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WIB Excellence Award Nomination Applications Arapahoe/Douglas Workforce Investment Board Brief profile of your area: The Arapahoe/Douglas Workforce Investment Board serves Arapahoe and Douglas counties, which together make up the southeastern portion of Colorado’s metro Denver area. The two-county area has a population of 913,033, which is nearly 34% of metro Denver’s total population. The civilian labor force numbers 496,534, which makes up 33.4% of metro Denver’s workforce. Median household income for Arapahoe County is $60,956, and for Douglas County $102,961. Educational attainment is well above the national average. Driver industries include finance & insurance, healthcare & bioscience, telecommunications & broadcast media, information technology, aerospace, and engineering services. Description of your community planning process: Because the Arapahoe/Douglas Workforce Investment Board is one of four WIBS in metro Denver and six along the northern front range, which includes Boulder, Larimer and Weld counties, it has incorporated a regional approach to strategic planning. It engages yearly in joint planning with the Adams County Workforce Investment Board, and is also a partner in the Colorado Urban Workforce Alliance (CUWA), which coordinates sector strategies among multiple workforce regions. Arapahoe/Douglas Works!, its workforce development operator, provides regional and key industry data, as well as tracking outcomes and impact of the Arapahoe/Douglas WIB’s efforts. Data is collected on overall economic trends in the greater Denver region, and growth projections in key sectors. It includes a competitive wage analysis based on local labor supply, analysis of training gaps and gluts, staffing patterns showing critical occupations, and job listing information. The impact of the Arapahoe/Douglas WIB is assessed by comparing average annual earnings of those who used Arapahoe/Douglas Works! in their job search efforts versus the average annual earnings of those in the two-county region who did not use the workforce system. In addition, the current WIB Chair also serves on the NAWB Board of Directors, which allows for a national perspective. Description of the services you offer to businesses: Customized business services have evolved beyond basic job listing and targeted job tax credits, and are based on direct feedback from WIB members and local sector leaders, as well as employer customers. Customized services include substantial cost savings from outreach and screening, assessments, on-site interviewing office space, and customized hiring events. Robust labor market intelligence is provided on demand, including information on labor supply and demand, and competitive wage analysis. Arapahoe/Douglas Works! supplies occupational data that is used statewide in the Colorado Blueprint. In addition, data reports are routinely supplied to regional economic developers for use in site selection. Employer customer feedback has been used to drive overall WIA job training strategies. Business services have been integrated into all programs offered through Arapahoe/Douglas Works! to allow for a more efficient labor supply pipeline. Sector strategies in healthcare, aerospace, utilities, and renewable energy have helped shape the training pipeline to ensure a steady supply of critical skill occupations such as medical laboratory technologists and technicians, specialized nurses, clinical scholars, water plant and SCADA system operators, and LEEDS certifications for skilled construction trades. A partnership with Lockheed Martin has allowed 563 high level aerospace employees to upgrade skills leveraging

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WIA funds with an existing H1B grant. The Greater Metro Denver Healthcare Partnership has been recognized nationally as a best practice in sector strategies, and is being replicated in several states including Maryland and Connecticut. Sector initiatives currently under development include advanced manufacturing, information technology, broadband, and financial services. Business customers have also stepped forward to help a variety of special populations through participation in On-the-Job-Training (OJT) opportunities. Nearly 100 OJTs have provided veterans, persons with disabilities, TANF recipients, ex-offenders, and youth the opportunity for rewarding careers in key industry sectors. Custom hiring events have been conducted for veterans, youth, ex-offenders, and mature workers. Description of your one-stop services: Arapahoe/Douglas Works! is a full-service one-stop workforce center. It houses labor exchange, including business services, WIA Adult, Dislocated Worker, and Youth, the Colorado Works! portion of Temporary Aid to Needy Families, and food stamp job search. In addition, it offers a variety of grant funded services to special populations, including incumbent workers, mature workers, veterans, non-custodial parents owing child support, and ex-offenders. Regional coordination of sector outreach strategies through the Colorado Urban Workforce Alliance (CUWA) is housed at Arapahoe/Douglas Works! as well as several major sector initiatives. The Arapahoe/Douglas WIB has been instrumental in creating strong partnerships with regional Economic Developers and Chambers of Commerce, as well as the two major regional community colleges and a variety of industry associations. Innovative services include state-of-the-art workshop offerings on everything from basic resumes to using social media in job search. In PY13, 16,092 of 30,859 (52%) of metro Denver job seekers attending job search workshops did so through Arapahoe/Douglas Works! Due to the Arapahoe/Douglas WIBs diligence in stewardship over public monies, Arapahoe/Douglas Works! served 40% of all WIA Adult customers, and 50% of Dislocated Workers in Metro Denver in PY13. Accomplishments and positive impacts on your community: The Arapahoe/Douglas WIB has been a leader in the drive to establish metrics for workforce center operations, and has published studies of economic impact for Program Years 2008-2013. In PY13, Arapahoe/Douglas Works! invested $8.5 million in public funds. It served 25,902, a cost of $345.59 per customer served. Of these, 16,628 were assisted in finding work, and 15,965 were still working after six months. Arapahoe/Douglas Works! measures its impact each year by looking at the difference in annual wages between its customers and people who did NOT use a workforce center in their job search. In Program Year 2013, this difference was $13,824 annually. This means that the total value Arapahoe/Douglas Works! added to the regional economy was $220.7 million. This number is simply the number of customers still working after six months multiplied by the difference in annual earnings between Arapahoe/Douglas Works! customers and those not using workforce centers in their job search. For every one public dollar spent, Arapahoe/Douglas Works! returned $24.66 to the community in value-add earnings. These results paid federal taxpayers back in less than one year. Partnerships: A key sector partnership is the CUWA/Greater Metro Denver Healthcare Partnership, which is designed to meet the recruiting, hiring, training, and employment retention needs of the largest healthcare systems in metro Denver. Partners include University of Colorado Hospital, Denver Health, Children’s Hospital, Kaiser Permanente, HealthOne, and Centura

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Health, the Aurora Chamber of Commerce, a host of private and public training institutions, and Adams, Arapahoe/Douglas, Denver, and Jefferson County WIBs and Workforce Centers. This partnership trained 153 people in critical occupations and placed 70 people in employment. As measured by pre- versus post- training salaries, the partnership has added $1.6 million in value to the regional economy. This initiative is now being replicated in Weld, Larimer, and Boulder counties in northern Colorado. Leaders in the regional business community want to replicate this model in their own sectors, so the Arapahoe/Douglas WIB has now teamed with CUWA and Denver South Economic Development Partnership (EDP) to convene business-led sector partnerships with engineering services, broadband and telecommunications, financial services, and information technology sectors. This nascent collaboration will be sustained by both public and private sector monies. Leaders in engineering services, which has a heavy concentration in the Arapahoe/Douglas region, have approached Denver South EDP, and the Arapahoe/Douglas WIB has convened the initial meeting for broad band/telecommunications. The Arapahoe/Douglas WIB expects partnerships in at least these two sectors to convene and begin operations in PY14, with other sectors participating by PY15. Funding: In Program Year 2012, 2013, Arapahoe/Douglas Works! spent $8.95 million in public funds to serve 25,902, a cost of $345.59 per customer served. Funding is well diversified. Formula funding from the Department of Labor makes up less than 44% of available funds. The remaining 56% of funding came from several sources, including county departments of Human Services, Corrections, the American Association for Retired Persons (AARP), Employment & Training Administration H1B and other Department of Labor grants, and other sources. In PY13, Human Services-funded programming saved taxpayers nearly $1.8 million in outlays, which yielded a cost/benefit ratio of 1.2 in tax savings over program cost. In all, 4,200 people receiving public assistance were helped in finding work. TANF customers went to work in an average of 56.9 days, and through the Parents to Work program, 130 non-custodial parents are now paying the child support they owed. 564 incumbent aerospace workers were retrained under the H1B grant, which keeps an estimated $5.9 million of earnings in the community as opposed to being remitted to H1B workers’ families in other countries. Additional services or initiatives: The Arapahoe/Douglas WIB recognized a challenge in the need to determine driver industry groups in the region using both traditional and just-in-time workforce intelligence. It worked with industry leaders to identify critical labor force issues. Issues were addressed through several industry-led sector initiatives. This attracted the attention of local Economic Developers, who began requesting data for site selectors, existing business clients, and the impact of ED efforts. This has led to a strong and evolving partnership between the Arapahoe/Douglas WIB and local Economic Developers, which includes Metro Denver Economic Development Corporation and Denver South Economic Development Partnership. This partnership now includes contributions to yearly industry and labor force analysis conducted by Metro Denver EDC, providing input/output analysis to ED partners to help them in reporting their successes, providing effective outreach and recruitment services through its operator, Arapahoe/Douglas Works!, and providing training services addressing critical needs in key industry sectors. In PY13, Arapahoe/Douglas Works! helped 2,200 employers fill over 77,000 job openings, and hosted 266 hiring events with 6,464 attendees. It also answered over 544 requests for information about the local labor market and is now recognized as a ‘go-to’ place for businesses, economic developers, and others needing up to date and sophisticated

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profiles of the local labor force. Arapahoe/Douglas Works! earned the 2014 Metropolitan Cooperation Award from the Metro Denver Economic Development Corporation for its help in attracting, retaining and expanding regional businesses. Quotes: • Roy Heath came into the WIA Adult program as a long-term unemployed SNAP recipient in

the Employment First Program with over 15 years of experience as a software engineer, but needed to upgrade his skills and address the 6-year gap in his resume. He also had a disability. Roy attended job search workshops and revised his resume and interviewing skills. He was connected with an on-the-job training opportunity in the IT Industry. Roy is no longer a food-stamp recipient and is making $14.50/hr.

• Tommy Nicholson came to the WIA program as an 18-year-old youth with a disability and no previous work experience. He aspired to be the head chef of a restaurant, but was unclear on what actions to take to achieve this goal. Tommy entered WIA Youth Programming, and completed the Hospitality Academy, where he earned ServSafe, Guest Service Professional, and Restaurant Server certifications. He also completed a two-week, paid work experience at the Hyatt Downtown where he was hired as a Prep Chef. He is currently making $10 an hour and really enjoys his job.

• A 56-year-old female veteran enrolled in the WIA program and received intensive job search assistance, whereupon she obtained employment making $6.25 more per hour than her previous position.

• “The (Greater Metro Denver Healthcare) Partnership offers a neutral ground for sharing information with the employers and for gathering information from the healthcare industry in a comprehensive and dynamic way. Workforce centers have truly listened to the Colorado healthcare industry and have responded specifically to industry partners’ needs.” Mary Reibe, Kaiser Permanente.

• Former Chair Arapahoe/Douglas WIB Ford Motor Company chose Arapahoe/Douglas Works! to provide formal testing for its Parts Distribution Center for several Warehouse Attendant Positions. Five candidates successfully passed the tests and all five were hired by Ford.

Website: www.adworks.org Nominator: Kelly Folks, Acting Division Manager (Workforce Development Director) kfolks@arapahoegov.com Executive Director: Joseph Barela jbarela@arapahoegov.com

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CareerSource Brevard Brief profile of your area: • CSB is located in East Central Florida with career centers in Titusville, Rockledge, and Palm

Bay. • The population is 550,000 with 6.1% unemployment down from 7.2% a year ago. • Primary industries: Manufacturing, HealthCare, Aviation/Aerospace. • Emerging industries: Maritime Logistics/Distribution, and Entrepreneurialism. • Jobseekers: 51.6% female, 53% aged 30-54, 20.7% over age 55, 18.7% aged 22-29. • 5.6% jobseekers have a Masters degree or higher, 14.2% Bachelors, 13.1% Associates,

62.9% High School Diploma, and 4.2% with less education. • Over 8,600 job seekers have been unemployed for 27+ weeks.

Description of your community planning process: The Community planning process is driven by Board and Committee members representing business, economic development, and education. They serve as connectors for emerging industries and business trends. CSB contracts annually with Eastern Florida State College facilitating industry advisory council meetings to connect industry representatives with Eastern to strategically approach workforce needs. CSB business liaisons, Local Veterans’ Employment Reps, and Staffing Specialists work continuously with area Economic Development, Chambers of Commerce, “Champion” Employers, Industry Representatives, Labor Representatives, Women’s Business Center, small business support organizations, and Florida High Tech Corridor, to obtain input on local workforce trends for CSB’s strategic plan. CSB performs extensive weekly and monthly data collection from the Employ Florida system and other sources that help make planning decisions. Data includes: jobseeker tracking by education, age, and occupation; business tracking through Sales Force for new and repeat customers; referral to placement ratios on job orders; and “other people’s money” to show the leveraging of public to private funds for training. The data provides direction for CSB’s goals and tactics. Description of the services you offer to businesses: CSB’s Business Services team collaborates with economic development partners and business and human resources associations to understand and fill skills demands helping companies prepare, plan, and grow their businesses. CSB focuses its On the Job Training (OJT) and services on high demand careers in growing industry sectors. 70% of the training budget is earmarked for OJTs because of CSB’s philosophy that business is the primary customer. CSB provides business learning events, recruiting events, and entrepreneur programs for new and established businesses. In PY 13-14, CSB exceeded the state’s performance goal to increase the number of businesses engaged with CSB and double the number of businesses using services. Out of 6,000 businesses with two or more employees, CSB served 4,575 (107% increase over last year) placed 14,853 in jobs (15% increase) and delivered 85,720 business services (13.5% increase). Newly branded outreach tools support the new CSB name and the state’s unified brand, and help educate business about workforce services. Specific messaging regarding the OJT program has driven businesses to OJTs. CSB’s Incumbent Worker Training initiatives (IWT) include promoting and assisting businesses with employed worker and quick response training from state funding. Over the last two years, CSB’s assistance led to over $800,000 dollars in state funds for Brevard’s businesses which impacted 916 jobs. CSB is the 4th highest area to receive state funding for IWTs in Florida. CSB also receives support for

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employed worker training through an award from Space Florida to support identified economic development projects. CSB targets special populations with a goal of matching businesses with qualified talent. Military spouses and dependents are targeted with outreach and services. CSB has strong partnerships with Brevard’s disability network and as an employment network, serves approximately 35 ticket holders a year. Other populations served: Long term unemployed, Entrepreneurs, Dislocated Aerospace, and Non-Traditional Youth. Description of your one-stop services: CSB employs a Business-To-Jobs model where business is the primary customer. The women’s Business Center is co-located in the Rockledge career centers to assist small businesses and introduce them to CSB services. CSB develops talent for businesses using assessment tools such as basic computer skills, CareerScope, ProveIT, TABE, Florida e-Choices, and Optimal Resume. Businesses support CSB programs such as funding 10 Veterans with barriers to employment with personal branding assistance and job search skills and placement into jobs. Additionally, 5 Steps to Rapid Employment program is made possible through a business grant to help people develop their skills portfolio and personal brand, and provide wellness tools that support successful employment. The program has a 73% placement rate. CSB career center partners include: Adult Education, Job Corps, and Early Learning Coalition, as well as onsite representatives from Senior Community Service Employment Program and Vocational Rehabilitation. In addition to serving required populations, CSB has had a strong focus on dislocated Aerospace workers due to the shuttle retirement. Special funding and services have been received for this population resulting in over 5,100 being reemployed. Accomplishments and positive impacts on your community: Start Up Quest and Energy Launch, programs made possible by EDA, USDOL, and SBA, created ties between CSB, NASA, and the Women’s Business Center. Programs placed unemployed participants in teams with mentors to receive entrepreneurial training including methods for developing a business using NASA technology. Last year, the programs served 147participants: 57 became employed, 38 self-employed. Through a NASA grant, CSB awarded $20,000 to a company born from Start Up Quest for licensing a technology featured in the program. NextGen, is CSB’s young adult (16-21) program serving out of school youth since 2005 reporting a 78% expenditure rate. CSB seeks to serve all youth. Funding from the City of Palm Bay helped create Juniors to Jobs, a program providing incoming seniors in Palm Bay’s high schools with work readiness, career exploration, and skills training with a 5-week paid internship. 22 received training/internships, 6 extended their internships, and 5 were hired full/part time. BizLaunch, CSB’s entrepreneur and small business program, helped start more than 170 businesses in the last 3 years, which led to the creation of more than 190 jobs. BizLaunch businesses continue to use CSB’s business services and report a higher success rate than typical business start-ups. Partnerships: The shuttle retirement and loss of approx. 9,000 jobs resulted in CSB obtaining a $15M National Emergency Grant through USDOL to help dislocated shuttle workers. The grant ends on December 31, 2014, and thanks to strong industry partnerships, CSB is on target to exceed the enrolled in training, receiving supporting services, and the entered employment at exit deliverables for this grant. Industry and NASA partnerships led to access onto Kennedy Space Center to interact directly with affected workers. More than 5,100 dislocated Aerospace workers have re-entered employment. In 2011, CSB partnered with the USDOL to beta test the USDOL’s Small Business Partnership Toolkit. This helped the USDOL determine how workforce could

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connect with entities that help start-up businesses. Born from this was BizLaunch, a networking, support and skill-building group for those considering starting or growing a business. In 3 years, the program has more than 600 participants and meets weekly. BizLaunch helped start more than 172 businesses, creating more than 190 jobs. Regional partnership has been part of CSB’s focus for 6 years, including a 2009 East Central Florida strategic action plan for aerospace workers, obtaining the ability to train to contiguous region’s Targeted Occupations Lists (a first in Florida), and the inaugural Tri Regional Business Summit. The Business Summit included media coverage from the Orlando market; over 250 businesses attending; prime sponsorships; and a commitment to participate in the second Summit from State leadership, the prime sponsor and Orlando media. CSB also hosted the first tri-regional Executive Committee meeting of three workforce areas. This meeting yielded three industries the regions will jointly focus upon (IT, Advanced Manufacturing, and Healthcare) and a commitment for more joint meetings by the Executive Committees. Funding: In the past year, CSB received $12,336,864 in WIA and non-WIA grants and funding: • Federal Grants $11,678,772 • Space Florida Contract $597,736 (State General Revenue) • Fee for Service Activities $60,356 (Includes facilitated Strengths Based Training and

Strategic Doing Sessions along with Virtual Job Fair Licensing) Detail of significant non-WIA funds: • Temporary Assistance for Needy Families $1,676,616 • Employment Service Awards $958,545 • Unemployment Insurance $490,866 • Supplemental Nutrition Assistance $274,153 • Jobs & Innovation Accelerator Challenge Grant focused on Clean Energy $998,300 • Workforce Innovation Fund grant from USDOL $84,552 CSB utilized two Crowd Source Funding initiatives to provide Veterans and Military spouses and dependents with transportation, licensing, laptops, business clothes, and items necessary to complete their training and get a job. The events raised $17,927 in donations from the community. More than 30 community partners who are subject matter experts volunteer their time and expertise to make CSB’s Community Resources Program and its workshops, business learning events, information sessions, and programs possible. This year, the 181 community-based learning sessions boasted an attendance of 2,335. Additional services or initiatives: Career Jumpstart for Military Youth is a CSB program funded by Wells Fargo in partnership with 4H and PAFB Airman and Family Readiness Center, providing career readiness training to military dependents between the ages of 16-24. Career Jumpstart for Florida’s Military Youth is a CSB program funded by a Florida State Innovation grant to replicate a career readiness training program within three Florida workforce regions with large military populations. CSB and the Women’s Business Center (WBC) at Florida Tech partnered to provide a satellite operation of the WBC at CSB’s Rockledge offices. The satellite provides aspiring entrepreneurs and small businesses with information needed to start and grow a business. CSB’s Spanish speaking staff provided a beta test of WBC’s Spanish version of DreamBuilder, a program designed to provide low income women with information to start and grow a business. The program begins in February, 2015. WBC speakers are part of the BizLaunch speaker series and provide mentoring to attendees. The Consultant Consortium is an

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8-week program providing aspiring entrepreneurs with skills needed to transition their expertise into full-scale consulting practices. Business volunteers help attendees craft their marketing message and more. The program served approximately 60 participants, many of whom launched consultation businesses. CSB strengthens the community by supporting regional, state, and national economic development and workforce innovation organizations. For example, twice this year, CSB’s president, Lisa Rice, was selected by workforce leaders in D.C. to share best practices and brainstorm innovative ways to improve delivery of the national workforce system. Quotes: • “CareerSource Brevard enabled Kegman Inc. to find talented individuals. Their On-The-Job

Training program is easy to use and helps us find and train new employees. By aiding in developing a training plan and offsetting training costs, CSB eases burdens small businesses encounter.” – Suzie Glasgow President/CEO, Kegman Inc.

• “What a difference the 5 Steps program made. It showed me the correct way to approach the job market and offered the encouragement I needed. I graduated the class on a Thursday, walked into an employer on Friday, and requested to see the HR manager. I was hired the following Wednesday!” – Diane, Aerospace job seeker

• “CareerSource Brevard and the University of Central Florida – partners on the Clean Energy Jobs Accelerator program – have successfully assisted local high growth technology companies. Participants of education workshops offered by the program directly resulted in over $350,000 in grants and revenue funding to these local companies. Several participating companies have been able to hire as a result of this newly acquired funding.” – Andrea Wesser, Associate Director, Office of Research and Commercialization, University of Central Florida

• “I have been awarded a franchise called Soccer Shots. It’s an introduction to soccer program for 2-8 year olds. Thanks to you and your staff at BizLaunch for providing me a place to feel comfortable and learn from speakers as well as each other. It really gave me the confidence to put myself out there and go for it.” – Tom Bartley, President, Soccer Shots of Brevard.

• Business Services newsletter http://careersourcebrevard.com/publications/workforce-motion-businessindustry-newsletter-archive OUTREACH

• http://careersourcebrevard.com/media-room YOUTH • https://www.youtube.com/watch?v=OgY7iQr-U8I Economic partner video • https://www.youtube.com/watch?v=--eqvk2UsZE LinkedIn Entrepreneur group page • https://www.linkedin.com/groups?gid=6690694&mostPopular=&trk=tyah&trkInfo=tarId%3

A1420733012464%2Ctas%3ABizlaunch%2Cidx%3A2-2-5

Website: www.careersourcebrevard.com Nominator: Denise Biondi, Director of Communications CareerSource Brevard dbiondi@careersourcebrevard.com Executive Director: Lisa Rice

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lrice@careersourcebrevard.com

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CareerSource Suncoast (Suncoast Workforce Development Board) Brief profile of your area: CareerSource Suncoast, a 501(c) (3) and one of 24 regional workforce boards established in the state of Florida, serves the North Port-Sarasota-Bradenton statistical area consisting of Manatee and Sarasota Counties bordering the southern part of Tampa Bay. According to the 2010 census, the two county region had a population of 702,281. For November 2014, the US Department of Labor’s Bureau of Labor Statistics reports a labor force of 324,300 and an unemployment rate of 5.4% compared to 6.2% one year ago. In 2014 the North Port-Bradenton-Sarasota MSA experienced the greatest rate of employment growth in Florida at 3.9%. Description of your community planning process: On the Suncoast, we facilitate robust engagement among our partners in education, workforce, economic development, local government, and business community that is used in the community planning process to foster strategic alignment and leverage resource allocation for supporting economic and community development. The list of partners engaged in the process include cities of Bradenton, North Port, and Sarasota, Manatee and Sarasota county government and school districts, Bradenton Area EDC and EDC of Sarasota County, Small Business Development Center at University of South Florida, Manatee and Sarasota chambers of commerce, Sarasota Manatee Manufacturers Association, Gulf Coast Builders Exchange, Sarasota Manatee Human Resource Association, Suncoast Technology Forum, CareerEdge Funders Collaborative, and many businesses representing targeted industries. Planning occurs annually, quarterly, and ad-hoc when significant needs arise. Annual planning identifies regional target occupations for the year based on evaluation of data from USDOL labor market statistics, Florida Department of Economic Opportunity’s Supply Demand Report, and employer surveys. Quarterly follow up of targeted occupations is conducted to ensure responsiveness to changing market conditions. Unexpected needs are addressed on an ad-hoc basis. Our community’s creation of an advanced manufacturing program to meet an immediate and growing need is one most recent example. Description of the services you offer to businesses: Business services are strategically offered and delivered on a three tiered basis. Tier one business accounts are targeted and determined through consultation with our economic development organizations (EDO) and are typically expansion and/or retention projects. The service offering includes customized labor market research, job description writing assistance, job opening advertisement through our partner network, candidate sourcing, candidate screening, On-the-Job training grants, and customized training grants. Outcomes tracked include customer loyalty measures (Net Promoter Score) as well as using Salesforce CRM to monetize (fair market value determined) services delivered successfully for calculating the amount of money we saved a given company by utilizing our business services. Tier two business accounts are any business not targeted by our EDO and utilizing one of our fee-based offerings. Those offerings include skill assessments, third party candidate search platform, and hiring events. Outcomes tracked include customer loyalty measures and revenue generation. Tier three business accounts are primarily self-service with limited assistance offered on utilizing our state labor exchange system. Outcomes tracked include the Florida’s Expanding Business Engagement employer penetration metrics.

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Description of your one-stop services: The three CareerSource Suncoast Career Centers and one Mobile Career Center are state-of-the-art, giving the universal customer access to assessment and career services in computerized resource rooms, and access to Employ Florida Marketplace (EFM) for job search and referrals. Coordinated career services and case management are provided to eligible customers by W-P, WTP, WIA, and Special Project case managers. CareerSource and education partners from Sarasota County School District provide staffing for GED labs at all three locations, and adjacent to the mobile unit in North Port. As our economy continues improving, job-seekers need face-to-face counseling and support, as well as access to programs and services electronically. In addition to work readiness, employability, and résumé workshops in the Career Centers, CareerSource Suncoast is developing on-line services such as Optimal Resume. CareerSource Suncoast also utilizes GED tutorials that can be assigned to customers, who can then access those tutorials on-line, allowing us to serve more people with remedial services. CareerSource Suncoast one-stop partners include Vocational Rehabilitation to assist customer with disabilities, Small Business Development Center to provide business consulting services and instruction to small businesses and entrepreneurs, and AARP to assist with placing seniors into employment. Accomplishments and positive impacts on your community: CareerSource Suncoast accomplishments include meeting three and exceeding 6 of nine common measures for PY2012-13 and meeting five and exceeding four of nine for PY2013-14. In addition to success with common measures, CareerSource Suncoast received an incentive award for more than doubling the number of employers served in PY2013-14 compared to the prior year. Tier one accounts (EDO targeted businesses) received just under $1 million dollars in recruiting and training cost savings for PY2014-14. Partnerships: Key partnerships have resulted in recent successful initiatives that include Journey 2 Success (J2S) youth development program, Community Entrepreneur Opportunity (CEO) program, and Legacy of Valor Veterans Jobs & Services Fair. J2S delivers year-round work readiness, leadership and career development for 120 high school seniors and out of school youth 18-24 through six career pathways over a two-year period. J2S involves funding and collaborative efforts from CareerEdge Funders Collaborative, Manatee and Sarasota School Districts, CareerSource Florida, the Community Foundation of Sarasota County, Safe Children Coalition, Department of Juvenile Justice, City of Sarasota, local employers, and Sarasota Manatee Manufacturers Association. CEO program delivers technical assistance and resources needed to start and grow a business for prospective entrepreneurs. CEO receives funding and collaborative assistance from Comerica and Suntrust Banks, SCORE, SBDC, Sarasota County, and City of Sarasota. CEO has delivered 15 classes and graduated 168 participants, and 20% of graduates are in business today. The Legacy of Valor Veterans Jobs & Services Fair included partnerships and funding from the Patterson Foundation, Goodwill Industries, Baltimore Oriels, and more than 60 participating business and service organizations. Over 400 veterans and their families attended the two separate events. Funding: CareerSource Suncoast has just under a $9 million budget. WIA represents 50%, WTP 28%, WP 13%, Veterans 5%, SNAP 3%, Reemployment Assistance 1%, and TAA less than 1%. Significant non-WIA funding includes $22,000 annually from Jewish Family & Children’s Service to provide career services to their customers, a $334,000 innovation grant from

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CareerSource Florida for J2S youth development program, $2,500 from Community Foundation of Sarasota County for J2S, $28,500 from CareerEdge Funders Collaborative for J2S, and $15,000 from the Paterson Foundation for the Legacy of Valor Veteran Jobs & Services Fairs. Website: http://careersourcesuncoast.com/ Nominator: Joshua Matlock, Vice President, Chief Business and Economic Development Officer jmatlock@careersourcesc.com Executive Director: Ted Ehrlichman tehrlichman@careersourcesc.com

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Michigan Works! The Job Force Board Brief profile of your area: The Job Force Board is located in the central upper peninsula of Michigan. With a total population of 172,689, it has faced common rural issues including static to low population growth, aging population, youth outmigration and a perception of lack of family sustaining employment wages and benefits. Covering 6,896.85 miles, surrounded by the great lakes, and bordered by Northeast Wisconsin, the region shares many characteristics, including interstate commerce, with Wisconsin. Major employment concentration is as follows: 19% of jobs are within the manufacturing sector with healthcare at 13%, construction trades at 11%, and government comprising 21% of the region’s occupations. Description of your community planning process: Our region has a long history of collaboration with strategic partners from economic, community, and workforce development, education, organized labor, social services, units of governments, and private industry. In 2009, with support from a USDOL regional innovation grant, the Board convened regional stakeholders, including northeastern Wisconsin, to development an interstate economic impact study with a resulting strategic plan. This has culminated in the current collaboration of key partners on an interstate basis with activities concentrated in Business Growth/ Development, Higher Education, Education / Workforce Training, Infrastructure, Healthcare, Tourism and Natural Resources. This work continues today. Currently we are executing strategic partnerships across our region forming a “Prosperity Region” with partners that include Regional Planning Districts, Michigan Department of Transportation, K-12, Adult Education, Higher Education, and others to define and implement a 10 year comprehensive economic and workforce development strategy. This strategy will contribute greatly to the State of Michigan’s comeback and turnaround currently underway. Description of the services you offer to businesses: Our Board supports four skills alliances in manufacturing, healthcare, skilled trade, and tourism. These private sector groups focus on workforce and industry specific issues, including advocacy. The Board is the convener of an SBA supported Green Aviation Cluster dedicated to growing small businesses within the green aviation industry. All business services are delivered through continuous input from the workforce board and private sector partners. Our Business Solutions Professionals work with industry whether they are hiring or not. As the host site for the Michigan Small Business Development Center (MI-SBDC), the Business Solutions team is integrated with small business services, assisting in layoff aversion, strategic business solutions, and business plan development. Our team is home to the Procurement Technical Assistance Center, which has been instrumental in assisting the diversification of our regional business and industry through government contracting. The Board has an All Business Contact system requiring team members to connect with businesses throughout the region and track that activity in a customer relationship management system. We offer a complete menu of services that support attraction, expansion, and retention activities, including developing outreach campaigns for new hires, recruitment and screening, a full suite of pre-employment assessments, interviewing assistance, labor market data, customized training, placement, and employee retention, as well as fee-for-service activities, including C_O recruitment. Our team is proud of its record of having the highest market penetration rate of employers using the Michigan Talent Bank system.

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Description of your one-stop services: Michigan Works! Center services are based upon their role to ensure the availability of a vibrant applicant pool to meet employer demand. This labor supply is derived from youth, veterans, welfare reform participants, unemployed, individuals with disabilities, older workers, recent graduates, and persons advancing their careers. From July 1, 2013 to June 30, 2014: 13,612 residents accessed services, with 3,851 placed into employment. Our Centers have instituted a USDOL recognized “Career Path system” to ensure a connection is made between jobseekers and employers who are looking for qualified workers, and that all jobseekers have access to value-added workforce development services based upon their needs versus being siloed into categorical programs. To ensure that jobseekers get “the right service the first time” there are identified service sets that staff use to provide jobseekers with multiple access points and a customized menu of services leading to the development of knowledge, skills, and abilities that align with business needs. These service sets have been sorted into four career paths (maintenance, exploration, advancement, employment express) with descriptive indicators to provide an assessment of jobseekers for the purpose of triaging them into the appropriate services that best meets their employment needs. Accomplishments and positive impacts on your community: A regional innovation grant helped to fund an interstate, seventeen county economic opportunity study that led to the creation of the self-sustaining UPWard Initiative. Six action items are underway: integrate and expand educational opportunities in advanced manufacturing and healthcare, support skill upgrading of incumbent workforce, continue to report timely information about labor market choices in the hands of students, parents, educators and other stakeholders, increase the credentialing of knowledge and skill mastery, sell the region to employers on the basis of a commitment to constantly upgrade the skills of our workforce, and work closely with high growth firms to understand their needs for workforce solutions to support continuing growth. Partnerships: In partnership with the multiple stakeholders, the Job Force Board has sponsored its eighth annual workforce and economic development summit that annually attracts over 200 attendees on a local, regional, statewide, and national basis. The success of this event is the result of the partnerships in place to support the economic viability of our region. The 2014 summit focused on talent and engaged all stakeholders present to identify areas of focus for talent development. Outcomes included Exploring additional job shadowing, apprenticeship and internship opportunities, connecting young people to industry mentors, and increasing career preparation activities. The ongoing “Upward Initiative” was formed as the result of a regional innovation grant for an economic opportunity study. This interstate collaborative group cuts across multiple organizations that are working together on specific projects in an effort to grow our interstate economic strength. Because the Upward Initiative provides insight in all economic sectors, it is used to form a proactive strategy supporting the growth and development of the region. Growing the entrepreneurial spirit of youth is a collaborative partnership among the Job Force Board, its Michigan Works! Service Centers, Michigan State University Extension Center/4H, local school districts, and the Hannahvile Indian Community. This collaboration has resulted in area youth receiving valuable information from top young entrepreneurs who have successful business experience. The Job Force Board also provides administrative support to the Upper Peninsula Economic Developers Alliance, a 15 county regional economic development organization comprised of economic practitioners, planning commissions, workforce development, and higher education; their mission is to enhance, link, and promote the unique

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aspects of Michigan’s Upper Peninsula as the superior location in which to invest and conduct business. Funding: The Job Force Board receives a variety of federal, state, local, and private funding to support its work. We receive Workforce Investment Act, Wagner Peyser Employment Services, National Emergency Grants, Temporary Assistant to Needy Families(TANF), Small Business Administration funding, Michigan Department of Education, Michigan State Housing Authority funding, General Purpose funds, private grants, and program income developed out of fee for service activities. The following outlines combined PY 2012 and PY 2013 funding: • WIA Formula Allocation: $4,402,293 • Wagner Peyser: $770,786 • TANF: $1,253,418 • FAET-SNAP: $117,731 • MI-SBDC (SBA funding): $797,846 • SBA Grant: $225,460 • Trade Act: $777,498 • Skilled Trades Training Fund: $50,169 • RCAR: $8,610 • Fee For Service (and reimbursement contracts): $1,025,041 • Other misc. State grants: $51,293 Total 2 year funding: 9,480,145 Additional services or initiatives: • Adult Education Worker Pipeline: The Job Force Board was awarded a demonstration grant

from the Michigan Department of Education to build transition services for the Adult Education students. Entitled Project E3 (Excellence in Education and Employment) and partnering with Adult Education providers and our local Community College, students who successfully completed three of the five GED exams and indicated an ability to benefit were able to enrolled in college while continuing their GED. A focus on transitioning students into career pathways and creating a life-long learning culture continues beyond the life of the grant.

• Regional Entrepreneurship: has been a focus of the Job Force Board, demonstrated by its partnership with the MI-Small Business Development Center. Our Board was awarded a regional entrepreneurship grant to create entrepreneurship outreach centers and increase youth entrepreneurship activities. Forty-two Centers of Excellence across a twenty-eight county region were established. Over 700 students participated in the Extreme Entrepreneurship Tour featuring young adults sharing their passion for entrepreneurship with the youth in interactive sessions in which they spoke to becoming millionaires before the age of 30.

• Veteran Employer of the Year: annual recognition sponsored by Michigan Works! and its Service Center LVER and DVOW staff. Occurring in early November, this campaign recognizes employers for hiring Veterans.

• Jobs for America’s Graduates: a partnership with the Job Force Board, K-12 system, a middle college, and a charter school, addressing academic, leadership, and civic success in youth.

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Quotes: • “The UPWard Initiative and the Economic Opportunity Plan has resulted in the opportunity

for representatives of the seven collaborative groups to come together and develop a strategic plan aimed at increasing the economic prosperity of the region.” – Vickie Micheau, Director, Delta County Chamber of Commerce

• North America’s largest producer of coated paper and one of the largest employers in Upper Michigan stated, "Michigan Works! plays a very important part in our hiring process. Our applications are accepted only through Michigan Works! They also assist with our assessment services. The staff was very professional, accommodating and helpful.” – Mary Hurley, Human Resources, NewPage Escanaba

• “When the Pinecrest’s Facility Administrator announced his retirement, Michigan Works Business Solutions Team put in place an action plan that included job description development, candidate outreach, interview process design, reference and background checks and more. Through this process Pinecrest was able to identify a highly skilled and competent replacement” – Gladys Elegeert, Board Member, Pinecrest Medical Care Facility

• “Partnering with Michigan Works has helped put many of the building and construction trades workers back to work. They recognized the need of the construction industry and worked in partnership to help transition workers, some who had been out of work for a long period of time to get the certifications they needed to ensure that the workforce needs for the mining industry were also met.” – Tony Retaskie, Chair of the U.P. Construction Council USDOL Region V Review of Career Path System; “This new approach aims to develop a common framework for seamless service delivery regardless of the funding stream. It encourages partners to be customer focused perspective in service design and delivery, rather than the traditional “silo-ed” program perspective. It also encourages the elimination of duplication by targeting the right services the first time.”

Website: www.jobforce.org Nominator: Robert Micheau, Director of Communications Michigan Works! rmicheau@jobforce.org Executive Director: Orrin Bailey orrin@jobforce.org

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Phoenix Business and Workforce Development Board Brief profile of your area: Phoenix is the sixth largest city in the country with a population of more than 1.4 million, spanning over 519 square miles. Greater Phoenix has consistently outpaced the U.S. population growth over the past 18 years. Phoenix employers have access to more than 675, 000 workers, generally within a 30 minute commute from most employment centers. Greater Phoenix is a $181 million marketplace serving as a hub for innovation and entrepreneurs by providing international access to aerospace, high-technology, bioscience, advanced business services, and sustainable technology companies. Description of your community planning process: The local community planning process recently included a strategic planning process which sought to leverage insights from multiple stakeholder groups. The objective was to review, align, and bridge the programs and services, whether they are direct services of the Board or collaborative efforts among its partners, to develop a comprehensive talent development system to support businesses in Greater Phoenix. Over a six-month period, the Phoenix Business and Workforce Development Board, working with consultants, engaged in a thoughtful process to develop its strategic plan. A variety of methods were used, engaging multiple stakeholders. Individual interviews were conducted with Board members, staff, and other key stakeholders. Input sessions were conducted to gather information and ideas from community groups, businesses, adult jobseekers, youth, and partners. Best practices research examined the structure of innovative, high-performing workforce investment boards across the country. The Board’s Work Plan for 2014-2017 derived from the strategic planning process is the tool used to measure progress and attainment of goals and action items. Regular community engagement and discussion forums addressing issues and opportunities are now a regular part of the Board’s communication plan. Information and data from various statewide and regional reports keep the Board focused on what’s relevant in the community. Description of the services you offer to businesses: Growing Regional Competitiveness: The Phoenix Business and Workforce Development Center (PBWDC) enhance Phoenix’s competitive position; assist with expansion, retention and recruitment of new and existing businesses and industries. The center served 4,815 visitors for hiring events, meetings, training sessions, and industry forums by business leaders in all industries, elected officials, job seekers, staff, and economic and workforce development partners. The Business Solutions Team posted 2,248 jobs to the Arizona Job Connection (AJC), a job-matching data system. This number represents a portion of all leads generated. Through the PBWDC and its services, 443 employers were served in some capacity this past program year. Customized talent acquisitions are job fairs, hiring events, interviews, candidate screening, and employer open houses/info sessions. Our Business Solutions Team coordinated and/or conducted 46 activities and events to connect business to qualified candidates. Nine industry forums were held in Healthcare, Financial Services, Energy, Insurance, Information Technology, Dental, Construction, and Apprenticeships, providing hiring trends straight from employers to workforce development staff for better job matching. Growing and Leveraging Assets: In July 2013, the Board and staff took the lead in convening healthcare businesses, educational institutions, and community partners for an inaugural Health Care Sector Partnership. The goal of this Partnership is to create an industry-led collaboration to grow the health care industry. The Partnership gained momentum in the past

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year and grew to a collaboration of more than 150 leaders from diverse health care businesses, along with educational institutions and community partners. Other industry sectors convened include: Business Operations and Customer Support industry leaders in multiple industries who operate high-level operations and customer support centers to identify similar business opportunities and challenges within the region and propose industry-led solutions; Advanced Manufacturing Sector Partnership focuses on small to midsize companies; and Cyber Security Sector launched in November 2014 with 13 companies participating. Description of your one-stop services: Accessing Talent – Skills Match Economy: The key to successful economic and workforce development strategies include engaging business and industry and collaborating with education and training partners to grow access to a trained workforce. Through the Board and One-Stop Centers, 34,941 job seekers were assisted through universal workforce development initiatives (services). Adult and youth WIA enrolled customers (2,569) participated in varying levels of workforce development services offering access to resources and information to build and/or enhance skills to be competitive in the job market to become gainfully employed. Occupational training services were provided to 1,029 youth and adult customers for skill upgrades and industry credentials. Fifty-seven percent of training was provided in industries such as health care, advanced business services, high tech manufacturing, aerospace, bioscience, and information technology. In 2013, 821 individuals successfully completed S.O.A.R. (Self-Assessment, Other Assessment, Active Research, and Rewrite the Plan). The seven day, 52 hour advanced job-readiness series, in which all adult job seekers enrolled in WIA gained a better understanding of their own interests, skills, and core competencies. Job seekers (youth and adults) representing all targeted populations are served through the One-Stop Centers. Accomplishments and positive impacts on your community: In PY 2012 and 2013 the Phoenix Workforce Connection Adult, Dislocated Worker, and Youth Programs met or exceeded each of the negotiated performance measures. The following represents projects and initiatives that show outcomes and impact of services offered. • Ten youth completed the Entrepreneur Program, developed through a partnership with

ACYR (Arizona Call-A-Teen Youth Resources) and Maricopa Corporate College. The youth completed two semesters of study at Gateway Community College and gained 24-26 credits. Youth gained credentials in Small Business and Entrepreneurship. In conjunction with their class work, the youth completed 200 hours on a Work Experience, partnering with local entrepreneurs.

• LabCorp expanded in Phoenix with a $65 million capital investment as well as creating 100 new jobs. CEDD staff assisted with comprehensive services that included no-cost job advertising, public relations promotion, targeted recruitment, and interviews. The Human Resource manager from LabCorp stated that she would have been thrilled with 50 candidates showing up, but the business solutions team was able to triple that number. Over 200 candidates interviewed at the targeted recruitment. Staff continues to work with LabCorp forging a long-term relationship by responding to ongoing recruitment and training needs.

Partnerships: The Board and Phoenix Workforce Connection has expanded its approach to building lasting relationships by acknowledging and valuing the knowledge, experience, and

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resources each partnership brings. The following are examples of several partnerships focusing on collective impact and outreach into the community. • The city of Phoenix Community and Economic Development Department and the Maricopa

Community College District established a Memorandum of Understanding (MOU) in 2013 to increase collaborative efforts to share labor market information and to support local business through training and services. One key accomplishment was the development of a template to highlight key Labor Market Information in targeted sectors for job seekers.

• Conservation & Resource Management Field Certification Partnership: Arizona Call-A-Teen Youth Resources, the Bureau of Land Management (Phoenix District), Student Conservation Association, and Phoenix College completed its sixth installment of the Conservation and Resource Management Field Certification (Field School) program. The Field School is a 16-week program that provides opportunities for youth (age 18 to 21) to gain hands-on work experience in natural resources through a variety of field-based conservation projects, training events, and certifications. To date, 32 of 33 (96 percent completion rate) participants have completed the program and received their Field School credential.

• Summer Employment Partnership: Wells Fargo and PetSmart each used the city to prescreen youth 18-21 for their company paid internship program. Wells Fargo received six youth and PetSmart found three youth to participate in a seven to eight week program. Wells Fargo hopes the youth participating this summer will have the opportunity and interest to apply for full-time positions within the company. A previous intern from the summer of 2013 is currently a teller at a Tempe Wells Fargo.

Funding: • WIA Formula Funds – the 2013-14 allocation for WIA formula funds was $10,344,501

compared to the previous allocation of $11,060,285; this is a $715,884 or 6.5 percent decrease of 2012-13 year’s funding. The 2014-15 allocation for WIA formula funds is $10,285,951 compared to the previous allocation of $10,344,501; this is a $58,550 or 1 percent decrease of 2013-14 year’s funding.

• Competitive Grants: YouthBuild Phoenix received a second competitive grant award in July 2013. The $1.1 million grant for three years will serve three cohorts of young adults (66 total) in an eight-month intensive program to obtain their GED, receive vocational construction education and credentials, build new low-income houses, and participate in community service and leadership development activities.

• Phoenix Youth R.I.S.E. Summer 2013/2014: Valley of the Sun YMCA was awarded a contract for $265,000 to administer the city-sponsored summer internship program providing 120 City of Phoenix youth, ages 16 to 21, with full-time, paid work experience for five weeks during the summer. The recruitment resulted in 501 total youth applications submitted with 406 qualified youth applications (live in Phoenix; completed all information requested); and 46 businesses submitted applications to participate, with 126 positions were requested. (City of Phoenix General Purpose Funds)

Additional services or initiatives: • Maricopa Human Capital Collaborative: The MHCC for greater Phoenix and Maricopa

County was formed to develop funding strategies, partnerships, and collaborative initiatives for regional workforce development. This group has been instrumental in submitting competitive grant applications and regional grant implementations. The key is strategic

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partnerships and true collaboration. Maricopa Human Capital Collaborative (MHCC) served as a platform bringing representatives from a wide variety of organizations to the table to discuss common needs, services, and regional collaboration for workforce development. It was started in October 2008.

• Nov 2008 Share Network Access Points Initiative: Invited by the Department of Labor, Share Network Access Points (SNAPS) were developed throughout the City of Phoenix. The Access Point model consists of establishing in faith-based and community organizations resource labs where individuals could go within their neighborhood or community to get help with job searching. The Access Points are staffed by trained volunteers to assist individuals and/or connect them to One-Stop Career Center networks for workforce and job readiness services.

• 2012 National Career Development Association Global Career Development Facilitator Hybrid Certification/Training: Twenty Phoenix Workforce Connection Career Advisors completed 120 hours of vigorous online and in person classes to obtain Global Career Development Facilitator (GCDF) Certification.

Quotes: • “I just wanted to thank you for helping me get the funding for my schooling. I’m so excited

and motivated to better myself and help others. Thanks for being a part of my destiny and future. I do appreciate your time and effort concerning my case.” – Kelly (PWC North Customer)

• "The Phoenix Workforce Connection (PWC) has been recognized nationally for its efforts in supplying business with a skilled workforce. From being asked to share our best practices at national symposiums, to convening a variety of stakeholders and forming new sector strategies, to having our board chair serve on the National Association of Workforce Boards (NAWB), PWC is positioning Phoenix as a global leader for workforce development and economic growth. We are helping to lead the implementation of the new Workforce Innovation and Opportunity Act (WIOA) that will align area workforce, education, and economic development systems to create more robust regional collaboration and drive innovation in the communities we serve. As we design the future, PWC will proactively play an increasingly important role in the rising Phoenix economy." – Michael S. Seaver, vice-chairman, Phoenix Business and Workforce Development Board

• “It is not ‘business as usual’ from a Workforce service delivery point of view. Client-facing workforce centers are the nexus between supply (workers) and demand (businesses). Workforce centers are transforming from being job centers to becoming skills development centers, producing better job candidates and becoming more effective in assisting businesses to find workers that possess the necessary skills that they require as employers.” – Hank Marshall, Executive Officer, Community and Economic Development Department, City of Phoenix

Website: phoenix.gov Nominator and Executive Director: Cynthia Spell Tweh, Deputy Economic Development Director City of Phoenix

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cynthia.spell.tweh@phoenix.gov

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Tacoma Pierce County Workforce Development Council DBA WorkForce Central Brief profile of your area: Pierce County is the second largest county in Washington, playing a significant role in the state and regional economy. Located at the southern end of Puget Sound, Pierce County exists of old and newly incorporated cities, growing unincorporated areas, and a diverse population of over 800,000. Pierce County is also home to one of the largest military installations in the country, Joint Base Lewis-McChord, and the Port of Tacoma, a major seaport and top 10 U.S. container port. The healthcare industry plays an important role in the economy, employing 14% of the county’s workforce, while advanced manufacturing employs 6%. Description of your community planning process: WorkForce Central’s (WFC) five-year strategic plan was developed in 2013 through community and industry input, including industry roundtables and community meetings. This plan is updated annually through the strategic dashboard report. The dashboard is reported to the WDC quarterly to show progress towards 32 performance measures ranging from measuring business referrals and engagements, customized value-added services, job seekers placed in employment, and youth placed in summer internships, to increased visibility and outreach, sector training cohorts and career fairs, and use of technology for delivering services. These measures, organized around five goals, guide the organization’s work plan and budget expenditures. The goals are: • No jobs unfilled • Targeted sector training • In-demand training • Compliance • Strategic Partnerships WDC is also advised by two industry councils, the Construction Partnership and Health Careers Council. Both groups use their collective influence and resources within their industries to build awareness of and training for career opportunities, connecting a skilled workforce to local employers. Over the last 10 years, the Health Career Council marshaled over $15 million to address significant industry needs, while the Construction Partnership infused over $2 million in public and private resources into creative solutions meeting the partnership’s strategic goals. Description of the services you offer to businesses: WorkForce Central has a proven record for providing effective services to businesses, including being the number one referral source for our economic development partners. Services are performed through our sector strategy initiative focusing on six industry clusters: healthcare; advanced manufacturing; transportation, deep sea, trade, and logistics; information technology; national security; and construction. WFC business services is a single point of contact for Pierce County employers, providing a comprehensive menu of services including recruitment, training strategies, and employee retention and development. Some innovative strategies assisting employers are: • Through co-location with the county Economic Development Council (EDC), WFC provides

effective short and long-term workforce planning services to businesses looking to locate in Pierce County. o WFC worked alongside EDC staff for over a year to convince Amazon to locate a new

fulfillment center in the county, resulting in 481 new jobs. o WFC business services screened over 500 applications for Niagara Water, resulting in 24

hires. Niagara Water will add a third line and wants WFC to provide the hiring services.

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• WFC, along with its industry and education partners, initiated the TOOL Center; a unique learning center for individuals to become proficient in skills needed in the construction industry. Open for under one year, the program has graduated 22 students: 2 have gained positions as Carpenter Apprentices with 11 applications pending (Operating Engineers, Electricians, Carpenters, and Ironworkers), while 10 are employed in industry-related positions.

• The nationally recognized pre-apprenticeship Manufacturing Academy was developed by and for manufacturing employers needing access to a pipeline of qualified workers. In 2014, this private/public partnership certified 95% of its students, and placed over 85% into manufacturing careers, with a retention rate of 80%.

• The WFC Career Coaching program provides comprehensive services to incumbent healthcare employees to gain the education and skills needed to progress into higher skilled jobs. Co-located at local healthcare employers such as MultiCare Health Systems (various locations) and Tacoma Lutheran Retirement Community, WFC provides informational workshops to over 450 employees and comprehensive career coaching to 65 healthcare workers annually.

Description of your one-stop services: WFC is one of three partners operating the Pierce County one-stop center and eight affiliate sites. Services include the universal access and self-directed services through the resource room and workshops, and the more intensive services, including career coaching and financial assistance for training-related expenses and supportive services. From June 2013 through July 2014, the WorkSource offices had 21,226 visits, while 2,202 attended workshops conducted by WFC staff. Of the 764 individuals enrolled in WIA Adult and DW, 76% entered employment, with a 90% retention rate and an average wage of $18,000. In addition to these services, WFC provided other solutions for specific populations with unique needs. Through a partnership with Pierce County Libraries, WFC funded computer labs and provides workshops to allow rural residents to have one-stop services closer to them, a significant benefit given declining public transportation access. Homeless families also face barriers that make accessing and engaging in employment and training services difficult. Through a creative combination of funding, navigators work with individual homeless or at-risk families to identify occupational training needs and provide job readiness skills. In 2014, 182 clients were served with 34% gaining employment and an additional 28% enrolled in degree programs. Accomplishments and positive impacts on your community: • Camo2Commerce Joint Base Lewis-McChord (JBLM) is in the process of transitioning out

an estimated 900 soldiers a month. While not all stay in the county, hundreds of civilian jobs are needed for these new veterans. WDC partnered with Pacific Mountain WDC of Thurston County and was awarded over $2 million over two years to assist this specialized group of job seekers. In the first year, over 500 transitioning service members enrolled in the program, giving them access to short-term training in IT, customer service, and green energy, leading to jobs. Close to 200 (181) service members were placed in permanent positions.

• In a partnership with the City of Tacoma, Tacoma Public Schools, and the REACH Youth Center, the summer of 2014 saw 105 high school students enroll and 96 graduate from Summer Jobs 253. This unique partnership provides a balance of life skills training, paid

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summer internships, and high school credit retrieval to students in jeopardy of dropping out of school.

• Defining Yourself is a talent development program using Lean Six Sigma principles. In the first year, WFC certified over 150 participants, providing them with understanding of practical applications and lean methodology. Of those, 40 participants are in full-time employment. This program has been integrated into a State career development program.

Partnerships: • CareerLink Pierce County: A partnership between WFC, Tacoma Public Schools, and local

Pierce County businesses provides an online and onsite connection between high school students and their future careers.

• Camo2Commerce: WFC partnered with Pacific Mountain Workforce Development Council to match service members with employment as they transition out of Joint Base Lewis McChord. The program is on target with 181 placements at the end of 2014.

• Manufacturing Academy: WFC partnered with Aerospace Joint Apprenticeship Committee and Bates Technical College to meet local employer needs for skilled aerospace and manufacturing workers. In 2014, the program certified 95% of its students and placed over 85% into manufacturing careers, with a retention rate of 80%.

• Long-term Unemployed and Other Specialized Workshops: WFC partnered with Comprehensive Life Resources, providing group sessions led by mental health professionals addressing depression, anxiety, self-esteem, and other issues experienced by individuals who have been unemployed for a significant period of time.

• Sector Initiatives: WFC partnered with Building Changes on a project targeted for high demand sector training for homeless populations.

• TAA/WIA Service Integration: WFC and ESD are partnering to increase resources for Trade Act participants through co-enrollment. In addition, WFC is working with Snohomish County on a Boeing National Emergency Grant designed to assist dislocated Boeing Workers.

• WorkForce Innovation Fund: Innovative partnerships with transitional, rapid-rehousing, and shelter providers throughout Pierce County, WIF provides direct support to identified families interested in career and employment services. Current partners include MDC, Catholic Community Services, Exodus housing, Helping Hands, LASA- Lakewood Area Shelter Association, Mercy Housing, Puyallup Tribal, Salvation Army, THA, Rescue Mission, and YWCA.

• Growth Partnership: Led by WFC, this unique partnership involves over 50 Pierce County organizations, including K-12, higher education, government, economic and workforce development, community, and business. The overarching goal of this coalition is to work together for solutions to raise the median household income in Pierce County.

Funding: • WIF: $6,000,000 Infusion of funds designed to assist individuals and families experiencing

homelessness through coordination of resources across systems to advocate and promote self-sufficiency.

• JD NEG: $796,000 funds for long-term dislocated workers to receive comprehensive services, including work-based training for industry credentials and certificates to fulfill local and regional employer demand for skilled workers.

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• RRLTU NEG: $500,688 funds targeted to the long-term unemployed to help those out of work over 27 weeks return to work. The funds provide an array of services, including job placement, work-based training, and in-demand certifications.

• TOOL Center: $350,000 funds from the City of Tacoma and Tacoma Public Utilities support the Trades Occupation and Opportunity Learning (TOOL) Center, an industry and community collaboration to provide training in the construction trades.

• DWT NEG: $209,292 funds designated for training opportunities for the long-term unemployed (laid off 27 weeks or longer), with priority of service for veterans.

• Sector Initiatives: $180,000 funds assist the homeless population with high demand sector training opportunities, including the Manufacturing Academy.

• McKinney Vento: $90,000 funds provide cross-system services (housing, case management, and workforce) to assist students identified by three school districts (Tacoma, Puyallup, and Sumner)

• Boeing NEG: $69,000 funds assist dislocated Boeing workers with their transition to other industries, including career exploration, job search, workshops, and supportive services.

Website: workforce-central.org Nominator and Executive Director: Linda Nguyen, CEO WorkForce Central lnguyen@workforce-central.org

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West Central Wisconsin Workforce Development Board Brief profile of your area: West Central Wisconsin’s nine counties extend from the Minnesota- Wisconsin border into Wisconsin’s center. Two of its three border counties are within the Minneapolis/St. Paul Metropolitan Statistical Area. The region has its own Eau Claire/Chippewa Falls MSA. The population exceeds 470,000 residents in scattered rural communities and its two urban centers. The region has a robust manufacturing sector that leads Wisconsin in manufacturing growth. Healthcare, Agriculture, Transportation/Logistics, and Service Industries are among the most important industry sectors. Four University of Wisconsin Campuses, two Technical Colleges, and 55 high performing K12 school districts make educational services another strong employment sector. Description of your community planning process: The WCWWDB practices continuous strategic planning through its community engagement and committee structures, which include a regional scan committee charged with gathering and analyzing economic and labor market data to assure trends are identified and responded to. The Board’s business-led sector teams gauge the needs of key area industries including Manufacturing, Healthcare, Transportation/Logistics, Service and Skilled Trades. These Sector Teams either form or partner with regional industry groups to assure they have their finger on the pulse of those industries. The Youth Council, Local Elected Official, Education, and One-stop Operator Consortia each provide strategic perspectives in response to and support of the direction of the Sector Teams. WCWWDB is fully integrated into the regional economic development structure and is relied upon to comprise the Workforce and Talent Development arm of that structure. County Job Center Teams, consisting of Business Members, One Stop Partners, Local Elected Officials, Economic Development, Education, and other Community Partners conduct strategic Quarterly Forums that provide on-going analyses of each community’s needs, while gauging the effectiveness of current strategies. Each Board meeting includes committee reports designed to generate strategic implications. Annually, the sum of this community input is reviewed to determine needs for adjustments in strategic direction. Description of the services you offer to businesses: WCWWDB Business Services are demand-driven and best illustrated by example. WCWWDB facilitated s series of regional forums throughout the year to promote a new Wisconsin Employer training initiative branded as Fast Forward. As a result, WCWWDB directly assisted five manufacturing firms in obtaining nearly $400,000 in training resources, which these firms then agreed to have Workforce Resource administer. Even though $400,000 was the limit for any single grantee under this program, the WCWWDB continued to assist firms throughout the year to obtain these funds to the degree that West Central Wisconsin was among the areas receiving the highest proportion of these direct training funds. Working with the Polk County EDC, Workforce Resource, Inc., (WRI) brought seven area manufacturers together through a series of focus groups resulting in establishing the Polk County Manufacturing Training Center. Located in a donated manufacturing facility, training was designed to meet industry specifications: trainees recruited by Workforce Resource and training provided by Wisconsin Indianhead Tech, Osceola High School, WRI, and literacy volunteers. Training mirrored a production environment with work readiness documented to the satisfaction of participating employers. Businesses provided equipment, expertise, speakers, tours, job trials, and commitments to hire successful trainees.

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Twenty-five long-term unemployed workers who had given up hope were returned to productivity. This concept has been expanded into the Eau Claire market, where some 20 firms are cooperating to equip and launch a second Manufacturing Training Center, this time in partnership with Chippewa Valley Technical College. A third initiative is in the planning stages for Chippewa Falls. WCWWDB tracks all of its business service interventions, business contacts and market penetration, job placements, and employer impacts through a customized version of Sales Force CRM, and is establishing business service goals and objectives in anticipation of WIOA performance measures. This performance is integrated into business service staff evaluation scorecards. Description of your one-stop services: Workforce Resource, the WCWWDB Lead One-Stop Operator, provides the complete array of WIA and non-WIA services from eight One-Stop Job Centers in its nine county region. These services include Adult, Dislocated Worker, Youth, TANF, FSET, and a wide range of discretionary, foundation, and other grant supported activities. WRI committed to this decentralized, comprehensive, universal access service strategy at its founding in 1983 and maintains that commitment to this day, even when the State of Wisconsin chose to consolidate Wagner Peyser and DVR services in two comprehensive centers just prior to the Great Recession. This service structure formed the bulwark of assistance for the thousands of then newly and now long–term, unemployed. While the regional economy continues to improve, the effects of the recession linger and Job Center utilization remains high with individual visits totaling nearly 60,000 this past year. Intensive and Training services, provided by highly qualified professional staff, are available to all eligible individuals at all locations based on assessed need and demands of the labor market. Target populations, including veterans and the disabled, have service priority. WRI has pioneered using video Lync technology to further enhance service access to remote locations throughout its service territory. Accomplishments and positive impacts on your community: Data from the most recent complete program year places the West Central Workforce Area as Wisconsin’s performance leader, exceeding seven federal standards and meeting the remaining two. The region has consistently exceeded performance expectations over its thirty-one year history, while serving those with high needs. This record of attainment has been sustained despite the continual upward ratcheting performance benchmarks. To assure that WCWWDB remains performance and outcome driven, the region has further refined its performance metrics to incorporate an agency-wide performance scorecard system tailored to each staff person’s specific work assignment. This system objectively measures each individual’s contribution to the attainment the organization’s performance expectations and provides performance incentives for exceeding those expectations. West Central Wisconsin is well positioned for the Business Service performance measures anticipated under WIOA, having incorporated Business Service outcomes into its performance scorecard system. These include volume and quality of employer contacts, services provided, and job order fill rates to accompany traditional job attainment, retention, and earnings measures. Partnerships: The West Central Workforce Area has a solid history of successful partnerships that have formed the collaborative foundation for the region. One-Stop Job Center partnerships evolved several years prior to the WIA legislation that would eventually require such

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collaboration. Examples of some of the more important partnerships that have evolved in more recent years are summarized below: • The Regional One Stop Operator Consortium, a partnership between Workforce Resource,

Job Service, and Vocational Rehabilitation to function collaboratively as the Region’s One Stop Operator with Workforce Resource as the lead agency and fiscal agent, sanctioned by the Workforce Development Board and Chief Elected Official.

• The Momentum West Regional Economic Development Consortium, formed to coordinate economic development activities across the region and function as the regional economic development partner with the Workforce Development Board serving as the Talent and Workforce Development arm of this regional collaborative endeavor.

• Manufacturing Works, the region’s manufacturing sector alliance which functions as the Workforce Development Board’s Manufacturing Sector Committee. The WDB assisted the group in obtaining over $100,000 to support the group’s efforts to promote manufacturing careers and provides direct funding support for this sector initiative.

• The WCWWDB has now partnered with area Vocational Colleges in four successful TAACCT grants including the Bridges2Healthcare sector partnership, Advanced Manufacturing, Information Technology, and now a second Healthcare initiative. Through these efforts the area’s Academy structure has been refined as a legitimate Career Pathway step linked to these further training opportunities as well as direct employment.

• Career Venture regional career exploration initiative that annually draws nearly 3000 students and dozens of employer and higher education exhibitors to increase student and educator awareness of regional career opportunities. This partnership includes WDB, WRI, Education Consortium, Area Chambers of Commerce, Economic Development, and the Area Youth Council.

Funding: PY13 funding for Workforce Resource, Inc., the grant sub-recipient and fiscal agent for the region, was $6,651,000. Approximately 35% is WIA formula funding. Funding was secured from 31 funding sources. The largest non-WIA source is $1.6 million of competitively secured TANF funding to operate the Wisconsin Works (W2) program in the 16 county Northwest region. The funding base includes resources acquired from foundations, discretionary funding from multiple state and federal agencies, awards from private business and private nonprofits, and fee-for-service revenues. Expanded Food Share Employment and Training has been secured for a 19 county region that for the current year, raising agency revenues to approximately $7.5 million for the current program year. This diversification of funding has served the organization well in relationship to sustainability, but also has enhanced the service structure by assuring increased utilization of our area Job Centers. Each additional funding source carries with it a service population that gains increased contact with the Job Center structure. Among those impacted this year are Somali Refugees, FSET recipients, TANF recipients, Pre-release Corrections Facility Inmates, Individuals with Disabilities, non-WIA/WIOA eligible youth, Dislocated Workers, TAA Eligibles, and Manufacturing, Healthcare, IT and Mining Employers for whom, or from whom special funding has been secured. Additional services or initiatives: Among many noteworthy service initiatives we present the following: • Career Academies/Career Pathways: Academies provide trainees with hands-on training,

work experience, exposure to employment opportunities, career pathways and training

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options in a variety of occupational areas, including manufacturing, healthcare, building trades, financial services, agriculture, and green industries. Academies are integral components of the region’s youth, adult, dislocated worker, disabled individual, and public aid recipient services. Academies provide a fresh start or a first career launching point for those needing to explore options, while also demonstrating work readiness and commitment to skills development. The Academies link directly to employment or further training opportunities.

• Performance Management: The Workforce Resource TESSA participant, financial, and performance data management system has eliminated multiple data entry previously required by separate local performance management, state/federal reporting, and financial/accounting systems. Linked directly to Wisconsin’s WIA reporting system, TESSA allows complete integration of those three formerly separate systems. TESSA integrates WIA and non-WIA data and tracks performance down to the individual staff level through a unified, single entry data system which WRI has begun to make available to other workforce areas. Results of this performance management system contribute directly to the WRI individual staff scorecard performance evaluations.

• Quality Worker Certification: In 2015 Workforce Resource will launch its Quality Worker Certification initiative to document the attainment of employer identified attributes by area job seekers, particularly the long-term unemployed and new workforce entrants. All participants will be assessed for personal readiness, work readiness, educational readiness and skills readiness. They will identify career goals, and develop and implement a career pathway and quality work attainment plans. Certification will be based on attaining employer recognized Quality Worker Certification standards. Progress will be tracked and documented through the TESSA performance management system. Individuals meeting standards will be awarded “Quality Worker Certification” by the Workforce Development Board.

Quotes: • Success Stories, performance, financial and organizational background data may be found in

the About Us - Annual Report section and other portions of the organization’s website, www.workforceresource.org, which is currently being updated.

• Quotes from participating employers: o “The Manufacturing Training Center has provided EPC 2 very valued employees. I hope

in the future we will be in a position to take advantage of such candidates again. Continuing the partnership with local businesses to keep a finger on the pulse of skills gaps and employer needs has been key.” – Corey French, Plant Manager EPC, Inc., Osceola, Wisconsin

o Workforce Resource has been a great partner in our expansion to Eau Claire. The initial focus group of potential employees they arranged for us helped confirm our decision to move here. The pre-screened applicants and subsidized on the job training they provide give us the support we need as we continue to grow. Dan keeps us informed as programs that might be of benefit become available. – Jim Bloedel, VP Sales & Operations CTI, LLC

o I wanted to take a moment to commend Workforce Resource for their community and business outreach efforts. They are truly a wonderful resource to businesses and people alike offering diversified programs to help job seekers obtain better employment to statistical data for companies determining trends in the area. All of the staff are cordial,

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understanding and respond quickly to questions. They have a great team that assists you in the right direction for information. I will always utilize and fully support Workforce Resource as an opportunity to gain needed information for any situations that may come our way. – Kathy Walker, PHR Human Resources Manager Oxbo International

Website: www.workforceresource.org Nominator and Executive Director: Richard Best, Executive Director West Central Wisconsin Workforce Development Board bestd@workforceresource.org

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Workforce Solutions Brazos Valley Brief profile of your area: The Workforce Solutions Brazos Valley (WSBV) is comprised of seven counties: Brazos, Burleson, Grimes, Leon, Madison, Robertson, and Washington. The Brazos Valley is located in the center of the Texas Triangle comprised of Dallas, Houston, and San Antonio. Energized by the tremendous resources of Texas A&M University and Blinn College, the Brazos Valley is a unique place where innovation, traditions, and values are core to its culture. The current population of the 7 rural counties is 330,441 and is expected to have 5% growth over the next 5 years. The resources in the region will continue to attract businesses along with a skilled labor force. Description of your community planning process: The community planning process includes direct conversations with employers, economic developers, chambers, city/county planners, non-profit organizations, professional associations, educators, and union and veteran representatives about their workforce needs, as well as knowledge of local issues and guidance from the Workforce Board. Analysis of labor market data allows for WSBV to understand skill gaps specific to particular occupations and sectors. WSBV also coordinates with each county economic development corporation to support its efforts and discover all the local needs in the communities across the Brazos Valley. The employment data collected focuses on skills, wages, education, and local knowledge. The information is collected at least once a year and it helps provide information that guides the target occupation list, which is used to help address employer needs through training and skills development grants. WSBV also outreaches to employers to take part in forums and large group planning sessions to identify local issues, and then issues a call to action directly to the employers. One of the forums had a large impact on the region and created a volunteer group called the “Community and Business Leaders Partnership” (CBLP), which focused on solving regional employment issues, particularly in the manufacturing sector. Description of the services you offer to businesses: WSBV offers many services to businesses including Labor market Information, job matching, tax credit information, and fidelity bonding, to name a few. The new initiative that WSBV has developed will have a direct impact on the future labor force. The Community and Business Leaders Partnership and WSBV have developed a Teacher Externship to allow teachers and counselors to contextualize the connections between academic skills and the workplace. The externship placement goal is to allow teachers to experience the tasks, job requirements, and skills needed for various occupations and functions within the company and its industry. The regional employers will provide teachers/counselors with valuable input in developing lesson plans that accurately reflect the employers’ tasks. The lesson plan will use real world experiences to make the lesson applicable to students’ lives and give a glimpse of career pathways. WSBV and CBLP plan to continue the development of this externship model with future expansion to include mentorship programs for high school students who are not eligible for WIA internships or on-the-job training. WSBV has outreached to 40 employers and has secured 30 teacher placements from 5 school districts. The teachers will be responsible to develop a lesson plan from their experience in the externship and apply it in the classroom. The vision is that the school districts and regional employers will develop closer relationships and that the local economy will have a pipeline of young talent that is better prepared to enter the labor force. WSBV also does a Helping Youth Prepare for Employment “HYPE” career expo for Jr. and Sr. High School students that exposes

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them to high growth/high demand occupation in our targeted growth industries. This is not a job fair; it is a resource where students can find out about job requirements and opportunities. Description of your one-stop services: The workforce one-stop services are offered to all job seekers, and they include assessment, counseling/case management, testing, job search assistance, referral and placement in jobs, registration with the state employment service for job matching and referrals, career exploration information on local jobs and salaries, jobs in demand, training provider and assessment information, software for resume preparation, and career advice from professionally trained career specialists. Veterans are a target population that is a priority for services in the region. WSBV has partnered with the various veteran associations in the Brazos Valley to form a Veterans Coalition. The Coalition of Brazos Valley Veterans Organizations (CBVVO) helps veterans and their families residing in the Brazos Valley to receive the services they need by promoting open communication between organizations and groups serving veterans, promoting community awareness of veterans needs, and advocating for veterans and their families. This coalition works to enhance communication and awareness between veteran organizations and help foster awareness and commitment to those who have served in the Armed Forces living in the Brazos Valley. There are 31 members of this coalition and includes members from Texas A&M University Veteran Services and the Blinn College Veteran Services. Accomplishments and positive impacts on your community: WSBV serves over 2,700 job seekers each month in our resource rooms. We place over 200 job seekers each month in employment. We work with a TANF population of 100 per month and a SNAP population of 200 per month. Training for eligible WIA customers is targeted towards 28 high growth high demand occupations. WSBV subsidizes a minimum of 1,057 children every day in our child care program. WSBV met or exceeded each contracted measure for PY12-PY13. Partnerships: One key partnership is the Community and Business Leaders Partnership (CBLP), which is made up of 40 businesses that volunteer their time. The CBLP has advanced awareness of a skill gap in the Brazos Valley and has reached out to regional school districts as partners unlike any other organization before it. The CBLP played a large role in helping send 7 at risk high school youth to Machining Certification and then helped all 7 obtain job offers at over $16 an hour. Another key partnership is our Brazos Valley Literacy Consortium, made up of our local community college, regional education service center, and regional housing program. Another key partnership is our financial fitness center, which is a partnership between WSBV and Brazos Valley Affordable Housing Corporation. WSBV also partners with Texas Engineering Extension Service (TEEX) and National Center for Therapeutics Manufacturing, which are both housed out of Texas A&M University. The National Center for Therapeutics Manufacturing has also reached out to WSBV to provide training to Veterans in the Biotechnology field, giving them a Bio technician certification at no cost to them. Funding: WSBV receives its funding from grants through the Texas Workforce Commission (TWC). The funding streams total to $8,969,071 and are distributed as follows: • WIA Adult/Youth - $2,089,463 • Childcare - $5,463,689 • CHOICES - $875,845

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• Employment Services - $285,806 • SNAP - $244,268 • Trade Act Services - $10,000 WSBV has also received funding and donations from the community to help fund initiatives and partnerships, which include: • $18,500 dollars donated from regional employers and school districts for the Teacher

Externship • $26,000 dollars in Employer donations for HYPE (Youth Career Expo) • $29,500 pledged for the Financial Fitness Center by the Brazos Valley Affordable Housing

Corporation • $10,000 dollars from the Brazos Valley Economic Development Corporation in support of

the Teacher Externships. • $6,000 dollars approximately funded for a Work-based Literacy class to provide English

Literacy with contextualized learning for the work place needs. All of the additional funding made these services possible, which would not have been possible without the partnerships that were created with the Workforce Board. Additional services or initiatives: Programs WSBV provides to deliver employment & training services also include Supplemental Nutrition Assistance program, Temporary Assistance for Needy Families program, Wager-Peyser program, Child Care Subsidy program, non-custodial parent program, and adult education and literacy program. WSBV also does a Helping Youth Prepare for Employment “HYPE” career expo for Jr. and Sr. High School students, which exposes them to high growth/high demand occupations in our targeted growth industries. This is not a job fair; it is a resource where students can find out about job requirements and opportunities. Employers represent not only their business but all the similar employers in their industry. Employers sponsor this interactive career expo. WSBV also partners with our regional Section 8 Choices Housing Voucher program and Family Self-sufficiency (FSS) program to provide comprehensive employment and training services to FSS family members. Quotes: The following websites will allow the reviewer to see photographs and information about Workforce Solutions Brazos Valley and the different initiatives that are currently taking place. http://bvjobs.org/ and http://hypedbrazosvalley.org/. Website: bvjobs.org Nominator: Patricia Buck, Program Manager Workforce Solutions Brazos Valley pbuck@bvcog.org Executive Director: Tom Wilkinson tom.wilkinson@bvcog.org

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Workforce Solutions East Texas Board Brief profile of your area: The East Texas Workforce Development Area encompasses 14 counties covering 10,019 square miles with an estimated population of 829,749. Primary labor markets include Longview and Tyler along with Palestine/Athens with connections to Dallas, Shreveport, Greenville and Mt. Pleasant. The Workforce Solutions East Texas Board, with the East Texas Council of Governments serving as fiscal agent and grant recipient, contracts with Dynamic Workforce Solutions as Workforce Center operator and Neighborhood Centers Inc. for Child Care Services. Each month, our Workforce Solutions Centers serve an average of nearly 18,829 visitors and an average of 2,967 children are provided with child care. Description of your community planning process: The Workforce Solutions East Texas Board maintains a Strategic Plan for our primary funding source, the Texas Workforce Commission (TWC). Using TWC labor market information, and in consultation with community partners, the Board’s Strategic Plan emphasizes “workforce development for economic development.” In 2011, staffing and resources for the Board were realigned to reflect this emphasis, creating a Regional Division of Workforce and Economic Development, which allows better coordination between workforce and economic development programs. The plan is a living document, which is supplemented with goals and action items that are regularly reviewed by the Board. Strong partnerships between education and business/industry are supported. Of highest importance is for all job seekers to find barrier-free workforce services and earn a living wage. An excellent example of how the Board works to achieve these goals is the Work Experience Initiative for Individuals with Disabilities. Walmart and Workforce Solutions East Texas have collaborated with the Department of Assistive and Rehabilitative Services (DARS), DARS Division of Blind Services (DBS), Lighthouse for the Blind, and Goodwill Services to offer valuable work experience positions for individuals with disabilities. Disabled workers have benefited greatly from this partnership, assisting them in acquiring gainful employment. Description of the services you offer to businesses: Business Services staff on the Board and Workforce Center Operator level promote employer engagement and special projects such as the Work Experience Initiative for Individuals with Disabilities. The collaboration between Walmart, Workforce Solutions, and the agencies serving the disabled represents an innovative approach giving individuals the resources they need to succeed. The vehicle for this coalition’s hiring initiatives through Walmart has included the Workforce Investment Act (WIA) Paid Work Experience Program. By using this program, WIA eligible individuals with disabilities have been placed at Walmart for a period of “soft skills” training at various Walmart locations. Walmart provides the on-site management and oversight and work experience training. Workforce Centers’ staff support the placement by providing Case Management support of the customer (and employer) during the training period. In addition, the agency with whom the individual is also participating (DARS, DBS, Goodwill, Lighthouse for the Blind) provides critical support targeted at removing the barriers specific to the individual’s disabilities. This can include assistance with workplace accommodations, job analysis, job coaching, and multiple other specialized supports. The common goal for the coalition (and Walmart) is to support the customer in becoming a contributing employee with the opportunity to maintain self-sufficient employment.

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Description of your one-stop services: Our local Workforce Center Operator, Dynamic Workforce Solutions, Inc., provides staff who serve as career specialists, offering case management and job development for the Work Experience Initiative for Individuals with Disabilities. Each of the partners in the consortium is providing Human Resource Contributions as follows: • Workforce Center Operator/Walmart/DARS/DBS/Goodwill are all providing personnel to

serve as a Point of Contact for the Consortium. • Workforce Center Operator is providing personnel resources for the eligibility determination,

assessment, and enrollment of the Participant into the WIA Work Experience Program. • Workforce Center Operator is providing a WIA Career Advisor to support the trainee during

and after the Work Experience assignment. • DARS is providing personnel for conducting a Situational Assessment and Job Coaching (if

needed) for the Work Experience assignment. • DBS/Goodwill/Lighthouse for the Blind are providing support of the customer’s Work

Experience assignment as needed. • Walmart is providing personnel to support the project, including the following positions:

Corporate Regional HR, Store HR, Store Manager, Training Coordinator, and on-Site Supervisor(s)

Accomplishments and positive impacts on your community: Individuals with disabilities who have been hired in our area Walmarts in the past year include the following: • Department of Assistive and Rehabilitative Services (DARS) – 29 customers to date

completing services during FY 2013 have been employed by Walmart. This is up from 27 in FY 2013 and the year has not yet ended.

• DARS Division of Blind Services (DBS) – 2 customers to date during the current year, including 1 individual who is totally blind.

• Lighthouse for the Blind – 1 customer to date. • Goodwill Industries – 23 customers to date. • Workforce Solutions East Texas – To date for PY 2013, 12 persons with disabilities have

been served through WIA Work Experience and the coalition design noted above, and placed at area Walmart stores.

• Also, hundreds of employees across the East Texas WDA were hired by Walmart through Workforce Solutions East Texas during the past 2 years.

Partnerships: Efforts to assist individuals with disabilities were led by Walmart and Workforce Solutions East Texas. Collaborators include the Department of Assistive and Rehabilitative Services (DARS), DARS Division of Blind Services (DBS), Lighthouse for the Blind, and Goodwill Services. Workforce Solutions East Texas benefited greatly from this partnership with Walmart, employing many customers seeking work, including those with disabilities. Participants from the other entities listed above assisted through Work Experience agreements with Walmart, serving the individuals by helping them acquire skills and experience in a work environment. Walmart also hired many of those individuals, assisting them in acquiring gainful employment. The scope of the initiative is to expand the “Diversity Model” piloted by Walmart and the coalition to other area businesses. This initiative is proving successful as other “chain” employers in the community are coming forward following the Walmart lead.

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Funding: Through the Workforce Investment Act Work Experience program, the Work Experience employees are being paid approximately 480 hours x $7.65 per hour = $3,672.00. WIA is also contributing the cost of providing Workman’s Comp and payroll services for the trainee’s Work Experience assignment as well as Supportive Services as necessary and appropriate for the individuals enrolled. DARS is providing assessments from their budget as necessary, with the actual cost depending upon the individual’s needs. In addition, participants referred through DARS are provided accommodations as needed to make the individual job ready. Additional services or initiatives: The Workforce Solutions East Texas Board participates in a number of initiatives to increase the economic competitiveness of the region: Eligible individuals are identified through the Workforce Solutions East Texas Centers and are assessed using the WorkKeys job skills assessment system offered through ACT. Based upon the WorkKeys assessment, individuals are referred to participating employers. The East Texas Workforce Ready Community Initiative headed by Longview Economic Development Corporation (LEDCO) has recruited over 50 participating businesses to which WorkKeys participants are recruited. Through a contract with the Workforce Solutions East Texas Board, East Texas Literacy Council, Literacy Council of Tyler, Kilgore College, Northeast Texas Community College, Panola College, and Trinity Valley Community College serve potentially eligible Temporary Assistance for Needy Families (TANF) recipients throughout the East Texas region. Participants are provided one or more of the following services: literacy assessment, workforce-related soft skills training, workforce literacy training, student advisement and various student services resulting in a higher percentage of Choices SNAP participants being certified and ready for work. Workforce Solutions East Texas has received $922,322 for the Job Driven National Emergency Grant. Targeted for the manufacturing sector with an emphasis on placing long-term unemployed participants with area employers who need entry level workers: • Participants will receive detailed assessments of their interests and strengths. • Training in basic manufacturing and Occupational Safety and Health Administration safety

training. • Participants will gain work experience in entry-level positions with area manufacturing

employers.

Quotes: • John Geter’s Story:

http://www.youtube.com/watch?v=osEuTCGbPp0&list=UU0J22Ur_bWJ_QWBPP7XPsjA • Amanda Mack’s Story: http://www.cbs19.tv/story/23640887/breaking-the-disability-mold

Website: etcog.org Nominator: Doug Shryock, Director, Regional Workforce and Economic Development Division Workforce Solutions East Texas Board and the East Texas Council of Governments doug.shryock@etcog.org Executive Director:

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David Cleveland david.cleveland@etcog.org

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Workforce Solutions of the Coastal Bend Brief profile of your area: Workforce Solutions of the Coastal Bend (WFSCB), one of 28 WIBs in the State of Texas, provides free, comprehensive employment and training services to the 12-county Coastal Bend region. WFSCB serves a region that includes Aransas, Bee, Brooks, Duval, Jim Wells, Kenedy, Kleberg, Live Oak, McMullen, Nueces, Refugio, and San Patricio Counties along the Texas Gulf Coast midway between Houston and Mexico. The region is roughly the size of New Jersey, Delaware, and Rhode Island combined, and has an estimated total population of 590,595, and includes the city of Corpus Christi, the eighth largest city in Texas. Description of your community planning process: At Workforce Solutions of the Coastal Bend (WFSCB), we invest in our regional economic success through access to jobs, training, and employer services. We meet our mission by collaborating with industry, education, economic development, and labor to develop a comprehensive regional workforce strategic plan; develop a trainable and available workforce; and provide workforce-relevant educational and training opportunities for youth. WFSCB reviews it mission, goals, and performance annually to ensure we are in line with the shared values of our partners and the requirements of the Workforce Investment Act. Each year we review our Business and Strategic Plan as an organization to continue to ensure opportunities are identified for job seekers, while producing the highest quality of workers for employers in the Coastal Bend region. We do this by seeking input from our Board of Directors, Chief Elected Officials (CEO) Council, regional economic development and community partners, service providers, and the public. The information gathered throughout the year is evaluated against Texas Workforce Commission (TWC) Labor Market Information (LMI) to validate and solidify the plan moving forward. This combination of LMI and first-hand employer, education, and community partner information is used to develop our targeted occupations list biennially. Description of the services you offer to businesses: Our Business Services Unit served 2,962 employers and held 319 Hiring Events throughout 2014, directly matching job seekers to employers who were currently hiring. This approach, as opposed to the standard job fair, allows WFSCB to recruit job seekers with the necessary skills and interest in working with their business and invite them to apply in person with the employer directly, saving time and resources for everyone involved. The Coastal Bend region’s manufacturing industry is expected to grow significantly over the next few years with the addition of several international companies moving into the area. TPCO America, voestalpine, Cheniere Energy, and M& G Chemicals are some of the large scale projects currently in various phases of construction. WFSCB has been at the table with each of these companies to offer recruitment, screening, and referral services, essentially acting as an extension of their human resource departments. WFSCB’s application and subsequent hiring events for TPCO America netted over 700 applicants and 26 hires for the initial 34 positions in Phase 1 of the project. Employers in our 12 county area expressed basic employability skills or “soft skills” as one of the most desirable, but missing characteristics in employees. WFSCB responded and in year four, Career Ready Workforce Certification classes are provided bi-weekly through our Career Centers, and are accredited by two local community colleges. We have expanded its reach to local Independent School Districts, and tailored the curriculum to fit the needs of graduating seniors who have just entered the local workforce. Skills learned during the 22-hour course are effective communication, teamwork, problem

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solving skills, personal management, interpersonal effectiveness, computer/technical literacy, leadership/management, and strong work values. Since inception, 85 classes have been provided, with more than 1,656 residents receiving certification and over $35,000 received in investment from the private sector. Description of your one-stop services: WFSCB prides itself in serving the residents of the Coastal Bend and understands the importance of creating a pipeline of skilled workers for the region. Nine one-stop career centers are equipped with computer libraries and specialized equipment to serve customers with disabilities. In partnership with the Department of Assistive and Rehabilitative Services (DARS), career center staff receive annual sensitivity and referral training for serving people with disabilities. Centers provide priority services to veterans, active military personnel, and their spouses; and foster youth. In partnership with the Texas Workforce Commission, the Texas Veterans Commission, and other stakeholders, WFSCB hosted the 3rd Annual Hiring Red, White and You! Job Fair for veterans, service members, and their spouses as part of a statewide initiative. More than 90 employers accepted applications and interviewed some of the 650 job seekers for the 1,500 available positions on that day. Throughout the year our career centers served 4,290 veterans in the Coastal Bend. WFSCB’s Emerging Leaders Initiative for youth age 14-21, located in the Coastal Compass, prepares the Coastal Bend’s future workforce through access to local labor market information and career tools, and access to a full array of WIA services. Accomplishments and positive impacts on your community: WFSCB served 2,962 employers and 38,346 job seekers throughout the Coastal Bend region in 2014. Of those, 23,012 job seekers found employment after receiving workforce services. $384,639.38 went directly towards tuition, books, and supplies for customers attending post-secondary education in high-demand occupations. WFSCB’s Emerging Leaders Initiative served 1,692 area youth, 270 through WIA funds. In May 2013, WFSCB’ Emerging Leadership Initiative, along with the Citizens for Educational Excellence (a local education-centric non-profit organization), Texas A&M University-Corpus Christi, Del Mar College, & several other education and employment partners, opened the Coastal Compass Education & Employment Resource Center. Located within our largest shopping mall, Coastal Compass serves as an information hub for those seeking to continue their education at any level, from Adult Basic Education to Industry Certifications to Doctoral Degree programs. Intake specialists assess the needs of each individual and connect them with the partnering agency. To date 3,126 people have been served and provided with information on financial aid, admissions, and registration processes. Partnerships: Partnerships are imperative to the work that WFSCB does, and are demonstrated throughout this submission. Collaborations with local education partners lead to the creation of the Coastal Compass Education and Career Resource Center in 2013. Currently, the partnership with Coastal Bend College is resulting in our rural career centers moving onto the community college’s campuses in Beeville, Alice, and Kingsville, Texas. The campus-centric location not only strengthens the partnership between WFSCB and Coastal Bend College, it offers residents a one-stop shop for job seekers who may wish to utilize services and obtain training. In 2014, WFSCB expanded it’s Ready for College & Career Conferences for Counselors and High School Seniors to include our community leaders in education and industry. With our Coastal Compass partners and our partnership with Citizens for Educational Excellence, a local education-related

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non-profit with funding from America’s Promise Alliance, we held the 4th Annual College & Career Conference for Education and Industry Leaders GradNation Summit. The day started with 200 attendees participating in panel discussions with local and state legislators and two Texas Workforce Commissioners, local community college representatives, and local booming-industry leaders. Each panel discussed the current state of the local economy, their own workforce challenges and needs, and classroom topics they would like discussed with high school students, and then answered questions. Lunch included presentations from TWC’s Chief Economist, Rich Froeschle, and afternoon breakout sessions provided information on post-secondary education (from skilled trades to doctoral programs), workforce services, and military service options. Three weeks later, the 4th Annual Ready for College and Career Conference for 200 Undecided High School Seniors was held with the same format and emphasized the importance of informed education and employment choices for their future. Students were encouraged to write down their goals, and scholarships were provided by each training institution. Funding: In 2014, WFSCB received just over $20 million to provide workforce services to employers and residents of the Coastal Bend. Approximately $2.8 million supports programs to help public assistance recipients find and retain employment; $3.7 million in WIA and Wagner-Peyser funds support in-demand training opportunities and workforce services; and $12 million in funds provide quality childcare for parents who work or attend school. Additionally, WFSCB received $145,166 from TWC and the Texas Attorney General’s Office to provide intensive workforce services to non-custodial parents behind in child support and assist them with finding full-time employment. To date, this program has recovered $2.7 million dollars in back child support owed to custodial parents and their children. WFSCB seeks out opportunities to apply for funding at the national, state, and local levels. Whether a partner or lead fiscal agent, funding should enhance services provided through career centers. In 2014, WFSCB applied for and was awarded $350,000 in NEG funds through TWC to serve the long-term unemployed. Additionally, we assisted Coastal Compass partners in applying for and obtaining national Lumina Foundation and America’s Promise Alliance funds to increase educational attainment, and local Junior League funding to purchase a mobile unit. Additional services or initiatives: Recognizing that a pipeline of skilled workers starts at a very early age, WFSCB’s Early Childhood Development Quality Services Program is based on a foundational approach to learning that utilizes a variety of professional trainers who are experts in the field of early childhood education. Throughout the year, our 180 childcare providers were invited to attend several events and in-depth training sessions. 125 child care center professionals attended the “Back to School’ Teachers Fair with experts in curriculum development and teaching strategies; 76 childcare directors participated in the 1st Annual Child Care Directors Symposium focused on the concept of “quality” in Child Care centers; and 37 Child Care centers and their directors were recognized with Texas Rising Star certifications for their continued commitment to providing quality services to the children and families they serve in the Coastal Bend. This program will continue to provide training and staff development opportunities for childcare centers in the area to ensure the children of the Coastal Bend are prepared for school when they enter kindergarten. WFSCB has focused on increasing outreach to the community without increasing our communications and outreach budget. Growing our presence on social media platforms like Facebook, Twitter, Linked In, YouTube, and Vimeo has provided

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additional venues for outreach to our community. Our weekly Hot Job segments during the local news provide an opportunity to share jobs that pay more than $12.00 with a broader audience than the job seekers within our centers. Quotes: Workforce Solutions of the Coastal Bend website: www.workforcesolutionscb.org Check out our vignettes on special initiatives on Vimeo and YouTube at the links below: • 2014 Annual Report:

http://workforcesolutionscb.org/images/annualreport/wfscb_2014annualreportfinal12-11-14smaller-file_12-22-14.pdf

• Career Ready Workforce Certification: http://vimeo.com/26397441 • Leading Through Partnerships: http://vimeo.com/105166832 • Hot Jobs Segment: http://vimeo.com/65761796

Website: www.workforcesolutionscb.org Nominator: Amy Villarreal, Contract Manager Workforce Solutions of the Coastal Bend amy.villarreal@workforcesolutionscb.org Executive Director: Ken Trevino ken.trevino@workforcesolutionscb.org

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Workforce Solutions of West Central Texas Brief profile of your area: The 49-county rural region comprising the West Texas Energy Consortium has a combined population of approximately 900,000 and consists of 57,740 square miles. Regional labor force growth over the past year has been 2.3% compared to a 1.4% increase for the state. Unemployment rates are consistently among the lowest in the state, ranging from 2.3% to 3.7% in the four MSAs (Abilene, Midland, Odessa, and San Angelo) within the region. The energy sector represents nearly one-third of all employment and has the highest growth rate at over 7% last year. Other key sectors include education, healthcare, retail, and hospitality. Description of your community planning process: Three local workforce boards – Concho Valley, Permian Basin and West Central – collaborated in spring 2013 to create the 49-county Cline Shale Consortium to address the impact of the Cline Shale, projected to be one of the largest shale oil plays in North America. The Planning Task Force was thoughtfully identified and recruited by boards to reflect the geographic and stakeholder representation essential to ensuring broad engagement. A series of planning meetings was held during summer 2013 with key stakeholders from industry, education, economic development, elected officials, housing, transportation, chambers of commerce, and workforce. As a result, the Consortium was renamed the West Texas Energy Consortium (WTxEC) to reflect a broader focus. The planning process resulted in formation of a purpose statement, creation of an organizational structure, and development of an action plan. Action plan strategies formed the foundation of a proposal submitted to the Texas Workforce Commission, which had allocated special funds for board areas impacted by increasing oil and gas activity. The three key goals were: 1) identify workforce needs; 2) determine employer training needs; and 3) connect employers with community/technical colleges to develop or refine curriculum and training programs designed to meet industry needs. Description of the services you offer to businesses: The Consortium hired a Regional Business Coordinator, who interfaced with business, industry sector groups, chambers of commerce, economic development, and workforce staff. Recognizing the impact of the energy sector on businesses outside of the sector, the Consortium offered the internationally-recognized Kauffman FastTrac® Growth Venture™ training course to local small businesses to assist in managing growth and new opportunities. The Consortium also hired a Regional Outreach Coordinator who collaborated with both business and community/technical college partners to identify workforce training needs. Key initiatives included promoting awareness of the Consortium, assisting in collection of data for a regional economic impact study, and launching a new website to serve as a resource for communities, business, industry, education, and workforce. The regional economic impact study, funded by 19 partners and the Texas Workforce Commission, was conducted by the University of Texas San Antonio and completed in spring 2014. It provided projection data that informed decision-making of industry, community, education, economic development, and workforce partners. The website includes an interactive map that allows visitors to explore individual communities, connect to local workforce centers, read the latest energy industry updates, or learn more about the energy sector – oil and gas, wind and solar. A program and asset inventory of energy sector and related offerings of the eight community/technical colleges in the 49-county region using a common template was completed in summer 2014. As a result of this

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process, the colleges agreed to and completed development of a regionally-recognized welding program in fall 2014. The Consortium, workforce boards, and colleges also are establishing a regional employer advisory committee that spans career and technical education at the secondary level to degree programs at the post-secondary level to ensure alignment of curriculum, consistency in competencies, and responsiveness to employer requirements. Description of your one-stop services: Workforce centers (one-stops) provide comprehensive services to job-seekers and employers that include: employment services (Wagner-Peyser), SNAP Employment and Training services, TANF Employment and Training Services (known as Choices), WIA, and Veterans services in a single location. Workforce centers were involved in two primary activities: 1) business outreach, especially to employers in the energy sector; and 2) career counseling and financial assistance for training. Licenses for an electronic database were provided to each workforce area, which allowed each area to maintain and share key business, community, and other partner contacts. The database currently contains over 1,000 contacts. Over 100 individuals received assistance through WIA funding for training in careers directly or indirectly related to the energy sector. West Central partnered with Cisco College and the Development Corporation of Abilene (DCOA) to offer a fast-track welding program to address high demand created by the energy sector. From May to August 2014, a total of 33 students (80%) successfully completed a six-week training program and over 90% entered employment at an average wage of $15.00 per hour. Total funding for the project was approximately $195,000, with $154,000 provided by the DCOA and approximately $41,000 provided with WIA funds by the workforce center. Accomplishments and positive impacts on your community: Since early spring 2013, through the efforts of the three workforce boards, the following outcomes have been achieved: • Establishment of 950+ member voluntary regional consortium with five committees chaired

by 12 volunteers from 10 different communities. • Creation of a regional database of industry contacts and key partners comprised of over 750

contacts that is accessible to all three workforce board areas. • Development of aligned curriculum and transfer agreements for a welding program by eight

community/technical colleges and regional employer advisory committee. • Assessment of 50 youth and attainment of National Work Readiness Certification by 42

(84%). • Completion of Kauffman FastTrac® Growth Venture™ entrepreneurship training program

by 15 small business and community leaders. • Hosting of two regional conferences (December 2013 and June 2014) with 200+ attendees at

each event. • Over 80 scholarships awarded to individuals pursuing post-secondary education certificate or

degree programs specific to the oil and gas industry. • Held two career fair events specific to the oil and gas industry in Permian Basin region,

hosted three career days in West Central that included oil and gas industry representatives, and sponsored a robotics competition and career fair in Concho Valley region that impacted over 3,000 middle school and high school students.

Partnerships: The Consortium has formed and/or strengthened partnerships with a broad cross-section of associations and organizations, including entities such as local Desk and Derrick

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chapters and homebuilders associations, Joint Association of Oil and Gas, the Texas Association of Realtors – West Texas, Eagle Ford Shale Consortium, Texas Association of Oil and Gas, International Association of Drilling Contractors, Texas Midwest Community Network, Cline Shale Alliance, Permian Basin Petroleum Association, and a variety of state and local agencies, as well as chambers of commerce, colleges and schools, economic development organizations, city and county leaders, and private business partners, such as: Baker Hughes, Chevron, Devon Energy, Halliburton, National Oilwell Varco, Occidental Petroleum, ONCOR, Patterson – UTI Drilling, Pioneer Natural Resources, Shell Oil, and Texas Pacifico. As a result of these partnerships, a new Joint Shale Regional Taskforce was formed in late 2014 that is comprised of the Eagle Ford Shale Consortium, Permian Basin Petroleum Association, MOTRAN (Midland Odessa Transportation Alliance), Barnett Shale Energy Education Council, Cline Shale Alliance, and West Texas Energy Consortium. The Taskforce has met twice, identified seven focus areas, and prioritized the top three as: regional comprehensive assessments, transportation infrastructure, and workforce development. The Task Force will promote a shared message to legislators and state workforce, education, and economic development agencies that includes continued support for regional planning, financial assistance for workforce training, and funding support for comprehensive community impact assessments in shale regions. In addition to formation of the Task Force, other outcomes of key partnerships include: financial support from the energy industry in the form of grants, sponsorships and memberships, and engagement of key industry leaders to provide advice on business and workforce needs. The Consortium also was able to obtain information from industry associations and other community colleges that was used in developing the regional welding certificate. Funding: Initial funding of $196,587 in Title V WIA funding was provided by the Texas Workforce Commission (TWC) in summer 2013 for 12 months. Financial support of $30,000, representing 50% of the economic impact study cost, was provided by 19 partners, which included schools, chambers of commerce, and economic development. A grant of $15,000 from Shell Oil and a $5,000 private donation supported a youth robotics competition, career fairs, and expanded education and outreach to rural communities. In fall 2014, the Consortium received a $495,000 Wagner-Peyser 7b grant from the Governor’s Office. These funds will train approximately 275 youth and adults for energy sector careers, upgrade skills of 50 workers, and impact 1,800+ youth through career fairs. The Consortium also received the Industry Sector Outreach Award from TWC last fall, resulting in a $10,000 award to each of the three workforce boards. The Consortium established a fee-based membership structure in fall 2014 that provides discounts and additional benefits, such as invitations to “members only” events. No cost memberships continue to be available to ensure access to any interested party. The Consortium operates under the non-profit corporation overseen by West Central, which allows receipt of donations and pursuit of foundation funding. Additional services or initiatives: In fall 2014, Texas school districts implemented new state legislation that created new high school graduation requirements that strongly encourage completion of dual-credit career and technology (vocational) courses offered in concert with community and technical colleges. Students and parents now develop graduation plans based on career interests, which has increased demand from workforce boards for high quality labor market information, provision of events such as career fairs, and connections for schools to key businesses. Based on local demands and partnerships, each of the three boards has developed

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unique initiatives. Concho Valley continues to offer Saturday workshops to youth that addresses employability skills and results in 10 CEUs from the local community college. Permian Basin continues to host evening career fair events open to parents and students that offer opportunities to learn directly from employers about local career opportunities. West Central has expanded its local career days into regional career expos that include workshops, a motivational speaker, and hands-on exhibits with over 80 different employers. An area of great interest to every community is emergency preparedness. Most rural communities are served by volunteer fire departments, and have limited law enforcement presence and often no emergency medical personnel. In conjunction with the University of Houston, through a project funded by Shell, the Consortium is developing first responder safety training to better equip local, and heavily rural, volunteer fire and emergency medical service departments around West Texas where much of the oil and gas drilling takes place. Training will begin in spring 2015. Quotes: Visit the Consortium website at: www.wtxec.org • Former Texas Railroad Commission Victor Carrillo said his strong desire to see economic

development in his hometown and surrounding area led to his acceptance of an offer to serve as chairman of the West Texas Energy Consortium. “When I heard about the consortium, I gave Mary Ross (executive director of Workforce Solutions West Central Texas) a call,” he related. “I feel strongly that economic development is really important for not only Abilene but also the smaller towns like Sweetwater, Snyder and Big Spring. . . . Our mission as a consortium is to promote and encourage responsible growth.”

• Dr. Cheryl Sparks, President of Howard College, had the following to say about the upcoming event (inaugural conference): “During this period of exciting growth in the area, the West Texas Energy Consortium has been created to further advance this region and to unite our collective efforts to effectively manage this change in our West Texas way of life. This is an opportune time to strengthen our position as an energy leader for the next generation and to sustain our economic viability to this state and nation, even the world.”

• Recently, the West Texas Energy Consortium (WTxEC or Consortium) received the “Industry Sector Outreach Award” from the Texas Workforce Commission (TWC) at the Annual State Conference in Grapevine. Honoring significant workforce efforts in targeted occupations and positive impacts made to employers, the award includes a $30,000 endowment and recognizes the success experienced in just one short year with the Consortium’s exceptional, integrated approach. “The work accomplished under this unique partnership is to be commended,” said TWC Chairman Andres Alcantar. “The West Texas region’s employers have benefited tremendously from a well-trained workforce, and these communities are demonstrating how successful economic development is done with an entrepreneurial Texas spirit.”

Website: www.workforcesystem.org Nominator and Executive Director: Mary Ross, Executive Director Workforce Solutions of West Central Texas mary.ross@workforcesystem.org