Transformation, Integration, and Workforce Intelligence April 11, 2008

Presenters Stewart Knox, Executive Director - North Central Counties Consortium (Workforce Investment Board) and Grant Coordinator - Northern California WIRED Steve Saxton, Chief, Labor Market Information Division, California Employment Development Department

Imperatives for Change Respond to Employer Demand Address Aging Populations Prepare Citizens for Global Skill Markets Cope with Limited Resources Demonstrate System’s Value

Change Focus Reinvent Services and Delivery—Improve Skills of All Build on Partnerships—Integrate Customer Pool and Flow Redefine and Improve Results— Understand Market Demand Base Decisions on Data Improve “Workforce Intelligence”

New Workforce System Vision Bottom/Up New Economy“Skill-Match” Business Customers Skilled Workers Individual CustomersNeed New Skills Workforce System Maturation Private Sector Expectations

Information Action Plan Form broad-based Workforce Intelligence Work Group representing stakeholder organizations Conduct an environmental scan and gap analysis Identify workforce information needed, what is available, where are the gaps Develop an implementation plan Identify resources and priorities Recommend solutions

Workforce Intelligence Goals Provide policy makers with access to information and resources that help them address workforce and economic development issues Provide employers with access to better information about the local economy Provide information about available resources that can help every person become a better job applicant

Targeted Information Uses Administrative planning Business Services Client Services Self Services

Administrative Planning Key Questions— What industries are significant or developing now? What industries do we anticipate being significant in the future? What are the skill needs and skill gaps we are experiencing now? What do we anticipate in the future? What changing forces will affect the conduct of business, now and in the future?

Administrative Planning Information Gaps— Skill supply Educational system capacity

Business Services Key Questions— What are the skill needs—by industry? What are the driving technologies and business processes? Which companies to target— demographics/connections/churning? How is small business different? What does business need? Where is business finding talent? Which jobs provide a sustainable wage, including benefits

Business Services Information gaps— Knowledge of business needs Information about labor supply—who they are and where they are Knowledge of available benefit packages

Client Services Key Questions— Best ways to conduct client assessments? How to relate assessment outcome to opportunities—jobs, wages, long term strategy—likelihood of finding a job—moving to employment and/or training leading to a career How to look for work (job search and interviewing skills)? or How to become ready for selected work path (supportive services, training, transportation, etc.)?

Client Services Information gaps— Career ladders Currency of data Geographic specificity

Recent Example Workforce Intelligence for the Northern California Regional Competitiveness Network April, 2008 Sonoma Napa Yolo Mendocino Madera Merced Placer Tuolumne El Dorado Mariposa Solano Alpine Stanislaus Nevada San Joaquin Santa Clara Calaveras Marin Alameda Sacramento Amador Contra Costa San Mateo Santa Cruz San Francisco

Scope of the Research Industry Cluster Analysis Small Business Study–5 or less employees Self-Employment Study Demand Occupations and Skills

What is a Cluster of Opportunity? Expanding Opportunity > Job Growth and/or Establishment Growth Job Quality > Higher Average Payroll > Wage Growth after Inflation Adjustment Improving Competitiveness > Strong or Growing Regional Specialization Measured by Employment Concentration (Location Quotient) Career Potential > Opportunities spread across high, medium, and entry-level jobs

Northern California Industry Cluster Summary Source: Quarterly Census of Employment and Wages

Key Clusters Identified Agricultural Technology & Agribusiness Niche Manufacturing Information Technology

Agricultural Technology & Agribusiness Cluster Agribusiness Summary Average Employment 1996 Average Employment 2005 Annual Avg Emp Growth Annual Avg Wage 1996 Annual Avg Wage 2005 Location Quotient 2005 Location Quotient Change Total Firms 1996 Total Firms 2005 Region Total39,46735, %$21,903$31, ,6033,430 Source: Quarterly Census of Employment and Wages

Niche Manufacturing Cluster Niche Manufacturing Summary Average Empl 1996 Average Empl 2005 Annual Avg Emp Growth Annual Avg Wage 1996 Annual Avg Wage 2005 Location Quotient 2005 Location Quotient Change Total Cluster Employers 1996 Total Cluster Employers 2005 Region Total6,2329, %$27,389$37, Source: Quarterly Census of Employment and Wages

Small Business Study Looked at establishments reporting at least one employee in at least one month of the quarter but not more than five employees in any month. Annual weekly payroll computed for the monthly average employment in the 3rd quarter of Level of industry detail – 2-digit NAICS Source: Account Management Reports (QCEW)

Number of Small Businesses by Employment Size Over 56% of establishments have 1-2 employees. Source: Quarterly Census of Employment and Wages 2005

Growth in Small Business Establishments, Source: Quarterly Census of Employment and Wages 2005

Growth in Small Business Employment Source: Quarterly Census of Employment and Wages 2005

Self-Employment Study Tracked businesses with no paid employees that are subject to federal income tax, using non-employer statistics from the U.S. Census Bureau Self-employed individuals Very small unincorporated businesses May or may not be the owner’s principal source of income. Entrepreneurship in the Northern California Competitiveness Network Region Number of Firms for All Industries - over 62,000 Total Receipts - over $2.8 billion Source: U.S. Census Bureau

Self-Employment Firms 2002 – 2005 (Non-employer Statistics) Source: U.S. Census Bureau

Self-Employment Receipts 2002 – 2005 (Non-employer Statistics, in millions) Source: U.S. Census Bureau

Occupational and Skills Research Analyze staffing patterns to identify high, medium, and low-wage distribution; develop data tables of high, medium, and entry-level wage occupations; develop chart for each cluster depicting wage distribution Use projections to identify occupations with growth potential Identify STEM occupations List key occupations in each industry for small business section Source: North Coast Targets of Opportunity SOC CodeOccupationSTEM Disciplines Agricultural EngineersEngineering, Life Sciences Agricultural TechniciansLife Sciences

Pinpoint most common skills, tasks, knowledge, abilities, work activities, etc; develop chart showing skills data, develop occupational handout showing SKA’s, tools and technology, etc. Occupational and Skills Research

Comments? Questions? Feel free to get in touch with your ideas! Stewart Knox Steve Saxton