Industry Partnerships 101: What,
Why, How and Impact
July 10, 2013
Part I of 3-Part EARN Maryland Webinar Series
Presented by Lindsey Woolsey
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Designs by
Today’s Industry Partnerships:
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Are employer driven
Are regional
Are convened by a credible third party
Act as a coordinating body across multiple education,
workforce development, economic development and other
programs
Create highly customized responses to a target industry’s
needs, and therefore highly accurate responses
They are about more than workforce training
Treat employers as partners, not just customers
Are NOT a grant program, a short term project, a passing
fad; they are a long term partnership
THEY ARE DIFFERENT FROM:
• Your local workforce investment board
• Your regional or city economic development
board
• Your Chamber of Commerce
• An industry association
• Your Community College Advisory Boards
Why Industry Partnerships?
I.
There is increasing debate about a skills mismatch in our economy: by
2020, nearly two out of every three U.S. jobs will require some postsecondary
education and training, but 42% of adults in the U.S. (25-64) have no PSE credential.
• 64% of companies say they cannot find qualified applicants for
management, scientific, engineering or technical positions.
-McKinsey Survey
• 67% of small and midsize manufacturers report moderate to severe
workforce shortages, and they predict this will get worse not better.
-National Manufacturing Institute Survey
II.
We are witnessing deep and long-term impacts from stagnant
job
growth: Jobseeker to job ratio in 2013 is still 3-to-1.
III.
We must address these challenges with fewer
in investment since the eighties.
resources: steady declines
• Federal employment and training expenditures (non-veteran) down.
• Higher education enrollments/tuitions up; appropriations down.
What’s our response?
EDUCATION, WORKFORCE & ECONOMIC DEVELOPMENT
I. Education
I. Workforce Development
I. Economic Development
Historically: Train & Pray
What’s our response?
EDUCATION, WORKFORCE & ECONOMIC DEVELOPMENT
I. Education
I. Workforce Development
I. Economic Development
Today: Career Pathways
What’s our response?
EDUCATION, WORKFORCE & ECONOMIC DEVELOPMENT
I. Education
Career Pathways
I. Workforce Development
I. Economic Development
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Designs by
What’s our response?
EDUCATION, WORKFORCE & ECONOMIC DEVELOPMENT
I. Education
Career Pathways
I. Workforce Development
I. Economic Development
Historically: Business Attraction
Designs by
What’s our response?
EDUCATION, WORKFORCE & ECONOMIC DEVELOPMENT
I. Education
Career Pathways
I. Workforce Development
I. Economic Development
Today: Industry Clusters
Designs by
What’s our response?
EDUCATION, WORKFORCE & ECONOMIC DEVELOPMENT
I. Education
I. Workforce Development
I. Economic Development
Career Pathways
?
Industry Clusters
Designs by
What’s our response?
EDUCATION, WORKFORCE & ECONOMIC DEVELOPMENT
I. Education
Career Pathways
I. Workforce Development
Historically: Customized Business
Training + Job Matching
III. Economic Development
Industry Clusters
Designs by
What’s our response?
EDUCATION, WORKFORCE & ECONOMIC DEVELOPMENT
I. Education
Career Pathways
I. Workforce Development
Today: Sector/Industry Partnerships
III. Economic Development
Industry Clusters
Designs by
Designs by
Workforce Training Inevitably is a Central Focus
• Why? Because it’s always on the minds of
business, in every industry
• How is Industry Partnership Training different
from “customized job training?”
– Not a one-to-one relationship with an employer; it’s a
relationship with the regional industry
– There’s a give-and-take; you partner with employers
• What level of training are we talking about?
– All levels: it depends on the industry’s needs
– But IP’s are a highly effective vehicle for low-income/
low-skilled worker advancement
Greater Metro Denver
Healthcare Partnership, CO
Challenges:
• Surging demand for HC services
• Rapid facility expansion
• Difficulty filling positions
• Employers being asked by too many
programs, councils, program staff to
partner/help
Solution:
• One Greater Metro HC Partnership
• 7 Major Hospital Systems
• 8 Educational Institutions
• 4 Economic Development Orgs
• 3 Workforce Investment Boards
• Activities:
– Narrowed highest priority need down
from 145 different occupations to 4:
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Nursing (ADN, RN, BSN)
Laboratory Technologists
Medical Laboratory Technicians
Surgical Technicians
– 5 New Education and training pathways to
direct employment in middle-skilled,
higher wage jobs
• Impact:
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Exceeded all training and placement goals
Single point of contact for industry
Pooled resources and expertise
Surprise by employers that they shared
problems and that solutions better
implemented as a group
– Regular discussions about HC policy in
region and state
Power Generation Skill Panel, WA
•Convened by the Centralia Community College
•Involves major power generation plants (coal, hydro,
and wind), plus major public utilities around the state
•Key partners are Labor, community colleges,
workforce Boards, and industry experts
•Products include:
• 17 articulated “skills standards”manuals for
key occupations
• Shared purchase of OJT key curriculum
• Revised apprenticeship program
• Creation of hands-on training facility at an unused nuclear power plant
“The Power Generation Skill Panel has effectively
met the needs of employers, workers, and the
training system through collaboration and
focused work on critical issues. By meeting the
demand driven skills needs of industry we are all
more competitive.” --Bob Guenther, IBEW Local 77
Cochise Utilities Partnership, AZ
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Problem: Sulphur Springs Valley Electric
Cooperative (SSVEC) realized no local pool
of skilled line workers
Cost: Recruiting from outside the area
expensive, and relocating workers risky
College could not create a program for
just one company – no economy of scale
Convener: SSVEC
Corporate partners: SSVEC, Sierra
Southwest Cooperative, Apache Nitrogen
Products, Southwest Gas, Valley Telecom,
Cox Communications
Public partners: Southeast Arizona
Workforce Connection, Cochise
Community College
Outcomes:
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New 1-year Utility Industry Certificate
Industry guest speakers and instructors
Company sponsored, for-credit internships
Shared job fairs across corporate partners
Company-to-company networking formerly nonexistent
“Getting approached by a peer company was a
breath of fresh air, someone who is actually a
competitor. The resulting utility program and
certificate would not have happened without that
outreach. And there’s so much more to do.”
– Elaine Babcock, HR Manager, Southwest Gas
The Green Alliance (Energy Efficiency,
Renewable Energy Manufacturing), PA
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J&J Mechanical, a small commercial HVAC company, quadrupled their employee base as a result of
expanded connections to residential retrofitting needs
= 20 NEW JOBS
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Maccabee Industrial, a steel fabricator, expanded product line to include windmill skeleton construction
= NEW PRODUCT LINE, 10 NEW JOBS
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Gerome Manufacturing, steel fabricator, expanded wind mill parts production, added new product line to
product brackets for construction of green buildings
= NEW PRODUCT LINE, 18 NEW JOBS
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Therm-O-Rock East, Inc., manufacturer of vermiculite (material used to insulate batteries) discovered
through the Partnership that the material could be used in retrofitting insulation, as well as in green soil
for potted plants and gardens
= 2 NEW PRODUCT LINES, 20 NEW JOBS
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Tri-State Biofuels, a small woodstove pellet manufacturer, connected with Marsalis Shale oil and gas
drilling companies via the Partnership, researched uses of wood pellets as absorber of drilling waste, and
invented a new product.
= NEW PRODUCT LINE, 25 NEW JOBS
= TRIPLED SAWDUST PURCHASES FROM LOCAL SAWMILLS
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World Kitchen, formerly Corningware, now makes pyrex glass for solar panels.
Via Partnership networking, added new production line to meet regional demand
= NEW PRODUCT LINE
= 60 NEW JOBS
* Launched in 2010, over 153 jobs created by Summer 2012
How many IPs should one region have?
• Depends on your
region’s labor market
• Never duplicate IPs
• Coordinate across geopolitical lines
• Actual boundaries of “region” may vary depending
on target industry – be flexible
• The State of Maryland should have multiple
Healthcare IPs, Manufacturing IPs, Logistics IPs, etc.
Sector Strategies Coming of Age:
EDUCATION, WORKFORCE & ECONOMIC DEVELOPMENT
I. Education
Career Pathways
I. Workforce
Development
III. Economic Development
Industry Clusters
Designs by
WHAT’S THE LIFE CYCLE
OF AN INDUSTRY
PARTNERSHIP?
•They can last for years
•They change constantly
•Each one looks different
•But there are common
elements
This slide created by Collaborative Economics, Inc.
Next Webinars:
• Webinar #2: Wednesday, July 17th 1-2:00 pm
Industry Data – How to identify (or confirm)
your target industry
• Webinar #3: Thursday, August 1st 1-2:00 pm
Mobilizing your Partnership – Preparing for
the Launch (or Expansion)
Questions Now?
Questions later? Contact me anytime: Lindsey Woolsey
lindsey@woolseygroup.com, 509-826-7991