1. Workforce 2.0 Sharpening the Competitive Edge in Human Capital The Honorable Richard Daley Mayor of Chicago January 24, 2007 Pamela Tate President & CEO, CAEL

2. The Challenge for U.S. Cities  How to keep their economies competitive through attracting and retaining companies  How to ensure that their workforce is skilled and prepared for both “old economy” and “new economy” jobs  How to motivate business and industry to invest in building the skills of the current workforce

3. Human Capital: Vital to Our Success  In 1982, tangible assets (balance sheet assets) represented 62% of a US corporation’s value, on average.  By 1992 this figure had dropped to 38%.  More recent studies estimate that the tangible assets of corporations account for as little as 15% of average market value. People are what count Human capital accounts for 85% of a corporation’s value. Source: “The Value of People”, HR Magazine, L. Weatherly

4. CAEL’s Unique Role  Pioneer learning strategies for adult workers, companies and higher education institutions  Work to expand lifelong learning opportunities through public policy  Expand our signature initiative, WorkforceChicago 2.0 CAEL Government and Community Employers Colleges and Universities How does CAEL help cities tackle the challenges of this knowledge economy?

5. WorkforceChicago 2.0  What is WorkforceChicago 2.0 : A collaborative initiative launched by CAEL in 2002, in partnership with HRMAC and World Business Chicago, and with the support of Mayor Richard Daley  Our mission: Turn the region into one of the nation’s prime talent pools Increase employer investment in building the skills of their current employees  What we do: Benchmark winning employee learning strategies Recognize leading Chicagoland employers Share these strategies with other employers

6. The Business Leadership Group There are 25 members on the Business Leadership Group, with a sample below:

7. Expanding the 2.0 Initiative  Expansion: 2004--workforcePhiladelphia 2.0 2006--workforceStLouis 2.0 Other regions with a strong core group of businesses—2008 and beyond …Creating an intra-regional dialogue on employee learning and development issues that impact both the regional and national economies

8.  Retain regional workforce competitiveness  Position your urban region as a leading talent pool  Become an early adopter of this successful and sustainable model for change Why Launch a Workforce 2.0 Model?

9. For more information: www.workforcechicago2.org Michelle Sanford, Director msanford@cael.org