DRIVE, and its portfolio of programs, superstructs existing systems. By combining proven methods of workforce development in the region with innovative programming responsive to a changing economy and community needs, DRIVE scales existing structures rather than building new ones. The most innovative programs are unsustainable if they do not resonate with the rural communities they are designed to serve. Communal and industrial buy- in are thus cornerstones of DRIVE’s sustainability strategy. In addition, DRIVE programs are deeply intertwined with state initiatives, which makes them eligible for funding opportunities yet to come.
For instance, DRIVE’s target industry aligns perfectly with Alabama’s in-demand occupation and industry list. To meet its workforce development goals, as outlined in the state’s “Strong Start, Strong Finish” and “Success Plus” initiatives, Alabama identified high-demand jobs across its seven workforce regions to more effectively braid funding streams. Further, the state is developing a credential registry and accompanying compendium of valuable credentials that will guide individuals into high opportunity career pathways. By aligning our efforts with these state initiatives, we ensure that DRIVE is an integral part of Alabama’s workforce development funding strategies for the foreseeable future.
By component project
Our nine component projects each take a slightly different tack on the problem of sustain-ability. This mixed approach ensures we cover all our bases.
The Tuscaloosa Innovation District Electric Expansion Effort is investing in long-term relationships and playing the long game with cultivating talent and innovation.
Driving Talent Pathways expands access to training opportunities in rural communities, thereby building a robust workforce pipeline. With a skilled workforce, communities are more likely to attract business investments and become self-sustaining.
For example, Smart & Connected Rural Manufacturing makes its biggest investment in education- al technologies, which will continue to be useful long after the current manufacturing methods have gone out of date. It flips the ratio of educational and industrial technology used in training, so upgrades to the later only mean replacing a machine or two, not retrofitting an entire department.
Driving Access & Opportunity enables us to track the individuals utilizing our other programs, monitor their outcomes, and ensure that our offerings meet their needs. This insight will help us keep our programs up to date, as we analyze the evolving needs of employees and employers.
Pathways to College and Careers is speaking to the next generation directly, so although we won’t see these students enter the workforce for several Page 6 of 10 years, we’re already shoring up the next wave after this initial one.
Drive, Ride, Walk creates access to our train-ing sites and participants’ future places of work, and the Childcare Response Unit ensures that every- one who wants to enter the workforce can do so without being at home.VitAL Reach addresses behavioral health challenges long-term, creating a healthier workforce that is more reliable and resilient to changes. These three projects protect our investment, guarding our progress against back-sliding via absenteeism and workforce dropout.
For instance, DRIVE’s target industry aligns perfectly with Alabama’s in-demand occupation and industry list. To meet its workforce development goals, as outlined in the state’s “Strong Start, Strong Finish” and “Success Plus” initiatives, Alabama identified high-demand jobs across its seven workforce regions to more effectively braid funding streams. Further, the state is developing a credential registry and accompanying compendium of valuable credentials that will guide individuals into high opportunity career pathways. By aligning our efforts with these state initiatives, we ensure that DRIVE is an integral part of Alabama’s workforce development funding strategies for the foreseeable future.
By component project
Our nine component projects each take a slightly different tack on the problem of sustain-ability. This mixed approach ensures we cover all our bases.
The Tuscaloosa Innovation District Electric Expansion Effort is investing in long-term relationships and playing the long game with cultivating talent and innovation.
Driving Talent Pathways expands access to training opportunities in rural communities, thereby building a robust workforce pipeline. With a skilled workforce, communities are more likely to attract business investments and become self-sustaining.
For example, Smart & Connected Rural Manufacturing makes its biggest investment in education- al technologies, which will continue to be useful long after the current manufacturing methods have gone out of date. It flips the ratio of educational and industrial technology used in training, so upgrades to the later only mean replacing a machine or two, not retrofitting an entire department.
Driving Access & Opportunity enables us to track the individuals utilizing our other programs, monitor their outcomes, and ensure that our offerings meet their needs. This insight will help us keep our programs up to date, as we analyze the evolving needs of employees and employers.
Pathways to College and Careers is speaking to the next generation directly, so although we won’t see these students enter the workforce for several Page 6 of 10 years, we’re already shoring up the next wave after this initial one.
Drive, Ride, Walk creates access to our train-ing sites and participants’ future places of work, and the Childcare Response Unit ensures that every- one who wants to enter the workforce can do so without being at home.VitAL Reach addresses behavioral health challenges long-term, creating a healthier workforce that is more reliable and resilient to changes. These three projects protect our investment, guarding our progress against back-sliding via absenteeism and workforce dropout.