Workforce Strategy Session

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Workforce Strategy Session

• November 17, 2006

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Todays Purpose

• Develop an understanding of the workforce
  dynamics in Huntsville/Madison County
• Explore the key findings of stakeholder surveys
  (Spring 2006)
• Understand the use of a systems diagram in policy
  development and analysis
• Review current initiatives
• Chamber workforce plan
• BRAC strategies
• Develop tools to facilitate dialogue

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Agenda

• Welcome and Introductions
• Coalition and systems map background
• Survey results (Spring 2006)
• Systems analysis of results
• Strategy diagram (systems map)
• Recommendations
• Chamber workforce plan mapped to strategy diagram
• BRAC-specific actions mapped to strategy diagram
• Working Lunch
• Small group exploration of strategy diagram and
  initiatives
• Large group debrief
• Supporting materials to help you facilitate
  community dialogue
• Next Steps

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Coalition Background
2004

• MSFC Benchmarking Forum
• Coalition Formed
• Vision and Mission Developed

2005

• Strategic Plan Developed
• First Conference Held
• Action Planning Group Formed

2006

• Began Mapping Process
• Teamed with BRAC, WIRED, Chamber
• Transitioned Coalition to Chamber

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Spring 2006 SurveysBackground of Process

• Purpose
• Gather input from community experts
• Determine major issues to address in a strategy
  map
• Identify stakeholders and important
  systems/processes to include
• Create awareness of need and process
• Strengthen connections among those with
  political/social influence
• Interviews (to date)
• Conducted over April-May 2006
• Over 25 respondents
• Used self-reporting questionnaires and phone
  interviews
• Typically required 45 minutes of respondents
  time
• More interviews/questionnaires can be conducted
  on an as needed basis

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Spring 2006 Data results and preliminary
recommendationsExecutive Summary of
Interviews/Data Gathering
One key performance measure will be to look
at the Young STEM Workforce (24-35 population)
Lack of Coordination among the many
(many!) organizations involved in workforce
development
Economic Engine Leading Edge Organizations NBIC
(Nanotech, Biotech, Info Tech,
Cognitive Science)
A project space that works for current
stakeholders who have engaged, but allows some
access by the wider public
engage stakeholders in dynamics of
attractiveness Avoid Utopia Syndrome What give up
so you can have more of what you Really want?
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Spring 2006 Data results and preliminary
recommendationsIndicators of Success

• Top 4 Indicators of Success
• Ability to meet workforce needs (at all times)
• Effective Engagement
• Skill levels of students
• Skill levels of STEM workforce

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Spring 2006 Data results and preliminary
recommendationsMajor Issues to Address

• Top 3 Issues/ Opportunities
• Current Educational Approach
• Managing worker pipeline effectively
• Coordination among stakeholders/ contributors

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Spring 2006 Data results and preliminary
recommendationsImportant Trends(described more
than once)
Public Awareness of WF Issues
Motivation for STEM degrees
Work Ethic
Inequitable distribution of resources/wealth
Public School Effectiveness
Median Age of Workforce
Skills of HS graduates (relative to needs)
Healthcare Gap
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Spring 2006 Data results and preliminary
recommendationsNeeded Skills/Careers

• Top 5 Skills/Careers (mentioned individually)
• Biotech
• Business
• Engineering
• Healthcare
• Technology
• Upon closer look, if you add up STEM
  Technology, all engineering, biotech
  nanotech--STEM (esp. NBIC) careers is the obvious
  Big Picture Focus. Followed by STEM Teachers,
  Healthcare and Business

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Spring 2006 Data results and preliminary
recommendationsIntelligencesPerceived
Importance and Perceived Current Level
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Spring 2006 Data results and preliminary
recommendationsExecutive Summary of
Interviews/Data Gathering
One key performance measure will be to look
at the Young STEM Workforce (24-35 population)
Lack of Coordination among the many
(many!) organizations involved in workforce
development
Economic Engine Leading Edge Organizations NBIC
(Nanotech, Biotech, Info Tech,
Cognitive Science)
A project space that works for current
stakeholders who have engaged, but allows some
access by the wider public
engage stakeholders in dynamics of
attractiveness Avoid Utopia Syndrome What give up
so you can have more of what you Really want?
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Strategy DiagramUsing Systems Thinking to
Analyze the System

• Why build a strategy diagram (systems map)? The
  Strategy Process.
• Interactive tour of Huntsvilles Strategy Diagram
• Review of Story Headlines (systemic forces) to
  understand and address

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Systems Thinking Process
Determine/ Envision IDEAL OUTCOMES Develop Future
Vision
Formulate/ Understand BIG ISSUES Assess Current
Reality
Analysis/ Interviews
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Systems Thinking Process
Determine/ Envision IDEAL OUTCOMES Develop Future
Vision
Formulate/ Understand BIG ISSUES Assess Current
Reality
Analysis/ Interviews
Strategy Mapping
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Systems Thinking Process
Determine/ Envision IDEAL OUTCOMES Develop Future
Vision
Formulate/ Understand BIG ISSUES Assess Current
Reality
Analysis/ Interviews
Ongoing Learning
Develop UNDERSTANDING Map Mental
Model(s) Relationships Identify Levers Explore
Dynamics
Strategy Mapping
Build STRATEGY Create Systemic Strategy Anticipate
d Unintended Consequences
Scorecarding
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Strategy DiagramStory Headlines

1. Leading Edge organizations are desired economic
   driver.
2. Innovation determines ability to be "leading
   edge."
3. Workforce Capacity/skills determines Innovation.
   Required skills include...
4. STEM
5. Verbal
6. Thomas Friedman's "World is Flat" skillset (big
   oneEmotional Intelligence)
7. Workforce Capacity is a mix of "seasoned" and
   "young" (24-35 year olds) and their skills.
8. Faced with two upcoming issues
9. BRAC influx of jobs to fill
10. Mass retiring of Baby Boomers

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Strategy DiagramStory Headlines

1. Hiring can occur at seasoned level or young.
   Hiring mostly seasoned will depress the
   attractiveness of Huntsville to the young.
2. Improving attractiveness to young requires focus
   on arts and singles scene amenities.
3. Improving them isn't enough! Need to change
   perception across the country. Why would someone
   choose to move to Huntsville when they could go
   to Boston, San Francisco, even Austin?!
4. Improving education will build skills of
   workforce AND make Huntsville more attractive to
   seasoned. Will eliminate Brain Drain.
5. An important lever for the system is building
   emotional intelligence skills in adults...to
   lessen negative impacts on brain development.
   Reducing adult stress also important!
6. Also build emotional intelligence skills in
   children.

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Chamber of Commerce of Huntsville/Madison County
Workforce Division

• Organization
• Recruitment BRAC and Young Professionals
• Education Pipeline, STEM and EQ Skills
• Quality of Life/Attractiveness

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Working LunchSmall Group Café Conversation

1. Each table has a question/topic to explore.
2. Choose the topic you want to discuss and move to
   that table. If theres no room at that table,
   choose another.
3. The facilitator at each table will ensure a good
   discussion and will summarize that discussion on
   the flip charts.
4. If theres time, we will have you choose another
   table and discuss that topic.
5. At the end of the conversation process, each
   tables facilitator will summarize the key points
   from the topic they helped facilitate.

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Next StepsImplementation and Performance
Monitoring

• Thank you for your participation today!
• Our next steps include implementing the strategy
  we discussed and utilizing your input from
  todays session to improve the implementation
• We will also begin tracking important measures of
  system performance, and will report those
  measures to you on a regular basis

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Performance MonitoringSample Dashboard
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Wrap Up
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Supplementary slides
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ISCWD Transition

• Proposed MSFC
• Establish sub-groups for education, recruitment,
  and quality of life
• Lead education sub-group
• Maintain Web site
• Complete systems map, meet with consultant, and
  disseminate map
• Share ISCWD concept through AMSTEC (AL Math,
  Science, Technology Education Coalition),
  NASSMC (National Alliance of State Science and
  Mathematics Coalitions), and other NASA Centers
• Proposed Chamber
• Provide leadership and support to Coalition
  through forums and sub-group meetings
• Convene steering team and full coalition meetings
• Update Web site
• Assist with Systems Map meetings, dissemination,
  and utilization of map for workforce development
• Share ISCWD concept with local, state, and
  national Chamber partners