WORKFORCE DEVELOPMENT
Three primary challenges continue in the area of workforce development:
- A shortage of skilled workers threatens continued economic growth. Job growth
has consistently outpaced population growth over the past decade.
- Significant population groups have not shared in our community's prosperity.
In July 2000, unemployment among African-American residents was (10.9% for
Travis County or 12.4% for MSA) higher than the community overall, for Hispanics
it was (23% for Travis County or 33% for MSA) higher.
- The rising cost of living makes it increasingly difficult for many working
people to remain self-sufficient. As of the fourth quarter of 1997, the Austin-San
Marcos Metropolitan area became the most expensive in Texas and remains so.
In developing strategies to address these challenges, it has been useful to
look at three basic segments of the workforce:
- Current Workforce: all people currently in the workforce. Providing ongoing
skills development to keep up with changing/evolving industry needs;
- Emerging Workforce: individuals currently in school (secondary school or
higher education) preparing to enter the workforce for the first time;
- Transitional Workforce: individuals facing particular barriers to entering
the workforce or advancing toward a self-sufficient wage, including ex-offenders,
welfare to work clients, and people with significant language and basic skills
deficits.
The following is a summary of some strategies and suggestions for addressing
these issues across all segments of the workforce.
INCREASE STAKEHOLDERS COMMITMENT TO WORKFORCE DEVELOPMENT AND EDUCATION
SOLUTIONS
The largest workforce development engine in the community is the education system.
There are over 54,000 public high school students and over 100,000 college and
university students in the five-county metropolitan area. All stakeholders identified
bringing greater workforce relevance to the learning experience for these students
as a priority. Numerous strategies were identified to bring students and teachers
into the workplace, and bring industry experts and expertise into the classroom.
IMPROVE ACCESS TO INFORMATION ON FINANCIAL AID, EDUCATION AND TRAINING RESOURCES
There is a clear connection between education and earnings. People with more
education and more skills can get higher paying jobs. However, many community
members are not aware of financial aid, education and training opportunities
that could lead to improved skills, higher wages and greater self-sufficiency.
INCREASE PRIVATE SECTOR INVOLVEMENT IN ACTIVITIES TO ADDRESS CHILD CARE
ISSUES
All businesses want and need a productive, competent workforce. Availability
of quality dependent care helps employers to recruit and retain well-trained,
experienced employees. Additionally, family friendly practices offer other benefits:
- Higher employee morale · Lower turnover
- Decreased absenteeism and tardiness · Improved productivity
- Greater employee commitment, loyalty and initiative
While the strategies discussed in this process primarily focus on child care,
this should not serve to diminish the importance of other dependent care issues.
Rather, it was the judgement of the planning group that the attention and energy
already dedicated to child care in our community offers the greatest opportunity
for action in the short term. Future assessment and planning efforts will broaden
the focus to include a broader array of dependent care issues.
THE WORKFORCE DEVELOPMENT PLANNING PROCESS
The Community Action Network Workforce Development Assessment, completed in
August 1999, discusses the workforce development system currently in place,
outlines the barriers in the system, and offers recommendations to address workforce
development issues in the Austin area. In October 2000, a group of stakeholders
representing employers, service providers, education and local government came
together to identify critical issues that require immediate action, and offer
significant opportunities for change. The process resulted in the identification
of the three critical issues identified above, desired results, and strategies
that could be undertaken to produce the desired result. For additional information
beyond that included in this urgent issue action plan, please refer to the CAN
Workforce Development Community Assessment.
THE WORKFORCE DEVELOPMENT PLANNING MATRIX
The attached matrix presents the urgent issues, solutions, and recommended actions
for each solution. Programs that address the problem are named, and opportunities
for investments are listed. The Community's task is to expand the availability,
and accessibility of Workforce Development services, and promote self-sufficiency
for Travis County residents. The matrix is intended to be a straightforward
tool to help with those tasks. The solutions and action steps attached to this
report are intended to:
a) improve preparation of students to be successful in the workforce,
b) help low income residents move into careers that offer a living wage, and
c) help address the need for dependent care, child care in particular (resources
for employees across all segments of the workforce).
The matrix also includes a listing of some of the existing resources and organizations
that are already working toward solutions to the identified issues.
The Workforce Development Planning Committee convened by the Capital Area Workforce
Development Board is the source for these issues, solutions and strategies.
Contact the Committee through Lawrence Lyman (512) 473-4278 or Vanessa Martin-Sarria
(512) 707-3206.
2001 Urgent Issues Action Plan Home Page
