1. Environmental Scan and Asset Mapping July 30 th, 2013 www.pcghumanservices.com

2. 2 Introductions

3. 3 Agenda Asset Mapping Project overview High Level Findings Strategic Considerations Recommendations

4. 4 Project Overview: Goals and Objectives Goals: Create alignment of sectors and coordinate across the workforce development system Inform strategic investment decisions Leverage and align existing service structures Objectives: Inventory total scope of the broader workforce development system in Alameda County Geographically map those assets in relation to each other

5. Project Overview: The Data 5 SNOWBALL

6. 6 “” Results We identified and mapped 541 “assets” for the broader workforce development system in Alameda County

7. Asset Categories 7 EMPLOYMENT SERVICESVOC. EDUCATION & TRAINING SUPPORTIVE SERVICESOTHER ASSETS

8. 8 Workforce Assets – by the Numbers Sources: PCG Asset Mapping Project, Eden I & R Data, EMSI

9. 9 Workforce Assets – by the Numbers Sources: PCG Asset Mapping Project, Eden I & R Data, EMSI

10. Workforce Assets – By the Numbers (cont.) 10 Sources: PCG Asset Mapping Project, Eden I & R Data, EMSI

11. The Continuum of Employment Services 11 Intake into the broader system Skill building and job readiness Placement Phase 1: Navigator Services Individual Assessment Phase 2: Case Management Soft Skill Building Job Readiness Training Phase 3: Placement Services Entrepreneurial Services

12. Employment Service Assets 12 Phase 1 Phase 2 Phase 3 Sources: PCG Asset Mapping Project, Eden I & R Data

13. Workforce Assets per Target Population 13 * Per 10,000 individuals in each target population Sources: EMSI Analyst, Alameda County North Cities, US Census Bureau State and County Quick Facts (2012), US Department of Veteran’s Affairs, National Center for Veterans Analysis and Statistics, Counties

14. Youth Assets in Each Sub-region 14 * Per 10,000 Youth in each sub-region

15. Considerations for Regional Cluster Strategies in Alameda County 15

16. 16 *Excludes Adv. Manufacturing employers in other clusters Sources: EMSI Data, EDA Workforce Special Report (BW Research )

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20. As leadership explores closer coordination and braided funding… 20 …how does the service delivery system meet the placed-based needs of jobseeker customers while remaining aligned and responsive to the needs of business and economic development?

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24. PCG Recommendation 1 24 As funding entities in a region with a large number of workforce assets, use regional leadership to strategically convene and incentivize coordination and leverage across organizations and funding streams countywide. Adopt subregional sector strategies as outlined in Section IV of PCG report to more intentionally align workforce development service delivery with economic development strategy.

25. PCG Recommendation 2 25 Delineate service strategies for client facing services versus business services. While recognizing the population an integrated system serves (both by requirement and by current target populations of local assets), employ separate strategies that make the system more relevant to businesses at higher levels. By leveraging the capacity of CBO’s and other assets to continue to serve job seekers with significant barriers to employment, initiate and invest in partnerships that attract the higher level talent local employers demand to drive regional economic growth.

26. PCG Recommendation 3 26 In response to the finding of a frontloaded employment service delivery system, ACWIB, Alameda SSA, and the OWIB should drive closer coordination with employer service sites that provide phase 1 (navigation and assessment services) and phase 2 (case management, soft skill building, and job readiness) to common customers. Then, use additional capacity to mitigate gaps in phase 3 services (job placement and entrepreneurial and small business development services) to reduce service bottlenecks and increase bandwidth to place participants in meaningful employment.

27. 27 The Inventory

28. PCG Recommendation 4 28 Reduce the system’s investment in “brick and mortar” service delivery structures while increasing investment in the capacity of place-based, Community Based Organizations (CBOs) to have a larger role in intake, upskilling, and placing jobseekers in meaningful employment.

29. PCG Recommendation 5 29 In response to a gap in youth-focused service providers in the Tri- Valley and Tri-Cities subregions, sponsors should attract more Youth-focused providers into locating service in the subregions while investing in the capacity of non-Youth providers to begin serving Youth.

30. PCG Recommendation 6 30 Diversify the integrated participant pool by recruiting and attracting job seekers on multiple levels of the job seeker ladder. This diversification will help the system to meet the talent and manpower needs of business on multiple levels, adding value to the employer community.

31. Contact Sheet 31 Reg Javier Associate Manager rjavier@pcgus.com (619) 270 – 4065 Andy Hall Business Analyst ahall@pcgus.com (619) 270- 4139

32. 32 Public Consulting Group, Inc. 148 State Street, Tenth Floor, Boston, Massachusetts 02109 (617) 426-2026, www.publicconsultinggroup.com