1. CGIA The Four Pillars of the CGIA Workforce Development Structure Workforce Development F ORECAST R ECRUIT T RAIN E MPLOY

2. Copyright © 2011 Ascendant Strategy Management Group – Page 2 The CGIA Workforce Development – Strategy Map Mission: The CGIA Workforce Development Committee facilitates strategic partnerships to recruit, train, and employ skilled craft professionals along the Central Gulf Coast. Stakeholders: CGIA Members Key business processes: (what do we need to do well) CGIA has a system for workforce development that I have access to and advocates for my needs in WFD RECRUIT Inspire the Future Supply of Skilled Craft Professionals TRAIN Influence the Suppliers of Education/Training TRAIN Influence the Suppliers of Education/Training FORECAST Forecast Employment Supply / Demand FORECAST Forecast Employment Supply / Demand Evaluate and align programs to meet member needs Promote full utilization of the CLMA (forecasting model) WFD Committee, subcommittees and CGIA Staff Leverage strategic partnerships to effectively accomplish goals Engage our members and increase participation There is an adequate supply of skilled craft professionals in the region Influence Public Policy Funding Grow membership support Focus grant funding on mission-related programs Leverage existing craft recruiting efforts EMPLOY Ensure a smooth path to employment EMPLOY Ensure a smooth path to employment Influence Public Perception Systematic approach to connect graduates of endorsed programs to career opportunities with members

3. Copyright © 2013 Ascendant Strategy Management Group – Page 3 CGIA Workforce Development Balanced Scorecard PerspectiveObjectivesMeasuresInitiatives StakeholdersCGIA has a system for workforce development that I have access to and advocates for my needs in WFD CGIA member satisfaction survey (are we moving in the right direction- need to establish baseline): Do you have access to a workforce development system? Do you have adequate supply of craft professionals for vacancies? Where are your shortages and why? Initiatives – Key activities we need to do to execute on this strategy (different than what we’re doing now) Establish WFD budget needs (prior to Feb 13 CGIA Board meeting) (likely a staff activity) Build CGIA member Program Review Team (Identify and train) Create measure tracking system to capture career awareness presentations, program reviews, policy engagement Establish grant subcommittee Establish a CGIA Career Awareness Speakers Bureau (train, build plan, etc.) Identify advocacy opportunities across CGIA region (matrix like we did for training programs) There is an adequate supply of skilled craft professionals in the region Key business processes: 1.) Forecast Employment- supply/demand 2) Recruit- Inspire the future supply of skilled craft professionals 3.)Influence the suppliers of education/ training. 4) Ensure a smooth transition to employment. Promote full utilization of the CLMA (forecasting model) %/ # of CGIA owners and contractors fully utilizing CLMA (have to define fully – all projects in region are being entered) Leverage existing craft recruiting efforts #’s of students, teachers, guidance counselors, returning military, other targeted populations reached through CGIA career awareness presentations %/ #’s of CGIA members who deliver career awareness presentations #’s of hits on CGIA website to career awareness presentation Influence Public Perception Evaluate and align programs to meet member needs # of programs reviewed # of programs endorsed #’s of opportunities where CGIA members engage in workforce development and education policy in CGIA region #’s of workforce development/ education policies influenced (capture anecdotally) Influence Public Policy Systematic approach to connect graduates of endorsed programs to career opportunities with members % of trainee graduates from CGIA endorsed programs who move into careers with CGIA member companies % of CGIA members who hire out of CGIA endorsed programs Council, Staff, & Others Engage our members and increase participation % of Attendance at WD committee meetings % of CGIA members who give career awareness presentations % of CGIA members who serve on program advisory councils % of CGIA members who engage in all (recruit, train, employ) actions # of non-member strategic partnerships # of active, non-member partners # of CGIA members who engage in strategic partner activities Leverage strategic partnerships to effectively accomplish goals FundingGrow membership support $’s of workforce development grants $’s of strategic fundraising for workforce development committee activity sponsorships $’s of members dues (WFD committee work gets new members – maybe a % of dues that are earmarked for WFD activities?) Established WFD committee budget (to include human resource needs) (goal would be within x% of established budget) Focus grant funding on mission- related programs

4. Forecasting Task Force Mission: Be the primary driver of full utilization of the Construction Market Labor Analyzer in the Central Gulf. Coordinate with other forecasting / labor market analysis efforts in the Central Gulf. Act as the development and validation agency for a single, specific, and regularly produced “of record” supply / demand forecast for the Central Gulf. F ORECAST

5. Forecasting Task Force: Action Items Continue to encourage CGIA members to enter demand (project) and supply data into the system. A number of CGIA industry members have completed the process and are updating their information regularly. Regular (twice per year) reports from the CLMA to CGIA members F ORECAST

6. Recruit Promote craft professional recruiting by working closely with and levering exiting nation recruiting efforts such and NCCER’s “Build Your Future Campaign” and “Go Build Alabama” as applicable by state. Work with highs schools, parent groups, and student groups to change public perception about careers in construction. Work with state and local governments to change public education policy to more accurately reflect the need for and quality of careers in construction. Gather best practices for recruiting skilled labor in our regions and share Recruiting / Awareness Mission

7. Recruit Action Items 1.Encouraging CGIA members to download the Career Awareness and Recruiting presentation from the CGIA website. 2.Schedule at least one presentation to a school group, teachers’ group, counselors’ group, parents’ group, etc… between now and the end of the current school year. 3.A single presentation that allows all of us to provide a consistent message to students, educators, and parents. 4.Provide feedback to Career Awareness and Recruiting Subcommittee Chairman Tom McNeal on: – Name of presenting organization and name of presenter – Name of organization to whom presentation was made – Number of individuals present for the presentation – TPMcNeal@southernco.com TPMcNeal@southernco.com Recruiting / Awareness

8. Training Task Force Mission Identify, audit, and validate existing construction workforce development programs in the Central Gulf. Create a list of “CGIA Endorsed” construction workforce development programs. – Gold Level: Endorsement and presentation of CGIA Banner Ability to utilize CGIA Logo on all school marketing materials CGIA to assist in school/program/and workforce education advocacy CGIA member company employment assistance for program graduates CGIA member companies to provide guest instructors, host field trips, and serve on program advisory councils T RAIN

9. Training Task Force Mission – Silver Level: Ability to utilize CGIA Logo on construction program marketing materials CGIA member company employment assistance for program graduates CGIA member companies to provide guest instructors, host field trips, and serve on program advisory councils for endorsed programs – Bronze Level: CGIA member involvement and guidance T RAIN

10. Training Task Force Mission Relay specific demand / supply forecast information to the CGIA endorsed programs and be the “industry voice” to ensure training programs are focusing their efforts where the greatest gaps in supply/demand is forecast. Assist CGIA endorsed programs in the development of meaningful “Adopt a Program” agreements between the training provider, CGIA member owners, and CGIA member contractors. T RAIN

11. Training Task Force Action Items Training Program Review Tool has been completed and pilot reviews have taken place. Considering the incorporation of the CGIA TRAINING PROVIDER CONFIDENCE INDEX – The CGIA Training Provider Confidence Index is an indicator designed to measure the confidence of industry in a training provider's ability to meet their workforce needs. Goal to conduct a minimum of 20 program reviews during period from May 1 to August 30 T RAIN

12. Training Task Force T RAIN

13. Training Task Force T RAIN Screen shot of review tool here

14. Employment Task Force Mission - Work with CGIA member owners and contractors to develop a “Construction Career Placement Program” to efficiently transition individuals from training programs to meaningful careers in the construction industry. Action Items Development of CGIA Endorsed Program Graduate form to circulate to all CGIA members listing all graduates contact info and craft skills. SAWDC to provide “case management” to move students from training to careers. E MPLOY