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.
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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
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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.
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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
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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
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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.
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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
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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
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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.
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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.
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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
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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
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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
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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
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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
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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:
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Ledy Garcia-Eckstein, Executive Director, Metro Denver WIRED
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David Ford, WIRED Grant Manager, Denver Office of Economic Development
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Kathryn Otten, State WIRED Director, Colorado Department of Labor and Employment
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Tom Clarke, Executive Vice President, MDEDC
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Linda Murphy, Executive Director, Metro Denver Workforce Board
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Joseph M Barela, Manager, Arapahoe-Douglas Works
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WIRED Industry Coordinators - Vicky Lea, Jerome McCarthy, Mary Jeffreys, Laura Hahn
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Alex Medler, Colorado Children’s Campaign (K-12 Education panel facilitator),
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Robert Reichart, CU Denver, Center for Education Policy Analysis (Higher Ed panel
facilitator)
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Caroline Himes, Laboratory for Atmospheric and Space Physics - U of Colorado at Boulder
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Shelly Wood, Community College of Aurora (Jumpstart grantee)
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William Schneider, President, Venoco, Inc.
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Jason Gaulden, Program Officer, The Daniels Fund
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George Sissel, Former Chairman and CEO of Ball Aerospace
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Norwood Robb, Denver School of Science and Technology (Jumpstart grantee)
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Nicole McGee, Center for Applied Math and Science for Innovation and Competitiveness
(CASMIC)
Berkeley Policy Associates
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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
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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
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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
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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
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Evaluation of the WIRED Initiative’s Generation I Regions: Northwest Florida 2007 Site Visit Highlights
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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
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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
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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
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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
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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.
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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
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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
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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.
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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.
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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
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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.
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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
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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.
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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.
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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
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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
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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
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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.
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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.
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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.
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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
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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
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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.
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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
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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
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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
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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
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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.
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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.
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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
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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
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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
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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.
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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.
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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.
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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
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•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
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
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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
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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.
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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
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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
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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
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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
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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.
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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.
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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.
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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
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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
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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.
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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
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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
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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
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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
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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
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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.
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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.
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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
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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
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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.
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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.
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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
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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
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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:
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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
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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.
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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
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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.
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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
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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.
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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.
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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.
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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.
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7. North Star Alliance
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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
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• 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
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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
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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
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Intended Impact:
Accelerated new
business creation
Aggregation of IP
Increased
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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
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Intended Impact:
More diverse training for
more people in healthcare
occupations of all kinds
Over 125 new trained
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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.
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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
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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)
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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
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Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix C
9. West Michigan
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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.
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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
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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
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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.
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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.
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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.
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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.
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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.
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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
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Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix F
Berkeley Policy Associates
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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
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Evaluation of the WIRED Generation I Regions: 2007 Interim Report Appendix F
Berkeley Policy Associates
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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
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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
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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
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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
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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
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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