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					  Workforce Florida’s Strategy Council
Creating the Strategy for Today’s Needs and
            Tomorrow’s Talent

                     Session 5
    October 12, 2009 | Future of Florida Forum
       Disney’s Yacht & Beach Club Resort
                  Welcome

 Belinda Keiser
  Chair, Workforce Florida, Inc.

 David Armstrong
  Chair, Workforce Florida Strategy Council
 Introductions

 Good Progress thus Far

 Use the Online ToolKit

 Consider Strengths and Critical Insights
  of Each Session
     Rudder Team’s Business of the Day
 Welcome
  Belinda Keiser – Chair, Workforce Florida, Inc.
  David Armstrong – Chair, Workforce Florida Strategy Council
 Introductions – Formative Question
  Don Upton – President, Fairfield Index, Inc.
 Business of the Day
  Upton
 Milestone Timeline – Are We On Schedule?
  Armstrong, Team and Upton
     Rudder Team’s Business of the Day
 Discussion A – Manufacturing
 Discussion B – Recruitment, Retention and
  Expansion
 Strategy Framework – Overarching Questions
  Team
 Preparation for Interim Briefings, Events and
  Roundtables – Key Questions and Inquiries
  Upton and Team
 Key Insights and Next Steps
  Keiser, Armstrong, Team and Upton
  Overarching
Discussion Items
    Framework for
    Strategic Plan
Priorities for Strategic
          Plan
   Measurement /
 Targets – Enterprise
Operationalization and
    Testing Ideas
      Innovation
 Creation of a Talent
 Supply Chain Team
   Measurement /
   Targets – Global
Milestone Timeline
Are We on Schedule?
Definition of Talent Supply Chain: common system
              characteristics emerging

  Readiness             Flexible

  Seamlessness          Responsive

  Anticipatory          Lifelong

  Reliable              Coordinated
    Talent Supply Chain: Working Definition

 Florida’s Talent Supply Chain is a system of resources
   and infrastructure that prepares people, on a lifelong
  basis, to advance the needs of enterprises of all scales,
sizes and sectors. Like other supply chains, excellence is
achieved through customer satisfaction, on-time delivery,
    reliability, foresight and seamless coordination and
       process improvement among and between all
      participants in the chain. In Florida, people are
  participant-owners in the chain, by exerting their own
  transformative abilities to learn, apply knowledge and
                         create wealth.
Tier 3 Element of Strategic Planning Process: Florida Chamber’s
                        Future of Florida Forum
 Talent Summit: Imagining a World of Talent
 October 12 - 13 | Disney’s Yacht & Beach Club |Orlando, Florida
 Monday, October 12 | 1:00 p.m. – 5:30 p.m. ET
    Framing Florida’s Talent Agenda
       Insights into Markets and Demographics
       Business Panel: Emerging Trends, Threats and Opportunities
       Panel: Understanding Florida’s Human Resource Issues… 0-90+
    Breakout Sessions & Work Groups (Part 1)
       A. Investments for Formative Years (birth to age 8)
       B. Redefining Talent Development (PreK-20 & beyond)
       C. Aligning Florida’s Education, Workforce and Economic Development
          Systems
       D. Florida’s STEMM Agenda (Science, Technology, Engineering, Math &
          Medicine)
       E. Essentials for Discovery and Development
    Strategic Doing: Translating Ideas into Action
    Welcome Reception
Tier 3 Element of Strategic Planning Process: Florida Chamber’s
                        Future of Florida Forum
Talent Summit: Imagining a World of Talent
October 12 - 13 | Disney’s Yacht & Beach Club |Orlando, Florida
Tuesday, October 13 | 7:30 a.m. – 11:30 a.m. ET
   Breakfast and Morning Briefing
   Breakout Sessions & Work Groups (Part 2) – Continuing Monday conversations
    Game Changing Strategies: Moving from Concepts to Action
      A. Investments for Formative Years (birth to age 8)
      B. Redefining Talent Development (PreK-20 & beyond)
      C. Aligning Florida’s Education, Workforce and Economic Development
         System
      D. Florida’s STEMM Agenda (Science, Technology, Engineering, Math &
         Medicine)
      E. Essentials for Discovery and Development
   Debrief and Next Steps
Discussion A: Manufacturing

  Don Gugliuzza – Managing Director, Mileo and
   Associates, Inc.
  Nancy Stephens, CAE, IOM, ND, DPL –
   President, Nancy D. Stephens & Associates, LLC
  Al Stimac – President and CEO, Metal Essence,
   Inc.
             Rudder Team
Strategy Council of Workforce Florida, Inc.
                 Session 5
            October 12, 2009
               Discussion A
              Manufacturing
Al Stimac – Nancy Stephens - Don Gugliuzza
Source: NAM calculations from UN data
    Why Manufacturing Is Important
         to the U.S. Economy
Four Principle Reasons or Pillars

  I.     Contribution to GDP Growth
  II.    The Economic Multiplier Effect
  III.   R&D, Productivity and Higher Pay
  IV.    Exports
Pillar I - Contribution to Economic Growth
Pillar II - The Multiplier Effect




                              Source: U.S. Department of Commerce
U.S. Manufacturing’s Multiplier Effect
(2007)
       $Trillions
  5
 4.5
  4
 3.5
  3
 2.5
  2
 1.5
  1
 0.5
  0




                    GDP   Additional Economic Output Generated



                                                       Source: U.S. Department of Commerce
U.S. Manufacturing’s Multiplier Effect
(2007)
  Employment Supported
21             (Millions)



                                                                Other Sectors
16

                                                                Within the Industry

11



 6



 1



-4




                            Source: NAM Calculations from U.S. Department of Commerce data
Pillar III - Innovation and Productivity
        Manufacturing Performs Half of our country’s R&D




                                              Source: National Science Foundation (2006)
NAM Calculations from U.S. Department of Labor Data
Higher Productivity Leads to Higher Pay
                                               2008 26% higher




    1930s 7% higher




                       Source: NAM Analysis from Commerce Department Data
Pillar IV - Manufacturing Drives U.S. Exports
(Distribution of U.S. exports)




                                 Source: U.S. Department of Commerce (2007)
Manufacturing Exports Support Millions of Jobs in Manufacturing and in
                   Other Sectors of the Economy




                                                         U.S. Department of Commerce
NAM calculations from U.S. Department of Commerce data
NAM calculations from U.S. Department of Commerce data
U.S. Department of Commerce
U.S. Department of Commerce data
A Look At The Current
 State of the Economy
The 2008-2009 Recession




                          U.S. Department of Commerce data
         The Manufacturing Sector
                               Dec 07




Nov 01                              March 09




                                               Federal Reserve
           State of Manufacturing
• 13 million Americans employed in the
  manufacturing sector
• 9.9% of U.S. employment is manufacturing
• Manufactured goods represent 2/3 of U.S.
  exports and drive more net wealth creation than
  any other industry
• NAM predicts 1 million new manufacturing
  jobs by 2014
           State of Manufacturing
• President appoints Ron Bloom, Senior
  Counselor on Manufacturing
• France, Germany and Japan are officially out of
  the recession
• World Economic Outlook predicts 3.1% growth
  in world economy in 2010 with China and India
  leading the way
• Florida ranked in the top 10 states for having a
  business friendly tax system by the Tax
  Foundation. 2010 State Business Tax Climate Index
   Manufacturing Institute Survey:
82% of respondents agree that America’s
  manufacturing base is key to the country’s
  economic prosperity
71% view manufacturing as a national priority
59% believe U.S. manufacturing competes effectively
  on a global scale
Only 17% name manufacturing as top two career
  choices
Only 30% would encourage children to work in
  manufacturing
American Small Manufacturers Coalition
               Survey:
90,000 (1/4) American manufacturing firms are at
  risk of not being able to compete globally
81% of respondents believe manufacturing industry
  significantly impacts standard of living
74% of respondents say U.S. should invest more in
  manufacturing industry
16% rank sustainability as important to their success
   Florida’s Economy in Context
                   Florida’s Economy: 744 billion in 2008
          • 4th largest state economy (behind CA, TX, NY)
    • Similar in size to the country of Turkey (730 billion)
  • Larger than economies of land, Indonesia, Belgium,
                                          and Switzerland

            Florida’s Manufacturing Economy: 36 billion
 • 15th Largest Manufacturing State in the United States
• Similar to the size of manufacturing output of Norway
                                          and Singapore

                          Source: Commerce Department, IMF, United Nations
             Florida Manufacturers
•   329,000 employees
•   14,181 manufacturing establishments
•   4.8% of FL employment mix
•   Jobs pay 89.4% of national average
•   93% of FL exports
•   #1 sector is food products
•   45,000 jobs lost over last year, but we know
    companies hiring!
      Florida’s Demographic Outlook
• 1 million people are actively looking for jobs in FL
• Recession until spring of 2010
• Population begins growing again in 2010 (more births
  than deaths)
• Real improvement starts in 2011
• Manufacturing jobs positive in 2011
• Misalignment of job skills; shortages in highly
  skilled areas
• Once recovery starts it will be faster than normal
• By 2015 people will start moving here again
• 1.1% population growth expected between 2025 and
  2030
• By 2030 2 workers:1 retiree
A Look At The Current State
 of the Florida’s Workforce
Did you know?
  More than 70 percent of the current labor force will still be in the state’s
      workforce in 2020, underscoring the need for lifelong learning and skills
      development

  “More than 88 million adults in the U.S. have at least one major educational
      barrier (no HS diploma, no college, or ESL needs) to get a job or advance
      in jobs that pay a family sustaining wage”*

  “More than two thirds of the workforce are beyond the reach of schools, and
      our current adult education system – designed for a different time and
      different challenges – is not equipped to address this urgent national need”
      *
          –     Meanwhile, 88 million working-age adults in the U.S. have
                not completed high school, have completed just a high
                school diploma but have not entered college, or do not speak
                English well enough to contribute to a knowledge-based
                economy *                       * From Adult Literacy's Reach Higher, America report and
                                                             the Council for Advancement of Adult Literacy (CAAL)
          NAM Education Imperatives
• Support for quality learning from early education
  through post secondary education
• Employee development through training and
  education at all levels
• Promotion of lifelong learning
• Opportunities for adult education
What do Manufacturers on the Street Say
  They Need in Employees Today?
• Values, work ethic & integrity
• Computer literacy for every job
• Versatility
• Super multitasking
• Cooperative learner that is willing to change and
  adapt
• Technical certifications
• A way to provide value to the new employee
  generation, recognizing different attention spans
  and work habits than the existing workforce
                What specific skill sets?
• Specialized skills: printing pressmen and plastic extrusion operators
• Skilled Machinists – CNC, Mill and Lathe, Machine set up
• Technicians skilled in automation, robotics and controls such as
  Megatronics
• Professional, high level production planning specialists
• Familiarity with sophisticated ERP systems such as SAP, JD
  Edwards Oracle, etc.
• Apprentice candidates for CNC machining
• Cost accountants familiar with the manufacturing atmosphere and
  manufacturing engineers familiar with tooling and machining
• Production supervisors familiar with ERP systems and Lean
  manufacturing techniques
• Lean and Six Sigma Specialists
• Safety engineers familiar with manufacturing
• “Green” Manufacturing Specialists
                             Total Nonagricultural Employment Aug 2009
                                   7,348,400 (-4.83% year on year)
1,600,000


1,400,000
                    - 8.19%
1,200,000
                                                                                                 - 12.62%
1,000,000


 800,000


 600,000
                                                                              - 12.2%
 400,000


 200,000


       0
              Professional        Trade, Transportation Construction    Manufacturing   Leisure and Hospitality
              and Business        and Utilities
              Services
                                                                August 2009        August 2008
                              Title                                                                   % Change
                                                                Employment         Employment
      Professional and Business Services                               1,045,700          1,139,000         -8.2%
     Trade, Transportation, and Utilities                              1,486,500          1,571,600         -5.4%
     Construction                                                       434,300             497,000        -12.6%
     Manufacturing                                                      324,400             369,400        -12.2%
      Leisure and Hospitality                                           905,600             940,800         -3.7%
Talent Supply Chain
Florida’s Talent Supply Chain is a system of resources and infrastructure
that prepares people, on a lifelong basis, to advance the needs of enterprises of
all scales, sizes and sectors.


Like other supply chains,excellence is achieved through customer satisfaction,
on-time delivery, reliability, foresight and seamless coordination and process
improvement among and between all participants in the chain.


In Florida, people are participant-owners in the chain, by exerting their own
transformative abilities to learn, apply knowledge and create wealth.
Talent Supply Chain
Florida’s Talent Supply Chain is a system of resources and infrastructure
that prepares people, on a lifelong basis, to advance the needs of enterprises of all
scales, sizes and sectors.
Talent Supply Chain
Florida’s Talent Supply Chain is a system of resources and infrastructure
that prepares people, on a lifelong basis, to advance the needs of enterprises of
all scales, sizes and sectors.


Like other supply chains, excellence is achieved through
    • customer satisfaction
                                             How do we
    • on-time delivery                        define?
    • reliability
                                             How do we
    • foresight                              measure?

    • seamless coordination                  How do we
                                              improve?
    • process improvement
Talent Supply Chain
Florida’s Talent Supply Chain is a system of resources and infrastructure
that prepares people, on a lifelong basis, to advance the needs of enterprises of
all scales, sizes and sectors.

Like other supply chains,excellence is achieved through customer satisfaction,
on-time delivery, reliability, foresight and seamless coordination and
process improvement among and between all participants in the chain.


In Florida, people are participant-owners in the chain, by exerting their own
transformative abilities to learn, apply knowledge and create wealth.

The challenge is to find the optimal way for employers, job seekers, and government agencies to share
the cost of providing workers with the knowledge and skills needed to compete in the 21st century….to
fully utilize our Workforce Education in Florida
Talent Supply Chain
So who are Workforce Education Customers?

    • Adults and youth seeking technical skills and training for the workplace

    • Employed adults seeking skill upgrades and maintenance through
     continuing workforce education

    • Adults and youth seeking a high school diploma or GED

    • Adults seeking literacy skills for employment and lifelong learning

    • Adults seeking enhanced fluency in written and spoken English


 Whether it’s a struggling student on the brink of dropping out, a laid off worker
 searching for a job, or a low-income family barely making ends meet, these are
 the many candidates that need help to become a better educated, better
 trained, better paid workforce
But how to train/educate?
Educational institutions can provide the core foundational skills and technical competencies if their
programs align with relevant national standards.

Employers can provide the sector and occupation specific competencies through in-house or
contracted training, but…open labor markets mean workers can easily switch jobs, exposing
companies to the risk of lost investments in human capital

     • Employers have abandoned once-common workplace education programs increasing
      the responsibility on individuals to acquire their job-related skills

     • Many individuals lack both the capital to invest in their own development and the
      foresight to know which skills will have the highest payoff

So, what needs to be done to facilitate the change we need to re-skill, re-employ, upgrade the
employee for the new economy?


We need to look at the total supply chain, and develop skills to use in high tech growth industries
and connect with real target industries

           Looking at the NAM Competency Model – We need the system that builds skills and knowledge
            from basic employability and workplace skills through occupation specific competencies
                                            High Quality Carrers




                 Life Long Learning
                                           Occupation-Specific




Career Paths –
                                              Certifications


                                           Entry Level Industry
                                              Certifications


                                      Ready for Work, Ready for College
Talent Imperatives for Consideration
1. WIA Reauthorization

2. Improve coordination between Workforce Regional Boards, Economic Development, and Dept
   Education - Career & Adult Education in manufacturing, STEM, and other strategic industry clu
          • Stronger integration between WFI and FL DOE
          • Make the existing Banner Centers' curricula available on all RWB approved
            training curricula lists and vendor lists

3. Meet employee education and training needs by:
         • Expanding and improving customized training
         • Developing more workplace based learning and flexible methods of education
           delivery, such as online courses
         • Creation of “gold standard career pathways” - statewide articulation agreements align
           with training needs and industry certifications

4. Increase the skilled workers businesses need by boosting capacity at community and state co
     technical centers, private career schools, secondary career academies, and apprenticeship
     programs (example: the discontinued SUCCEED grant program)

5. Boost the employability of workers through programs that roll basic skills, English language
    instruction, and job skills into one complete package
Questions
Appendix
Stakeholder Feedback
What do our Florida Manufacturers Need?


Employ Florida Banner Center For Manufacturing
Year-2 Regional Manufacturing Industry Focus Groups

•   Information exchange essential to addressing the significant and emerging training
    requirements for the manufacturing workforce in the Southwest, North Central, Northeast,
    Greater Tampa Bay, and Southeast regions of Florida

•   One hundred twenty-seven (127) representatives (54% of which were from small, medium,
    and large-sized manufacturing companies) from these regions participated in the five focus
    groups conducted by the Center

•   An online survey was provided for focus group participants to comment on aggregated data,
    and provide an opportunity for stakeholders that couldn’t attend a regional focus group to
    provide input

     76% participated in the online survey, 92% of the respondents indicated they were
        manufacturers
Stakeholder Feedback
What did the Focus Groups tell us?


• Lean Concepts
    Six Sigma
    Predictive maintenance
    Self-directed work teams
    Root cause analysis
    Increased productivity
    Increase profit


• Knowledge-based workforce
    Employees taking on greater responsibilities (e.g., integration of job)
    Increased awareness of manufacturing careers
    Knowledge of business fundamentals
    Big Picture Thinking
    Culture of/managing change
    Critical thinking
Stakeholder Feedback
What did the Focus Groups tell us?


• Quality
    ISO standards
    Regulatory compliance
    Building quality into the manufacturing process
    Quality as a value proposition
    Customer-initiated increased quality demands


• Automation
• Green Technology
• Supply Chain Management
                                   “custom engineered ring and packing solutions for
                                   users of reciprocating compressors and engines”



Future Manufacturing Talent Needs
to Improve the Florida Manufacturing Base

                                                                                       Polk Manufacturers Assn.
• Skilled Machinists
        • CNC, Mill and Lathe, capable of machine set-up
• Technicians skilled in automation                                                    • Values, work ethic, & integrity

        • Robotics and controls such as Megatronics                                    • Computer literacy (for ALL mfg careers/jobs)
• Professional, high-level Production Planning Specialists                             • Versatility
• Production Supervisors should be familiar with sophisticated ERP                     • Multitasking (one person: set-up - clean-up –
  systems such as SAP, JD Edwards Oracle, etc.
                                                                                         operations – quality.)
• Apprentice candidates for CNC machining                                              • Cooperative learner that can change (increasing
• Cost Accountants – familiar with manufacturing atmosphere                               rate of change) and learn
• Manufacturing Engineers familiar with tooling and machining
                                                                                       • Technical certifications
• Lean Manufacturing techniques / Lean and Six Sigma Specialists
• Safety Engineers familiar with manufacturing
•“Green” Manufacturing Specialists                                 “ Future needs are for positions requiring specific training requirements such as
                                                                   printing
                                                                     pressmen and plastic extrusion operators. Another area that is growing but lacks
Tom Kipp
Vice President Production                                            candidates is computer literate warehousemen.“
Hoerbiger Corporation of America
                                                                   “Warehousing and shipping has become much more complicated and technology
                                                                   driven,
                                                                     requiring much more technology minded candidates.“

                                                                   Rob Adamiak
                                                                   Vice President/COO
                                                                   Conimar Corporation
          What Skills does an Employee Need?
              Competencies Expected for Various Levels of Employment in Manufacturing
ENTRY
Jobs with a short learning curve that require only cursory instructions to enable an individual to perform satisfactorily.

• Basic skills - 8th grade competency in Math, Reading                 • MSSC Certification
  (English), Writing (English)                                               • Maintenance Awareness
• Work ethic, Interpersonal skills, Team Skills                              • Industrial safety skills OSHA-First Aid / CPR
• Lean Concepts                                                              • Manufacturing awareness
• Problem Solving                                                            • Quality skills, Good Manufacturing Practices (GMP),
• Basic Computer skills                                                        Definition of Quality, Food Safety

SEMI-SKILLED
Jobs that have a longer learning curve and involve more complex operations and the mastery of more complex pieces of
manufacturing equipment.
• Basic skills - >12th grade competency (10th grade – interim          • Use of hand tools
  target), Math, Reading (English), Writing (English)                  • Business knowledge (Accounting, Budgeting)
• Interpersonal skills (Communications, Teamwork, Problem              • MSSC Certification
  Solving, Conflict Resolution, Presentation skills)                          • Same Safety and Quality knowledge/skills along
• Computer skills –Windows                                                      with Advanced Quality (SPC, Quality tools, etc.)
• Basic Science - Applied Math & Physics, Statistics,                         • Manufacturing processes
  Biology/Microbiology                                                        • Maintenance knowledge
• Six Sigma/TPM Fundamentals                                                  • Basic electricity
• Mechanical aptitude/Technical skills

HIGH SKILLED
Skilled Trades jobs that require 4 to 5 years to attain a mastery level, such as Electrician or Mechanic. Same base skills as Semi-
skilled along with:
• Basic skills, >12th grade competency (10th grade – interim target),        • Lean Concept Mastery (Six Sigma, TPM, etc)
  Math, Reading (English), Writing (English)                                 • Troubleshooting
• Mechanical aptitude - Advanced use of hand tools, Manufacturing            • Mechanical Concepts
  processes, Advanced blueprint reading, P&ID                                • Hydraulics / Pneumatics
                                                                             • Specialized Trade Specific skills
More ideas for consideration as Talent Imperatives…
1. Provide (including those with barriers to education and employment) with access to lifelong
   education, training, and employment services
               • Develop public/private financial aid support to assist working adults to gain
                   further education and training credentials including: Lifelong Learning
                   Accounts (LiLas)

                •   Focus on industry clusters that drive regional economies so that regional
                    communities build on their strengths and grow even stronger

2.   Expand workplace based learning, online courses and other flexible education options to
     help workers move ahead and expand their careers

3. Continue to identify and remove barriers to employment, education and training so that
   workers have a clear path to reach their career goals

4. Increase financial aid and other services for workforce education students so they are able
   to afford additional education and have coordinated support in completing their education
   and training
               • Research shows one year of education beyond high school, paired with a
                    credential, is the “tipping point” that provides the greatest chance to achieve
                    family-wage employment

                •   Financial barriers are the number one reason job seekers do not obtain
                    education and training beyond high school
Discussion B: Recruitment, Retention and Expansion

  Andra Cornelius – Vice President of Business and
   Workforce Development Opportunities, Workforce
   Florida, Inc.
  Debbie McMullian – Quick Response Training
   Program Manager, Workforce Florida, Inc.
  Rusty Skinner – Chief Executive Officer, CLM
   Workforce Connection
  Margaret Spontak – Senior Vice President, CLM
   Workforce Connection
  Pete Tesch – President/CEO, Ocala/Marion
   Economic Development Corporation
    Workforce Florida, Inc.
    Rudder Team Meeting
State Training Grant Programs

           October 12, 2009
 Disney’s Yacht & Beach Club Resort
           Orlando, Florida
STATE TRAINING GRANT PROGRAMS
    Incumbent Worker Training (IWT)
• Started in 2000
• Provides performance-based expense reimbursement grants to
  existing, for-profit businesses to provide skills upgrade training to
  currently employed full-time workers


       Quick Response Training (QRT)
• Started in 1993; administered by Workforce Florida since 2000
• Provides performance-based expense reimbursement grants to meet
  short-term, immediate, customized workforce training needs of
  new or existing businesses and industries that are creating new, full-
  time, permanent jobs
               SIDE-BY-SIDE COMPARISON
 INCUMBENT WORKER TRAINING                      QUICK RESPONSE TRAINING
Requirements                                 Requirements
Applicants must:                             Applicants must:

• Have been in operation in Florida for at   • Produce an exportable good or service
  least one year prior to application date
                                             • Create new, full-time, high-quality jobs
• Have at least one full-time employee
                                             • Require customized entry-level skills
• Demonstrate financial viability be           training for high-skill/high-wage
  current on all state tax obligations         positions (115 percent of average
                                               county or state wage)
           SIDE-BY-SIDE COMPARISON
 INCUMBENT WORKER TRAINING                 QUICK RESPONSE TRAINING

Funding (FY 2009-2010)                   Funding (FY 2009-2010)
• $2 million   WIA (Federal)             • $3.3 million   Nonrecurring annual
                                                          allocation from state
• $2 million   ARRA (Federal Stimulus)                    General Revenue
                                                          funds.
                                                          (Reduced from $5
                                                           million)
          ECONOMIC DEVELOPMENT
                BENEFITS
INCUMBENT WORKER TRAINING             QUICK RESPONSE TRAINING
• 50 percent match required (75     • No required match
  percent match in rural areas)
                                    • Fiscal agent (state educational
• Costs reimbursed directly to        entity) assists with application,
  company                             reporting and check delivery

• Priority given to businesses:     • Increased ability to customize due
    - With less than 50 employees     to lack of federal restraints
    - In targeted industries
    - Who are seeking to avoid      • Priority given to businesses:
      layoffs                           - Creating new jobs in Florida
                                        - In targeted industries
                                        - Whose proposals offer the
                                          greatest economic impact
MOST COMMON TYPES OF TRAINING
    Company always chooses training provider
INCUMBENT WORKER TRAINING             QUICK RESPONSE TRAINING

• Six Sigma – Green and Black Belt    • Entry-level

• Lean                                • On-site training

• AS 9000                             • Classroom Training

• ISO 9001:2008                       • Laboratory Training

• Leadership                         All QRT training is customized
                                     to meet the specific needs of
                                     each business
                                GRANT INVESTMENTS
                                     2000-2009
  INCUMBENT WORKER TRAINING                              QUICK RESPONSE TRAINING

  Manufacturing                        $17.8 million   PS&T*               $22.6 million

  Information Tech.                    $11.7 million   Business Svcs.      $19.6 million
                                                       Wholesale Trade     $11.1 million
  Wholesale Trade                      $3.6 million
                                                       Manufacturing       $8.4 million
  Finance/Insurance                    $2.2 million
                                                       Information Tech.   $6.7 million
  PS&T*                                $1.9 million
                                                       Other               $1.9 million
  Management                           $1.5 million
                                                       Finance/Insurance   $1.2 million
                                                       Corporate Hdqtrs.   $952,000

* Professional, Science & Technology
INCUMBENT WORKER TRAINING:
       PENETRATION
QUICK RESPONSE TRAINING
     PENETRATION
          ECONOMIC DEVELOPMENT
               CHALLENGES
 Most of Florida’s workforce system funds are federal and
 subject to specific prohibitions. According to the Federal
 Workforce Investment Act of 1998:
 • Funding cannot be used to generate employment or for economic development
   purposes

 • Funding cannot be used to encourage businesses to relocate to Florida if the move
   would result in a loss of employment at the original site

 • Funding cannot be given to a relocated business until 120 days after the date of
   relocation if the relocation results in a loss of employment at the original location

 • Funds must be used for activity directly related to training

State workforce development funds – QRT dollars – provide Florida with the
means to attract and retain businesses, and to meet their needs without the
                   limitations imposed by federal funds
          ECONOMIC DEVELOPMENT
               CHALLENGES
However:
• Despite a 75 percent disparity in the amount of funds requested vs. the amount of
  funds available, QRT state funding decreased from $6 million to $5 million in fiscal
  year 2003/2004, and then remained stagnant until 2009.

• Our funding is non-recurring and at risk in the current economic downturn – in 2009,
  QRT funding was further reduced 34 PERCENT from $5 million to $3.3 million

• QRT funds are the only non-federal funds Florida has for business-specific,
  customized workforce training

 Workforce Florida’s vision is to develop a globally competitive workforce.
   But without QRT, the ability of Florida’s workforce to compete even
                    domestically would be hampered.
                 THE COMPETITION
1.   Georgia - $50 Million                   6. Texas - $40 Million
2.   South Carolina - $4 Million             7. Virginia - $7 Million
3.   North Carolina - $18 Million            8. Arizona - $15 Million
4.   Alabama - $43 Million                   9. Mississippi - $20 Million
5.   Tennessee - $17 Million                 10. Oklahoma - $5.3 Million

 • Florida’s population now exceeds that of all but one state – Texas – on
   the list of the top ten states in customized training funding

 • Texas’ population tops Florida’s by 6 million, roughly a third of – and not
   even two times – the state population. However, Texas allocates more
   than 12 times in customized training dollars than does Florida

 • Even South Carolina, a state with 25 percent fewer residents, allocates
   over 17 percent more state dollars to customized training than Florida
      QUICK RESPONSE TRAINING:
        FUNDING vs. DEMAND
                               • Increase in number of
                                 businesses

• In 2009, QRT funds were      • Population growth
  reduced from $5 million to
  $3.3 million non-recurring   • Challenge to keep up with
  General Revenue                demand

                               • Increased focus on challenge
                                 to achieve domestic and
                                 global competitiveness
     BUILDING OUR WAR CHEST
          It’s about more than money:

• Need for flexibility and agility to meet the needs of
  business

• Need for consistent information/single point of
  contact

• Need for certainty in funding and proven track
  record
Strategy Framework – Overarching Questions
Preparation for Interim Briefings, Events and
 Roundtables – Key Questions and Inquiries
Key Insights and Next Steps
Adjourn

				
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