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Stark County Human Resources Association (SCHRA) Tuesday, January 15, 2019

Explore the comprehensive plan to accelerate growth in Stark County by creating jobs, boosting entrepreneurship, and enhancing infrastructure for a prosperous community. Learn about the phases, findings, and initiatives implemented to drive positive change.

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Stark County Human Resources Association (SCHRA) Tuesday, January 15, 2019

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  1. Stark County Human Resources Association (SCHRA) Tuesday, January 15, 2019 A NEED FOR CHANGE. A NEED FOR STRENGTH

  2. Overview Overview 2017 Strengthening Stark Report 2018 Economic Competitiveness Plan 7 Focus Areas 29 Initiatives Workforce and Talent Q&A A NEED FOR CHANGE. A NEED FOR STRENGTH

  3. Phase I Phase I 2015 A NEED FOR CHANGE. A NEED FOR STRENGTH

  4. Strengthening Stark Report Strengthening Stark Report A NEED FOR CHANGE. A NEED FOR STRENGTH

  5. Purpose Purpose calling for the development and implementation of a bold, aggressive plan to accelerate economic growth and increase capital and access to opportunity in Stark County A NEED FOR CHANGE. A NEED FOR STRENGTH

  6. Key Findings Key Findings A NEED FOR CHANGE. A NEED FOR STRENGTH

  7. Recommendations Recommendations SEDB coordinate with partners a shared economic development plan Focus on job creation, job preparation and job access Business retention within specific industry clusters Support and grow entrepreneurship Integration of job preparation and economic development initiatives Infrastructure improvement and job hubs enhancements Funding for economic development initiatives Long term implementation and sustainability A NEED FOR CHANGE. A NEED FOR STRENGTH

  8. Phase II Phase II November 2017 A NEED FOR CHANGE. A NEED FOR STRENGTH

  9. Consultant Innovation Economy Partners Hrishue Mahalaha Managing Partner A NEED FOR CHANGE. A NEED FOR STRENGTH

  10. Program Approach Program Action Plan • Conducted over 250 interviews • Analyzed data • Evaluated existing programs • Look at best practices • Assembled local leaders to create committees and task forces A NEED FOR CHANGE. A NEED FOR STRENGTH

  11. Findings Initial Findings The plan is made up of 7 focus areas, 37 initiatives, is aimed at transforming Stark County from a smaller, older and poorer community into a larger, younger, and more prosperous community. A NEED FOR CHANGE. A NEED FOR STRENGTH

  12. Phase III Phase III August 2018 A NEED FOR CHANGE. A NEED FOR STRENGTH

  13. Strengthening Stark Strengthening Stark Consultants Hrishue Mahalaha Chief Economic Development Consultant Janelle Lee Economic Development Consultant A NEED FOR CHANGE. A NEED FOR STRENGTH

  14. Strengthening Stark Initial Program Recommendations: 37 Initiatives A NEED FOR CHANGE. A NEED FOR STRENGTH

  15. Strengthening Stark Consolidating and Streamlining Initiatives A NEED FOR CHANGE. A NEED FOR STRENGTH

  16. Strengthening Stark Refreshed List of Initiatives: 29 A NEED FOR CHANGE. A NEED FOR STRENGTH

  17. Strengthening Stark 6 Prioritized Initiatives 3 1 2 5 3 6 6 4

  18. Strengthening Stark 7 Core Focus Areas A NEED FOR CHANGE. A NEED FOR STRENGTH

  19. Governance • 1. Economic Governance Structure A NEED FOR CHANGE. A NEED FOR STRENGTH

  20. Governance Structure 1.1 Governance Process 1.2 Program Support Resources 1.3 Enabling Tools 1.4 Stark Advisory Committees A. Advisory Committee True voice of the customer. Critical Responsibility Ensure that the Strengthening Stark initiatives are aligned and driving material impact. • Advisory Committee • 1. Minority Committee: African American • 2. Minority Committee: Latino • 3. College Students • 4. College Presidents • 5. Business Round Table: Food Manufacturing6. Business Round Table: Petrochemical • 7. Business Round Table: Metals Manufacturing • 8. Business Round Table: Tourism and Hospitality D. Resources Committee C. Steering Committee B. Partner Led Task Forces Organizations and individuals who assume shared responsibility to drive specific programs. Critical Responsibility Delivering measurable outcomes. B. Partner Led Task Forces C. Steering Committee Partners support, monitor, & evaluate program accountability. Critical Responsibility Make go / no-go decisions on Strengthening Stark initiatives. A Thriving Stark Value Delivery Task Forces 1. BR&E 2. Leadership Development 3. Chamber Consortium 4. Entrepreneurship Alliance 5. Ohio Means Jobs 6. School Leadership 7. Wrap-Around Service providers 8. Community Engagement 9. Broadband 10. Transportation 11. Site Development and Promotion D. Resources Committee Use their influence to build and sustain the capacity of the efforts. Critical Responsibility Minimize programmatic redundancy and overlap. E. Program Management Office E. Program Management Office Help coordinate the efforts. Critical Responsibility Drive a fair (accountable, visible, respectful) process. A NEED FOR CHANGE. A NEED FOR STRENGTH

  21. Workforce • 2. Strengthen Talent Supply Chain A NEED FOR CHANGE. A NEED FOR STRENGTH

  22. Workforce 2.1 Comprehensive Stark Jobs Database 2.2 High Performing Career Planning 2.3 Integrated Career Education Pathways 2.4 Leadership Development Programs 2.5 At-Risk Population Wrap-Around Interventions • 2. Strengthen Talent Supply Chain A NEED FOR CHANGE. A NEED FOR STRENGTH

  23. Business Retention • 3. Businesses: Retain and Grow A NEED FOR CHANGE. A NEED FOR STRENGTH

  24. Business Retention 3.1 BR&E Coordinated Outreach 3.2 Revive the Chamber Consortium 3.3 Business Education Platform 3.4 Business911 Platform and Resource Repository A NEED FOR CHANGE. A NEED FOR STRENGTH

  25. Business Attraction • 4. Businesses: Expand Target Industries A NEED FOR CHANGE. A NEED FOR STRENGTH

  26. Business Attraction 4.1 Strategic Business Attraction 4.2-4.6 Business Roundtables: Metals Manufacturing, Food Manufacturing, Petrochemicals, Hospitality & Tourism & Digital Technology A NEED FOR CHANGE. A NEED FOR STRENGTH

  27. Entrepreneurship Entrepreneurship and Innovation A NEED FOR CHANGE. A NEED FOR STRENGTH

  28. Entrepreneurship 5.1 Integrated Support Network (Virtual/Incubation Hub) 5.2 Targeted Entrepreneurial Support: (A) Technology based ventures in Core Industries (Manufacturing: metals and foods, Petrochemicals); (B) Creative Arts Industry 5.3 Establish Marquee Programming: StarkInnovation 5.4 Establish Marquee Programming: StarkTank A NEED FOR CHANGE. A NEED FOR STRENGTH

  29. Infrastructure • Infrastructure • Development A NEED FOR CHANGE. A NEED FOR STRENGTH

  30. Infrastructure 6.1 Access to Broadband 6.2 Community Arts and Vibrancy 6.3 Site Development and Promotion 6.4 Transportation Network • Infrastructure • Development A NEED FOR CHANGE. A NEED FOR STRENGTH

  31. Community Engagement • 7. Drive Community Engagement A NEED FOR CHANGE. A NEED FOR STRENGTH

  32. Community Engagement 7.1 Integrated Marketing 7.2 Strengthening Stark Week A NEED FOR CHANGE. A NEED FOR STRENGTH

  33. Workforce 2.1 Comprehensive Stark Jobs Database 2.2 High Performing Career Planning 2.3 Integrated Career Education Pathways 2.4 Leadership Development Programs 2.5 At-Risk Population Wrap-Around Interventions • 2. Strengthen Talent Supply Chain A NEED FOR CHANGE. A NEED FOR STRENGTH

  34. 2.1 – Comprehensive Stark Jobs Database • Establish a process, a team and a technology platform to accurately convey details related to current and future open jobs in Stark County. • Met with the various regional leaders to lay out a potential development pathways. (Ohio Means Jobs, Stark County Auditor, …) • Working to identify the best long term technology solutions to support the effort. • Working with the various data users to see how to refine the data (economic development, educators, …) • Launch the platform in Q1 and being to gather feedback from users on how to best position the data.

  35. Workforce 2.1 Comprehensive Stark Jobs Database 2.2 High Performing Career Planning 2.3 Integrated Career Education Pathways 2.4 Leadership Development Programs 2.5 At-Risk Population Wrap-Around Interventions • 2. Strengthen Talent Supply Chain A NEED FOR CHANGE. A NEED FOR STRENGTH

  36. 2.2 - High Preforming Career and Education Pathways • Goal: To help all high school and college juniors and seniors gain experiential learning opportunities. Launch a pilot in Spring to pilot the program concepts. • Met with the career technical education leaders to identify areas of most critical needs, and identify best practices being conducted at each school. • Met with the college placement service leaders to identify challenges/opportunities. • Launch a program in combination with the local Chambers of Commerce and the Business HR leaders to place students into high impact learning opportunities. • Hired leaders to help coordinate the internship program across the county and also to help connect experiential learning opportunities at the middle school level.

  37. Workforce 2.1 Comprehensive Stark Jobs Database 2.2 High Performing Career Planning 2.3 Integrated Career Education Pathways 2.4 Leadership Development Programs 2.5 At-Risk Population Wrap-Around Interventions • 2. Strengthen Talent Supply Chain A NEED FOR CHANGE. A NEED FOR STRENGTH

  38. 2.3 – Integrated Career Education Pathways • Goal: This program will be structured in a way that allows various regional educational services to better engage with the local population. • Community colleges, local universities, and the ESCs. • Program will begin with students at the middle school level, high school and continue through adult education. A NEED FOR CHANGE. A NEED FOR STRENGTH

  39. Workforce 2.1 Comprehensive Stark Jobs Database 2.2 High Performing Career Planning 2.3 Integrated Career Education Pathways 2.4 Leadership Development Programs 2.5 At-Risk Population Wrap-Around Interventions • 2. Strengthen Talent Supply Chain A NEED FOR CHANGE. A NEED FOR STRENGTH

  40. 2.4 Leadership Development • Goal: To create a program to provide leadership training and coaching to a variety of key categories of individuals in Stark County. • The program would be developed to not only develop leadership skills, but to place the individuals on pathways that places them in leadership positions across the county. A NEED FOR CHANGE. A NEED FOR STRENGTH

  41. Workforce 2.1 Comprehensive Stark Jobs Database 2.2 High Performing Career Planning 2.3 Integrated Career Education Pathways 2.4 Leadership Development Programs 2.5 At-Risk Population Wrap-Around Interventions • 2. Strengthen Talent Supply Chain A NEED FOR CHANGE. A NEED FOR STRENGTH

  42. 2.1 – At-Risk Population Wrap-Around Services • Goal: To deliver wrap around support to individuals who may be at an economic risk. • Working with social services groups – Stark County Community Action Agency, United Way, Goodwill Industries, Urban League, Jobs & Family Services • 2019 initiatives will focus on childcare, transportation and housing. A NEED FOR CHANGE. A NEED FOR STRENGTH

  43. Workforce Menu • 2. Strengthen Talent Supply Chain A NEED FOR CHANGE. A NEED FOR STRENGTH

  44. Strengthening Stark How Will the Program Be Successful? Agile Program Governance Annual Planning Cycles Advisory teams, task forces & volunteers Strengthening Stark Week – October 2019 A NEED FOR CHANGE. A NEED FOR STRENGTH

  45. Contact Information Contact Information Janelle Lee, economic development consultant Strengthening Stark jlee@strengtheningstark.com (330) 453-5628 Office (513) 257-5338 Mobile www.StrengtheningStark.com Strengthening Stark @StrengtheningS2 Strengthening Stark A NEED FOR CHANGE. A NEED FOR STRENGTH

  46. Thank You A NEED FOR CHANGE. A NEED FOR STRENGTH

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