CareerSource Florida hosted more than 100 colleagues and partners in workforce and economic development, education and business from throughout Florida. We explored proven pathways to build and sustain industry sector strategies with lasting positive impacts. This two-day institute featured national and state-level subject matter experts and provided opportunities to learn from and share our collective efforts to make Florida the global leader for talent.

1. Maher and Maher | Presentation Title | 1
Florida Sector Strategies
Institute
#SectorPartnerships
July 20-21, 2016
Orlando, Florida

2. Jayne Burgess
Senior Director, Business and Workforce Development
CareerSource Florida
Dehryl R. McCall, Jr.
Director, Business and Workforce
Development
CareerSource Florida
Welcome

3. Opening Remarks
Bruce Ferguson, CEO
CareerSource Northeast Florida

4. Maher & Maher | 4
• A clear understanding of sector strategies,
including:
– Need for and benefits of sector strategies
– Importance of aligning all talent development
activities with economic development strategies
– Qualities of best practice sector strategies
• Understanding of each area’s “as-is” condition
as it relates to sector strategies, identification of
strategic priorities, and next steps to move
forward
Event Objectives

5. Globalization, the “New Normal,”
and Florida’s Response:
World-Class Sector Strategies
Rick Maher, President & CEO
Maher & Maher
ETHICS DISCLAIMER
“This presentation reflects my (personal) views of the changes implied by WIOA,
Sector Strategies, and the actions a proactive workforce system professional may
want to consider in preparing for the new Law. It is not reflective of Federal policy
nor, in any way, shaped by any specific knowledge thereof.”

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About Maher & Maher
• Talent development and
change management
consultants
– Nexus of workforce
development, economic
development, and education
• Expertise:
– Strategic planning and
facilitation
– Industry sector strategies
and career pathways
– Systems assessment and
redesign
– Technical assistance and
training
• Primary practice areas:
– States, regional areas, and
community colleges
– Federal government and
NGOs
– Private sector
• 29 years in operation
• Self-certified small business
• Headquartered in NJ
– Office in Washington DC

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Getting to know you

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A Vision for a Future System…

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Common vision…common goals
© 2016 Maher & Maher
Educational
Systems
Economic
Development
Workforce
System
Targeted
Growth
Sectors
The Talent Pipeline – workforce as an asset for regional prosperity

10. Maher & Maher | 10© 2016 Maher & Maher

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Inside the Talent Pipeline

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Fill job orders
Training provided across
occupations, skill levels (often
employer/industry-paid)
Place job candidates
Focus expanded to worker retention,
advancement issues within company/
industry (i.e. career pathways)
Education/training/services
loosely informed by employer
needs thru survey or one-off
engagement
Education/training designed in
partnership w/ employers
One-to-one relationship One-to-many (sector strategies)
Sector Strategies = New Way of
Doing Business Engagement
Transformational relationshipTransactional relationship

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Industry Sector Partnership Model
1. Places business at
center
2. Work with industry as
partners
3. Aligned
community partners
4. WF system
as central player,
convener
5. Regionally-focused
1
2
3
4
5
Industry Sector Partnership Model
This model is derived from a model presented in an earlier NGA Center publication developed in collaboration with the
Woolsey Group, the Corporation for a Skilled Workforce, and the National Skills Coalition that illustrates the alignment
of sector strategies with industry clusters and career pathways.

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What This Looks Like from the
Customers’ Perspective
• Customized solutions from the system
• Industry-knowledgeable staff
• Receive meaningful career information
• More opportunities (training, internships) to
get to regional high-growth companies
• Seamless and defined career pathways

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Great sector strategies are:
• Tells a story about
demographics and sectors
that are growing in today’s –
and tomorrow’s – economy
• Becomes the foundation for
selecting targeted sectors
• Decisions are made on
great data
Built around Great Data

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Great sector strategies are:
• Foundation for a talent
pipeline that all partners
support and pledge to
align around
• Common thread that
allows us to work
together
Founded on a Shared Regional Vision

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Great sector strategies are:
• Engage with business
leaders in key sectors
• Form a true public-private
partnership
• We listen and understand
their needs and align to meet
those needs
• Business will lead, not us; but
solutions will be a win-win
Guided by Industry

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Great sector strategies:
• A common vision, using solid
data, being led by business =
strategic alignment
• Sectors become everyone’s job
• Everyone is committed to the
vision of improved regional
prosperity
• Through building a skilled
workforce development
program
Lead to Strategic Alignment

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Great sector strategies:
• How might sector-based
approaches influence how you
do your job?
• Or how you work with your
customers every day?
• You’ll need to consider which
sectors are driving our
prosperity
Transform how Services are Delivered

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Great sector strategies are:
• How you’ll:
– measure performance
– adjust to changing needs
– support your own workforce
Measured, Improved, and Sustained

22. Best Practices Panel:
Advanced Manufacturing

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Kevin Carr
CEO
Florida Makes
Art Hoelke
VP & GM
Knight's Armament Company
Tina Berger
Sector Strategy Program Manager
CareerSource Brevard
Howard Drake, MBA, MS
Director, Applied Technology Grants, Adjunct Professor, BAS Business Program
Polk State College
Advanced Manufacturing Panelists

24. Best Practices Panel:
Healthcare

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Mary Lou Brunell
Executive Director
Florida Center for Nursing
Kathleen M. Miller, SPHR
Senior Director, Talent Acquisition
Florida Blue/GuideWell
Rebecca Toolsie
Operations Contract Manager
CareerSource Central Florida
Dr. Angela Kersenbrock
Dean
Career and Technical Education
Seminole State College
Healthcare Panelists

26. Recap Day 1

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Welcome to Day 2!
Florida Sector Strategies Institute

28. Best Practice
Sector Strategy Examples

29. Sector Partnerships | 29
Gulf Coast Workforce System
• Houston-Galveston
13 County Region
• Population: 6 million+
• Unemployment:
~4.2%
• 25 Career Centers
• Significant challenges:
underserved population,
expanding labor market,
diverse industry base

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Paradigm Shift
• Focus on high growth high demand industry sectors
• Focus on high-skill, high-demand occupations
• Changed board strategy and service delivery model
to be more demand-driven…
• …still serving all populations

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Gulf Coast Board Domain
Pre - “Shift”
• Running a federal
program
• Supply side focus (social
service)
• Services preauthorized
• Smaller impact (fewer
people and employers)
Post- “Shift”
• Residents’ workforce
needs best met by
responding to employers
workforce needs
• Board recognizes
employers as primary
customer to system
• Demand side (economic
based )

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• Some level of service available to all employers
• Intensive is highest level of service for employers
• Targeted to key industries and employers in
community
• Identifies where good jobs and growth opportunities
are
• Services organized by industry to maximize impact
Targeting Services (Tiers)

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• Beyond “demand driven” to “employer led”
• Focus on critical labor shortages in skilled
occupations
• Offer technical expertise/resources to employers
in the same industry
• Not one size fits all approach
• Not about surveys or studies
Engaging Industry/Industry Model

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Results: Healthcare Partnership
• Industry identified RN shortage as most
critical
• Increased applications to RN schools
• Increased graduation rate of RNs
• Increased production of RNs
• Decreased turnover rate of RNs in hospitals
• Industry says need for RNs is manageable
• Industry group stayed together more than 10
years

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Gulf Coast Measures
For the Regional Workforce System in 2018:
• Education Credentials
– 80 % of the region’s population 25 years and older will hold an education credential
– 36 % of the region’s population 25 years and older will hold a post-secondary degree
– 21 % of those pursuing an education credential will earn one
• Job Creation
– 3.0 million individuals will be employed in the region
For Workforce Solutions in 2018:
• Market Share
– 25 % of the region’s employers will use Workforce Solutions
• Customer Loyalty
– 65 % of employers using Workforce Solutions will be repeat customers
• Education Credentials
– 66 % of individual customers pursuing an education credential will earn one
• Job Creation
– 3,300 new jobs created as result of Workforce Solutions’ partnering w other business orgs

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• Organized industry partnership around a group of
companies in a related high-priority industry
• Require a training plan from each company
• Individual company training plans are collated to
develop a shared training plan which becomes the
curricular driver for incumbent worker training
• Staffed by a Project Manager who is a subject
matter expert
• Company-led Steering Committee makes program
decisions
Lancaster County, Pennsylvania
Workforce Investment Board

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Mature Industry Partnerships
• As partnership matures, often adds technology
transfer activities to the mix of program
• Centers of excellence develop when the
partnership moves to local research and
development and an intentional connection to
the K-12 system

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• 90 Industry Partnerships throughout PA with a
variety of operators
• Over 5,775 businesses participate in the
Partnerships
• From July 2005-June 2007, over 24,000 incumbent
workers were trained
• Workers who received the training saw their wages
rise by an average of 12.89%
• 75% of the companies involved reported a direct
relationship to increases in productivity
Industry Partnerships across
Pennsylvania

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• WIB is intermediary for the partnership, providing it with
staffing support
• Industry champion role is filled by CEO of a federally-
funded healthcare clinic, the VP of HR for a district
hospital, and the CNO from another area hospital
• Funding sources include:
– Rapid Response funds
– WIOA formula funds
– California Career Pathways Trust
– State Employment Training Panel
– Partner support and in-kind
resources
Workforce Investment Board of
Tulare County, California

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• Early accomplishments that engaged the group and
demonstrated the potential of the partnership
• Employers see value in the partnership
• The partnership has a staff person dedicated to its
support
• The employers in the partnership decide what
activities to both sustain and focus on
• Marketing the success of the sector partnership
Keys to Sustaining the Healthcare
Partnership

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• Great data provides focus on critical talent needs in
high-growth sectors/occupations
• Public sector partners’ have aligned vision
• Industry Partnership is the “driver”
– Multiple employers
– Industry-led and demand-side driven
• Braided funds combined with employer contributions
• Service delivery changed to align to demand
• Outcomes are measured and we adjust as we learn!
Re-capping Promising Practices

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Good, now it’s ….

44. Work Activity: Complete
Self-Assessment

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• Complete the self-assessment
• Discuss how you rated your
area on each section.
• What is your “AS IS” condition?
Directions for Completing the
Self-Assessment

46. Prepare for Work Activity:
Move to Future State

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• What are your strengths and areas of
opportunity?
• Prioritize areas of opportunity.
• Outcome of this session:
– Top priority areas
Identify Priority Areas

48. Work Activity:
Identify and Prioritize Next Steps

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• What are your next steps?
• Do additional partners need to be engaged?
• Outcome of this session:
– Key next steps to move
sector strategies forward
Determine Next Steps

50. Report Out

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• Each team has 3 minutes to report out
• Summarize your next steps
• Identify technical assistance needs
Directions for Report Out

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© 2015 Maher & Maher, Growth Transitions Inc.
A Six-Step Process

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• Workforce development entities
• Community colleges and universities
• Economic development entities
• K-12 education, including secondary career and technical education
partners
• Vocational Rehabilitation
• Business representatives, especially those from likely targeted
industry sectors
• Community-based organizations
• Other stakeholders as determined by the region
Regional Sector Teams: Membership

54. Closing Remarks

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Contact Us:
3535 Route 66, Building 4
Neptune, NJ 07753
Phone: 732-918-8000
1-888-90MAHER
(888-906-2437)
Fax: 732-918-9059
www.mahernet.com
Rick Maher
President/CEO
732-918-8000
rmaher@mahernet.com
Carrie Yeats
Director, State and Regional
Workforce Solutions
512-656-0656
cyeats@mahernet.com