Developing Community-Based
Strategies for Economic ReEngagement: A Network Approach
A Solutions Lab
Scott Hutcheson
Ed Morrison
Purdue Extension, Economic & Community Development
Ed Morrison Distributed through I-Open with a Creative Commons 3.0 Attribution License: Please acknowledge source as Ed Morrison and I-Open
Why Networks?
Ed Morrison Distributed through I-Open with a Creative Commons 3.0 Attribution License: Please acknowledge source as Ed Morrison and I-Open
We Live in a Networked World
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Movies in the Pre-Networked World –
Who made the Wizard of Oz?
• Metro-Goldwin Mayer
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Movies in the Networked World – Who
Made Spiderman 3?
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Columbia Pictures
Marvel Enterprises
Laura Ziskin Productions
Columbia Pictures Industries
Sony Pictures Imageworks (SPI) (special visual
effects and animation)
Imageworks (additional visual effects) (as Imageworks
India)
USC Centers for Creative Technologies (visual
effects)
House of Moves Motion Capture Studios (facial
motion capture)
Gentle Giant Studios (3D scanning)
CafeFX (additional visual effects)
Giant Killer Robots (additional visual effects)
BUF (additional visual effects)
Evil Eye Pictures (additional visual effects)
Tweak Films (effects: Mudman)
Furious FX (additional visual effects)
Eden FX (additional visual effects)
LOOK! Effects (additional visual effects)
Digital Dream (additional visual effects)
X1fx (additional visual effects)
New Deal Studios (miniature effects)
Lund Background Pictures (translite backgrounds)
Tata Elxsi Visual Computing Lab
Halo Casting casting
Film Art art consulting
Atlantic Cine Equipment Technocrane 15
Central Casting extras casting
Chapman/Leonard Studio Equipment cranes
Chapman/Leonard Studio Equipment dollies
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Deluxe prints
Dolby Laboratories sound post-production
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CFrontline Design specialty costumes
Hollywood Studio Symphony orchestra
Inflatable Crowd Company, The inflatable
mannequins
Monster Picture Crane stunt rigging crane
Orbit Digital Avids
Packair Airfreight international logistics
Panavision cameras and lenses
Pictorvision stabilized ground head
Port Chester High School Marching Band
Prologue Films main and end titles design
Record Collection soundtrack
Reel Security production security
Reel Team, The loop group
Rockbottom Rentals cell phone, cellular fax, and
modem card rentals
SPDE Domain Names domain hosting
ShowBiz Enterprises draperies
Sony Music Entertainment advertising
Sony Pictures Digital website
Sony Pictures Stock Footage stock footage
Sony Pictures Studios Scoring Stage music recorded
at
Sony Pictures Studios post-production sound
services
Spider-Man 3 Dôin Iinkai advertising
Sylvia Fay/Lee Genick & Associates Casting extras
casting: New York
Technicolor Digital Intermediates digital intermediate
(as Technicolor Culver City)
Technicolor New York digital intermediate
Filmtools expendables
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We Live in a Networked World
1 Company
Network of 56
Companies
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Business in a Networked World
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How Communities Functioned in a
Pre-Networked World
Townships
Workforce
Economic Dev.
Social Service
Cities/Towns
Chambers
Counties
Feds
State
K-12
Higher Ed
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How Communities Function in
Today’s Networked World
Townships
Workforce
Economic Dev.
Social Service
Cities/Towns
Chambers
Counties
Feds
State
K-12
Higher Ed
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We need new approaches to build networks in
our communities and regions
Idaho Workforce Summit:
Strategic Doing workshop to
align, link and leverage assets
within networks
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Vast job losses are re-making our economy
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Job losses are
deep and wide
spread
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Re-engagement involves charting pathways and
making them as productive as possible
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This workshop will explore the
pathways and the networks
needed to make them more
productive
You will design your own networks
in the discussion
Company refocuses
and retrains
Company
restructures and
lays off large
numbers
Employees find
work in a closely
related firm
Individual retrains
for a growth cluster
Individual wants to
start a growth
company
Individual looks for a
life style opportunity
Individual settles for
lower pay (but may
begin other paths as
well)
Individual retires or
stops looking
Individual continues
to look for a job
Our current situation requires us to innovate
and form new re-engagement networks
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The economic downturn is more
severe and will last longer than our
traditional approaches are
designed to handle
We cannot scale up by building
larger organizations
We can meet the challenges by
linking and leveraging assets
through networks
We need to focus on designing
eight types of re-engagement
networks
1. Strategy Redesign
Network
(Layoff Aversion)
Strategy Re-Design Network
(Layoff Aversion)
Question: How do we connect those with ideas for new
technologies or markets with those who need to diversify?
Idea: Workforce, development, economic development, and a
research university create a network to identify “capacities” of
troubled firms and available technologies at the university, new
technology is adopted, existing workers are trained, firm’s
bottom line improves
Example: Tool & die shops are hurting, research university is
doing work in nanostructured coatings technology, tool and die
shops adopt new technology and train workers – tool life
increases, waste decreases, the shop is more profitable, layoffs
averted, and workers have a new transferrable skill –
Nanostructured Coatings Technology Certificate
2. Assessment and Guidance
Network
Assessment & Guidance Network
Question: How do we create new networks to better help
people assess their skills and guide them toward training to
enhance their skills and positions that are best suited for their
skills?
Idea: Local one-stops, employers, and training providers create
a new network to provide comprehensive assessment and
guidance services.
Example: The Tecumseh Area Partnership (North Central
Indiana’s Regional Workforce Operator) created two REACH
(Regional Employment Assessment Center for Hiring) Centers
where they work closely with local industry to profile the skills
needed for jobs, assess prospective workers skills, identify the
gaps, broker training to fill the gaps, then move prospective
workers into available jobs.
3. Direct re-employment
Network
Direct Re-Employment Network
Question: How can we efficiently and effectively move workers
from one employer to another to do jobs that require the same
skill sets?
Idea: Local industry, workforce development, and an economic
analysis center partner to form an “industry cluster” based on
skills and create a pool of workers that can move fluidly
between one employer to another.
Example: The Purdue Center for Regional Development is
working on a web-based tool to identify “Occupational Clusters”
in local regions. Communities can use that information to
identify firms that have similar skill requirements. A “Cluster
Coordinator” can begin working with those firm to develop
skills-based clusters. Firms can work together to do joint
training where needed, and pool workers.
4. Growth Cluster Network
Growth Cluster Network
Question: How can we anticipate what types of firms a likely to
grow, even in a troubled economy and get workers read for the
resulting jobs?
Idea: Workforce development, economic development, training
providers, K-12, and Extension create a new network to identify
growing clusters, profile the growth occupations, and develop
new training and pipeline programs.
Example: Several counties in North Central Indiana are seeing
growth related to new wind farms. They have put together
several initiatives to train workers for these new jobs - programs
in high schools, adults at a new community-based instructional
center, and working with firms by adding an Extension Educator
focusing on Alternative Energy.
5. Skunk Works Network
Skunk Works Network
Challenge: Unemployment is cutting deep with even engineers and
highly-trained technical workers being laid off How do we keep them
in the community, leverage their brainpower, and launch new
enterprises?
Idea: An incubator, SBDC, and a university create a network to find
new or “orphaned” technologies and create a place for displaced
high-tech workers can advance those technologies and make
launch businesses
Example: Responding to the massive layoffs at Delphi, Kokomo’s
Inventrek launched the Skunk Works program that provides lab
space, training, and business support services for a group of former
Delphi employees. They are working with orphaned Delphi
technologies and other innovations to try and launch new business.
As a side-benefit they are gaining R&D expeience by forming their
own design shop and seeking work from other firms that need
design work done.
6. Self-employment Network
Self Employment Network (1)
Challenge: Some laid off workers would rather launch their own
business than seek another “job.” How do we create a network to
support these individuals?
Idea: What if we were able to tweak the unemployment assistance
program so that someone could use unemployment support to
launch their own business (make a job) instead of applying for
work (taking a job).
Example: A group in Pennsylvania partnered with their state
department of workforce development, U.S. Department of Labor,
and their state’s SBDC to get a waiver to create the SelfEmployment Assistance Program (SEAP). In a pilot program 2%
of unemployed people took this track, 75% of those were
successful in launching a new business and were still in business
three years later making, on average, $5K more per year than
those who “took a job.” A significant number grew enough to
create additional jobs. All states can adopt this program but
legisltation is required to do so.
Self Employment Network (2)
Challenge: We know that about 2% of people who loose their jobs
would like to start their own business and that a lot of businesses
get started out of the home. Local land use ordnances, however,
are very restrictive about home-based businesses.
Idea: Zoning ordinances could be changed to be more conducive to
home-based businesses.
Example: Some communities have realized that the best
incubators for new business can be the garages and homes of its
most entrepreneurial residents. They have set some new zoning
standards to allow some businesses to operate out of residential
neighborhoods as long as they meet certain criteria. A dislocated
salon worker, for instance may be able to do salon work out of her
home as long as no more than ten cars come and go each work
day.
7. Career Ladder Network
Career Ladder Network
Challenge: A community’s only growth in jobs is coming from a
perspective big-box retail chain known for hiring mostly lower-skill
workers and paying low wages. High employee turnover is part of
their business model.
Idea: Municipality often place requirements on the big-box retailers
related to signage, landscaping, etc. What if the community insisted
that the retailer, besides selling their wares, would also be in the
talent development business.
Example: Some communities are considering talent-based
economic incentives along with and sometimes instead of typical
tax abatements. Local government, a big-box retailer, and training
provider partner to devote some of the space of a new large retail
to operating a learning center. The retailer encourages their
employees to take classes at the learning center creating a pipeline
of better workers ready for higher-skill, higher-wage jobs. Word
gets out that this community has a skilled workforce.
8. Career Exploration
Network
Career Exploration Network
Question: How can we teach people how to use social
networking tools to help do career exploration?
Idea: A high school class partners with workforce development
to teach adults how to use Facebook, Twitter, and text
messaging to harness the power of networks to explore career
options and find work.
Example: A Southern California community is organizing
events to bring job seekers together to teach them skills to use
social networking tools. Job seekers are beginning to help each
other. According to one participant, "With people saying, 'Hey, I
found this job; I'm not a good fit. Would you like this position?'
They are able to communicate this information immediately with
these new tools. Tools like Twitter and Linked in are a great way
to build an online network of contacts. Another participated
noted, "If I get other eyes to look for you maybe you'll find a job
faster than if you just look for yourself." - CNN, March 23, 2009
Each re-engagement network has a different purpose
Network
Purpose
Strategy redesign network
Help company execute on new or
existing strategies
Assessment and guidance network
Help laid-off or at risk employees assess
their skills and career options; introduce
the re-employment system
Direct re-employment network
Help laid-off workers find employment in
a closely related business
Growth cluster network
Prepare individuals for new opportunities
in a growing cluster
Skunk works network
Help individuals launch a growth oriented
business
Self-employment network
Help individuals with self-employment or
a lifestyle business
Career ladder network
Help an individual move up from a lower
skill, lower paying job
Career exploration network
Help an individual explore career and
training options
Each re-engagement network has a different set of
economic development partners
Network
Partners
Strategy redesign network
Economic development organization (EDO)
and business retention specialists
Assessment and guidance network
Economic development organization (EDO)
and economic analysis specialists
Growth cluster network
Economic development organization (EDO)
and cluster coordinators
Skunk works network
Entrepreneurial support organizations, angel
networks, entrepreneur networks
Self-employment network
Small business development organizations,
entrepreneur networks
Career ladder network
Economic development organization (EDO)
and economic analysis specialists
Career exploration network
Economic development organization (EDO)
and economic analysis specialists
Your role is to align, link and leverage resources
by building these networks
Workforce
Economic Development
Universities
Community College
Industry
Social Services
You develop these networks by managing a
continuous process of Strategic Doing
What does success look like?
No Single Big Strategy
Many Modest Strategies
Swarm Innovation
Pick a network
to design
Direct re-employment network
Self-employment network
Strategy redesign network
Growth cluster network
Career ladder network
Assessment and guidance
network
Skunk works network
Career exploration network
Exercise 1: Define a purpose (10 minutes)
What type of network are you designing?
Circle one to the right
Strategy redesign network
Direct re-employment network
Growth cluster network
Skunk works network
Self-employment network
Career ladder network
Career exploration network
What is the purpose of your network? What are the outcomes you are trying to achieve?
Write a clear statement of purpose in the space below
Exercise 2: Identify core network partners
Identify three key partners who would be willing and able to deliver on your solutions?
Partner 1:
Partner 2:
Partner 3:
Thoughts on useful partners:
Exercise 3: Define an agenda for your meeting
Develop an agenda for your initial meeting with core partners. Use the Strategic Doing Cycle to guide
your thinking. Think through how you will guide the discussion to focus on four components. How will
you design an engaging experience for your core team?
Agenda Component 1: Asset Mapping: What could we do together?
Agenda Component 2: Strategy: What should we do together?
Agenda Component 3: Action Planning: What will we do together?
Agenda Component 4: Process mapping: How will we learn together? What’s our plan for
reconvening?
Thoughts on useful partners:
The Strategic Doing cycle
Guiding conversations to build networks
What could we do together?
How will we
learn
together?
Use the Strategic Doing
cycle to guide the
development of an agenda
for your initial network
development meeting
What should we
do together?
What will we do
together?
Exercise 4: Decide on your next steps
Action Step
Thoughts on useful partners:
Who?
When?
We need to move our thinking from events and “programs” to
processes….
Communities are moving toward civic process that focus on
Strategic Doing