Team Name:  Tiered Economic Opportunity (Team 3)

Tactical Plan: December 11, 2018 to present

Team Vision: The High Desert has a thriving economy with diverse opportunities that cultivate and retain a skilled workforce in a community providing safety, entertainment, diverse career opportunities and a high quality of life.

Team Strategy: Understand what industries are existing and emerging, and align education and career pathways so the High Desert has a locally trained and talented workforce. “Get our students into your jobs!”

  Tactic #1:  Identify and define local business landscape: Employers, careers, and skills needs.


Output Metric(s)

Short-term Outcome(s)

Short-term Outcome Metric(s)

Mid-term Outcome(s)

Mid-term Outcome Metric(s)

Long-term Outcome

Long-term Outcome Metric(s)

  •  Find or create a Community Profile defining who employers are, including their jobs and skills needs.

  • Build strong reciprocal understanding of programs and needs between industry and education by connecting business professionals and educators through a variety of touch points (eg site/program tours, externships, etc.) to build deep mutual understanding of existing pathway programs and inform pathway program development accordingly.

  • Identify best ways for employers to engage directly with students

  • Build on existing pathway programs to strengthen connection to next steps like apprenticeships

  • Consistent region-wide system (PD) for all K-14 educators to know and understand career pathway maps

  • Convene a steering committee of sector representatives to define core skills using real time and emerging data on jobs. What do we need, what are we missing, how do we build to solve the problem so prepared for what we need in the future.  (Context setting is critical - you must say, “we want to do things differently - making a collective impact approach to planning. Need you to stay in the conversation, and you need to help us create the community messaging about what we expect for program expansion)

  • 3-5 major sectors have been prioritized (Manufacturing & Maintenance Based, Medical. Entrepreneurship  in next phase)

  • Mountain Deserts Career Pathways consortia  facilitates innovative, effective, regional advisories for priority sectors to bring efficiency and elevate CTE program quality.

  • An industry led consortium of employers is established to 1) define qualitative and quantitative measures for CTE educator/ program quality - the “it” factor, 2) commit to providing candid feedback to educators and 3) develop a suite of externship and site tour opportunities for local educators in priority sectors to cultivate the “it” factor in teachers.  -- “Those who care shall be supported.”

  • Track # of faculty participate in Faculty Externships and Site Tours

  • Pilot system-wide (K-16) Essential Skills implementation (assure coordinated with Team 1)

  • CTE Coordinators (or other point leaders) align resources with industry endorsed programs


  • A community is profile is created defining employers and jobs available and skills required.

  • K-16 educators  are engaged to help students understand their potential for future careers

  • Establish number of local students currently employed.

  • 50% of employers have been surveyed to understand available jobs and skills required

  • 50% of pathway educators understand local employers, job and skills needs, education pathway to jobs

  • Baseline of number of local students currently employed is established.
  • 3-5 major sectors have mapped job needs and employee profile (how many employees are local, etc.)

  • X% of educators are knowledgeable and proficient in pathway maps

  • Broad awareness* of who employers are, jobs available and skills required
  • Students, Parents and Community: Understand jobs available and skills required
  • Employers: Know about local career education pathways

* (Parents, educators,       elected reps, community at large)

  • X% increase in pathway completers of high quality CTE pathways aligned to target sectors  (will need to agree on definition of High Quality CTE, i.e. “Meaningful Tours” example, Dual Credit, WBL)

  • X% of pathway completers are applying to, interviewing for or moving on to college to prepare for local jobs with intention of being hired in relevant pathways

  • A structure of checkpoints on pathway progress is available to all partners K-16

  • Pathway training in 75% of education programs matches employer needs.

  • 50% increase in local students being hired by local employers

  • 75% of pathway educators understand local employers, jobs and skills needs

  • Industry Consortium establishes criteria to validate quality of local CTE pathways
  • 75% of employers affirm local list of priority skills

  • X# of local employer validated CTE programs exist in local schools/colleges
  • Adaptive Future Ready Students
  • A majority of local area jobs are filled by local students

  • 50% of entry level jobs are filed by local CTE programs

Tactic #1:

Target Population

Expected Dates of Implementation


Services needed from the community

Who will benefit from this initiative?


  • Employers get more qualified applicants/employees

  • Employees have local opportunities

  • Community at large has better quality of life, less crime, more community engagement

  • Educators are energized

  • Parents - happy kids have quality local jobs

Start Date:


End Date: 

July 2020

How will you describe to the greater community what you are doing?

Increasing economic viability of region by aligning preparation programs to needs of local employers.

Deploying a consistent message across the community.

Get our students into your jobs!

Local residents in local jobs and careers to build a better High Desert.

 It’s about “Qualified” vs “Skilled”


How can community partners engage this initiative? What are you looking for? How can existing resources in your community be aligned?

How get engaged?

  • Join a business consortium
  • Contact MDEP
  • Identify stakeholders (concentric circle model)

What are you looking for?

  • Explore where we are serving sectors well (i.e. Healthcare) and determine gaps.
  • Willing partners.

How can existing resources be aligned?

  • Marketing outreach!
  • Start with those at the table and expand.
  • Through and by connecting  the High Desert Manufacturers to the MDEP consortium.

We need more Steves!

How did Team 3 engage members of the Target Population during the tactical planning process?

  • Team members met with a cross section of stakeholders (employers, community leaders, county employees, K-12 educators and administrators, post-secondary, current employees to understand their needs and challenges.  

Systemic Change Through Collective Impact

How does this change business as usual in our community?

How will this affect future generations?

How will this scale and be sustained?

  • Lower crime

  • More local jobs and careers

  • Teachers will be visiting employer sites at greater scale

  • Working toward blurring divide between employers and education system - so it is one system working collaboratively versus separate

  • Establishes iterative feedback process on building program quality


  • Culture Change - more local pride

  • Wealth building / economic structure will improve / decreased reliance on public assistance

  • Increased local community prosperity

  • More awareness of local employment opportunities

  • Deeper engagement by community and participation

  • Investment in the community - buy house, take care of neighborhood,

  • Creating a systematic approach to meet workforce demands

  • interdependency that is created will help sustain the work

  • Working collaboratively versus in silos

  • Ongoing feedback in both directions - employers and educators

  • New students every year

 How did the team engage members of the Target population during the Tactical Planning Process?  

1/31/19 Discussion