognition) • Process Mapping for Approved Training Providers (to help create common, bi-state standards for approved training providers) There are four “pillars” that will provide a new, innovative framework for the region’s public workforce solutions – some of which currently are not eligible for WIA formula funds. They include: Regional Training Accounts (RTAs) to provide training in the three targeted industries. Work Supports are included in RTAs as well as Work-based Learning Connected to Classroom Instruction. (see below) RTAs will target three specific groups: • Unemployed • Underemployed, including incumbent workers in declining industries and underemployed in the three targeted industries of advanced manufacturing, biotechnology, and healthcare5 • Youth/emerging workers Incumbent workers in declining industries and underemployed in the three targeted industries currently are not eligible for WIA formula funds, but will be eligible to receive WIRED funds. 5 Berkeley Policy Associates C-54 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C Common Assessment Platform (WorkKeys) focusing on the three areas of Reading for Information, Applied Math, and Locating Information. The results of this assessment will be reflected in a Career Readiness Certificate (CRC) that will have three levels (Gold, Silver, Bronze) of competency. The CRC will be portable and recognized by both states. Lifelong Learning Accounts that promote worker, government, and employer involvement in “shared investment” model. We currently need to address funding streams to help low-wage, underemployed workers with their personal contributions to LILAs. We currently are considering two avenues of funding – monetary or voucher (seeking tax credits for both avenues). LiLAs, by their very nature, will be portable and can be used in both states. Work-based Learning Connected to Classroom Instruction will be integrated as part of the educational/training program and coordinated through WIRED initiative. This will involved education and training institutions on both sides of Stateline. Note: Such programs currently are not eligible for WIA formula funds, but will be eligible to receive WIRED funds. There are a number of initiatives that differentiate the public workforce solutions offered under OneKC WIRED from the status quo, including: 1. Work-based learning offered concurrently with occupational training 2. Solutions focused on the regional demand in the bi-state, 18-county area as opposed to the artificial boundaries of the seven LWIBs 3. Common assessment platform for basic workplace readiness across seven LWIBs in the 18-county region (includes a bi-state Career Readiness Certificate signed by both governors, and soft skills assessment with training and development) 4. Leveraged shared investment from businesses, individuals and government to support lifelong learning in critical skill shortages in three industry sectors (LiLAs) Internships For many young, an internship is more than just a summer job – it can be their first step toward discovering a meaningful career. Our goal is to assist area companies in developing internships and co-op programs that provide a practical learning experience for young adults – offering them an opportunity to work on meaningful projects and interact with professionals from various fields (and levels) of industry and business. Companies understand that successful internship and co-op programs can be a valuable tool in their efforts to attract and recruit talented individuals. During a recent survey of area manufacturers, many small- to medium-sized companies expressed an interest in serving as a site for internship or co-op programs, yet they also have shared the need for assistance in developing and administering such programs. OneKC WIRED has the unique opportunity to serve as a convener, or umbrella organization, for establishing and promoting internships and co-ops in the KC area. By leveraging the resources of our partners, we also are uniquely positioned to work with companies and schools to collectively promote manufacturing internships. This concerted effort could have the added effect of capturing the interest of a broader base of companies and candidates. It also could ultimately result in our region gaining the distinction of being a “destination of choice” for students seeking internships in manufacturing-related careers. Berkeley Policy Associates C-55 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C Goal 5: Regionalism – Thinking, Acting, Working, and Growing as OneKC Responsible Parties Key Strategies OneKC Regional Workforce Council Activities 1. Appointment of members to the Council. 2. Organizational meeting for creation of by laws; elected officer positions; and annual meeting schedule. 3. Serve as a regional advisory body to recommend strategies to coordinate workforce initiatives beyond political jurisdictions. 4. Maximize resources and increase return on investment with WIRED dollars allotted to the 18 county/bi-state region. 5. Coordinate industry and business outreach services. 6. Develop regional responses to critical skill shortages. 7. Support portable basic workplace readiness credentials recognized by both states. 8. Appoint task force/subgroups to address specific activities, including development of a Career Readiness Certificate Process Map, Regional Asset Map, Process Map for Approved Training Providers, etc. 9. Establish career pathways for targeted industry sectors. OneKC WIRED Office – lead Local Workforce Investment Boards / Public Workforce System OneKC Regional Workforce Council Members which includes: 7 reps from targeted business and industry sectors (includes Chair of OneKC Regional Workforce Council); 7 LWIB Chairs; 2 State-level Workforce Representatives (one each from MO & KS); 7 LWIB Directors (exofficio); 1 Johnson County (KS) Community College administrator (ex officio); 1 Metropolitan Community College (MO) administrator (ex-officio); and PREP KC Executive Director (ex-officio). Timeframes/ Milestones TBD Financial Resources Needed WIRED: Desire Outcomes/ Metrics Increase cost efficiencies and higher ROI on public workforce dollars through a regional collaboration. Adoption of a common career readiness credential throughout the WIRED region. Greater business use of the public workforce system services. Process mapping of one-stop services. Resource mapping of Industry and Business; as well as Youth Improved employer satisfaction with public workforce system services. Greater awareness of the public workforce system services. Increased number of qualified workers available for jobs. Career Readiness Certificate Process Map Regional Asset Map Process Map for Approved Training Providers Notes: The public workforce system within the OneKC WIRED project begins with the Regional Workforce Council driving strategic alliances that advance the 18 county region's economic vitality. This new regional Board will link regional workforce activities from both Kansas and Missouri’s seven local workforce investment boards, businesses, and educators with economic development organizations in order to support a workforce system that provides quality employees for employers within the manufacturing, biotechnology Berkeley Policy Associates C-56 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C and health care industries and develops real career opportunities for job seekers. This new regional workforce system approach is intended to make it easy for businesses to make connections with qualified applicants and to access other vital and uniform workforce development services across both state lines. This also could prove very beneficial in public education and outreach efforts – especially those geared toward educating local elected officials and those related to the recruitment of eligible candidates for careers in the high-wage, high-demand areas. Funds will need to be allocated to provide staff and administrative support for this new Council. The Regional Workforce Council will work with representatives at each of the local WIBs to package one menu of OneKC workforce solutions for employers and job seekers. This exercise of creating a common infrastructure in support of workforce and economic activities within the three identified sectors will identify some barriers the Council will need to address. One example anticipated is long standing local WIB policies which may not currently support new initiatives and/or waivers. This will require additional time and attention given to these local WIBs in educating and demonstrating the higher ROI of such new initiatives for the Region as a whole. Funds will need to be allocated for travel expense of Council Staff and members. The Regional Council will work with education and industry leaders to ensure that lifelong learning accounts and incumbent worker training opportunities are complementary and meet the skill standards of employers. Several delivery and administering strategies will need to be considered and possibly piloted to ensure successes for these new programs. Funds will be allocated towards new program initiatives. Developing comprehensive responses to critical labor shortages by convening industry and sector summits with the OneKC partners like Kansas City Area Life Sciences Institute, School Districts of Kansas City Missouri and Kansas, Alliance for Innovation in Manufacturing, KC Metropolitan Healthcare Council and others will provide for a demand driven regional product in meeting these yet to be identified needs. Funds will need to be allocated to fund three summits within the region. The Regional Council will work closely with educational partners at all levels within the region to ensure strategies are developed and implemented to expand capacity and deliver employer-driven training curriculum and programs that ties work-related skills and job readiness preparation to address the gaps identified within the three industries. Funds will need to be allocated for curriculum development and delivery. Berkeley Policy Associates C-57 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C Goal 5: Regionalism – Thinking, Acting, Working, and Growing as OneKC Note: In addition to the traditional student populations (both secondary and post-secondary), this initiative will serve nontraditional placements, including underemployed incumbent workers, displaced and/or transitioning workers, older workers, etc. Key Strategies Internship Program Activities 1. Work with area businesses to: • Identify available positions • Develop and design an internship program toolkit • Determine program value • Assist in supervisor training • Exist as a single liaison between business and interns • Define competencies • Create assessments for the internship program 2. Develop an opportunity portal that will contain: • Intern position postings • Resume libraries • Career pathways and information • Transportation availability • Events calendar • Video testimonials • Work Keys assessments • Automated matching • Employer toolkits • Assessment collection • Training modules 3. Collaborate with schools to: • Provide students with resume writing assistance • Provide resume assistance to teachers • Career pathways and information • Career awareness • Work expectations • Soft skill training 4. Create an enrichment center (or umbrella Berkeley Policy Associates Responsible Parties OneKC WIRED Office – lead WIRED Industry Sector Leads Partners Industry and Trade Associations Timeframes/ Milestones Conduct initial screening for industry coordinators by 09/06 Contract with industry coordinators by 10/06 Conduct survey of best practices (by industry) by 12/06 Develop toolkit by 02/07 Financial Resources Needed WIRED: $ Note: Will be broken out from the combined OfficeInternship budget. Other: In-kind contributions from businesses, including staff, time, etc. Desire Outcomes/ Metrics Overarching: KC would become known as a destination of choice of internships and co-ops in advanced manufacturing, biotechnology, and healthcare Internships seen and used as an effective recruitment tool Number of internships created and completed Number of interns placed within each specific industry sector Customer satisfaction with interns, placement, and processes C-58 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C program) for interns and co-ops that will include: • Lunch & Learn sessions • Awards program • Career outings • Social activities • Alumni corps 5. Develop externships for secondary school teachers/instructors. 6. Explore the integration of registered apprenticeships into the internship/co-op program Notes: The three industry coordinators for the Internship Program will work closely with PREP-KC’s industry-to-school liaisons, secondary schools, community colleges, and universities to develop the pipeline of talent linked to specific industry-related education and training programs. Berkeley Policy Associates C-59 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C Goal 5: Regionalism – Thinking, Acting, Working, and Growing as OneKC Responsible Parties Key Strategies Regional, Multiindustry Skills Gap project Timeframes/ Milestones Financial Resources Needed 1. Hire staff (full-time coordinator and 0.5 FTE admin) to work with key stakeholder groups in addressing the primary skills gaps identified in the recently completed skills gap analysis focused specifically on manufacturing by 10/06. 2. Establish framework for producing skills gap report, including timeline by 12/06 WIRED: $410,785 Identification of gaps and the ability to close them Other (if applicable) Flexibility of education and training providers (i.e., how fast can they meet the needs) Activities 1. In cooperation with all OneKC WIRED Partners, conduct a regional, multi-industry (advanced manufacturing, biotechnology and healthcare) skills gap analysis in each of the three years of the OneKC WIRED initiative 2. Produce a “dashboard” or report* that regularly updates the region’s skills gap issues – using it as a means of: a. measuring progress b. assessing changes in industry’s needs c. cataloging education and training programs – especially those that are specifically related to the three targeted industry sectors d. highlighting progress in closing the gaps e. identifying existing or newly created gaps f. developing an action plan to close the gap(s) Alliance for Innovation in ManufacturingKansas City (AIMKC) – lead OneKC WIRED Office and Industry Coordinators PREP-KC WIRED Partners Public Education and Outreach Team *Note: The reports will be produced on an annual basis, with the possibility of being updated quarterly or semiannually. The reports will contain preliminary recommendations that will be considered by task force groups (comprised of key stakeholders), which will make final recommendations, including a specific action plan. Desire Outcomes/ Metrics Satisfaction of employers Note: Key Metrics will need to be develop consistent with industry needs and standards … and workforce-related measurements. Notes: Collaboration with three industry sectors is necessary to ensure we are meeting established standards for each industry and that we are using metrics consistent with industry’s needs. In addition, we will need to work closely with the public workforce system and education and training providers to establish meaningful metrics and the methodology for collecting this information. Berkeley Policy Associates C-60 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C Goal 5: Regionalism – Thinking, Acting, Working, and Growing as OneKC Responsible Parties Key Strategies OneKC WIRED Office and Administration Timeframes/ Milestones Activities 1. Assist Partners in developing and monitoring strategic business plans (including timelines and deliverables) and agreements 2. Convene meetings of the Executive Committee, the Steering Committee, and the OneKC Regional Workforce Council 3. Serve as the primary contact for USDOL, including attendance at WIRED meetings and WIRED Academies 4. Identify and chronicle lessons learned and best practices AND suggest areas (when/where appropriate) for mid-course corrections. Note: Areas identified would be submitted to MO DWD for submission to USDOL (and MARC if appropriate) for proposed grant modifications. 5. Work closely with OneKC WIRED partners to develop and enhance synergies AND to catalyze transformative strategies 6. Serve as the chief spokesperson for the OneKC WIRED initiative (Project Director) 8. Supervise research and evaluation studies to identify progress made against outcomes and goals, and work in conjunction with USDOL-led evaluation team to share results of such studies 9. Direct sustainability efforts, including identification of public and private funding to continue and expand OneKC WIRED programs 10. Work with MARC (fiscal agent) and Key Partners to ensure timely reporting of USDOL required documentation, including coordinating and synthesizing data from all OneKC WIRED partners OneKC WIRED Office – lead RFP for Office Space by 09/06 Executive Committee Finalize subrecipient agreements by 09/06 Steering Committee MARC Establish schedule for regular 1:1 visits with partners by 09/06 Work with USDOL/ETA, Missouri DWD, Kansas, MARC, and CAEL to establish a reporting tool that includes a calendar of reporting periods and a resource guide (examples, key contacts, etc.) for completing necessary reports by 10/06 Financial Resources Needed WIRED: $ Note: Needs to be broken out from the combined OfficeInternship budget Other: Possible in-kind contribution(s) from the civic community Desire Outcomes/ Metrics Standardize fiscal and programmatic reporting for all subrecipients Work with States to provide necessary tools and reinforcement to subrecipients to ensure compliance with all reporting requirements Satisfaction of Partners Notes: A key to our success in the area will be determined by our ability to work with subrecipients to assist them in identifying and developing synergies and transformative strategies that will enhance the individual effectiveness of partners and the overall effectiveness of the OneKC WIRED initiative. Berkeley Policy Associates C-61 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C Goal 5: Regionalism – Thinking, Acting, Working, and Growing as OneKC Key Strategies Public Outreach and Education Activities Work in conjunction with OneKC WIRED partners to develop a strategic Public Education and Outreach plan. The goal of the Public Education and Outreach efforts will be to: 1) create an awareness about OneKC WIRED initiatives; 2) demonstrate the region’s key assets as well as the synergistic relationships among partners within the economic development and workforce development communities, industry, and area educational institutions; and 3) identify key growth areas and highlight investments in advanced manufacturing, biotechnology, and healthcare that lead to high-skilled, highdemand, high-wage job opportunities. Responsible Parties Timeframes/ Milestones OneKC WIRED Office – lead 1. Meet with communications (or community relations) representatives from WIRED partners (and other key stakeholders) to establish a “virtual” communications team and a media advisory board by (TBD) 2. Design and develop a toolkit to be used in public presentations by OneKC WIRED staff, subrecipients, community partners, etc., by (TBD) 3. Design and develop framework and editorial calendar for both internal and external communications vehicles by (TBD) 4. Establish criteria for a OneKC WIRED Report by (TBD) 5. Meet with OneKC Regional Workforce Council members to help establish common branding, and education and outreach strategies by (TBD) OneKC WIRED Partners Economic Development Agencies Efforts also will be targeted to Economic Development partners to assist with their efforts to 1) share the OneKC WIRED story within the region; 2) attract and recruit other economic development agencies and their affiliates (private and public sector) to support WIRED initiatives; and 3) promote WIRED transformations as part of the region’s overall economic development strategy. Financial Resources Needed Desire Outcomes/ Metrics Increased awareness of OneKC WIRED initiatives among target audiences and the general public as measured by number of media impressions, Web site Other: In-kind contributions hits, etc. and participation by Number of presentations per OneKC WIRED quarter, weighted in value by partners “quality of audience” criteria relative to WIRED WIRED: $268,515 Develop “elevator speech” and related materials for use by WIRED partners Recruitment of new business partners Development of new business, and growth and retention of existing businesses Inclusion in site-selection process/meetings Notes: Our goal is to work with all subrecipients to develop a continual, coordinated flow of information (via various communications tools and vehicles) that will enhance the effectiveness of individual partner initiatives and improve the overall success of our OneKC WIRED Initiative. This will enable us to: 1) help tell the OneKC WIRED story within the KC region; 2) attract and recruit other economic development agencies and their affiliates (e.g., business, industry, the public sector, etc.) to support OneKC WIRED initiatives; and 3) educate key audiences about the region’s transformations as part of an overall economic and workforce development strategy. Note: The KC region will work with other WIRED Regions to identify complementary initiatives and disseminate relative information to key stakeholder groups. Berkeley Policy Associates C-62 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C 7. North Star Alliance Berkeley Policy Associates C-63 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C Berkeley Policy Associates C-64 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C Berkeley Policy Associates C-65 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C Berkeley Policy Associates C-66 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C North Star Alliance will be using the following metrics to track the progress of each goal: Create high quality, skilled jobs that support the competitiveness of the targeted industries, the income of Maine workers, and a return for the public investment • Number of new jobs (total and change) for targeted businesses and the cluster as a whole, compared to state/US benchmarks • New business starts in targeted industry cluster • Increase in wage and salary earnings per worker • Retained jobs Deepen current markets and expand into new ones so that the boat building, composites, and marine trades industries achieve global industry leadership • New market feasibility studies and marketing plans (deliverables) • Attendance records at promotional events • Positive responses to industry satisfaction inquiries • Increased participation in international boat & composite tradeshows Transform and build upon the capacity of the public system to nimbly and flexibly support competitive boat building, composites, and marine trade industries that are looking to expand capacity, create and/or improve their workforce, and/or take their technology to a new level • Increase in number of targeted businesses participating in competitive state innovation award programs • Dollar value of awards granted/North Star Alliance funds leveraged • Amount of new risk capital funding • Increased participation in federal/foundation innovation grant and award programs • Increased Participation rates in available revolving loan programs (e.g. CEI) • Number of participants in training programs • New patents applications • Number & employment of spin-off companies from University R&D • New partnerships with existing or spin-off companies • New products/markets evaluated • New marketing and business plans created as a result of R&D efforts Through advanced training opportunities build on the willingness, ability and skill sets of both the current and future workforce • Targeted curricula developed/acquired • Increase in the number of faculty capable of delivering worksite training • Increased number of employers & employees within cluster using LILAs • Number began educational/job training activities • Number completed educational/job training activities • Number attained degrees or certificates • Number placed in targeted industry employment • Number placed in post-education or certificate programs Berkeley Policy Associates C-67 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C • Number of K-12 outreach programs & attendance records • Number of OJT's and placements in private sector • Number of placements leading to permanent full-time positions • Increase number of incumbent workers receiving credentials • Trainees becoming registered apprentices • Female trainees entering non-traditional occupations • Graduate student fellowships funded through WIRED and Associated programs Ensure that the economic development delivery model is sustainable and can be replicated for other targeted industries and regions • Progress reports and supporting documentation • Industry/sector analysis and survey reports • Publication of occupational pathways • Business attendance records at regional outreach meetings • Development of a news clipping library • Dollar value of outside grants and awards (sustainable finance) • Leveraging ratio of WIRED to other public funds and contracts (sustainable finance) The T3 Training will be evaluated on several measures: • Number of students enrolled • Number of students completing training • Number of students certified to be trainers • Number of students who go on to conduct trainings • Number of courses offered by trainers • Number of students trained by trainers Berkeley Policy Associates C-68 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C 8. Mid-Michigan Goal #1: INNOVATION-Reinventing our industrial base around innovation—to seed economic activity in Mid-Michigan’s future industries; accelerate growth in Mid-Michigan’s entrepreneurial firms; and build strong networks. Key strategies Activities Responsible Parties Timeframes/ Milestones Resources Needed Desired Outcomes/ Metrics 1. Seed, promote, invest in, support new sectors/clusters Bio-economy (other than bio-fuels) Support entrepreneurial initiatives Participate in business attraction Identify and promote bioeconomy assets Connect firms, talent, resources Alternative Energy Identify and promote alternative energy assets Connect firms, talent, resources Bio-fuel: Begin development of biorefinery demonstration site Develop curriculum & multimedia materials Fuel cells Launch science & math program (for teachers) Establish teaching laboratory Develop & launch summer program (for students) Develop Hybrid Technology Graduate Education Program Develop Commercialization Incubator Advanced Promote adv MSU Detailed milestones will be made available in the quarterly performance reports Bio-economy seminars to educate essential stakeholders on opportunities and challenges of the MidMichigan bio-economy Intended Impact: Raise awareness of these industries and the opportunities they offer Attract/grow new firms Mid-Michigan, Bioeconomy Learning Community Intended Impact: Raise awareness of industries Increase connections between providers in pipeline, firms, ecodevelopment Accelerate “deals” Mid-Michigan, SVSU Entrepreneurship and Commercialization Center Intended Impact: Help the region that brought the world the automobile be the one to bring the world the fuel to run the vehicles of the future. Accelerate “deals” Intended Impact: Prepare talent for jobs in emerging bioeconomy MSU Intended Impact: Prepare talent for jobs in emerging biofuel industries Grow new firms Kettering Hybrid Technology Initiative SVSU MSU Berkeley Policy Associates Intended Impact C-69 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C Key strategies Activities MFG mfg approaches as firms commercialize IP Responsible Parties Timeframes/ Milestones Kettering SVSU Resources Needed Desired Outcomes/ Metrics Increase the competitiveness of new firms in emerging bio industries 2. Develop new markets for existing high-potential firms Help firms expand existing markets (domestic & international) Connect firms seeking to expand markets to each other and to potential customers via events, joint activities Provide consulting/ assistance to firms within and across sectors Help firms apply existing technologies/ products/servi ces in new sectors Connect firms seeking to enter common markets to each other and to potential customers via events, joint activities Provide consulting/ assistance to firms within and across sectors Promote innovation (process, product, service) to sustain existing business and create new markets and opportunities Communicate effectively to firms, aspiring business owners, students, workers and communities— about the need and the achievements in the region Build innovation into education, workforce and business support services at all levels. Provide focused intervention and/or training to support business/industry adoption of advanced technology tools SVSU Mott, Delta, Lansing CCs MSU MMTC Kettering (and extended networks of all partners) Detailed milestones are available by institution/project Intended Impact: Growth of existing firms Increased penetration of desired markets Broader, deeper business networks Intended Impact: Growth of existing firms Increased penetration of desired markets Broader, deeper business networks SVSU Mott, Delta, Lansing CCs MSU MMTC Kettering (and extended networks of all partners) Intended Impact: Increased awareness of the role/ importance of innovation Increased demand for services to help achieve it More innovation evident Companies sustain existing business and/or create new business 0pportunities Improve technological readiness by integrating appropriate technology to improve performance and profitability Mid-Michigan, Learning Communities 3. Facilitate the launch of new businesses All industries, sectors, emphasis on high-potential firms Accelerate technology transfer from academic to business environments SVSU MSU Kettering Colleges Incubators Berkeley Policy Associates Detailed milestones are available by institution/project C-70 Intended Impact: Accelerated new business creation Aggregation of IP Increased Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C Key strategies Timeframes/ Milestones Resources Needed Activities Responsible Parties Desired Outcomes/ Metrics Promote, support new highgrowth firms (e.g., managerial and technical support) SVSU MSU Kettering Colleges Incubators Intended Impact: More & better jobs Establishment of “anchor firms” in emerging industries Connect firms to talent, capital, expertise to support growth and innovation SVSU MSU Kettering Colleges Incubators Intended Impact: Deeper, broader networks Accelerated business growth Mid-Michigan, Entrepreneurship Learning community [w ISDs, MiTech, SBBEP & LCC emphasizing K-12] Intended Impact: Increase awareness of presence of innovation in region Legitimize jobmaking through business ownership as a viable career option Lend prestige to entrepreneurial behavior innovation Accelerate, support, celebrate entrepreneurship, new business creation in the region 4. Build deep and broad networks across and within stakeholders groups (e.g., learning communities, supply chain and business development partnerships, venture networks, etc.) Network Mid-Michigan, Learning Communities Detailed milestones are available by institution/project Development of baseline measures Promote & support networking Intended Impact: Learning transfer Accelerated business development Increased innovation (people, firms, communities) Intended Impact: Learning transfer Accelerated business development Increased innovation (people, firms, communities) Mid-Michigan, Learning Communities Goal #2: TALENT-Develop next-generation talent through learning—including business-based learning opportunities for workers and students, increased region-wide training opportunities in key industries (current and emerging), and communication and engagement with people, firms, and communities about current and emerging opportunities in Mid-Michigan. Key strategies Activities Responsible Parties Timeframes/ Milestones Resources Needed Desired Outcomes/ Metrics 1. Cultivate talent among career advancers & changers Healthcare Expand the Flint Healthcare Employment Opportunity (FHEO) program to include GFHC LCC Berkeley Policy Associates Detailed milestones are available by institution/project C-71 Intended Impact: More diverse training for more people in healthcare occupations of all kinds Over 125 new trained Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C Key strategies Activities Responsible Parties Timeframes/ Milestones additional healthcare occupations, including those in alternative care environments or emphasizing new technologies Launch a 3 year healthcare initiative aimed at accelerated prior degree nursing, add Respiratory Therapists to the fast track Nursing Program, upgrade k12 health tech program 6 Construction (Building and Construction Trades Initiative, BCON) GFHC Mid-Michigan Healthcare learning community Replicate model or effective practices in other communities in the region GFHC Mid-Michigan, Learning Communities Develop & launch a work experience program intended to attract young workers to the construction trade Develop & launch curriculum intended to bring high school students into the construction trades Develop &launch curriculum intended to support advanced training in finish carpentry 6 Desired Outcomes/ Metrics Healthcare workers enter this growing field Over 32 nurses added per year to the workforce Addition of 30 Nurse Preceptors to health care institutions Preparation of 24 students per year for CENA certification upon completion Disseminate effective practices based on the FHEO model throughout the region. Develop & launch curriculum to bring low-income adults into entry-level positions in the construction trades Resources Needed Intended Impact: Launch new Healthcare initiatives in the region Accelerate their progress Intended Impact: Over 100 WIA eligible individuals trained and placed in career-path construction jobs Effective practices transferable to other programs or other industries identified and shared BAMF HBALC MCC BAMF HBALC MCC Intended Impact: 45 individuals complete work experience and are offered follow-up that would help them enter the construction industry Effective practices transferable to other programs or other industries identified and shared BAMF HBALC MCC Intended Impact: 40 high-school students complete program are offered follow-up that would help them enter the construction industry Effective practices transferable to other programs or other industries identified and shared Intended Impact 30 individuals complete finish carpentry program Effective practices transferable to other BAMF HBALC MCC Construction programs will emphasize new “green” technologies as well as traditional methods. Berkeley Policy Associates C-72 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C Key strategies Activities Responsible Parties Timeframes/ Milestones Resources Needed Desired Outcomes/ Metrics programs or other industries identified and shared Develop and launch certificate program and concentration in surveying Share resources, access, learning, practices and results within and across region Learning for Life “campaign” Promote skills upgrading for all workers throughout life Promote business-ownership/ entrepreneurship as a valid, valued and viable job/ career path for MidMichigan career changers Intended Impact 20 individuals complete program Effective practices transferable to other programs or other industries identified and shared BAMF HBALC MCC Intended Impact: Learning and knowledge transfer among and across programs accelerated program development and improves/increase outcomes BAMF HBALC Mid-Michigan Baseline survey data Intended Impact: An increased percentage of Mid-Michigan adults engaged in new formal learning A higher percentage of MI students and parents believe education should continue beyond high school Development of baseline measures and inventory of regional resources Intended Impact: Increased student interest in and exposure to entrepreneurship? Increased connection between work and learning among students? Number of students participating? Mid-Michigan & program partners SVSU, SBTDC, LCC 2. Students Promote K-16 exposure, participation, connection to entrepreneurship Support student enterprise through teaching, mentoring, doing (K-12) Promote application/ commercialization of new technologies by college/university/ graduate students and researchers Communicate Encourage entrepreneurial behavior at every opportunity ISDs MiTech SVSU Mott, Delta, Lansing CCs MSU MMTC Kettering (and extended networks of all partners) Intended Impact: Commercialization process accelerated New businesses established New networks developed Increased demand for e-ship content across institutions All Mid-Michigan partners Intended Impact: Increase in the percentage of individuals who value/recognize entrepreneurship skills Increase in the percentage of individuals launching new businesses Increase in the level of support these individuals feel in their communities All Mid-Michigan partners, Intended Impact: Higher percentage of 3. “The Public” Encourage entrepreneursh Promote the value of skills upgrading, Berkeley Policy Associates C-73 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C Key strategies ip skill development Activities learning for life, continuous education Promote business ownership/entrepreneurship as a valid, viable career path in Mid-Michigan Engage the people and communities Responsible Parties Timeframes/ Milestones Resources Needed Entrepreneurshi p Learning Community population recognizes/values entrepreneurship skills Higher proportion of population values learning for life. Intended Impact: A higher proportion of people think entrepreneurship is a prestigious career path All MidMichigan partners Invite the public into the change process as often as possible All Mid-Michigan partners Document and share information about innovation and change using diverse multi-media All Mid-Michigan partners Desired Outcomes/ Metrics Intended Impact: Public is engaged in community change efforts Intended Impact: Change in innovative capacity on key indicators developed with TA providers Goal #3: COLLABORATION-Asset-building through connections and partnerships— specifically, identifying and building key assets in the region and making them available and accessible to the region; influencing the way key institutions and organizations work within the region; and supporting and promoting learning and networking (at all levels) in the region. Key strategies Activities Responsible Parties Timeframes/ Milestones Resources Needed Desired Outcomes/ Metrics 1. Network and align economic development organizations with each other and with workforce and education Regional Assessment and Network Communication Engage partners in regional approach &make it real Establish Learning Communities Shared reporting among partners Regular Regional Town Hall meetings Sharing of “Best Practices” Collaborative Events Intended Impact: Improved alignment of policy, investments Increased understanding of regionalism Improved recognition of regional assets Increased collaboration Increased Innovation Increased number of regionbased tools, approaches, assets Mid-Michigan & program partners 2. Network and align educational organizations and institutions with each other and with workforce and economic development Regional Institutional Alignment Engage partners in regional approach and make it real Establish Learning Communities Shared reporting among Intended Impact: Increased depth and breadth in school to business/industry community relationships Increased alignment in investments/outreach to industry, eco-development and workforce partners Improved recognition of Mid-Michigan & program partners, especially Intermediate School Districts (ISDs) Berkeley Policy Associates C-74 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C partners Regular Regional Town Hall meetings Sharing of “Best Practices” Collaborative Events value of regionalism Increased understanding of regional assets Increased innovation 3. Network and align workforce development organizations with each other and with education and economic development Partner Collaboration Engage partners in regional approach and make it real All Mid-Michigan partners Berkeley Policy Associates Intended Impact: Improved alignment of policy, investments Increased understanding of regionalism Improved recognition of regional assets Increased collaboration Increased Innovation Increased number of region-based tools, approaches, assets C-75 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C 9. West Michigan Berkeley Policy Associates C-76 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C 10. Montana Goal 1: Develop a world-class bio-products industry that catalyzes regional economic transformation from an agricultural commodity driven economy to a value added economy that supports regional prosperity in Eastern and Central Montana Key Strategies Desired Outcomes Development of a comprehensive and dynamic market information system that will allow firms, Demonstrate viability of the biogrowers, universities, state government and energy and bio-products industries individual workers to make well-informed strategic choices Increased number of bio-products firms in Montana, Grants to business demonstration and increased profitability of the overall industry in projects Montana. Development of a group of well-trained growers who provide crops to the bio-products industry. Education and outreach within and Engagement of the Tribal nations in providing outside of the region to growers crops. Formation of an bio-products investor group. and private investors Increased private equity investment in Montana bioproduct ventures Creation of a corps of well-trained workers who are able to support the production and management of Customized training and research a growing Montana bio-products industry. Coordination between universities and the private and development efforts sector to advance cutting edge research and development efforts Metrics Existence of the clearinghouse; satisfaction with clearinghouse by users; number of users of market information Number of Firms; Overall Industry Sales; Firm and Industry Profitability; New patents and products created Number of Producers/Farmers; Acreage Dedicated to alternative crops; Profitability of Producers (vs. traditional crops); Yield/Acre, a group of investors (10-15) interested the bioproducts industry # of workers trained; Average wage (vs. regional average); population in the region; Tribal participants, # of coordinated R&D efforts Goal 2: Develop a highly trained and stable/growing workforce to support bio-products and other value added agricultural products Key Strategies Identify career pathways and job opportunities Business demonstration projects Entrepreneurial training Jobs Desired Outcomes Creation of a detailed career pathway map that identifies all industry job opportunities and industry related job opportunities. Increased number of bio-products firms in Montana and increased profitability of the overall industry in Montana. The development of specific curriculum for every stage of education, yet integrated across education lines to better serve students as they advance. Metrics Existence of the career map; satisfaction with career map by users, # of user Number of Firms; Overall Industry Sales; Firm and Industry Profitability; New patents and products created Increased number of students enrolling in entrepreneurship, a clearing house for interested parties to access the information, increased entrepreneurial activity within the bio-product sector The creation of quality jobs that increase the Average wage (vs. regional average); # of jobs standard of living and the median income of the created, placement of trained individuals, region and to provide a pool of qualified employees population stabilization for the bio-products industry. Berkeley Policy Associates C-77 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C Goal 3: Create an agile, integrated talent development system (workforce, education and economic development) that will prepare state residents to act quickly to take advantage of new economic opportunities and is responsive to business needs. Key Strategies Create Regional Cluster Hubs Desired Outcomes Metrics Creation of multiple cluster hubs within the region The number of cluster hubs created, the number offering valuable services, such as develop new of individuals utilizing the services offered, the curriculum using directed industry input, monitor collection and dissemination of data cluster trends, create skill standards as needed, promote cluster related entrepreneurship, conduct global benchmarking, provide cluster information portals, and advance cooperation between all levels of education. Integration of the system changes to facilitate Executive order for the implementation of Develop a new state level system cooperation and communication amongst state innovative solutions created by multiple state that engages education, economic agencies to better respond to the needs of industry agencies working together to address issues development and workforce and the workforce, enabling the State of Montana to facing the private sector in Montana training remain on the cutting edge of workforce innovation. A comprehensive and ongoing analysis of the An ongoing analysis of the R&D efforts for the bioresearch and development trends in the bioproducts industry and increased R&D efforts from Research and development for products industry and the integration of this private industry and education institutions future bio-products industry growth information into the research and development efforts happening within Montana. A comprehensive map of Montana's bio-products A comprehensive resource map Resource mapping resources that can be used to attract business and private capital Goal 4: Create an inclusive and sustainable regional identity and leadership structure that will promote innovation and ensure the long-term success of the transformation initiative. Key Strategies Desired Outcomes Tribal involvement in Montana's New Homestead Encourage participation of tribal act at multiple levels, curriculum development in Knations through special incentives 12 and tribal colleges, increased entrepreneurship, grower participation, youth involvement Tribal involvement in Montana's New Homestead act at multiple levels, curriculum development in KSpecific outreach to tribal nations 12 and tribal colleges, increased entrepreneurship, grower participation, youth involvement Creation of an Executive Order from the Governor's office declaring that all agencies continue to work in coordination to further the vision of the WIRED program, and a subsequent Memorandum of Creation of a leadership structure Agreement between the agencies detailing the manner in which they have worked in together and how they will continue on this path of cooperation and coordination. A network of Cluster Hubs devoted to supporting Cluster Hub Development the bio-products industry in the region through training and information dissemination. Berkeley Policy Associates C-78 Metrics # of applications, curriculum adoption, entrepreneurial activity ( # of business ventures proposed) Communication and involvement of key tribal members (tribal council, elders, key business owners) Attendance at town hall events The existence of an Executive Order and a Memorandum of Agreement detailing the coordinated effort of state agencies advance WIRED. The existence of multiple Cluster Hub centers serving the WIRED region. Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C 11. Finger Lakes The following 15 outcomes are the focus of the WIRED initiative in Finger Lakes: 1. Increase retention of 30-40 year old workers 2. Increase job growth relative to national average 3. Increase average wages relative to national average 4. Adoption of a regional identity resulting in collaborative networking and communication in support of regional economic strategies 5. Increase in employment, employment retention and earnings change for participants 6. 200 companies accessing training with 1,200 individuals trained 7. Involve 225 high school students in entrepreneurial activities 8. Involve 165 high school teachers in internship and entrepreneurial training 9. Train 450 Entrepreneurs and Innovators in high-growth sectors 10. Develop specialized cadre of 10 Technology “Business Starters”. 11. Double business plan participation from 2005 contests. 12. Start 12 companies from orphan technologies 13. Support the development of four industry-led cluster associations that stimulate growth 14. Identify, assess and align region resources to support 30 high-risk companies 15. Measure improvement of business satisfaction with regional efforts from benchmark of 2004 Council on Competitiveness study Berkeley Policy Associates C-79 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C 12. Piedmont Triad Goal #1: Project Governance and Administration: Provide the governance, engagement and administrative support necessary for the successful implementation of the WIRED project. Strategy 1.1: Create a platform through the Piedmont Triad Partnership (PTP) Board of Directors for effective project governance. Desired Outcome: Effective project governance. Metrics: High rankings at annual review of project by the WIRED Action Committee. Clean audit reports. Quarterly reports to US DOL approved. Strategy 1.2: Provide the senior management leadership and support necessary to successfully implement the WIRED Project. Desired Outcome: Management hired and fully operative. Metrics: Annual performance review of WIRED management and staff. Strategy 1.3: Maintain exceptional levels of communication with US DOL, NC Commission on Workforce Development and the WIRED regions. Desired Outcome: Free-flow of 2-way information, support and guidance between the project sponsors (US DOL) and participants/stakeholders. Metrics: Effective website. Regular, informative, widely distributed e-mails to, and meetings with, participants, stakeholders, etc. Evaluations (anonymous via surveymonkey) from participants at meetings. Goal #2: Leadership, Communication & Regional Integration: Build visionary leadership capacity and the broad community engagement necessary to transform the Region's economy and sustain the transformation beyond the three-year WIRED Project.. Strategy 2.1: Fully engage and support collaboration among the key workforce training and development and economic development resources within the region. Desired Outcome: Gain support and engagement of workforce and economic development professionals. Metrics: # attendees (and repeat attendees) at facilitated sessions and positive evaluations from them. Strategy 2.2: Conduct the WIRED Leadership Development Initiative utilizing Innovative "action learning" methods for senior leaders, individuals, and teams across the region. Desired Outcome: Increased system wide capacity to collaborate through an effective LDI program. Metrics: Benchmarking assessments - administered periodically to determine change/effectiveness at individual, team and system level. Dissemination of tools/techniques into wide range of organizations in region. In-depth examination of real life issues around regional collaboration that have proved useful to the WIRED project's participants. % retention of cohort members. % involvement of Advisory Board as mentors to cohorts. CCL/LDI "graduates" volunteer to stay involved after their cohort/Advisory Board experience. Berkeley Policy Associates C-80 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C Strategy 2.3: Establish an integrative leadership communication and public information campaign. Desired Outcomes: Establish an effective public information campaign for the PTP WIRED Project. Creation and maintenance of a WIRED website. Designed materials as part of a comprehensive public information campaign. Effective Education Attainment campaign. Metrics: Market research on WIRED recognition. # hits on website, analysis of downloaded material from the website and movement of visitors to website through its pages. Evaluation of participants in, and recipients of, the Education Attainment campaign. Engagement of regional stakeholders in WIRED meetings and subcommittees. Strategy 2.4: Engage the Triad's leadership in sustaining the goals of WIRED beyond the three years of the grant. Desired Outcomes: A team to take the WIRED initiative beyond 2009 is formed (partly selected, partly self-selected). Metrics: WIRED success data and stories are documented. CCL/LDI "graduates" volunteer to stay involved after their cohort/Advisory Board experience. Funding sources are identified and a database of their contacts and information is updated regularly. Regular interchange of information among the 13 WIRED projects. Funding proposals established in communicable format. Goal #3: Economic Growth and Competitiveness: Increase the capacity to create new, highskill, high-wage jobs in targeted industry clusters through design and delivery of demand-driven services, and to strengthen the entrepreneurial and innovative culture across the entire 12-county Region. Strategy 3.1: Establish a targeted industry cluster approach to create and sustain high-wage, high-skill jobs and to enhance industry competitiveness. Desired Outcome: Creation of new, high-skill, high-wage jobs in the targeted industry clusters. Design and delivery of demand-driven services. Strengthened entrepreneurial and innovative culture across the entire 12-county region. Metrics: Cluster director effectiveness evaluated by participants of the events they organize and facilitate. Comprehensive compilation of best practices. Action points from cluster roundtable meetings are communicated to other parts of the WIRED team. Plans developed and communicated for each cluster through a regular facilitated process. # new jobs in targeted clusters. # expansions in targeted clusters. # collaborations formed. # innovations derived from collaborations. Benchmark and survey perceptions of entrepreneurial/innovation culture in region. Strategy 3.2: Provide leadership for the entrepreneurship, innovation and outreach related activities for the WIRED project. Desired Outcome: Effective leadership in support of entrepreneurship and outreach activities. Metrics: Evaluations of outreach activities conducted by third party contractor. Evaluations by participants in outreach and entrepreneurial programs. Employment of high-barrier populations rural and minority. Strategy 3.3: Integrate regional entrepreneurship development activities into WIRED project. Desired Outcome: Improved integration of regional entrepreneurial activities through the WIRED project. Berkeley Policy Associates C-81 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C Metrics: Amount of risk capital (VC and Angel money in formal groups) based in the region. # spin-offs from companies. # IP referrals to attorneys or universities. # entrepreneurs accessing regional service providers. Coordination with rural entrepreneurial efforts of Rural Economic Development Center. Strategy 3.4: Establish a Higher Education Innovation Council (HEIC) to enhance the research and development capacities of the region's colleges and universities and increase commercialization of technology and know-how from these institutions. Desired Outcome: Enhanced innovation capacity at region's higher education institutions. Enhanced collaboration on research and development between region's higher education institutions. Increased innovation collaboration between industry clusters and higher education institutions. Metrics: R&D activity. # inter-institutional collaborative research/innovation projects. # industry/academic collaborative research/innovation projects. # spin-offs. # patents and licenses. Strategy 3.5: Assure that rural areas and other underserved populations of the region are fully engaged in, and benefit from, the WIRED Project. Desired Outcome: Effective strategies that identify key activities that maximize the benefits of the WIRED project for rural areas and other underserved populations of the region Metrics: # of county decision-makers involved and supportive (minutes of County Commissioner meetings). Comprehensive compilation of best practices. Collaboration with CCL LDI on the Cohort/Advisory Board activities and leverage of practical ideas from their "Active Learning" sessions. Collaboration with the 4 cluster groups (sharing of minutes attendance at meetings/summits). Involvement through delivered services of other organizations (e.g. IES, Cooperative Extension and SBTDC) - # clients, evaluations of services by recipients, # events. Goal #4: Education and Workforce Investment: Leverage all of the Region's educational and training resources to transform and create a best-in-class workforce training delivery system. Strategy 4.1: Establish a transformational system of regional workforce training and development programs for delivery of demand-driven services. Desired Outcome: By the end of the 3-year project, WIRED will have developed a highly efficient and effective workforce development model with proven results. The workforce development efforts will result in the creation of a large new pool of trained workers who will have become employed in the target industry clusters. Metrics: Comprehensive compilation of best practices. Workforce systems summit evaluation by participants. Cooperation between the WFB that develops a common strategy for WIRED objectives. % and # attendance at WIRED meetings and committees. Developed and analyzed needs assessments at intervals over the 3-year project timeframe. Curricula developed by key partners (# courses delivered, # trainees, # certified/graduated). Employer and employee satisfaction surveys. Regional workforce development portal in operation - on time, within budget. Portal/website tracking, # hits, movement between pages. Traditional WIA 17 performance standards. # trained in clusters. Other key traditional and transformation-based metrics as finalized by the Metrics and Workforce Integration Subcommittees. Berkeley Policy Associates C-82 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C Strategy 4.2: Develop metrics for benchmarking workforce training and development activities and transformation. Desired Outcome: Benchmarks that reflect national regional standards, and the practical needs of the cluster industries. Metrics: Facilitated sessions of metrics subcommittee are evaluated as successful by participants. Outputs of metrics subcommittee are evaluated as practical, applicable and inclusive of both traditional and transformation-based measures by participants, target cluster industries and US DOL. Strategy 4.3: Establish a K-12 School-to-Work Forum. Desired Outcome: Improvement in the K-12 curricula's relevance to workplace needs. Improved regional education attainment levels Metrics: Development of a needs assessment/gap analysis that sets a benchmark and allows change to be measured. Survey of 12-county school-to-work practices completed. Best practices generated from survey results and shared with counties and cluster groups. Effectiveness of a K-12 School-to-Work Forum - evaluation from teachers & employers. Berkeley Policy Associates C-83 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C 13. Wall Street West Goal 1: Connectivity: Building the Infrastructure Key Strategies Build Fiber Network Responsible Parties Governor’s Office Timeframes/ Milestones Sept. – Nov. 2006 Supplier Award & Contract Negotiation • Ben Franklin Technology Partners / NEP • Governor’s Office RFP to 25 Suppliers – complete May 2006 • Two finalists as of October 2006 Monitor Progress of Fiber Network Build-out Weekly/Monthly/Quarterly • Assignment of Director of Outreach & • Project Plan Review Network Development appropriate • Escalation mechanism for interface at • Governor’s Office Governor’s deviation to plan Representative Office • DCED Representative • DCED Director of Outreach & Communicate details of Fiber • Supplier Network Development Network penetration to • Fiber Economic Development Network Maps Organizations and Wall Street West Stakeholders in NE PA Region (Jan. 2007) None • Director of Outreach & Sept. – Oct. 2006 Network Development • Industry & Community Engagement Committee Communication of Fiber Network Penetration Outreach Develop RFP for Outreach & Public Relations firms • Desired Outcomes/ Metrics Committed Funds by 11/15/06 • Supplier Selection by Nov. 2006 Contract award within PA state commitment of funds Completion of fiber network by January – March 2008 Ongoing effective communication with Economic Development Organizations and stakeholders. RFP to Outreach and Public Relations Firms by October 12, 2006 Select Outreach & Public Relations Firm • Director of Outreach & November 1-15, 2006 Network Development • Industry & Community Engagement Committee None Select Outreach & Public Relations Firm by November 15, 2006 Wall Street West Strategic Targeting • Support of selected Executive Committee Team members Documented strategies & implementation direction for Outreach efforts by November 30, 2006 Financial Services Forum Leverage high profile corporate moves to Wall Street West Exercise IBM Consulting Services Outreach (continued) Resources Needed US DOL Dept. of Commerce Support from Governor’s Office Activities Identify Financial Resources Director of Outreach & October 2006 Network Development Identify Executive Team members by 10/20/06 • Executive Committee Team w/NY Financial • Evaluate most highly background levered opportunities (identification in process) • Formulate strategy & implementation direction for Outreach efforts • Director of Outreach & April 2007 • Enable forum discussion Network Development of Wall Street West initiative • John Dearie April 2007 Forum discussion of Wall Street West initiative Outreach PR firm CEO interaction or • Director of Outreach & • Olympus America, Inc. positive Business Network Development from Long Island, NY to Case for move to Bethlehem, PA – Aug. 2006 Wall Street West • Prudential • Blue Cross of NEPA IBM Consultant(s) Executive contacts • Director of Outreach & October – December 2006 & insights on Network Development • Grant access to NY company location financial clients issues & strategies Draw upon senior alumni from • Director of Outreach & Sept. 2006 – Jan. 2008 Access to executive levels in the 21 colleges & universities Network Development working in NY financial • Executive Committee NY financial services sector. services sector members Berkeley Policy Associates C-84 None None Executive contacts & insights on location issues & strategies Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C Key Strategies Activities Presentation and tour of Lehigh University Financial Services Lab Build relationships Resources Desired Responsible Parties Timeframes/ Milestones Needed Outcomes/ Metrics Lehigh University • Create • Director of Outreach & October 2006 • Showcase $20M hands- Business College impetus for Network Development on facility educating Lehigh additional • Gerald Ephault students in the College of financial services • Vito Gallo Business & Economics labs and programs at • Actual Trading Room other educational environment institutions • Utilize resource as showcase for potential NY financial firms. None Foster additional • Wall Street West • Utilize resources of the executive financial Team Commonwealth (i.e., services firms Governor’s Action Team) contacts • Draw upon U.S. DOL & other government agencies to provide visibility & access • Leverage various Boards of Directors, senior business contacts, alumni, etc. Overall Metric: Number of NY Financial Services firms that establish specific plans in 2007 and 2008 to locate facilities in the Wall Street West region. Berkeley Policy Associates C-85 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C Goal 2: Creating the Talent Pool Key Strategies Appoint Project Director Activities Search Activities Responsible Parties Timeframes/ Milestones Search Committee 9/15/06 Acceptance Resources Needed Desired Outcomes/ Metrics Personnel Committee Project Director in place Physical Facilities Part time: 10-12/31/06 Full time: January 07 Appoint Director of Workforce Initiatives Search Activities Form the Human Capital Identify committee Committee membership Search Committee 9/15/06 Director of WF Initiatives 10/31/06 Personnel Committee Start date: 10/2/06 Executive Committee Human Capital Committee membership listing and meeting schedule Director and /or Consultant/TA DOL Model in house and posted on website Select a Chair Determine the financial Request Financial services industry Services Competency competency requirements model from DOL Compare financial service competencies with the current workforce capacity and educational programs 11/30/06 Director of Workforce Initiatives Contacts at existing and potential firms Confirm competencies with existing financial services firms and a sample of potential new firms Human Capital Committee Inventory existing education and training programs Human Capital Committee December 2006 Director of Workforce Initiatives Assess current workforce capacity (comprehensive labor shed study) Director and /or Consultant/TA Funding June 2007 Collaboration with education partners Report identifying required assets, curriculum and programs Conduct a Gap Analysis Develop and implement a Plan should include: Human Capital Committee December 2006 comprehensive approach Submit for state grants to Director of Workforce to close the gaps organize an Industry Initiatives Partnership and offer WIBs, Schools, Colleges incumbent worker training Align education and training opportunities with industry needs Ongoing Provide retraining to dislocated workers School-based facilities Funding Incumbent worker training programs are being conducted Consultant - FT Advantage, NY Institute of Increased availability of Finance, other prospective employees required by financial service firms Develop dual enrollment programs December 2007 Provision for internship and employment opportunities website Establishment of a comprehensive career development process rooted in lifelong learning Berkeley Policy Associates Curriculum specialist Financial Services Industry Partnership in place possessing skills Develop career ladders/lattices Develop internships for high school and college students Education & Training Partners C-86 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C Goal 2: Creating the Talent Pool (Continued) Key Strategies Activities Responsible Parties Communicate findings of Post on the WIRED Gap Analysis and required website actions throughout the Targeted media and PR region activity Directors Continuous reassessment Periodic update of Gap of company needs and regional attributes Analysis Director of Workforce Initiatives Expand access to and Brand NE PA as a financially literate region utilization of Junior Achievement programs Timeframes/ Milestones Resources Needed Desired Outcomes/ Metrics 2007 Funding Alignment of education & training programs with industry requirements Ongoing Process and resources included in strategic workforce development system strategic plan Demand Driven Programs Directors June 2007 ICE & Human Capital Committees Ongoing Funding mechanism for school district participation in JA programs Change in internal & external perception of NE PA ICE Committee Human Capital Committee Human Capital Committee Wall Street/Financial Financial Literacy plan Services recognition as and support from Hillary a destination of choice Hunt Ensure access to Enterprise Village and Finance Park for all fifth and eighth grade students Review and deploy relevant Wall Street West financial literacy initiative activities Berkeley Policy Associates C-87 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C Goal 3: Innovation Environment Key Strategies Assess regional innovation infrastructure and culture Leverage existing and form new business/education partnerships Activities Timeframes/ Milestones Responsible Parties Identify key technology-based strengths-both physical and intellectual Directors Integrate KIZ and STARS Wall Street West Team June 2007 Resources Needed Desired Outcomes/ Metrics Project Director Sustainability at Consultant conclusion of grant period Funding Ongoing Funding Quarterly Reports from existing innovation organizations - BFTP, NPTI, etc Provide incentives to companies locating in KIZ -Growing critical mass of high-tech sectors in Wall Street West - Greater retention of college graduates - Increases in numbers reported in quarterly reports Establish a regional grant pool for financial services sector innovations Promote Centers of Excellence at regional colleges and universities Identify budget amounts and distribution methodology for contributions Project Director 2007 Funding Commitment -Inducement to financial services firms Public Relations Increased enrollment Executive Committee Identify appropriate Project Director with Centers of Colleges and Excellence at Universities Ongoing institutions Human Capital and ICE Committees Increase investment in Wall Street West companies -Capital for financial Project Director Ongoing Funding: Venture Capital Firms Director of Outreach Angel Investment services startups Increase in expansion, retention and start up business Groups -Expand and upgrade Ben Franklin/NEP Life Science Green technology assets Provide easy access to all entrepreneurship services House/CPA Identify the various Directors June 2007 organizations and services Ad hoc committee Write and implement a plan for enhanced coordination and communication of the range of services Berkeley Policy Associates C-88 Representatives from NEPA Alliance, GVTA, BFTP Single source for access to entrepreneurship resources Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C Goal 4: Integrated and Sustainable Economic and Workforce Development System Key Strategies Activities Timeframes/ Milestones Responsible Parties Create a culture • Conduct a regionalism Wall Street West Team supportive of regionalism conference • Partner with media sources to perpetuate regionalism message • Build on internal success stories such as Wall Street West, LVEDC, NPTI and others • Provide leadership development opportunities for economic and workforce development agency personnel Develop a strategy to accelerate regional economic development planning and to streamline processes Wall Street West Team • Map existing economic development agencies • Compile and compare board member lists • Identify current initiatives to streamline and/or reorganize economic development resources • Convene “new economy” thought leaders from within the various organizations for strategic planning Desired Outcomes/ Metrics Resources Needed 2007 and ongoing • Council on • Competitiveness • Media • • Funding 2007 • • Consultant Funding 75% of economic development leadership attend Paradigm shift evidenced by changes in decision making, processes, and reduction in the number of economic and workforce development organizations decision media coverage A sustai nable, compr ehensi ve region al econo mic develo pment plan includi ng timelin e for imple mentat ion Implement regional economic and workforce development plans for accelerated regional planning and streamlined processes Steps above Wall Street West Team 2008 • *Wall Street West Team: All staff, committee and resource individuals **Funding: Cost estimates are being developed and will be provided by 10/31/06 Berkeley Policy Associates • C-89 Governor and Legislative Support Funding Integrate Economic and Workforce Development Organizations Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C Berkeley Policy Associates C-90 Appendix D Social Network Analysis Data • • • • • Table D.1: Table D.2: Table D.3: Table D.4: Table D.5: Types of Organizations in the Regional Social Networks Types of Organizations of Site Visit Respondents Organizational Roles of Collaborators in the Regional SocialNetworks Organizational Roles of Site Visit Respondents Frequency of Contact in the Regional Social Networks Berkeley Policy Associates Berkeley Policy Associates Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix D Table D.1: Types of Organizations in the Regional Social Networks Region Econ. Dev. Workforce Industry Research Education Govt. Other 4.6% 21.5% 7.7% 3.1% 40% 3.1% 20% California Corridor 10.1% 19.2% 38.4% 8.1% 13.1% 4% 7.1% Metro Denver 15.5% 5.2% 34.5% 12.1% 20.7% 6.9% 5.2% Northwest Florida 13.8% 16.1% 41.4% 3.4% 12.6% 2.3% 10.3% Kansas City 17.1% 11.8% 9.2% 0% 39.5% 1.3% 21.1% North Star Alliance 12.3% 28.8% 34.2% 2.7% 9.6% 8.2% 4.1% Mid-Michigan 6.9% 18.4% 17.2% 5.7% 20.7% 3.4% 27.6% West Michigan 6.4% 13.8% 29.4% 14.7% 18.3% 3.7% 13.8% Montana 12.5% 17.5% 5% 0% 17.5% 42.5% 5% Finger Lakes 12.5% 18.2% 29.5% 5.7% 18.2% 8% 8% Piedmont Triad 17.7% 7.3% 20.2% 4% 31.5% 2.4% 16.9% Wall Street West 17.3% 13.5% 17.3% 5.8% 30.8% 0% 15.4% 12% 15.7% 24.9% 5.8% 22.4% 5.5% 13.5% WAEM Across All Regions *Social network data not available from NCI Berkeley Policy Associates D-1 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix D Table D.2: Types of Organizations of Site Visit Respondents Region Econ. Dev. Workforce Industry Research Education Govt. Other 4.4% 23.1% 12.1% 0% 26.4% 0% 34.1% California Corridor 19.4% 21% 32.3% 8.1% 11.3% 0% 8.1% Metro Denver 41.7% 0% 16.7% 8.3% 25% 8.3% 0% Northwest Florida 12.4% 14.9% 44.6% 2.5% 10.7% 0% 14.9% Kansas City 16.9% 10.1% 6.8% 0% 40.5% 0% 25.7% North Star Alliance 22.7% 27.3% 36.4% 4.5% 9.1% 0% 0% Mid-Michigan 8.5% 18.6% 11% 9.3% 32.2% 2.5% 17.8% West Michigan 3.2% 9.7% 25.8% 16.1% 25.8% 0% 19.4% Montana 10% 20% 0% 0% 30% 40% 0% Finger Lakes 17.5% 16.7% 36.7% 4.2% 13.3% 7.5% 4.2% Piedmont Triad 34.6% 3.8% 3.8% 0% 34.6% 0% 23.1% Wall Street West Across All Regions 7.7% 23.1% 23.1% 15.4% 23.1% 0% 7.7% 16.2% 15.2% 21.8% 5.7% 23.6% 2.9% 14.6% WAEM *Social network data not available from NCI Berkeley Policy Associates D-2 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix D Table D.3: Organizational Roles of Collaborators in the Regional Social Networks Leaders, Strategists, Visionaries, Decision-Makers Implementers, Managers, Administrators Day-to-Day Staff WAEM 44.6% 33.8% 21.5% California Corridor 59.6% 35.4% 4% Metro Denver 54.2% 33.9% 11.9% Northwest Florida 78.2% 18.4% 2.3% Kansas City 40.3% 46.8% 11.7% North Star Alliance 42.5% 38.4% 19.2% Mid-Michigan 37.9% 51.7% 10.3% West Michigan 53.2% 30.3% 16.5% Montana 42.5% 47.5% 10% Finger Lakes 52.3% 39.8% 8% Piedmont Triad 58.9% 35.5% 5.6% Wall Street West 32.7% 51.9% 15.4% Across All Regions 51.3% 37.7% 10.7% Region *Social network data not available from NCI Berkeley Policy Associates D-3 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix D Table D.4: Organizational Roles of Site Visit Respondents Leaders, Strategists, Visionaries, Decision-Makers Implementers, Managers, Administrators Day-to-Day Staff WAEM 37.4% 44% 18.7% California Corridor 60.5% 31.5% 8.1% Metro Denver 25% 66.7% 8.3% Northwest Florida 80% 15.8% 4.2% Kansas City 50% 41.9% 8.1% North Star Alliance 40.9% 36.4% 22.7% Mid-Michigan 34.7% 56.8% 8.5% West Michigan 51.6% 38.7% 9.7% 50% 30% 20% Finger Lakes 55.8% 44.2% 0% Piedmont Triad 45.4% 43.8% 10.8% Wall Street West 7.7% 84.6% 7.7% 42.3% 9.9% Region Montana Across All Regions 47.7% *Social network data not available from NCI Table D.5: Frequency of Contact in the Regional Social Networks 3+ Times/ Week 1-2 Times/ Week 2-3 Times/ Month Monthly Quarterly Yearly WAEM 7.7% 15.4% 29.7% 26.4% 20.9% 0% California Corridor 6.4% 24.2% 29.8% 29% 9.7% 0.8% Metro Denver 15% 23.3% 25% 23.3% 13.3% 0% Northwest Florida 3.4% 15.7% 23.1% 36.4% 19.8% 1.7% Region Average 2-3 times/ month 2-3 times/ month 2-3 times/ month Monthly 2-3 times/ month 1-2 times/ week 2-3 times/ month 2-3 times/ month 2-3 times/ month Kansas City 4.5% 23.6% 27% 31.1% 9.5% 1.4% North Star Alliance 22.7% 30% 27.3% 10.9% 9.1% 0% .5% 24.8% 45% 20.2% 2.8% .9% 13.6% 21.9% 23.9% 35.5% 3.2% 1.9% 6% 22% 20% 36% 12% 4% 2.1% 20.2% 20.2% 26.6% 26.6% 4.3% Monthly Mid-Michigan West Michigan Montana Finger Lakes Piedmont Triad Wall Street West Across All Regions 3.1% 19.4% 32.6% 30.2% 12.4% 2.3% 2-3 times/ month 3% 15.4% 21.5% 41.5% 13.8% 4.6% Monthly 8.2% 21.6% 27.7% 28.8% 12% 1.7% 2-3 times/ month *Social network data not available from NCI Berkeley Policy Associates D-4 Appendix E Data Book on Generation I WIRED Regions • • • • • Table E.1: Workforce and Innovation Measures: Comparing Generation I WIRED Regions with Their States Table E.2: Post-Secondary Education Measures: Comparing Generation I WIRED Regions with Their States Table E.3: Demographic Measures: Comparing Generation I WIRED Regions with Their States Table E.4: NAICS Codes for Each Region’s Customized Basket of Target Industries Table E.5: Generation I WIRED Evaluation’s Definition of STEM Subjects Berkeley Policy Associates Berkeley Policy Associates Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix E Table E.1 Workforce and Innovation Measures: Comparing Generation I WIRED Regions with Their States WAEM Measure California Corridor Metro Denver Northwest Florida NCI Kansas City Region % of State Region % of State Region % of State Region % of State Region % of State Region % of State Labor Force Participation In Labor Force Employed Unemployed Not In Labor Force Employed Blue Collar Jobs Employed White Collar Job 60% 92% 7% 41% 48% 52% 100% 101% 116% 103% 107% 106% 63% 92% 7% 38% 37% 63% 102% 100% 100% 100% 100% 100% 72% 96% 4% 28% 33% 67% 103% 101% 100% 107% 109% 103% 61% 89% 6% 39% 40% 60% 103% 106% 100% 105% 103% 102% 65% 95% 5% 35% 51% 49% 103% 100% 100% 106% 111% 111% 65% 94% 5% 35% 42% 58% 105% 101% 125% 106% 105% 103% Targeted Industries Average Annual Income Number of Establishments Number of Employees $38,416 1,510 27,918 100% 26% 23% $92,454 34,665 658,389 101% 70% 76% $96,785 845 20,282 99% 75% 61% $41,179 6,895 57,594 89% 8% 7% $43,688 288 4,378 109% 11% 7% $41,913 1,739 29,673 109% 22% 16% All Industries Average Annual Income Number of Establishments Number of Employees $30,448 20,529 288,529 93% 26% 25% $48,231 839,058 9,432,935 101% 68% 72% $51,132 111,457 1,327,015 108% 65% 70% $31,853 35,306 416,118 84% 6% 6% $35,483 10,680 175,975 97% 7% 7% $39,791 108% 981,624 67% 3 21% 821 88% 224 90% 5 4% 17 33% 8 43% 111 78 0 12% 20% 0% 4,320 30,815 8 76% 85% 38% 1,016 3,153 2 85% 84% 100% 179 148 0 16% 3% 0% 233 425 0 37% 16% 0% 172 757 1 47% 71% 50% WORKFORCE INNOVATION FY2005 SBIR New Starts FY2005 Federally-Funded R&D New Starts FY2006 Patent Applications Number of Angel Networks E-1 Berkeley Policy Associates Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix E Table E.1 (continued) North Star Alliance Mid-Michigan West Michigan Montana Finger Lakes Piedmont Triad Wall Street West Region % of State Region % of State Region % of State Region % of State Region % of State Region % of State Region % of State In Labor Force Employed Unemployed Not In Labor Force 66% 95% 5% 34% 102% 100% 100% 97% 65% 94 % 6% 35% 100% 100% 100% 100% 69% 96% 5% 31% 106% 102% 83% 89% 66% 94% 6% 35% 108% 101% 86% 9% 63% 92% 8% 37% 97% 99% 133% 106% 62% 95% 5% 38% 100% 101% 83% 100% 62% 95% 5% 38% 100% 101% 83% 100% Employed Blue Collar Jobs 41% 95% 45% 105% 46% 107% 38% 105% 43% 105% 43% 105% 43% 105% Employed White Collar Job 59% 104% 56% 98% 54% 95% 62% 97% 57% 97% 57% 95% 57% 95% $40,631 99% $43,902 86% $41,221 93% * * $42,045 70% $42,925 102% $56,821 87% Number of Establishments 3,619 79% 8,328 17% 1,829 10% * * 269 9% 3,196 17% 190 12% Number of Employees 33,381 76% 82,909 10% 55,083 12% * * 6,767 6% 87,804 16% 3,665 12% Average Annual Income $33,275 100% $37,163 89% $36,837 88% 26,657 91% $38,329 67% $35,193 94% $35,858 87% Number of Establishments 36,499 79% 35,631 14% 28,076 11% 5,368 14% 27,526 5% 37,481 16% 43,236 14% Number of Employees 424,916 85% 517,587 14% 527,524 15% 41,139 11% 457,043 65% 628,144 19% 684,749 14% FY2005 SBIR New Starts 1 5% 10 9% 3 3% 1 4% 31 15% 5 7% 5 2% FY2005 Federally-Funded R&D New Starts 185 96% 63 6% 29 56% 10 6% 206 8% 109 10% 101 5% FY2006 Patent Applications 286 95% 1,170 18% 591 9% 6 3% 1,905 16% 420 10% 988 15% 0 0% 0 0% 1 20% 0 0% 1 9% 2 25% 0 0% Measure WORKFORCE Labor Force Participation Targeted Industries Average Annual Income All Industries INNOVATION Number of Angel Networks * Data not available on Montana’s targeted industries E-2 Berkeley Policy Associates Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix E Table E.2 Post-Secondary Education Measures: Comparing Generation I WIRED Regions with Their States WAEM California Corridor Metro Denver Region % of State Region % of State Region % of State 448 29% 88,928 81% 13,328 69% 43,065 39% 1,611,03 9 72% 86,845 61% Baccalaureate-Granting Institutions 2,230 24% 55,454 86% 36,134 73% Post-Baccalaureate-Granting Institutions 51,393 34% 829,632 78% 172,721 68% 10,354 36% 303,260 73% 15,245 63% 685 39% 12,356 86% 7,612 67% 9,786 37% 130,068 77% 27,533 66% 3,318 20% 59,891 68% 4,906 61% 299 24% 8,388 90% 3,948 65% 9,096 37% 172,700 79% 29,768 79% 2-Yr Degree Granting Institutions 255 9% 4,534 68% 191 48% Baccalaureate-Granting Institutions 31 10% 2,482 89% 689 49% 1,539 45% 34,947 83% 6,215 79% Non-Degree Granting Institutions 15 25% 2,201 83% 340 79% 2-Yr Degree Granting Institutions 1,062 36% 23,718 69% 1,554 53% Baccalaureate-Granting Institutions 117 28% 2,059 87% 932 65% 2,329 33% 46,616 76% 10,663 88% 2-Yr Degree Granting Institutions 46 33% 937 70% 54 47% Baccalaureate-Granting Institutions 5 18% 115 88% 51 65% 197 44% 1,831 82% 639 88% Measure Total 2005-6 Enrollment: Non-Degree Granting Institutions 2-Yr Degree Granting Institutions # Entering Students 2005-6: 2-Yr Degree Granting Institutions Baccalaureate-Granting Institutions Post-Baccalaureate-Granting Institutions Completions 2005-6: 2-Yr Degree Granting Institutions Baccalaureate-Granting Institutions Post-Baccalaureate-Granting Institutions STEM Major Completions 2005-6: Post-Baccalaureate-Granting Institutions Instructional Staff FTEs 2005-6: Post-Baccalaureate-Granting Institutions New Faculty Hires 2005-6: Post-Baccalaureate-Granting Institutions E-3 Berkeley Policy Associates Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix E Table E.2 (continued) Northwest Florida NCI Kansas City Region % of State Region % of State Region Non-Degree Granting Institutions 5,087 6% 480 10% 7,300 2-Yr Degree Granting Institutions 45,080 10% 14,564 12% 74,459 Baccalaureate-Granting Institutions 15,126 7% 882 3% 17,383 Post-Baccalaureate-Granting Institutions 70,585 12% 48,858 14% 129,459 2-Yr Degree Granting Institutions 9,960 10% 1,569 12% 11,765 Baccalaureate-Granting Institutions 3,317 9% 251 4% 3,981 Post-Baccalaureate-Granting Institutions 12,552 14% 10,016 16% 16,884 2-Yr Degree Granting Institutions 4,225 11% 704 9% 4,110 Baccalaureate-Granting Institutions 1,762 7% 203 6% 2,295 Post-Baccalaureate-Granting Institutions 13,627 13% 9,583 17% 18,118 2-Yr Degree Granting Institutions 118 6% 129 12% 334 Baccalaureate-Granting Institutions 33 1% 43 6% 254 1,746 13% 3,832 40% 2,262 Non-Degree Granting Institutions 250 7% 33 19% 408 2-Yr Degree Granting Institutions 1,004 12% 289 12% 1,599 Baccalaureate-Granting Institutions 284 5% 92 8% 636 2,922 12% 2,526 17% 5,816 2-Yr Degree Granting Institutions 37 12% 6 6% 61 Baccalaureate-Granting Institutions 19 10% 11 17% 37 Post-Baccalaureate-Granting Institutions 169 12% 225 23% 390 Measure % of State Total 2005-6 Enrollment: 91% 54% 75% 54% # Entering Students 2005-6: 48% 72% 52% Completions 2005-6: 47% 69% 47% STEM Major Completions 2005-6: Post-Baccalaureate-Granting Institutions 56% 37% 45% Instructional Staff FTEs 2005-6: Post-Baccalaureate-Granting Institutions 74% 51% 68% 49% New Faculty Hires 2005-6: E-4 Berkeley Policy Associates 44% 65% 55% Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix E Table E.2 (continued) North Star Alliance Mid-Michigan West Michigan Montana Region % of State Region % of State Region Non-Degree Granting Institutions 1,754 100% 2194 11% 2,835 14% 0 0% 2-Yr Degree Granting Institutions 15,633 80% 65271 19% 29,084 8% 5,921 37% Baccalaureate-Granting Institutions 16,108 71% 11605 23% 8,849 18% 0 0% Post-Baccalaureate-Granting Institutions 44,212 100% 92021 21% 58,454 13% 1,786 4% 2-Yr Degree Granting Institutions 4,357 82% 5850 16% 4,692 13% 828 27% Baccalaureate-Granting Institutions 2,524 63% 3263 25% 2,543 19% 0 0 Post-Baccalaureate-Granting Institutions 6,297 100% 14554 21% 8,592 12% 355 4% 2-Yr Degree Granting Institutions 1,486 80% 3421 18% 1,963 10% 451 37% Baccalaureate-Granting Institutions 2,082 68% 1098 19% 1,322 23% 0 0% Post-Baccalaureate-Granting Institutions 5,919 100% 17213 22% 8,498 11% 320 5% 2-Yr Degree Granting Institutions 184 83% 298 13% 325 14% 50 30% Baccalaureate-Granting Institutions 507 92% 196 24% 180 22% 0 0% Post-Baccalaureate-Granting Institutions 922 100% 2914 20% 951 7% 41 3% Non-Degree Granting Institutions 79 100% 71 16% 68 15% 0 0% 2-Yr Degree Granting Institutions 520 84% 1417 23% 568 9% 168 44% Baccalaureate-Granting Institutions 797 75% 235 14% 398 25% 0 0% 1,824 100% 3829 20% 1,905 10% 81 4% 2-Yr Degree Granting Institutions 17 85% 22 23% 9 9% 18 72% Baccalaureate-Granting Institutions 62 87% 2 3% 19 25% 0 0% Post-Baccalaureate-Granting Institutions 75 100% 149 14% 133 13% 7 7% Measure % of State Region % of State Total 2005-6 Enrollment: # Entering Students 2005-6: Completions 2005-6: STEM Major Completions 2005-6: Instructional Staff FTEs 2005-6: Post-Baccalaureate-Granting Institutions New Faculty Hires 2005-6: E-5 Berkeley Policy Associates Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix E Table E.2 (continued) Finger Lakes Piedmont Triad Wall Street West Region % of State Region % of State Region % of State Non-Degree Granting Institutions 1,149 3% 1,187 19% 2,493 9% 2-Yr Degree Granting Institutions 49,811 11% 44,025 15% 45,574 19% Baccalaureate-Granting Institutions 0 0% 4,025 14% 7,549 10% 57,276 6% 59,314 19% 75,685 13% 9,002 10% 12,092 19% 9,773 20% 0 0% 1,197 14% 1,715 9% 9,440 6% 12,037 21% 14,056 14% 4,369 10% 2,654 15% 3,702 17% 0 0% 583 12% 1,406 12% 12,646 7% 9,540 18% 12,478 11% 315 9% 314 16% 491 14% 0 0% 134 24% 380 13% 2,679 11% 1,177 12% 1,873 10% Non-Degree Granting Institutions 40 3% 26 13% 123 8% 2-Yr Degree Granting Institutions 898 8% 2,189 19% 1,040 17% Baccalaureate-Granting Institutions 0 0% 220 14% 519 13% 4,578 8% 3,576 20% 3,277 9% 2-Yr Degree Granting Institutions 24 8% 56 9% 18 8% Baccalaureate-Granting Institutions 0 0% 20 13% 20 7% 269 7% 318 23% 177 10% Measure Total 2005-6 Enrollment: Post-Baccalaureate-Granting Institutions # Entering Students 2005-6: 2-Yr Degree Granting Institutions Baccalaureate-Granting Institutions Post-Baccalaureate-Granting Institutions Completions 2005-6: 2-Yr Degree Granting Institutions Baccalaureate-Granting Institutions Post-Baccalaureate-Granting Institutions STEM Major Completions 2005-6: 2-Yr Degree Granting Institutions Baccalaureate-Granting Institutions Post-Baccalaureate-Granting Institutions Instructional Staff FTEs 2005-6: Post-Baccalaureate-Granting Institutions New Faculty Hires 2005-6: Post-Baccalaureate-Granting Institutions Source: U.S. Department of Education Integrated Postsecondary Education Data System (IPEDS) E-6 Berkeley Policy Associates Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix E Table E.3 Demographic Measures: Comparing Generation I WIRED Regions with Their States WAEM California Corridor Metro Denver Northwest Florida NCI Measure Region State Region State Region State Region State Region State 6,080,485 Total Population 2,844,658 4,447,100 24,278,841 33,871,648 2,833,000 4,301,261 1,222,492 15,982,378 535,700 Population Densitya 59.7 86.1 415.6 214.2 253.3 41.3 105.9 281.8 95.5 168.0 Male 48% 48% 50% 50% 50% 50% 49.8% 48.8% 49.9% 49.1% 88% Race/Ethnicity White 61% 71% 57% 60% 82% 83% 76% 78% 93% Black 36% 26% 7% 7% 4% 4% 19% 15% 2% 8% American Indian 0.4% 0.5% 1% 1% 1% 1% 1% 0.3% 0.4% 0.3% Asian or Pacific Islander 1% 1% 12% 11% 3% 2% 2% 2% 2% 1% Other/Multiple Race 1% 1% 23% 22% 11% 10% 3% 5% 3% 3% 1% 1% 36% 32% 18% 17% 3% 17% 4% 4% Median Age 33.8 35.9 32.7 33.3 33.8 34.4 35.5 38.7 34.4 35.2 15 to 19 8% 7% 7% 7% 7% 7% 8% 6% 8% 8% 20 to 24 8% 7% 7% 7% 7% 7% 88% 6% 9% 7% 25 to 34 13% 14% 16% 15% 16% 15% 14% 13% 13% 14% 35 to 44 15% 15% 16% 16% 17% 17% 16% 16% 15% 16% 45 to 54 13% 14% 12% 13% 14% 14% 13% 13% 13% 13% Hispanic Ethnicity b Age 55 to 64 9% 9% 8% 8% 8% 8% 9% 10% 9% 9% 65 and older 12% 13% 10% 11% 9% 10% 12% 18% 13% 12% Average for Household $42,315 $45,923 $66,144 $65,628 $65,707 $61,437 $47,539 $53,504 $49,145 $52,229 Median for Household $31,489 $34,250 $48,179 $47,692 $51,119 $47,338 $36,425 $38,924 $40,733 $41,771 Income Education Levelc Less than HS Diploma 27% 25% 24% 23% 13% 13% 18% 20% 16% 18% High School Graduate 29% 30 % 20% 20% 22% 23% 28% 29% 42% 37% Some College, No Degree 30% 21% 22% 23% 23% 24% 23% 22% 19% 20% 24% 34% 34% 42% 40% 31% 29% 23% 25% Advanced Degree 23% a Population density is population per square mile c Education level for population age 25 and older b Hispanics may be of any race, so also are included in applicable race categories. E-7 Berkeley Policy Associates Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix E Table E.3 (continued) Kansas City North Star Alliance Mid-Michigan West Michigan Finger Lakes Measure Region State Region State Region State Region State Region State Total Population 5,595,211 2,688,418 1,742,373 9,938,444 1,254,661 9,938,444 1,199,588 18,976,457 1,199,588 18,976,457 Population Densitya 80.3 32.7 203.6 170.9 259.4 170.9 248.6 390.2 248.6 390.2 Male 49% 49% 49% 49% 50% 49% 49% 48% 49% 48% White 85% 86% 97% 97% 86% 80% 87% 80% 85% 68% Black 11% 6% 1% 1% 10% 14% 7% 14% 10% 16% American Indian 1% 1% 1% 1% 1% 1% 1% 1% 0.3% 0.4% Asian or Pacific Islander 1% 2% 1% 1% 1% 2% 1% 2% 2% 6% Other/Multiple Race 2% 6% 1% 1% 3% 3% 5% 3% 3% 10% 2% 7% 1% 1% 4% 3% 6% 3% 4% 15% Median Age 36.1 35.2 38.4 38.6 35.4 35.5 33.5 35.5 36.4 35.9 15 to 19 8% 8% 7% 7% 8% 7% 8% 7% 7% 7% Race/Ethnicity Hispanic Ethnicity b Age 20 to 24 7% 7% 6% 6% 7% 7% 7% 7% 6% 7% 25 to 34 13% 13% 13% 12% 13% 14% 14% 14% 13% 15% 35 to 44 16% 16% 17% 17% 16% 16% 16% 16% 17% 16% 45 to 54 13% 13. % 15% 15% 14% 14% 13% 14% 14% 14% 55 to 64 9% 8% 10% 10% 9% 9% 8% 9% 9% 9% 65 and older 14% 13% 14% 14% 12% 12% 11% 12% 13% 13% Average for Household $49,956 $52,080 $49,179 $47,383 $55,210 $57,400 $55,681 $57,400 $54,745 $61,856 Median for Household $38,114 $40,687 $38,750 $37,368 $44,114 $44,702 $45,694 $44,702 $43,488 $43,642 Less than HS Diploma 19% 14% 14% 15% 15% 17% 16% 17% 16% 21% High School Graduate 30% 30% 35% 36% 33% 31% 32% 31% 30% 28% Some College, No Degree 22% 25% 19% 19% 24% 23% 23% 23% 18% 17% Advanced Degree 27% 32% a Population density is population per square mile c Education level for population age 25 and older 32% 30% 28% 29% 29% 29% 36% 35% Income Education Levelc b Hispanics may be of any race, so also are included in applicable race categories. E-8 Berkeley Policy Associates Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix E Table E.3 (continued) Montana Piedmont Triad Wall Street West Measure Region State Region State Region State Total Population 179,639 902,195 1,464,979 8,049,313 1,776,855 12,281,054 Population Densitya 2.1 6.1 245.7 162.9 336.3 271.1 Male 50% 50% 48% 49% 49% 48% 85% Race/Ethnicity White 78% 91% 75% 72% 92% Black 0.1% 0.3% 20% 22% 3% 10% American Indian 19% 6% 0.4% 1% 0.2% 0.2% Asian or Pacific Islander 0.3% 1% 1% 2% 1.1% 2% 2% 2% 4% 4% 4% 3% 1% 2% 5% 5% 6% 3% Median Age 38.1 37.5 36.3 35.3 38.9 38.0 15 to 19 9% 8% 7% 7% 7% 7% Other/Multiple Race Hispanic Ethnicity b Age 20 to 24 5% 7% 7% 7% 6% 6% 25 to 34 10% 11% 15% 15% 12% 13% 35 to 44 15% 16% 16% 16% 16% 16% 45 to 54 14% 15% 14% 14% 14% 14% 55 to 64 9% 9% 9% 9% 9% 9% 65 and older 15% 13% 13% 12% 17% 16% Average for Household $36,887 $42,471 $50,926 $52,682 $50,926 $52,682 Median for Household $29,448 $33,195 $40,571 $40,115 $40,571 $40,115 Less than HS Diploma 17% 13% 23% 22% 19% 18% High School Graduate 33% 31% 30% 29% 39% 38% Some College, No Degree 25% 26% 20% 21% 16% 16% 27% 29% 26% 28% Income Education Levelc Advanced Degree 25% a Population density is population per square mile c Education level for population age 25 and older 30% b Hispanics may be of any race, so also are included in applicable race categories. Source: Workforce Innovation and Technical Solutions (WITS) E-9 Berkeley Policy Associates Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix E Table E.4 NAICS Codes for Each Region’s Customized Basket of Target Industries Region Industries or Clusters Targeted NAICS Codes Warehousing 493 Warehousing and Storage NAICS Industry Label WAEM Tourism Health care California Corridor 5615 Travel Arrangement and Reservation Services 621 Ambulatory Health Care Services 622 Hospitals 623 Nursing and Residential Care Facilities 236220 Commercial and Institutional Building Construction 3251 Basic Chemical Manufacturing 332721 Precision Turned Product Manufacturing 332813 Electroplating, Plating, Polishing, Anodizing, and Coloring 3329 Other Fabricated Metal Product Manufacturing 333314 Optical Instrument and Lens Manufacturing 333514 Special Die and Tool, Die Set, Jig, and Fixture Manufacturing 33392 Material Handling Equipment Manufacturing 334111 Electronic Computer Manufacturing 33429 3359 Other Communications Equipment Manufacturing Navigational, Measuring, Electromedical, and Control Instruments Manufacturing Other Electrical Equipment and Component Manufacturing 48811 Airport Operations 5174 Satellite Telecommunications 5182 Data Processing, Hosting, and Related Services 54133 Engineering Services 54136 Geophysical Surveying and Mapping Services 54138 Testing Laboratories 5414 Specialized Design Services 3345 Aerospace 5415 Computer Systems Design and Related Services 541614 Process, Physical Distribution, and Logistics Consulting Services 5417 Scientific Research and Development Services Research and Development in the Physical, Engineering, and Life Sciences Flight Training 54171 611512 Metro Denver Northwest Florida 927 Space Research and Technology Software development 5112 Software Publishers Aerospace 3364 Life Sciences 54171 Aerospace and defense 3364 336992 Life science 54171 Information technology 5415 Aerospace Product and Parts Manufacturing Research and Development in the Physical, Engineering, and Life Sciences Aerospace Product and Parts Manufacturing Military Armored Vehicle, Tank, and Tank Component Manufacturing Research and Development in the Physical, Engineering, and Life Sciences Computer Systems Design and Related Services Internet Service Providers, Web Search Portals, and Data Processing Services Engineering Services 518 Electronics engineering 54133 E-10 Berkeley Policy Associates Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix E Region NCI Industries or Clusters Targeted NAICS Codes Construction 23 Advanced Manufacturing ??? Advanced Materials Agribusiness Food Manufacturing Kansas City Biotechnology Advanced manufacturing 333295 Construction No target or regional stronghold industres specified in implementation plan Semiconductor Machinery Manufacturing 325211 Plastics Material and Resin Manufacturing 3253 Pesticide, Fertilizer, and Other Agricultural Chemical Manufacturing 111 Crop Production 112 Animal Production 33311 Agricultural Implement Manufacturing 311 Food Manufacturing 3254 Pharmaceutical and Medicine Manufacturing 5417 Scientific Research and Development Services No target or regional stronghold industres specified in implementation plan Ambulatory Health Care Services ??? 621 Health care Animal Health North Star Alliance Boat/marine-related service/repair/ support Advanced composite materials building products 622 Hospitals 623 Nursing and Residential Care Facilities 541940 Veterinary Services 453910 Pet and Pet Supplies Stores 3366 Ship and Boat Building 3261 Plastics Products Manufacturing 321219 Reconstituted Wood Product Manufacturing 325211 Plastics Material and Resin Manufacturing Laminated Plastics Plate, Sheet (except Packaging), and Shape Manufacturing Custom Compounding of Purchased Resins Engine, Turbine, and Power Transmission Equipment Manufacturing Military Armored Vehicle, Tank, and Tank Component Manufacturing 32613 325991 3336 Mid-Mchigan Ballistic armor 336992 Sporting goods 33992 Automotive suppliers Alternative fuels National Security Bio-economy Health care Construction industry West Michigan Sporting and Athetic Goods Manufacturing 3363 Motor Vehicle Parts Manufacturing 22111 Electric Power Generation 11112 Oilseed (except Soybean) Farming 31122 Wet Corn Milling 325221 Cellulosic Organic Fiber Manufacturing 92811 54138 National Security Research and Development in the Physical, Engineering, and Life Sciences Testing Laboratories 621 Ambulatory Health Care Services 54171 622 Hospitals 623 Nursing and Residential Care Facilities 23 Life sciences 54171 Advanced manufacturing technologies ??? 621 Health care NAICS Industry Label Construction Research and Development in the Physical, Engineering, and Life Sciences No target or regional stronghold industres specified in implementation plan Ambulatory Health Care Services 622 Hospitals 623 Nursing and Residential Care Facilities E-11 Berkeley Policy Associates Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix E Region Industries or Clusters Targeted Montana Bio-lubricant and bio-product manufacturing Finger Lakes NAICS Codes NAICS Industry Label 3112 Grain and Oilseed Milling 31122 Starch and Vegetable Fats and Oils Manufacturing 311223 Other Oilseed Processing 311225 Fats and Oils Refining and Blending 11111 Soybean Farming 11112 Oilseed (except Soybean) Farming 32519 Other Basic Organic Chemical Manufacturing Alternative Energy 22111 Bio/Life Science 54171 311 Electric Power Generation Research and Development in the Physical, Engineering, and Life Sciences Food Manufacturing 3253 Pesticide, Fertilizer, and Other Agricultural Chemical Manufacturing Food & Ag Optics/Imaging Piedmont Triad Advanced Manufacturing Creative Enterprises and the Arts Logistics/Distribution 33311 Agricultural Implement Manufacturing 333314 Optical Instrument and Lens Manufacturing 333315 325992 Photographic and Photocopying Equipment Manufacturing 33461 Magnetic and Optical Recording Media Manufacturing 3254 Pharmaceutical and Medicine Manufacturing 3344 Semiconductor and Other Electronic Component Manufacturing 3261 Plastics Products Manufacturing 325 Chemical Manufacturing 311 Food Manufacturing 336 Transportation Equipment Manufacturing 711130 Musical Groups and Artists 611610 Fine Arts Schools 711190 Other Performing Arts Companies 711510 Independent Artists, Writers, and Performers 32311 Printing 54143 541614 Graphic Design Services 621 Health care Wall Street West Connectivity infrastructure Photographic Film, Paper, Plate, and Chemical Manufacturing Process, Physical Distribution, and Logistics Consulting Services Ambulatory Health Care Services 622 Hospitals 623 Nursing and Residential Care Facilities 5182 Data Processing, Hosting, and Related Services 517110 Wired Telecommunications Carriers Financial Transactions Processing, Reserve, and Clearinghouse Activities 522320 Source: NAICS Industry Codes, U.S. Census Bureau E-12 Berkeley Policy Associates Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix E Table E.5 Generation I WIRED Evaluation’s Definition of STEM Subjects (Science, Technology, Engineering, and Mathematics) CIP code - 2000 Classification WIRED CFAT 01-Agriculture, agriculture operations, and related sciences. 01.00-Agriculture, General 01.0905-Dairy Science 01.0906-Livestock Management 01.0907-Poultry Science 03-Natural resources and conservation. 03.01-Natural Resources Conservation and Research 03.0101-Natural Resources/Conservation, General 03.0103-Environmental Studies 03.0104-Environmental Science 03.0199-Natural Resources Conservation and Research, Other 03.02-Natural Resources Management and Policy 03.0201-Natural Resources Management and Policy 03.0204-Natural Resource Economics 03.0205-Water, Wetlands, and Marine Resources Management 03.0206-Land Use Planning and Management/Development 03.0299-Natural Resources Management and Policy, Other 03.03-Fishing and Fisheries Sciences and Management 03.05-Forestry 03.0501-Forestry, General 03.0502-Forest Sciences and Biology 03.0506-Forest Management/Forest Resources Management 03.0508-Urban Forestry 03.0509-Wood Science and Wood Products/Pulp and Paper Technology 03.0510-Forest Resources Production and Management 03.0511-Forest Technology/Technician 03.0599-Forestry, Other 03.06-Wildlife and Wildlands Science and Management 11-Computer and information sciences and support services. 11.01-Computer and Information Sciences, General 11.0101-Computer and Information Sciences, General 11.0102-Artificial Intelligence and Robotics 11.0103-Information Technology 11.0199-Computer and Information Sciences, Other 11.02-Computer Programming 11.0201-Computer Programming/Programmer, General 11.0202-Computer Programming, Specific Applications 11.0203-Computer Programming, Vendor/Product Certification 11.0299-Computer Programming, Other 11.03-Data Processing E-13 Berkeley Policy Associates GAO X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X x X X X X X X X X X X X X X X X X X X X X X X Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix E CIP code - 2000 Classification 11.0301-Data Processing and Data Processing Technology/Technician 11.04-Information Science/Studies 11.05-Computer Systems Analysis 11.06-Data Entry/Microcomputer Applications 11.07-Computer Science 11.08-Computer Software and Media Applications 11.0801-Web Page, Digital/Multimedia and Information Resources Design 11.0802-Data Modeling/Warehousing and Database Administration 11.0803-Computer Graphics 11.0899-Computer Software and Media Applications, Other 11.09-Computer Systems Networking and Telecommunications 11.10-Computer/Information Technology Administration and Management 11.1001-System Administration/Administrator 11.1002-System, Networking, and LAN/WAN Management/Manager 11.1003-Computer and Information Systems Security 11.1004-Web/Multimedia Management and Webmaster 11.1099-Computer/Info Tech Services Administration & Management, Other 11.99-Computer and Information Sciences and Support Services, Other. WIRED CFAT X X X X 14-Engineering. 14.01-Engineering, General 14.02-Aerospace, Aeronautical and Astronautical Engineering 14.03-Agricultural/Biological Engineering and Bioengineering 14.04-Architectural Engineering 14.05-Biomedical/Medical Engineering 14.06-Ceramic Sciences and Engineering 14.07-Chemical Engineering 14.08-Civil Engineering 14.0801-Civil Engineering, General 14.0802-Geotechnical Engineering 14.0803-Structural Engineering 14.0804-Transportation and Highway Engineering 14.0805-Water Resources Engineering 14.0899-Civil Engineering, Other 14.09-Computer Engineering, General 14.0901-Computer Engineering, General 14.0903-Computer Software Engineering 14.0999-Computer Engineering, Other 14.10-Electrical, Electronics and Communications Engineering 14.11-Engineering Mechanics 14.12-Engineering Physics 14.13-Engineering Science 14.14-Environmental/Environmental Health Engineering 14.18-Materials Engineering X X X X X X X X X X X X X X X X X X X X X X X X X E-14 Berkeley Policy Associates X X GAO X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix E CIP code - 2000 Classification 14.19-Mechanical Engineering 14.20-Metallurgical Engineering 14.21-Mining and Mineral Engineering 14.22-Naval Architecture and Marine Engineering 14.23-Nuclear Engineering 14.24-Ocean Engineering 14.25-Petroleum Engineering 14.27-Systems Engineering 14.28-Textile Sciences and Engineering 14.31-Materials Science 14.32-Polymer/Plastics Engineering 14.33-Construction Engineering 14.34-Forest Engineering 14.35-Industrial Engineering 14.36-Manufacturing Engineering 14.37-Operations Research 14.38-Surveying Engineering 14.39-Geological/Geophysical Engineering 14.99-Engineering, Other 15-Engineering technologies/technicians. 15.00-Engineering Technology, General 15.01-Architectural Engineering Technologies/Technicians 15.02-Civil Engineering Technologies/Technicians 15.03-Electrical Engineering Technologies/Technicians 15.0303-Electrical/Electronic/Communications Engr Technology/Technician 15.0304-Laser and Optical Technology/Technician 15.0305-Telecommunications Technology/Technician 15.0399-Electrical/Electronic Engineering Technologies/Technicians, Other 15.04-Electromechanical Instrumentation and Maintenance Technologies/Technicians 15.0401-Biomedical Technology/Technician 15.0403-Electromechanical Technology/Electromechanical Engineering Tech 15.0404-Instrumentation Technology/Technician 15.0405-Robotics Technology/Technician 15.0499-Electromechanical Instrumentation/Maintenance Techs, Other 15.05-Environmental Control Technologies/Technicians 15.0501-Heating/AC/Refrigeration Technology/Technician 15.0503-Energy Management and Systems Technology/Technician 15.0505-Solar Energy Technology/Technician 15.0506-Water Quality & Wastewater Treatment Mgmt & Recycling Tech 15.0507-Environmental Engineering Technology/Environmental Technology 15.0508-Hazardous Materials Management and Waste E-15 Berkeley Policy Associates WIRED X X X X X X X X X X X X X X X X X X X CFAT X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X GAO X X Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix E CIP code - 2000 Classification Technology/Technician 15.0599-Environmental Control Technologies/Technicians, Other 15.06-Industrial Production Technologies/Technicians 15.0607-Plastics Engineering Technology/Technician 15.0611-Metallurgical Technology/Technician 15.0612-Industrial Technology/Technician 15.0613-Manufacturing Technology/Technician 15.0699-Industrial Production Technologies/Technicians, Other 15.07-Quality Control and Safety Technologies/Technicians 15.0701-Occupational Safety and Health Technology/Technician 15.0702-Quality Control Technology/Technician 15.0703-Industrial Safety Technology/Technician 15.0704-Hazardous Materials Information Systems Technology/Technician 15.0799-Quality Control and Safety Technologies/Technicians, Other 15.08-Mechanical Engineering Related Technologies/Technicians 15.0801-Aeronautical/Aerospace Engineering Technology/Technician 15.0803-Automotive Engineering Technology/Technician 15.0805-Mechanical Engineering/Mechanical Technology/Technician 15.0899-Mechanical Engineering Related Technologies/Technicians, Other 15.09-Mining and Petroleum Technologies/Technicians 15.0901-Mining Technology/Technician 15.0903-Petroleum Technology/Technician 15.0999-Mining and Petroleum Technologies/Technicians, Other 15.10-Construction Engineering Technologies 15.11-Engineering-Related Technologies 15.1102-Surveying Technology/Surveying 15.1103-Hydraulics and Fluid Power Technology/Technician 15.1199-Engineering-Related Technologies, Other 15.12-Computer Engineering Technologies/Technicians 15.1201-Computer Engineering Technology/Technician 15.1202-Computer Technology/Computer Systems Technology 15.1203-Computer Hardware Technology/Technician 15.1204-Computer Software Technology/Technician 15.1299-Computer Engineering Technologies/Technicians, Other 15.13-Drafting/Design Engineering Technologies/Technicians 15.1301-Drafting and Design Technology/Technician, General 15.1302-CAD/CADD Drafting and/or Design Technology/Technician 15.1303-Architectural Drafting and Architectural CAD/CADD 15.1304-Civil Drafting and Civil Engineering CAD/CADD 15.1305-Electrical/Electronics Drafting and Electrical/Elect CAD/CADD 15.1306-Mechanical Drafting and Mechanical Drafting CAD/CADD 15.1399-Drafting/Design Engineering Technologies/Technicians, Other 15.14-Nuclear Engineering Technologies/Technicians E-16 Berkeley Policy Associates WIRED CFAT X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X GAO X Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix E CIP code - 2000 Classification 15.15-Engineering-Related Fields 15.1501-Engineering/Industrial Management 15.99-Engineering Technologies/Technicians, Other 26-Biological and biomedical sciences. 26.01-Biology, General 26.0101-Biology/Biological Sciences, General 26.0102-Biomedical Sciences, General 26.02-Biochemistry, Biophysics and Molecular Biology 26.0202-Biochemistry 26.0203-Biophysics 26.0204-Molecular Biology 26.0205-Molecular Biochemistry 26.0206-Molecular Biophysics 26.0207-Structural Biology 26.0209-Radiation Biology/Radiobiology 26.0210-Biochemistry/Biophysics and Molecular Biology 26.0299-Biochemistry, Biophysics and Molecular Biology, Other 26.03-Botany/Plant Biology 26.0301-Botany/Plant Biology 26.0305-Plant Pathology/Phytopathology 26.0307-Plant Physiology 26.0308-Plant Molecular Biology 26.0399-Botany/Plant Biology, Other 26.04-Cell/Cellular Biology and Anatomical Sciences 26.0401-Cell/Cellular Biology and Histology 26.0403-Anatomy 26.0404-Developmental Biology and Embryology 26.0405-Neuroanatomy 26.0406-Cell/Cellular and Molecular Biology 26.0407-Cell Biology and Anatomy 26.0499-Cell/Cellular Biology and Anatomical Sciences, Other 26.05-Microbiological Sciences and Immunology 26.0502-Microbiology, General 26.0503-Medical Microbiology and Bacteriology 26.0504-Virology 26.0505-Parasitology 26.0507-Immunology 26.0599-Microbiological Sciences and Immunology, Other 26.07-Zoology/Animal Biology 26.0701-Zoology/Animal Biology 26.0702-Entomology 26.0707-Animal Physiology 26.0708-Animal Behavior and Ethology 26.0709-Wildlife Biology 26.0799-Zoology/Animal Biology, Other 26.08-Genetics 26.0801-Genetics, General E-17 Berkeley Policy Associates WIRED X X X CFAT X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X GAO X X X X X X X X X X X X X Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix E CIP code - 2000 Classification 26.0802-Molecular Genetics 26.0804-Animal Genetics 26.0805-Plant Genetics 26.0806-Human/Medical Genetics 26.0899-Genetics, Other 26.09-Physiology, Pathology and Related Sciences 26.0901-Physiology, General 26.0902-Molecular Physiology 26.0903-Cell Physiology 26.0904-Endocrinology 26.0905-Reproductive Biology 26.0906-Neurobiology and Neurophysiology 26.0907-Cardiovascular Science 26.0908-Exercise Physiology 26.0909-Vision Science/Physiological Optics 26.0910-Pathology/Experimental Pathology 26.0911-Oncology and Cancer Biology 26.0999-Physiology, Pathology, and Related Sciences, Other 26.10-Pharmacology and Toxicology 26.1001-Pharmacology 26.1002-Molecular Pharmacology 26.1003-Neuropharmacology 26.1004-Toxicology 26.1005-Molecular Toxicology 26.1006-Environmental Toxicology 26.1007-Pharmacology and Toxicology 26.11-Biomathematics and Bioinformatics 26.1101-Biometry/Biometrics 26.1102-Biostatistics 26.1103-Bioinformatics 26.1199-Biomathematics and Bioinformatics, Other 26.12-Biotechnology 26.13-Ecology, Evolution, Systematics and Population Biology 26.1301-Ecology 26.1302-Marine Biology and Biological Oceanography 26.1303-Evolutionary Biology 26.1304-Aquatic Biology/Limnology 26.1305-Environmental Biology 26.1306-Population Biology 26.1307-Conservation Biology 26.1309-Epidemiology 26.1399-Ecology, Evolution, Systematics and Population Biology, Other 26.99-Biological and Biomedical Sciences, Other 27-Mathematics and statistics. 27.01-Mathematics 27.0101-Mathematics, General E-18 Berkeley Policy Associates WIRED X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X CFAT X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X GAO Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix E CIP code - 2000 Classification 27.0199-Mathematics, Other 27.03-Applied Mathematics 27.0301-Applied Mathematics 27.0303-Computational Mathematics 27.0399-Applied Mathematics, Other 27.05-Statistics 27.0501-Statistics, General 27.0502-Mathematical Statistics and Probability 27.0599-Statistics, Other 27.99-Mathematics and Statistics, Other WIRED X X X X X X X X X X CFAT X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X 40-Physical sciences. X X 41-Science technologies/technicians. X X 29-Military technologies. 29.01-Military Technologies 30-Multi/interdisciplinary studies. 30.01-Biological and Physical Sciences 30.05-Peace Studies and Conflict Resolution 30.06-Systems Science and Theory 30.08-Mathematics and Computer Science 30.10-Biopsychology 30.11-Gerontology 30.15-Science, Technology and Society 30.16-Accounting and Computer Science 30.17-Behavioral Sciences 30.18-Natural Sciences 30.19-Nutrition Sciences 30.24-Neuroscience 30.25-Cognitive Science 30.99-Multi/Interdisciplinary Studies, Other 42-Psychology. 42.01-Psychology, General 42.0101-Psychology, General 42.02-Clinical Psychology 42.03-Cognitive Psychology and Psycholinguistics 42.04-Community Psychology 42.06-Counseling Psychology 42.07-Developmental and Child Psychology 42.08-Experimental Psychology 42.09-Industrial and Organizational Psychology 42.10-Personality Psychology 42.11-Physiological Psychology/Psychobiology 42.16-Social Psychology 42.17-School Psychology 42.18-Educational Psychology 42.19-Psychometrics and Quantitative Psychology 42.20-Clinical Child Psychology E-19 Berkeley Policy Associates X X GAO X X X X X X X X X X X X X X X Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix E CIP code - 2000 Classification 42.21-Environmental Psychology 42.23-Health Psychology 42.24-Psychopharmacology 42.25-Family Psychology 42.26-Forensic Psychology 42.99-Psychology, Other WIRED CFAT GAO X 45-Social sciences. 45.01-Social Sciences, General 45.02-Anthropology 45.0201-Anthropology 45.0202-Physical Anthropology 45.0299-Anthropology, Other 45.03-Archeology 45.04-Criminology 45.05-Demography and Population Studies 45.06-Economics 45.0601-Economics, General 45.0602-Applied Economics 45.0603-Econometrics and Quantitative Economics 45.0604-Development Economics and International Development 45.0605-International Economics 45.0699-Economics, Other 45.07-Geography and Cartography 45.09-International Relations and Affairs 45.10-Political Science and Government 45.1001-Political Science and Government, General 45.1002-American Government and Politics (United States) 45.1099-Political Science and Government, Other 45.11-Sociology X X x X X X X X Sources: CFAT: Carnegie Foundation - Mapping of CIP codes to disciplinary domains file (http://www.carnegiefoundation.org/classifications/index.asp?key=809) GAO: US Government of Accountability Office report GAO-06-114: Federal Science, Technology, Engineering, and Mathematics Programs and Related Trends (2005), estimated from table on p.6 (http://www.gao.gov/new.items/d06114.pdf) WIRED: choices made for WIRED project E-20 Berkeley Policy Associates Appendix F Trends in Workforce & Innovation Measures for Generation I WIRED Regions Measures of Success • West Alabama – East Mississippi (WAEM) WIRED • California Innovation Corridor • Metro Denver WIRED • WIRED Northwest Florida Initiative • North Central Indiana (NCI) WIRED • Kansas City WIRED • North Star Alliance • Mid-Michigan Innovation Team • WIRED West Michigan • Montana Agro-Energy Plan • Finger Lakes WIRED • Piedmont Triad WIRED • Wall Street West WIRED Berkeley Policy Associates Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix F Berkeley Policy Associates Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix F WAEM 1. 2. 3. 4. 5. 6. 7. 8. Average Annual Income by Industry Average Annual Employment by Industry Average Number of Establishments by Industry Average Annual Income for Targeted Industries vs. States Average Annual Employment for Targeted Industries vs. States Average Number of Establishments for Targeted Industries vs. States Number of Federal R&D New Starts Number of SBIR New Starts Berkeley Policy Associates F-1 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix F Berkeley Policy Associates F-2 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix F WIRED Average Annual Income by Major Industry WAEM Other Services (except public Adm.) $50,000 Agriculture & Mining $45,000 Construction $40,000 $35,000 Manufacturing Income $30,000 Utilities, Wholesale, Retail, Transportation $25,000 Information $20,000 Finance, Insurance, Real Estate $15,000 $10,000 Professional, Scientific/Technical Services, Administrative/Support Waste Mgt/Remediation $5,000 Educ., Health Care, Social Assistance $0 1999 2000 2001 2002 2003 2004 2005 2006 Year Arts, Entertainment, Recreation, Food Service, Accommodation Source: Quarterly Census of Employment and Wages WIRED Number of Establishments by Major Industry WAEM 3,500 Other Services (except public Adm.) 3,000 Agriculture & Mining Construction Establishments 2,500 Manufacturing 2,000 Utilities, Wholesale, Retail, Transportation 1,500 Information 1,000 Finance, Insurance, Real Estate 500 Professional, Scientific/Technical Services, Administrative/Support Waste Mgt/Remediation 0 Educ., Health Care, Social Assistance 1999 2000 2001 2002 2003 2004 2005 2006 Arts, Entertainment, Recreation, Food Service, Accommodation Year Source: Quarterly Census of Employment and Wages Berkeley Policy Associates F-3 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix F WIRED Number of Employees by Major Industry WAEM Other Services (except public Adm.) Agriculture & Mining 50,000 45,000 Construction 40,000 Manufacturing Employees 35,000 Utilities, Wholesale, Retail, Transportation 30,000 25,000 Information 20,000 Finance, Insurance, Real Estate 15,000 Professional, Scientific/Technical Services, Administrative/Support Waste Mgt/Remediation 10,000 5,000 Educ., Health Care, Social Assistance 0 1999 2000 2001 2002 2003 2004 2005 Arts, Entertainment, Recreation, Food Service, Accommodation 2006 Year Source: Quarterly Census of Employment and Wages Average Income For WAEM WIRED Region Targeted Industries Vs. States, 1999-2006 $45,000 $40,000 $35,000 $30,000 State $25,000 WIRED Region $20,000 $15,000 $10,000 $5,000 $0 1999 2000 2001 2002 2003 2004 2005 2006 Source: Quarterly Census of Employment and Wages Berkeley Policy Associates F-4 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix F Number of Establishments For WAEM WIRED Region Targeted Industries Vs. States, 1999-2006 7,000 6,000 5,000 State 4,000 WIRED Region 3,000 2,000 1,000 0 1999 2000 2001 2002 2003 2004 2005 2006 Source: Quarterly Census of Employment and Wages Average Employment Level For WAEM WIRED Region Targeted Industries Vs. States, 1999-2006 140,000 120,000 100,000 State 80,000 WIRED Region 60,000 40,000 20,000 0 1999 2000 2001 2002 2003 2004 2005 2006 Source: Quarterly Census of Employment and Wages Berkeley Policy Associates F-5 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix F WAEM Number of Federal R&D New Starts 500 450 400 350 300 WIRED Region 250 State 200 150 100 50 2005 2004 2003 2002 2001 2000 0 Source: RAND Database of Research and Development in the U.S. (RaDiUS) WAEM Number of SBIR New Starts 70 60 50 WIRED Region 40 State 30 20 10 2005 2004 2003 2002 2001 2000 0 Source: RAND Database of Research and Development in the U.S. (RaDiUS) Berkeley Policy Associates F-6 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix F California Corridor 1. 2. 3. 4. 5. 6. 7. 8. Average Annual Income by Industry Average Annual Employment by Industry Average Number of Establishments by Industry Average Annual Income for Targeted Industries vs. States Average Annual Employment for Targeted Industries vs. States Average Number of Establishments for Targeted Industries vs. States Number of Federal R&D New Starts Number of SBIR New Starts Berkeley Policy Associates F-7 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix F Berkeley Policy Associates F-8 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix F WIRED Average Annual Income by Major Industry California Corridor $100,000 Other Services (except public Adm.) $90,000 Agriculture & Mining $80,000 Construction $70,000 Manufacturing Income $60,000 Utilities, Wholesale, Retail, Transportation $50,000 Information $40,000 Finance, Insurance, Real Estate $30,000 Professional, Scientific/Technical Services, Administrative/Support Waste Mgt/Remediation $20,000 Educ., Health Care, Social Assistance $10,000 Arts, Entertainment, Recreation, Food Service, Accommodation $0 1999 2000 2001 2002 2003 2004 2005 2006 Year Source: Quarterly Census of Employment and Wages WIRED Number of Establishments by Major Industry California Corridor 300,000 Other Services (except public Adm.) Agriculture & Mining 250,000 Construction Establishments 200,000 Manufacturing Utilities, Wholesale, Retail, Transportation 150,000 Information Finance, Insurance, Real Estate 100,000 Professional, Scientific/Technical Services, Administrative/Support Waste Mgt/Remediation Educ., Health Care, Social Assistance 50,000 Arts, Entertainment, Recreation, Food Service, Accommodation 0 1999 2000 2001 2002 2003 2004 2005 2006 Year Source: Quarterly Census of Employment and Wages Berkeley Policy Associates F-9 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix F WIRED Num ber of Em ployees by Major Industry California Corridor 2,500,000 Ot her Services ( except public Adm.) Agricult ure & Mining 2,000,000 Const ruct ion Manuf act ur ing 1,500,000 Ut ilit ies, Wholesale, Ret ail, Tr anspor t at ion Inf ormat ion 1,000,000 Finance, Insur ance, Real Est at e 500,000 Prof essional, Scient if ic/ Technical Ser vices, Administ rat ive/ Support Wast e Mgt / Remediat ion Educ., Healt h Care, Social Assist ance 0 1999 2000 2001 2002 2003 2004 2005 Art s, Ent er t ainment , Recreat ion, Food Ser vice, Accommodat ion 2006 Ye a r Source: Quarterly Census of Employment and Wages Average Income For California Corridor WIRED Region Targeted Industries Vs. State, 1999-2006 $100,000 $90,000 $80,000 $70,000 $60,000 State $50,000 WIRED Region $40,000 $30,000 $20,000 $10,000 $0 1999 2000 2001 2002 2003 2004 2005 Source: Quarterly Census of Employment and Wages Berkeley Policy Associates F-10 2006 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix F Number of Establishments For California Corridor WIRED Region Targeted Industries Vs. State, 1999-2006 60,000 50,000 40,000 State WIRED Region 30,000 20,000 10,000 0 1999 2000 2001 2002 2003 2004 2005 2006 Source: Quarterly Census of Employment and Wages Average Employment Level For California Corridor WIRED Region Targeted Industries Vs. State,1999-2006 1,000,000 900,000 800,000 700,000 600,000 State WIRED Region 500,000 400,000 300,000 200,000 100,000 0 1999 2000 2001 2002 2003 2004 2005 Source: Quarterly Census of Employment and Wages Berkeley Policy Associates F-11 2006 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix F California Corridor Number of Federal R&D New Starts 7,000 6,000 5,000 WIRED Region 4,000 State 3,000 2,000 1,000 2005 2004 2003 2002 2001 2000 0 Source: RAND Database of Research and Development in the U.S. (RaDiUS) California Corridor Number of SBIR New Starts 1,400 1,200 1,000 WIRED Region 800 State 600 400 200 2005 2004 2003 2002 2001 2000 0 Source: RAND Database of Research and Development in the U.S. (RaDiUS) Berkeley Policy Associates F-12 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix F Metro Denver 1. 2. 3. 4. 5. 6. 7. 8. Average Annual Income by Industry Average Annual Employment by Industry Average Number of Establishments by Industry Average Annual Income for Targeted Industries vs. States Average Annual Employment for Targeted Industries vs. States Average Number of Establishments for Targeted Industries vs. States Number of Federal R&D New Starts Number of SBIR New Starts Berkeley Policy Associates F-13 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix F Berkeley Policy Associates F-14 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix F WIRED Average Annual Income by Major Industry Metro Denver $90,000 Other Services (except public Adm.) $80,000 Agriculture & Mining Income $70,000 Construction $60,000 Manufacturing $50,000 Utilities, Wholesale, Retail, Transportation Information $40,000 Finance, Insurance, Real Estate $30,000 Professional, Scientific/Technical Services, Administrative/Support Waste Mgt/Remediation $20,000 Educ., Health Care, Social Assistance $10,000 Arts, Entertainment, Recreation, Food Service, Accommodation $0 1999 2000 2001 2002 2003 2004 2005 2006 Year Source: Quarterly Census of Employment and Wages WIRED Number of Employees by Major Industry Metro Denver 350,000 Other Services (except public Adm.) 300,000 Agriculture & Mining Construction 250,000 Employees Manufacturing 200,000 Utilities, Wholesale, Retail, Transportation Information 150,000 Finance, Insurance, Real Estate 100,000 Professional, Scientific/Technical Services, Administrative/Support Waste Mgt/Remediation Educ., Health Care, Social Assistance 50,000 Arts, Entertainment, Recreation, Food Service, Accommodation 0 1999 2000 2001 2002 2003 2004 2005 2006 Year Source: Quarterly Census of Employment and Wages Berkeley Policy Associates F-15 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix F WIRED Number of Establishments by Major Industry Metro Denver 30,000 Other Services (except public Adm.) Agriculture & Mining 25,000 Construction Establishments 20,000 Manufacturing Utilities, Wholesale, Retail, Transportation 15,000 Information Finance, Insurance, Real Estate 10,000 Professional, Scientific/Technical Services, Administrative/Support Waste Mgt/Remediation Educ., Health Care, Social Assistance 5,000 Arts, Entertainment, Recreation, Food Service, Accommodation 0 1999 2000 2001 2002 2003 2004 2005 2006 Year Source: Quarterly Census of Employment and Wages Average Income For Metro Denver WIRED Region Targeted Industries Vs. State, 1999-2006 $120,000 $100,000 $80,000 State WIRED Region $60,000 $40,000 $20,000 $0 1999 2000 2001 2002 2003 2004 2005 Source: Quarterly Census of Employment and Wages Berkeley Policy Associates F-16 2006 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix F Number of Establishments For Metro Denver WIRED Region Targeted Industries Vs. State, 19992006 1,400 1,200 1,000 State 800 WIRED Region 600 400 200 0 1999 2000 2001 2002 2003 2004 2005 2006 Source: Quarterly Census of Employment and Wages Average Employment Level For Metro Denver WIRED Region Targeted Industries Vs. State, 19992006 40,000 35,000 30,000 25,000 State WIRED Region 20,000 15,000 10,000 5,000 0 1999 2000 2001 2002 2003 2004 2005 2006 Source: Quarterly Census of Employment and Wages Berkeley Policy Associates F-17 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix F Metro Denver Number of Federal R&D New Starts 1,400 1,200 1,000 WIRED Region 800 State 600 400 200 2005 2004 2003 2002 2001 2000 0 Source: RAND Database of Research and Development in the U.S. (RaDiUS) Metro Denver Number of SBIR New Starts 300 250 200 WIRED Region 150 State 100 50 2005 2004 2003 2002 2001 2000 0 Source: RAND Database of Research and Development in the U.S. (RaDiUS) Berkeley Policy Associates F-18 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix F Northwest Florida 1. 2. 3. 4. 5. 6. 7. 8. Average Annual Income by Industry Average Annual Employment by Industry Average Number of Establishments by Industry Average Annual Income for Targeted Industries vs. States Average Annual Employment for Targeted Industries vs. States Average Number of Establishments for Targeted Industries vs. States Number of Federal R&D New Starts Number of SBIR New Starts Berkeley Policy Associates F-19 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix F Berkeley Policy Associates F-20 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix F WIRED Average Annual Income by Major Industry Northwest Florida $50,000 Other Services (except public Adm.) $45,000 Agriculture & Mining $40,000 Construction $35,000 Manufacturing Income $30,000 Utilities, Wholesale, Retail, Transportation $25,000 Information $20,000 Finance, Insurance, Real Estate $15,000 Professional, Scientific/Technical Services, Administrative/Support Waste Mgt/Remediation $10,000 Educ., Health Care, Social Assistance $5,000 Arts, Entertainment, Recreation, Food Service, Accommodation $0 1999 2000 2001 2002 2003 2004 2005 2006 Year Source: Quarterly Census of Employment and Wages WIRED Number of Establishments by Major Industry Northwest Florida 9,000 Other Services (except public Adm.) 8,000 Agriculture & Mining Establishments 7,000 Construction 6,000 Manufacturing 5,000 Utilities, Wholesale, Retail, Transportation Information 4,000 Finance, Insurance, Real Estate 3,000 Professional, Scientific/Technical Services, Administrative/Support Waste Mgt/Remediation 2,000 Educ., Health Care, Social Assistance 1,000 Arts, Entertainment, Recreation, Food Service, Accommodation 0 1999 2000 2001 2002 2003 2004 2005 2006 Year Source: Quarterly Census of Employment and Wages Berkeley Policy Associates F-21 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix F WIRED Num ber of Em ployees by Major Industry Northw est Florida 100,000 Ot her Services ( except public Adm.) 90,000 Agricult ure & Mining 80,000 Const ruct ion 70,000 Manuf act ur ing 60,000 50,000 Ut ilit ies, Wholesale, Ret ail, Tr anspor t at ion 40,000 Inf ormat ion 30,000 Finance, Insur ance, Real Est at e 20,000 Prof essional, Scient if ic/ Technical Ser vices, Administ rat ive/ Support Wast e Mgt / Remediat ion 10,000 Educ., Healt h Care, Social Assist ance 0 1999 2000 2001 2002 2003 2004 2005 Art s, Ent er t ainment , Recreat ion, Food Ser vice, Accommodat ion 2006 Ye a r Source: Quarterly Census of Employment and Wages Average Incom e For Northw est Florida WIRED Region Targeted Industries Vs. State, 19992006 $ 50,000 $ 45,000 $ 40,000 $ 35,000 $ 30,000 State $ 25,000 WIRED Region $ 20,000 $ 15,000 $ 10,000 $ 5,000 $0 1999 2000 2001 2002 2003 2004 2005 Source: Quarterly Census of Employment and Wages Berkeley Policy Associates F-22 2006 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix F Number of Establishments For Northwest Florida WIRED Region Targeted Industries Vs. State, 1999-2006 100,000 90,000 80,000 70,000 State 60,000 WIRED Region 50,000 40,000 30,000 20,000 10,000 0 1999 2000 2001 2002 2003 2004 2005 2006 Source: Quarterly Census of Employment and Wages Average Employment Level For Northwest Florida WIRED Region Targeted Industries Vs. State, 1999-2006 900,000 800,000 700,000 600,000 State 500,000 WIRED Region 400,000 300,000 200,000 100,000 0 1999 2000 2001 2002 2003 2004 2005 2006 Source: Quarterly Census of Employment and Wages Berkeley Policy Associates F-23 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix F Northwest Florida Number of Federal R&D New Starts 1,400 1,200 1,000 WIRED Region 800 State 600 400 200 2005 2004 2003 2002 2001 2000 0 Source: RAND Database of Research and Development in the U.S. (RaDiUS) Northwest Florida Number of SBIR New Starts 160 140 120 WIRED Region 100 State 80 60 40 20 2005 2004 2003 2002 2001 2000 0 Source: RAND Database of Research and Development in the U.S. (RaDiUS) Berkeley Policy Associates F-24 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix F NCI 1. 2. 3. 4. 5. 6. 7. 8. Average Annual Income by Industry Average Annual Employment by Industry Average Number of Establishments by Industry Average Annual Income for Targeted Industries vs. States Average Annual Employment for Targeted Industries vs. States Average Number of Establishments for Targeted Industries vs. States Number of Federal R&D New Starts Number of SBIR New Starts Berkeley Policy Associates F-25 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix F Berkeley Policy Associates F-26 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix F WIRED Average Annual Income by Major Industry NCI $60,000 Other Services (except public Adm.) Agriculture & Mining $50,000 Construction Income $40,000 Manufacturing Utilities, Wholesale, Retail, Transportation $30,000 Information Finance, Insurance, Real Estate $20,000 Professional, Scientific/Technical Services, Administrative/Support Waste Mgt/Remediation Educ., Health Care, Social Assistance $10,000 Arts, Entertainment, Recreation, Food Service, Accommodation $0 1999 2000 2001 2002 2003 2004 2005 2006 Year Source: Quarterly Census of Employment and Wages WIRED Number of Establishments by Major Industry NCI 3,500 Other Services (except public Adm.) 3,000 Agriculture & Mining Construction 2,500 Establishments Manufacturing 2,000 Utilities, Wholesale, Retail, Transportation Information 1,500 Finance, Insurance, Real Estate 1,000 Professional, Scientific/Technical Services, Administrative/Support Waste Mgt/Remediation Educ., Health Care, Social Assistance 500 Arts, Entertainment, Recreation, Food Service, Accommodation 0 1999 2000 2001 2002 2003 2004 2005 2006 Year Source: Quarterly Census of Employment and Wages Berkeley Policy Associates F-27 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix F WIRED Number of Employees by Major Industry NCI 80,000 Other Services (except public Adm.) 70,000 Agriculture & Mining Construction 60,000 Manufacturing Employees 50,000 Utilities, Wholesale, Retail, Transportation 40,000 Information 30,000 Finance, Insurance, Real Estate 20,000 Professional, Scientific/Technical Services, Administrative/Support Waste Mgt/Remediation Educ., Health Care, Social Assistance 10,000 Arts, Entertainment, Recreation, Food Service, Accommodation 0 1999 2000 2001 2002 2003 2004 2005 2006 Year Source: Quarterly Census of Employment and Wages Average Income For NCI WIRED Region Targeted Industries Vs. State, 1999-2006 $50,000 $45,000 $40,000 $35,000 $30,000 State WIRED Region $25,000 $20,000 $15,000 $10,000 $5,000 $0 1999 2000 2001 2002 2003 2004 2005 2006 Source: Quarterly Census of Employment and Wages Berkeley Policy Associates F-28 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix F Number of Establishments For NCI WIRED Region Targeted Industries Vs. State, 1999-2006 3,000 2,500 2,000 State WIRED Region 1,500 1,000 500 0 1999 2000 2001 2002 2003 2004 2005 2006 Source: Quarterly Census of Employment and Wages Average Employment Level For NCI WIRED Region Targeted Industries Vs. State, 1999-2006 70,000 60,000 50,000 State 40,000 WIRED Region 30,000 20,000 10,000 0 1999 2000 2001 2002 2003 2004 2005 Source: Quarterly Census of Employment and Wages Berkeley Policy Associates F-29 2006 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix F NCI Number of Federal R&D New Starts 700 600 500 WIRED Region 400 State 300 200 100 2005 2004 2003 2002 2001 2000 0 Source: RAND Database of Research and Development in the U.S. (RaDiUS) NCI Number of SBIR New Starts 60 50 40 WIRED Region 30 State 20 10 2005 2004 2003 2002 2001 2000 0 Source: RAND Database of Research and Development in the U.S. (RaDiUS) Berkeley Policy Associates F-30 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix F Kansas City 1. 2. 3. 4. 5. 6. 7. 8. Average Annual Income by Industry Average Annual Employment by Industry Average Number of Establishments by Industry Average Annual Income for Targeted Industries vs. States Average Annual Employment for Targeted Industries vs. States Average Number of Establishments for Targeted Industries vs. States Number of Federal R&D New Starts Number of SBIR New Starts Berkeley Policy Associates F-31 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix F Berkeley Policy Associates F-32 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix F WIRED Average Annual Income by Major Industry Kansas City* $70,000 Other Services (except public Adm.) $60,000 Agriculture & Mining Construction $50,000 Manufacturing $40,000 Income Utilities, Wholesale, Retail, Transportation Information $30,000 Finance, Insurance, Real Estate $20,000 Professional, Scientific/Technical Services, Administrative/Support Waste Mgt/Remediation Educ., Health Care, Social Assistance $10,000 Arts, Entertainment, Recreation, Food Service, Accommodation $0 1999 2000 2001 2002 2003 2004 2005 2006 Year *Note: AL/MS/KC State/region Values calculated by averaging two states/regions (KS & MO). * Insufficient data for year 2006 Information industry Source: Quarterly Census of Employment and Wages WIRED Num ber of Establishm ents by Major Industry Kansas City* 9,000 Ot her Services ( except public Adm.) 8,000 Agricult ure & Mining 7,000 Const ruct ion 6,000 Manuf act ur ing 5,000 Ut ilit ies, Wholesale, Ret ail, Tr anspor t at ion 4,000 Inf ormat ion 3,000 Finance, Insur ance, Real Est at e 2,000 Prof essional, Scient if ic/ Technical Ser vices, Administ rat ive/ Support Wast e Mgt / Remediat ion 1,000 Educ., Healt h Care, Social Assist ance 0 1999 2000 *Note: AL/ MS/ KC State/ r egi on Val ues cal cul ated by 2001 2002 2003 2004 2005 2006 Art s, Ent er t ainment , Recreat ion, Food Ser vice, Accommodat ion Ye a r aver agi ng two states/ r egi ons (KS&MO). Source: Quarterly Census of Employment and Wages Berkeley Policy Associates F-33 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix F WIRED Number of Employees by Major Industry Kansas City* 140,000 Other Services (except public Adm.) 120,000 Agriculture & Mining Construction 100,000 Employees Manufacturing 80,000 Utilities, Wholesale, Retail, Transportation Information 60,000 Finance, Insurance, Real Estate 40,000 Professional, Scientific/Technical Services, Administrative/Support Waste Mgt/Remediation Educ., Health Care, Social Assistance 20,000 Arts, Entertainment, Recreation, Food Service, Accommodation 0 1999 2000 2001 2002 2003 2004 2005 2006 Year *Note: AL/MS/KC State/region Values calculated by averaging two states/regions (KS & MO). Source: Quarterly Census of Employment and Wages Average Income For Kansas City WIRED Region Targeted Industries Vs. States, 1999-2006 $45,000 $40,000 $35,000 $30,000 State $25,000 WIRED Region $20,000 $15,000 $10,000 $5,000 $0 1999 2000 2001 2002 2003 2004 2005 2006 Source: Quarterly Census of Employment and Wages Berkeley Policy Associates F-34 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix F Number of Establishments For Kansas City WIRED Region Targeted Industries Vs. States, 19992006 10,000 9,000 8,000 7,000 6,000 State 5,000 WIRED Region 4,000 3,000 2,000 1,000 0 1999 2000 2001 2002 2003 2004 2005 2006 Source: Quarterly Census of Employment and Wages Average Employment Level For Kansas City WIRED Region Targeted Industries Vs. States, 19992006 250,000 200,000 150,000 State WIRED Region 100,000 50,000 0 1999 2000 2001 2002 2003 2004 2005 2006 Source: Quarterly Census of Employment and Wages Berkeley Policy Associates F-35 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix F Kansas City Number of Federal R&D New Starts 1,800 1,600 1,400 1,200 WIRED Region 1,000 State 800 600 400 200 2005 2004 2003 2002 2001 2000 0 Source: RAND Database of Research and Development in the U.S. (RaDiUS) Kansas City Number of SBIR New Starts 30 25 20 WIRED Region 15 State 10 5 2005 2004 2003 2002 2001 2000 0 Source: RAND Database of Research and Development in the U.S. (RaDiUS) Berkeley Policy Associates F-36 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix F Mid-Michigan 1. 2. 3. 4. 5. 6. 7. 8. Average Annual Income by Industry Average Annual Employment by Industry Average Number of Establishments by Industry Average Annual Income for Targeted Industries vs. States Average Annual Employment for Targeted Industries vs. States Average Number of Establishments for Targeted Industries vs. States Number of Federal R&D New Starts Number of SBIR New Starts Berkeley Policy Associates F-37 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix F Berkeley Policy Associates F-38 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix F WIRED Average Annual Income by Major Industry Mid-Michigan $70,000 Other Services (except public Adm.) $60,000 Agriculture & Mining Construction $50,000 Manufacturing $40,000 Income Utilities, Wholesale, Retail, Transportation Information $30,000 Finance, Insurance, Real Estate $20,000 Professional, Scientific/Technical Services, Administrative/Support Waste Mgt/Remediation Educ., Health Care, Social Assistance $10,000 Arts, Entertainment, Recreation, Food Service, Accommodation $0 1999 2000 2001 2002 2003 2004 2005 2006 Year Source: Quarterly Census of Employment and Wages W IR ED N umb er o f Est ab li shment s b y M aj o r I nd ust r y M i d - M i chig an 9,000 Other Ser vi ces (except publ i c Adm.) 8,000 Agr i cul tur e &Mi ni ng 7,000 Constr ucti on 6,000 Manuf actur i ng 5,000 Uti l i ti es, Whol esal e, Retai l , Tr anspor tati on Inf or mati on 4,000 Fi nance, Insur ance, Real Estate 3,000 Pr of essi onal , Sci enti f i c/ Techni cal Ser vi ces, Admi ni str ati ve/ Suppor t Waste Mgt/ Remedi ati on 2,000 Educ., Heal th Car e, Soci al Assi stance 1,000 Ar ts, Enter tai nment, Recr eati on, Food Ser vi ce, Accommodati on 0 1999 2000 2001 2002 2003 2004 2005 2006 Y ear Source: Quarterly Census of Employment and Wages Berkeley Policy Associates F-39 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix F WIRED Number of Employees by Major Industry Mid-Michigan 140,000 Other Services (except public Adm.) 120,000 Agriculture & Mining Construction 100,000 Employees Manufacturing 80,000 Utilities, Wholesale, Retail, Transportation Information 60,000 Finance, Insurance, Real Estate 40,000 Professional, Scientific/Technical Services, Administrative/Support Waste Mgt/Remediation Educ., Health Care, Social Assistance 20,000 Arts, Entertainment, Recreation, Food Service, Accommodation 0 1999 2000 2001 2002 2003 2004 2005 2006 Year Source: Quarterly Census of Employment and Wages Average Income For Mid-Michigan WIRED Region Targeted Industries Vs. State, 19992006 $60,000 $50,000 $40,000 State WIRED Region $30,000 $20,000 $10,000 $0 1999 2000 2001 2002 2003 2004 2005 2006 Source: Quarterly Census of Employment and Wages Berkeley Policy Associates F-40 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix F Number of Establishments For Mid-Michigan WIRED Region Targeted Industries Vs. State, 1999-2006 60,000 50,000 40,000 State WIRED Region 30,000 20,000 10,000 0 1999 2000 2001 2002 2003 2004 2005 2006 Source: Quarterly Census of Employment and Wages Average Employment Level For Mid-Michigan WIRED Region Targeted Industries Vs. State, 1999-2006 1,000,000 900,000 800,000 700,000 600,000 State 500,000 WIRED Region 400,000 300,000 200,000 100,000 0 1999 2000 2001 2002 2003 2004 2005 2006 Source: Quarterly Census of Employment and Wages Berkeley Policy Associates F-41 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix F Mid-Michigan Number of Federal R&D New Starts 1,400 1,200 1,000 WIRED Region 800 State 600 400 200 2005 2004 2003 2002 2001 2000 0 Source: RAND Database of Research and Development in the U.S. (RaDiUS) Mid-Michigan Number of SBIR New Starts 140 120 100 WIRED Region 80 State 60 40 20 2005 2004 2003 2002 2001 2000 0 Source: RAND Database of Research and Development in the U.S. (RaDiUS) Berkeley Policy Associates F-42 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix F West Michigan 1. 2. 3. 4. 5. 6. 7. 8. Average Annual Income by Industry Average Annual Employment by Industry Average Number of Establishments by Industry Average Annual Income for Targeted Industries vs. States Average Annual Employment for Targeted Industries vs. States Average Number of Establishments for Targeted Industries vs. States Number of Federal R&D New Starts Number of SBIR New Starts Berkeley Policy Associates F-43 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix F Berkeley Policy Associates F-44 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix F WIRED Average Annual Incom e by Major Industry West Michigan $60,000 Ot her Ser vices (except public Adm.) Agr icult ur e & Mining $50,000 Const r uct ion $40,000 Manuf act uring Ut ilit ies, Wholesale, Ret ail, Transpor t at ion $30,000 Inf or mat ion $20,000 Finance, Insurance, Real Est at e Pr of essional, Scient if ic/ Technical Ser vices, Administ r at ive/ Suppor t Wast e Mgt / Remediat ion $10,000 Educ., Healt h Car e, Social Assist ance $0 1999 2000 2001 2002 2003 2004 2005 2006 Ar t s, Ent ert ainment , Recr eat ion, Food Ser vice, Accommodat ion Ye a r Source: Quarterly Census of Employment and Wages WIRED Number of Establishments by Major Industry West Michigan 7,000 Other Services (except public Adm.) 6,000 Agriculture & Mining Construction 5,000 Establishments Manufacturing 4,000 Utilities, Wholesale, Retail, Transportation Information 3,000 Finance, Insurance, Real Estate 2,000 Professional, Scientific/Technical Services, Administrative/Support Waste Mgt/Remediation Educ., Health Care, Social Assistance 1,000 Arts, Entertainment, Recreation, Food Service, Accommodation 0 1999 2000 2001 2002 2003 2004 2005 2006 Year Source: Quarterly Census of Employment and Wages Berkeley Policy Associates F-45 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix F WIRED Number of Employees by Major Industry West Michigan 180,000 Other Services (except public Adm.) 160,000 Agriculture & Mining Employees 140,000 Construction 120,000 Manufacturing 100,000 Utilities, Wholesale, Retail, Transportation Information 80,000 Finance, Insurance, Real Estate 60,000 Professional, Scientific/Technical Services, Administrative/Support Waste Mgt/Remediation 40,000 Educ., Health Care, Social Assistance 20,000 Arts, Entertainment, Recreation, Food Service, Accommodation 0 1999 2000 2001 2002 2003 2004 2005 2006 Year Source: Quarterly Census of Employment and Wages Average Incom e For West Michigan WIRED Region Targeted Industries Vs. State, 19992006 $ 50,000 $ 45,000 $ 40,000 $ 35,000 $ 30,000 State $ 25,000 WIRED Region $ 20,000 $ 15,000 $ 10,000 $ 5,000 $0 1999 2000 2001 2002 2003 2004 2005 2006 Source: Quarterly Census of Employment and Wages Berkeley Policy Associates F-46 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix F Number of Establishments For West Michigan WIRED Region Targeted Industries Vs. State, 1999-2006 20,000 18,000 16,000 14,000 12,000 State 10,000 WIRED Region 8,000 6,000 4,000 2,000 0 1999 2000 2001 2002 2003 2004 2005 2006 Source: Quarterly Census of Employment and Wages Average Employment Level For West Michigan WIRED Region Targeted Industries Vs. State, 1999-2006 500,000 450,000 400,000 350,000 300,000 State 250,000 WIRED Region 200,000 150,000 100,000 50,000 0 1999 2000 2001 2002 2003 2004 2005 2006 Source: Quarterly Census of Employment and Wages Berkeley Policy Associates F-47 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix F West Michigan Number of Federal R&D New Starts 1,400 1,200 1,000 WIRED Region 800 State 600 400 200 2005 2004 2003 2002 2001 2000 0 Source: RAND Database of Research and Development in the U.S. (RaDiUS) West Michigan Number of SBIR New Starts 140 120 100 WIRED Region 80 State 60 40 20 Source: RAND Database of Research and Development in the U.S. (RaDiUS) Berkeley Policy Associates F-48 2005 2004 2003 2002 2001 2000 0 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix F Montana 1. 2. 3. 4. 5. 6. 7. 8. Average Annual Income by Industry Average Annual Employment by Industry Average Number of Establishments by Industry Average Annual Income for Targeted Industries vs. States Average Annual Employment for Targeted Industries vs. States Average Number of Establishments for Targeted Industries vs. States Number of Federal R&D New Starts Number of SBIR New Starts Berkeley Policy Associates F-49 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix F Berkeley Policy Associates F-50 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix F WIRED Average Annual Income by Major Industry Montana $70,000 Other Services (except public Adm.) $60,000 Agriculture & Mining Construction $50,000 Manufacturing $40,000 Income Utilities, Wholesale, Retail, Transportation Information $30,000 Finance, Insurance, Real Estate $20,000 Professional, Scientific/Technical Services, Administrative/Support Waste Mgt/Remediation Educ., Health Care, Social Assistance $10,000 Arts, Entertainment, Recreation, Food Service, Accommodation $0 1999 2000 2001 2002 2003 2004 2005 2006 Year Source: Quarterly Census of Employment and Wages WIRED Number of Establishments by Major Industry Montana 1,600 Other Services (except public Adm.) 1,400 Agriculture & Mining Construction 1,200 Establishments Manufacturing 1,000 Utilities, Wholesale, Retail, Transportation 800 Information 600 Finance, Insurance, Real Estate 400 Professional, Scientific/Technical Services, Administrative/Support Waste Mgt/Remediation Educ., Health Care, Social Assistance 200 Arts, Entertainment, Recreation, Food Service, Accommodation 0 1999 2000 2001 2002 2003 2004 2005 2006 Year Source: Quarterly Census of Employment and Wages Berkeley Policy Associates F-51 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix F WIRED Number of Employees by Major Industry Montana 12,000 Other Services (except public Adm.) Agriculture & Mining 10,000 Construction Employees 8,000 Manufacturing Utilities, Wholesale, Retail, Transportation 6,000 Information Finance, Insurance, Real Estate 4,000 Professional, Scientific/Technical Services, Administrative/Support Waste Mgt/Remediation Educ., Health Care, Social Assistance 2,000 Arts, Entertainment, Recreation, Food Service, Accommodation 0 1999 2000 2001 2002 2003 2004 2005 2006 Year Source: Quarterly Census of Employment and Wages Baseline measures are reported for the complete basket of targeted industries rather than individual targeted industries because certain individual target industries are so specific that, for the baseline year, no data is available. This problem is so pronounced in Montana that there was insufficient data even for the complete basket of targeted industries—while there are some establishments reported in the target NAICS codes, no employees or wages are reported, most likely because many of the "establishments" are sole proprietorships and/or family farms. Accordingly, Montana is absent from all targeted industry reporting. Berkeley Policy Associates F-52 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix F Montana Number of Federal R&D New Starts 250 200 WIRED Region 150 State 100 50 2005 2004 2003 2002 2001 2000 0 Source: RAND Database of Research and Development in the U.S. (RaDiUS) Montana Number of SBIR New Starts 35 30 25 WIRED Region 20 State 15 10 5 2005 2004 2003 2002 2001 2000 0 Source: RAND Database of Research and Development in the U.S. (RaDiUS) Berkeley Policy Associates F-53 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix F Berkeley Policy Associates F-54 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix F Finger Lakes 1. 2. 3. 4. 5. 6. 7. 8. Average Annual Income by Industry Average Annual Employment by Industry Average Number of Establishments by Industry Average Annual Income for Targeted Industries vs. States Average Annual Employment for Targeted Industries vs. States Average Number of Establishments for Targeted Industries vs. States Number of Federal R&D New Starts Number of SBIR New Starts Berkeley Policy Associates F-55 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix F Berkeley Policy Associates F-56 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix F WIRED Average Annual Income by Major Industry Finger Lakes $60,000 Other Services (except public Adm.) Agriculture & Mining $50,000 Construction Income $40,000 Manufacturing Utilities, Wholesale, Retail, Transportation $30,000 Information Finance, Insurance, Real Estate $20,000 Professional, Scientific/Technical Services, Administrative/Support Waste Mgt/Remediation Educ., Health Care, Social Assistance $10,000 Arts, Entertainment, Recreation, Food Service, Accommodation $0 1999 2000 2001 2002 2003 2004 2005 2006 Year Source: Quarterly Census of Employment and Wages WIRED Num ber of Establishm ents by Major Industry Finger Lakes 7,000 Ot her Services ( except public Adm.) 6,000 Agricult ure & Mining Const ruct ion 5,000 Manuf act ur ing 4,000 Ut ilit ies, Wholesale, Ret ail, Tr anspor t at ion 3,000 Inf ormat ion 2,000 Finance, Insur ance, Real Est at e 1,000 Prof essional, Scient if ic/ Technical Ser vices, Administ rat ive/ Support Wast e Mgt / Remediat ion Educ., Healt h Care, Social Assist ance 0 1999 2000 2001 2002 2003 2004 2005 2006 Art s, Ent er t ainment , Recreat ion, Food Ser vice, Accommodat ion Ye a r Source: Quarterly Census of Employment and Wages Berkeley Policy Associates F-57 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix F WIRED Number of Employees by Major Industry Finger Lakes 120,000 Other Services (except public Adm.) Agriculture & Mining 100,000 Construction Employees 80,000 Manufacturing Utilities, Wholesale, Retail, Transportation 60,000 Information Finance, Insurance, Real Estate 40,000 Professional, Scientific/Technical Services, Administrative/Support Waste Mgt/Remediation Educ., Health Care, Social Assistance 20,000 Arts, Entertainment, Recreation, Food Service, Accommodation 0 1999 2000 2001 2002 2003 2004 2005 2006 Year Source: Quarterly Census of Employment and Wages Average Incom e For Finger Lakes WIRED Region Targeted Industries Vs. State, 1999-2006 $ 70,000 $ 60,000 $ 50,000 State $ 40,000 WIRED Region $ 30,000 $ 20,000 $ 10,000 $0 1999 2000 2001 2002 2003 2004 2005 2006 Source: Quarterly Census of Employment and Wages Berkeley Policy Associates F-58 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix F Number of Establishments For Finger Lakes WIRED Region Targeted Industries Vs. State, 19992006 3,500 3,000 2,500 State 2,000 WIRED Region 1,500 1,000 500 0 1999 2000 2001 2002 2003 2004 2005 2006 Source: Quarterly Census of Employment and Wages Average Employment Level For Finger Lakes WIRED Region Targeted Industries Vs. State, 19992006 160,000 140,000 120,000 100,000 State WIRED Region 80,000 60,000 40,000 20,000 0 1999 2000 2001 2002 2003 2004 2005 2006 Source: Quarterly Census of Employment and Wages Berkeley Policy Associates F-59 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix F Finger Lakes Number of Federal R&D New Starts 3,000 2,500 2,000 WIRED Region State 1,500 1,000 500 2005 2004 2003 2002 2001 2000 0 Source: RAND Database of Research and Development in the U.S. (RaDiUS) Finger Lakes Number of SBIR New Starts 250 200 WIRED Region 150 State 100 50 2005 2004 2003 2002 2001 2000 0 Source: RAND Database of Research and Development in the U.S. (RaDiUS) Berkeley Policy Associates F-60 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix F Piedmont Triad 1. 2. 3. 4. 5. 6. 7. 8. Average Annual Income by Industry Average Annual Employment by Industry Average Number of Establishments by Industry Average Annual Income for Targeted Industries vs. States Average Annual Employment for Targeted Industries vs. States Average Number of Establishments for Targeted Industries vs. States Number of Federal R&D New Starts Number of SBIR New Starts Berkeley Policy Associates F-61 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix F Berkeley Policy Associates F-62 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix F WIRED Average Annual Income by Major Industry Piedmont Triad $60,000 Other Services (except public Adm.) Agriculture & Mining $50,000 Construction Income $40,000 Manufacturing Utilities, Wholesale, Retail, Transportation $30,000 Information Finance, Insurance, Real Estate $20,000 Professional, Scientific/Technical Services, Administrative/Support Waste Mgt/Remediation Educ., Health Care, Social Assistance $10,000 Arts, Entertainment, Recreation, Food Service, Accommodation $0 1999 2000 2001 2002 2003 2004 2005 2006 Year * Insufficient data for year 2004 Agriculture & Mining Source: Quarterly Census of Employment and Wages WIRED Num ber of Establishm ents by Major Industry Piedm ont Triad 10,000 Ot her Services ( except public Adm.) 9,000 Agricult ure & Mining 8,000 Const ruct ion 7,000 Manuf act ur ing 6,000 5,000 Ut ilit ies, Wholesale, Ret ail, Tr anspor t at ion 4,000 Inf ormat ion 3,000 Finance, Insur ance, Real Est at e 2,000 Prof essional, Scient if ic/ Technical Ser vices, Administ rat ive/ Support Wast e Mgt / Remediat ion 1,000 Educ., Healt h Care, Social Assist ance 0 1999 2000 2001 2002 2003 2004 2005 2006 Art s, Ent er t ainment , Recreat ion, Food Ser vice, Accommodat ion Ye a r Source: Quarterly Census of Employment and Wages Berkeley Policy Associates F-63 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix F WIRED Number of Employees by Major Industry Piedmont Triad 200,000 Other Services (except public Adm.) 180,000 Agriculture & Mining 160,000 Construction 140,000 Manufacturing Employees 120,000 Utilities, Wholesale, Retail, Transportation 100,000 Information 80,000 Finance, Insurance, Real Estate 60,000 Professional, Scientific/Technical Services, Administrative/Support Waste Mgt/Remediation 40,000 Educ., Health Care, Social Assistance 20,000 Arts, Entertainment, Recreation, Food Service, Accommodation 0 1999 2000 2001 2002 2003 2004 2005 2006 Year Source: Quarterly Census of Employment and Wages Average Income For Piedmont Triad WIRED Region Targeted Industries Vs. State, 1999-2006 $50,000 $45,000 State WIRED Region $40,000 $35,000 $30,000 1999 2000 2001 2002 2003 2004 2005 2006 Source: Quarterly Census of Employment and Wages Berkeley Policy Associates F-64 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix F Number of Establishments For Piedmont Triad WIRED Region Targeted Industries Vs. State, 1999-2006 20,000 18,000 16,000 14,000 12,000 State 10,000 WIRED Region 8,000 6,000 4,000 2,000 0 1999 2000 2001 2002 2003 2004 2005 2006 Source: Quarterly Census of Employment and Wages Average Employment Level For Piedmont Triad WIRED Region Targeted Industries Vs. State, 1999-2006 600,000 500,000 400,000 State WIRED Region 300,000 200,000 100,000 0 1999 2000 2001 2002 2003 2004 2005 2006 Source: Quarterly Census of Employment and Wages Berkeley Policy Associates F-65 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix F Piedmont Triad Number of Federal R&D New Starts 1,400 1,200 1,000 WIRED Region 800 State 600 400 200 2005 2004 2003 2002 2001 2000 0 Source: RAND Database of Research and Development in the U.S. (RaDiUS) Piedmont Triad Number of SBIR New Starts 120 100 80 WIRED Region 60 State 40 20 2005 2004 2003 2002 2001 2000 0 Source: RAND Database of Research and Development in the U.S. (RaDiUS) Berkeley Policy Associates F-66 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix F Wall Street West 1. 2. 3. 4. 5. 6. 7. 8. Average Annual Income by Industry Average Annual Employment by Industry Average Number of Establishments by Industry Average Annual Income for Targeted Industries vs. States Average Annual Employment for Targeted Industries vs. States Average Number of Establishments for Targeted Industries vs. States Number of Federal R&D New Starts Number of SBIR New Starts Berkeley Policy Associates F-67 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix F Berkeley Policy Associates F-68 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix F WIRED Average Annual Income by Major Industry Wall Street West $50,000 Other Services (except public Adm.) $45,000 Agriculture & Mining $40,000 Construction $35,000 Manufacturing Income $30,000 Utilities, Wholesale, Retail, Transportation $25,000 Information $20,000 Finance, Insurance, Real Estate $15,000 Professional, Scientific/Technical Services, Administrative/Support Waste Mgt/Remediation $10,000 Educ., Health Care, Social Assistance $5,000 Arts, Entertainment, Recreation, Food Service, Accommodation $0 1999 2000 2001 2002 2003 2004 2005 2006 Year Source: Quarterly Census of Employment and Wages WIRED Number of Establishments by Major Industry Wall Street West 12,000 Other Services (except public Adm.) Agriculture & Mining 10,000 Construction Establishments 8,000 Manufacturing Utilities, Wholesale, Retail, Transportation 6,000 Information Finance, Insurance, Real Estate 4,000 Professional, Scientific/Technical Services, Administrative/Support Waste Mgt/Remediation Educ., Health Care, Social Assistance 2,000 Arts, Entertainment, Recreation, Food Service, Accommodation 0 1999 2000 2001 2002 2003 2004 2005 2006 Year Source: Quarterly Census of Employment and Wages Berkeley Policy Associates F-69 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix F WIRED Number of Employees by Major Industry Wall Street West 180,000 Other Services (except public Adm.) 160,000 Agriculture & Mining Employees 140,000 Construction 120,000 Manufacturing 100,000 Utilities, Wholesale, Retail, Transportation Information 80,000 Finance, Insurance, Real Estate 60,000 Professional, Scientific/Technical Services, Administrative/Support Waste Mgt/Remediation 40,000 Educ., Health Care, Social Assistance 20,000 Arts, Entertainment, Recreation, Food Service, Accommodation 0 1999 2000 2001 2002 2003 2004 2005 2006 Year Source: Quarterly Census of Employment and Wages Average Incom e For Wall Street West WIRED Region Targeted Industries Vs. State, 19992006 $ 70,000 $ 60,000 $ 50,000 State $ 40,000 WIRED Region $ 30,000 $ 20,000 $ 10,000 $0 1999 2000 2001 2002 2003 2004 2005 2006 Source: Quarterly Census of Employment and Wages Berkeley Policy Associates F-70 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix F Number of Establishments For Wall Street West WIRED Region Targeted Industries Vs. State, 1999-2006 2,500 2,000 1,500 State WIRED Region 1,000 500 0 1999 2000 2001 2002 2003 2004 2005 2006 Source: Quarterly Census of Employment and Wages Average Employment Level For Wall Street West WIRED Region Targeted Industries Vs. State, 1999-2006 60,000 50,000 40,000 State WIRED Region 30,000 20,000 10,000 0 1999 2000 2001 2002 2003 2004 2005 2006 Source: Quarterly Census of Employment and Wages Berkeley Policy Associates F-71 Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix F Wall Street West Number of Federal R&D New Starts 2,500 2,000 WIRED Region 1,500 State 1,000 500 2005 2004 2003 2002 2001 2000 0 Source: RAND Database of Research and Development in the U.S. (RaDiUS) Wall Street West Number of SBIR New Starts 300 250 200 WIRED Region 150 State 100 50 2005 2004 2003 2002 2001 2000 0 Source: RAND Database of Research and Development in the U.S. (RaDiUS) Berkeley Policy Associates F-72