WPI Deck 12152020209 905pm

Workforce Partnership Initiative Site Convening December 15, 2020 Purpose Here’s what we are discussing today Agenda Welcome Metrics and Alignment with Multiple Pathways Initiative and Racial Equity and Justice Committee Wrap Up and Next Steps Facilitated Break-Out Discussions Introduction and Program Overview 2 For Workforce Partnership Initiative (WPI) site partners to share progress, insights, and best practices; learn from their peers; and engage new companies in the development and implementation of business-led regional workforce initiatives. Report Back and Questions 3 WPI was created to leverage the collective interest and need among CEOs for a skilled workforce WPI key features WPI companies are encouraged to: ●Represents business’ commitment to driving inclusive economic growth in regions ●Tackles current and future skills development challenges ●Increases workforce diversity ●Supports business-higher education partnerships ●Accelerates and scales best-in-class workforce development programs ●Partner with higher education to improve alignment ●Create new or grow existing workforce programs ●Increase the diversity of their workforce ●Help individuals— ✓Launch a career ✓Maintain their existing job ✓Enhance opportunities for upward mobility 4 2020 has starkly highlighted racial and economic inequities in America Americans have faced multiple crises in 2020–a global pandemic that has killed hundreds of thousands, an economic recession with high unemployment, and nationwide unrest over continued killings of unarmed Black men and women. Every American has been challenged by the events of this year but not equally; communities of color are bearing a disproportionate burden, widening an already large racial divide in America. –Business Roundtable 5 The private sector has an important role at this time Longstanding systemic inequities can have a compounding negative effect across generations, and the trends will not reverse unless all of us–government, business, and civil society– take steps to ensure that every American can participate fully in the economy. As some of the country’s largest employers, Business Roundtable CEOs believe they have a role to play in driving real change. –Business Roundtable 6 WPI Knowledge Capture BHEFhascreatedareplicationguideandcase-studyseriesbasedonWPI. The replication guide offers a roadmap for business leaders and their staff to develop multi-company partnerships with higher education. The case studies offer an in-depth examination of the particular challenges each regional site is addressing, the solutions developed, the partners involved, and the outcomes achieved. They will cover six of the partnerships: Chicago, D.C.-Maryland- Virginia, Milwaukee, North Carolina, New York City, and the Southeast. 7 Chicago Problem: Skilled workers in entry-level positions are in high demand; however, recruiting, hiring, and retaining these employees can be a challenge. Solution: Develop professional apprenticeship programs, which model the learn-and-earn programs traditionally offered in manufacturing. The Chicago Apprenticeship Network was launched to scale apprenticeships throughout Chicago. •40+ companies have launched or committed to 700+ apprenticeship opportunities. •Released an apprenticeship playbook, Bridging the Gap between Talent and Opportunity, which equips companies with the necessary knowledge to develop apprenticeship programs for underrepresented groups. Lead Companies: Accenture Aon 8 Columbus Problem: Establish pro-active, regional talent plan. Current focus -the expansion of Central Ohio IT talent pipeline. Solutions: •Earn & Learn Model –67 pre-apprentices completed in 2019; 59 interviewed in 2020; 19 accepted apprenticeship offers •K-12 -expanded dual enrollment pathways at 4 central Ohio school districts; 2 core foundational courses available Spring 2020 •Office of Talent Strategy –focused on K-12, Policy, Data, Economic Development, Incubation Lab, Scalable Strategies •Overcoming Student Barriers –launched student housing program and provided COVID support in mid-Ohio market •Upskill Certificates -created in software development, cyber, data analytics, infrastructure automation; 10 cohorts with 242 students Lead Companies: AEP JP Morgan Chase 9 D.C.-Maryland- Virginia (DMV) Solution: Develop digital technology credentials combined with exclusive professional development opportunities. •Generalist Credential–geared towards non-STEM majors; prepares students for job roles requiring an understanding of data analysis and visualization as well as data security. •Specialist Credential–geared towards STEM majors; prepares students for jobs involving specialized technical skills. Tracks include cybersecurity, machine learning, data analytics, and cloud computing. •As of Fall 2020, nine higher education institutions had launched the Digital Technology Generalist Credential. •More than 400 undergraduate students enrolled with businesses committing to sponsor 100 internships. Problem: Higher demand for digital technology-related jobs exists than students earning related degrees in the DMV region. Lead Company: Northrop Grumman Corporation 10 Milwaukee Problem: There is a skills shortage in advanced manufacturing for entry-level workers with IIoTskills. Solution:Develop advanced manufacturing pathways targeted at specific populations. •Veterans–The Academy of Advanced Manufacturing provides training and certifications for work in the high-demand roles of instrumentation, automation, and controls technician. To date, more than 200 veterans have graduated. •Undergraduates–Working with the University of Wisconsin- Milwaukee, Microsoft(and a consortium of industry groups and economic development organizations) created the Connected Systems Institute to develop talent, expertise, and solutions for the Industrial Internet of Things (IIoT). •Incumbent workers–Rockwell rolled training programs to recruit new hires for entry-level manufacturing roles and promote existing employees into highly skilled, IIOT technician roles. Lead Company: Rockwell Automation 11 New York City Problem: NYC employers struggled to find diverse candidates with the right skills to fill high-tech jobs. Solution:IBM subject matter experts are supporting faculty members from the City University of New Yorkin the redesign or creation of credit-bearing cybersecurity and data analytics curricula. •Ninefaculty members were awarded with mini- grants to assist in implementing new coursework. •Seven institutions—Brooklyn College, Baruch College, York College, LaGuardia Community College, Queensborough Community College, Borough of Manhattan Community College, and HostosCommunity College—will offer nine new courses. Lead Company: IBM 12 North Carolina Problem: The demand for digital skills outpaced the traditional supply channels. Lead Company: EY Solution: Business Roundtable companies have partnered with five higher education institutions–including an HBCU, community college, and large state and research-intensive universities–to create the Digital Foundations in Data Analytics Credential, which builds off the knowledge, skills, and abilities developed for the DMV Generalist Digital Technology Credential. •Wake Tech currently has 388 students enrolled in credential courses. •In addition to developing the credential, several participating higher education institutions are working with Wake Tech to develop articulation agreements. 13 Silicon Valley Solution: Business Roundtable companies have partnered with San José State University to develop pathways focused on increasing the number and diversity of undergraduate students with digital technology skills. Lead Company: Cisco Problem: There is high-demand for a diverse workforce with digital technology skills in entry-level positions. 14 Southeast Problem: There is a skills shortage in advanced manufacturing. Solution: •Companies are expanding or creating new advanced- manufacturing apprenticeship programs. •These on-the-job training programs offer on-site instruction and continuing education in a range of specialties, including construction, maintenance, and mechatronics. •The programs are primarily located in the Southeast and Southwest regions. Through partnerships with local community colleges and technical colleges, businesses are quickly scaling apprenticeships to include additional roles and locations. Lead Company: Siemens 15 Utah Solution: Boeing and Northrop Grumman Corporation with support from the State of Utah and other partnering organizations launched the Utah Training and Education Aerospace Partnership (UTEAP), which spans from pre-employment training through university-level certifications. Lead Companies: The Boeing Company Northrop Grumman Corporation Problem: There is a shortage of workers in aerospace manufacturing with advanced manufacturing and technology skills and university-level certifications. 16 Break-out sessions: explore topics of shared interest and benefit from peer expertise ▪We will spend the next 30 minutes in four different breakout sessions ▪Based on their group’s discussion, facilitators will share inspirations, barriers that emerged, and how WPI can support the work of individual partners. ▪Participants can add additional insights and ask questions about sessions they didn’t attend. ▪The objectives of these breakout groups are to ●Build community through discussing a shared interest ●Generate helpful insights ●Identify opportunities for collaboration ●Get feedback on issues 17 Break-out Session Summaries CreatingCredentials–Participantsshareinsights,problemsolve,andlearnfromtheir peersregardingdevelopingdigitaltechnology/dataanalyticscredentialsthatare drivenbyindustryneeds.Specifictopicsincludeengagingmultiplecompaniesinthe process,translatingcompetenciestocurriculum,fortifyingbusiness-highereducation relationships,andrecognizinglearners. ModifyingTalentPractices–Thissessionwillgiveparticipantstheopportunityto discusspracticestheyhavechangedorareintheprocessofchanging,barriers they’veencountered,benefitsthey’veexperienced,andhowtheWPIandMultiple PathwaysInitiativecansupportoneanother. AdvancingApprenticeship–Participantswithapprenticeshipprogramswillshare howtheydevelopedandimplementedthem,benefits,andkeylessonsthey’ve learned.Thoseinterestedinlearningmorewillgatherinsightsandrecommendations ongettingstarted. ExpandingyourPartnerships–Inthissession,participantswillsharehow they’veengagednewpartnersalongwiththebenefits,structuralrequirements, andchallengesthatcomewithgrowth.Participantsinterestedinjoininga partnershipandthosewhowanttoexpandtheircurrentpartnershipwillhearabout thestrategiesthathavebeenmosteffectiveinbroadeningengagement. What did we discuss? Facilitators will share What inspired them in their group’s discussion? What potential barriers emerged? What are the opportunities for WPI to support the work of individual partners? Session notes from facilitators will be collected and used to inform our path forward 18 What questions do you have on these discussions? 19 Sites currently measure results in different ways, making it difficult to capture initiative-wide impact Preliminary top-level metrics How many business, higher education, nonprofit, and government partnershave you engaged? How many new apprenticeship, internship, or credential programs have you created through this effort? How many are anticipated in 2021? How many new courses or course curriculahave you informed or developed? How many are anticipated in 2021? What HR policies and/or job description requirementshave been reviewed? What changes have been made? How many individualshave been impacted through WPI? How many are anticipated in 2021? •How many studentshave participated? •How many apprenticeshave you brought on? •How many new hireshave you made as a result of your WPI efforts? •How many employeeshave you upskilled? What diverse populations (underrepresented people of color, veterans, people with disabilities) have been engaged and how? How many are anticipated in 2021? Next steps 20 Implement clear metrics and document outcomes Integrate new companies Identify alignment opportunities with the racial equity and justice committee and MPI Share thoughts and feedback with Jennifer Thornton at jennifer.thornton@bhef.com andDane Linn at dlinn@brt.org Accelerate actions