VCC Magazine Spring 2018

Building a 21st Century Workforce By Megan Healy A lot has changed since our nation’s

founding, but Virginia’s economic vitality has been a constant. Through countless cycles and disruptions, our Commonwealth has continued to prosper because of sustained, strategic investments in our greatest asset: our people. Never before has our collective commitment to workforce development been as important as it is today. The Federal Department of Labor estimates that 65% of current students will one day work in jobs that

hen it comes to events no one throws a party like David Napier.

have yet to be created. Even existing fields will require a level of technical proficiency and creative thinking unimaginable a mere generation ago. As Governor Northam is fond of saying, the jobs of tomorrow aren’t blue-collar or white collar—they’re new collar. As a workforce development system, we need to be attuned to the evolving nature of work. Across the Commonwealth, companies rely on our programs to provide the steady stream of skilled workers they need to compete in the global economy. For the sake of both employers and employees, public and private partners need to work together more closely to create an effective talent pipeline. Increased business engagement will ensure that state-sponsored training aligns to real career opportunities in local communities. By bringing employers to the table when curriculums are being developed, we can build a demand-driven workforce development system that works for everyVirginian and the economy as a whole. The business community can also support the workforce development system by offering opportunities for work-based learning. Whether delivered through internships, apprenticeships, or on-the-job training, structured workplace experiences impart essential soft skills and allow for meaningful career exploration. As we develop closer relationships with the Commonwealth’s employers, we must also cultivate productive partnerships among publicly funded programs. Our residents’ needs are too great—and our resources too limited—for Virginia’s workforce development programs to operate in isolation. Nonprofit organizations, government agencies, and educational institutions need to work together to ensure that our customers receive the full spectrumof services they need to be successful. In support of that goal,Virginia has unveiled a new, unified brand for our workforce development system. The shared Virginia Career Works logo will send a clear signal to our customers that the workforce system exists for one reason: to help them on their path to gainful employment. Part of that is showing people that a path exists. The Commonwealth must establish clear connections from students’ classroom experiences to good jobs with family-sustaining wages. In the modern economy, it’s no longer enough for our graduates to simply be scholars; they need to be scholars with the skills to pay their bills. The Northam administration’s focus on in-demand skills isn’t just about philosophical preference; it’s about economic fact. As a licensed pediatric neurosurgeon, the governor is adamant that data should drive decision making. His cabinet includes another medical doctor, a PhD-holding organic chemist, a trained marine scientist, and a former state forester. Even my own career began as a biology professor at Patrick Henry Community College in Martinsville, so when we talk about the importance of evidence-based governance, we really mean it. That’s why my team is studying which interventions—or combination of interventions—really help our customers. George Washington called our government the great experiment; it’s high time we started measuring the results. See Building a 21st Century Workforce , continued on page 11

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V irginia C apitol C onnections , S pring 2018

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