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Environ me ntal Scan and Asset Mapping. July 30 th , 2013. www.pcghumanservices.com. Introductions. Asset Mapping Project overview High Level Findings Strategic Considerations Recommendations. Agenda. Project Overview: Goals and Objectives. Goals:

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environ me ntal scan and asset mapping

Environmental Scan and Asset Mapping

July 30th , 2013



Asset Mapping Project overview

High Level Findings

Strategic Considerations



project overview goals and objectives
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

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


Wait… How do you define assets?

asset categories

Employment Services

  • Voc. Education & Training
Asset Categories
  • Supportive Services
  • Other assets


workforce assets b y the numbers
Workforce Assets – by the Numbers

Sources: PCG Asset Mapping Project, Eden I & R Data, EMSI

workforce assets b y the numbers1
Workforce Assets – by the Numbers

Sources: PCG Asset Mapping Project, Eden I & R Data, EMSI

workforce assets by the numbers cont
Workforce Assets – By the Numbers (cont.)

Sources: PCG Asset Mapping Project, Eden I & R Data, EMSI

the continuum of employment services
The Continuum of Employment Services

Phase 1:

Navigator Services

Individual Assessment

Phase 3:

Placement Services

Entrepreneurial Services

Phase 2:

Case Management

Soft Skill Building

Job Readiness Training


employment service assets
Employment Service Assets

Phase 2

Phase 1

Phase 3

Sources: PCG Asset Mapping Project, Eden I & R Data

workforce assets per target population
Workforce Assets per Target Population

* 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

youth assets in each sub region
Youth Assets in Each Sub-region

* Per 10,000 Youth in each sub-region


*Excludes Adv. Manufacturing employers in other clusters

Sources: EMSI Data, EDA Workforce Special Report (BW Research)

as leadership explores closer c oordination and braided funding
As leadership explores closer coordination and braided funding…

…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?

pcg recommendation 1
PCG Recommendation 1
  • 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.
pcg recommendation 2
PCG Recommendation 2

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.

pcg recommendation 3
PCG Recommendation 3

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.

pcg recommendation 4
PCG Recommendation 4

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.

pcg recommendation 5
PCG Recommendation 5

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.

pcg recommendation 6
PCG Recommendation 6

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.

contact sheet
Contact Sheet

Reg Javier

Andy Hall

Business Analyst


(619) 270- 4139

Associate Manager


(619) 270 – 4065


Public Consulting Group, Inc.

148 State Street, Tenth Floor, Boston, Massachusetts 02109

(617) 426-2026, www.publicconsultinggroup.com