PASCO-HERNANDO WORKFORCE BOARD

RETREAT AND WORKSHOP ADVANCE!

Facilitator: Steve Urquhart, T21 Solutions July 14, 2011

Agenda and "Flight Plan"

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Pre-Flight: Introductions & Expectations Systems Check: Survey Says Taxiway: Regional Perspectives Runway: SWOT Analysis In-Flight Movie: Six Thinking Hats Cruising Altitude: Strategic Doing Final Approach: Next 30 60 90 Days Safe Landing!

One Word

Pasco-Hernando Workforce Board Retreat Workshop Pre-Survey: Reality check: how is our region doing in relation to Florida's overall economic recovery?

71% say the region is doing WORSE than the rest of Florida in this recovery.

Pasco-Hernando Workforce Board Retreat Workshop Pre-Survey: What indicators do you look for that show the effectiveness of the workforce board's strategy?

#1 (88%) Employment/placement rate #2 (82%) Feedback from employers #3 (53%) Unemployment rate

Pasco-Hernando Workforce Board Retreat Workshop Pre-Survey: Complete this sentence: The biggest challenges for our region are a result of ... (select as many ...

Pasco-Hernando Workforce Board Retreat Workshop Pre-Survey: Based on what you can see, how strong is our region in each of the following areas:

Pasco-Hernando Workforce Board Retreat Workshop Pre-Survey: In terms of ensuring the success of the region's goals, rank the importance of these items:

Pasco-Hernando Workforce Board Retreat Workshop Pre-Survey: Which of these Tampa Bay Partnership drivers needs the most work in our region?

Pasco-Hernando Workforce Board Retreat Workshop Pre-Survey: Which industry clusters are most likely to pay off for our region in the near term?

Manufacturing Life Sciences IT/Data Services

Florida Eight
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Old Economy vs. New Economy

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Three Forces Driving the New Economy Knowledge intellectual capital as a strategic factor; a set of understandings used by people to make decisions or take actions that are important to the company

Change continuous, rapid and complex; generates uncertainty and reduces predictability
Globalization in R&D, technology, production, trade, finance, communication and information, which has resulted in opening of economies, global hypercompetition and interdependency of business

Old (Industrial) vs. New (Knowledge)

Workforce
Leadership Vertical Shared: employee empowerment & selfleadership Mainly male, high proportion No gender bias; high of semi-skilled or unskilled proportion of graduates Mono-skilled, standardized A skill or a degree Multi-skilled, flexible Continuous learning: It's not what you know, it's how fast you can learn Cooperation, teamwork Affected by market opportunity / risk factors Investment

Work force characteristics

Skills Education Requirements

Management-Employee Relations Employment Employees seen as

Confrontation Stable Expense

Strengths (S)
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Q6 - Fostering small business development (29%) Q9 - Relatively low cost of living Q9 - Natural resources, e.g. Gulf of Mexico Q12 - Availability and affordability of land, housing Q12 - Talent base, ready and willing workforce Q12 - Quality of location, quality of life

Weaknesses (W)
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Q6 - Innovative, integrated economy (38%) Q13 - High unemployment, few jobs Q13 - Over-reliance on real estate and construction Q13 - County government relationships Q17 - Lack of diversified economy, industry base

Opportunities (O)
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Q3 - Manufacturing (53%) Q3 - Life Sciences (47%) Q3 - IT/Data Services (35%) Q11 - Airport industrial park (Hernando) Q12 - Fishing and shrimping

Threats (T)
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Q13 - Housing glut Q13 - Lingering unemployment Q13 - Lack of business retention strategy, resources Q13 - Structural unemployment, mismatch of skills Q16 - Lack of resources (53%) Q16 - Lack of opportunity (47%) Q17 - Lack of accountability Q17 - Not fully competitive, educated workforce Q17 - Cuts to education funding

Red Hat
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Emotional
Feelings
Hunches Intuition

Yellow Hat
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Optimistic
Bright,

Sunny View Benefits Focus on Positives

Black Hat
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Critical
Devil's

Advocate Weaknesses Why It Won't Work Contingencies

Green Hat
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Creative
Possibilities
Alternatives New

Ideas

Blue Hat
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Process
Controls
Milestones Sequence

White Hat
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Facts
Neutral
Objective Information

Strategic Doing
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These collaborative investments fall into five areas: 1. Promoting brainpower with 21st century skills; 2. Supporting innovation and entrepreneurship (in order to convert brainpower into wealth); 3. Developing quality, connected places with smart physical development; 4. Creating new narratives through branding and marketing campaigns that direct people to emerging opportunities; and 5. Strengthening leadership, collaboration and regional governance

Strategic Doing
Strategic Doing answers four questions: 1. What could we do together? 2. What should we do together? 3. What will we do together? 4. When will we get back together?

Balancing Open Participation and Leadership Direction

HIGH Confusion

Strategi c Doing

Open Participatio n
Apathy
Back room Politics

LOW LOW
26 Leadership Direction

HIGH

Workshop sequence, structure

Part 4 Part 1

Part 3

Part 2