Sector Strategy Solutions

What are Sector Strategies?

Sector strategies are the business-driven workforce and other solutions developed and implemented by education, training and other public partners in the sector partnership to address the needs and challenges identified by companies in the target industry.
These solutions are developed in partnership with business and are continually reexamined and refined to address business feedback over time. Sector strategies may encompass a range of activities, from development of industry-driven workforce goals and corresponding strategic and action plans and

SECTOR STRATEGIES TOOLKIT

Below you will find some information, content, and documents that CareerSource Florida has developed to assist with a range of activities, like the development of industry-driven workforce goals, action plans and policies and the enhancement of business and job seeker services.

The Road to Successful Sector Partnerships

Sector partnerships are business-driven partnerships among companies in a target industry and other regional partners who work together to develop and implement solutions for the industry’s workforce and other needs.

Convener initiates the work

The Convener should be a trusted leader that has credibility with industry and other partners.  The convener may be workforce, economic development or another partner. The impetus for starting this process is often a challenge.  For example, the convener may already know that a particular regional industry is facing significant workforce challenges, or, more broadly, the convener may be concerned that area partners are not active enough in meeting the workforce and other needs of key industries in the region.

Convener pulls public partners together to form the initial partnership

Partners should include workforce partners and the full spectrum of education partners, K-12 to post-secondary, as well as economic development partners who typically already have relationships with current employers and may have access to different funding streams, and others.

Collect, aggregate and review data

The convener asks partners to bring data for analysis and discussion. The partnership may consider forming a data team with representatives from each partner to present their own data and bring the group to a consensus regarding what all data mean when viewed collectively. This stage of data review should include a more in-depth analysis of key occupations across the industry, current openings, projected growth and contraction, wage levels, and other factors. The goal is to develop an understanding of the current and projected state of the industry and its key workforce dynamics and potential needs.

Engage targeted businesses

The convener – or another partner if better positioned – engages businesses in the target industry for an initial conversation on workforce trends, challenges and needs. If possible, the convener seeks to leverage an identified business champion to engage other businesses in refining and validating data and joining the partnership and process.

Reconvene partners to share initial industry input

Typically, it is not ideal to have all partners at the table with business. It is critical to safeguard business’ time and commitment by ensuring that communication is streamlined and strategic. They do not need to see the “sausage making” that happens when public partners work to align their policies, programs and resources but, rather, a single unified message from the partnership.

Ongoing, deepening partnership conversations continue

The partnership further analyzes data, specific workforce gaps and needs, career pathways, etc., by engaging in two key activities with industry and other partners:

  • Industry talent needs assessment with business.
  • SWOT and regional capacity and gap analysis with public partners – this is where career pathways development starts.

 

Identify and validate strategies to meet sector partnership talent needs and address gaps

The identified strategies could require stopping or changing what’s already occurring or starting something new or entirely different. Strategies may span from the high level (e.g. policy and funding investments) to the ground level (e.g. changes or enhancements to service delivery). Public partners must be willing to adapt based on business needs and align their strategies to create a cohesive system.

Develop an implementation plan

The partnership collaboratively develops a plan for implementing the strategies that is intentional about tasks, measures, accountability and sustainability. Key components include:

Implement strategies and track implementation

The partnership should engage in an ongoing assessment of efforts to ensure they stay relevant to changing industry needs; remain necessary, as some activities may need to stop once they are no longer needed; and have the intended impact.

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