a joint resource journal for professionals in workforce, economic development, and education Solutions www . w o r k f o r c e m a r k e t i n g . c o m volume 5 issue 1 january/february 2009 • NAWB - Celebrating 30 Years • Not Just Your Average Youth Program • Southwest Washington Workforce Development Council - Flexible, Responsive Software Allows for New Opportunities • Finger Lakes WIB Transformation and Integration of Workforce and Economic Development • Mature Worker Employment: Designing a Program That Works • Engaging the Faith-Based Community in Workforce Issues • Immigrants: How Communities Succeed by Growing the Talent of the New Workforce workforcemarketing.com ~ Solutions ~ January/February 2009 ~ From the Editors Happy 2009! Last year at this time we needed the fingers and toes on both hands and feet to count the number of presidential candidates still in the running. Now we have a new president, a new administration, and more challenges than we could have imagined even a short year ago. The entire country is holding its breath awaiting what will happen with economic stimulus and job creation strategies that are currently under discussion. In the meantime people in economic development, workforce, and education continue to work magic. This issue is jam-packed with examples of the creative efforts of those “in the trenches”. NAWB’s Annual Forum is coming right up. Do you believe that what is now NAWB originated 30 years ago? Much has changed in the workforce industry during that time. Read Celebrating 30 Years and come join the celebration! What do Caring Career Coaches, Kids and Computers, GED’s and Jobs have in common with Energy Transmission and Distribution and heavy utility company construction workers? You’ll have to find out by reading Not Just Your Average Youth Program. SWWDC is able to respond to new regional opportunities due to their accounting software. Learn more in Southwest Washington Workforce Development Council: Flexible, Responsive Software Allows for New Opportunities. Workforce and Economic Development leaders are partnering more often to better serve their regions. Read about an excellent example of such a collaboration in Finger Lakes WIB Transformation and Integration of Workforce and Economic Development. Many over-55 workers are finding that they want (or perhaps need) to continue working well past the “normal” retirement age. One region with a particularly large population over age 55 is embracing the experience and work ethic of this population and is focusing an effort on getting local employers to do the same. Learn more in Mature Worker Employment: Designing a Program That Works. A local Workforce Investment Board is taking the reins and collaborating with the faith-based community with great results. Read Engaging the Faith-Based Community in Workforce Issues. Immigrants now comprise the core workforce for critical industries in many communities, but how do workforce agencies best use their talents? Read this thought-provoking piece entitled Immigrants: How Communities Suceed by Growing the Talent of the New Workforce. If you attend the NAWB Forum in March, stop by and see us in the Exhibit Hall! Enjoy, Kerry Brooks and Kim Luedke Editors workforcemarketing.com ~ Solutions ~ January/February 2009 ~ Solutions Inside this issue: a product of Workforce Marketing Associates LLC 1831 Amaryllis Circle volume 5 issue 1 january/february 2009 Orlando, FL 32825 Editors Kerry Brooks Kim Luedke Copyright © 2009 Workforce Marketing Associates LLC. All rights reserved. Articles are submitted by members of the Workforce Vendor Network or others in the workforce industry and all trademarks are the property of the respective trademark holders. Workforce Marketing Associates LLC is not responsible for any errors, omissions, or copyright infringements caused by members of the Workforce Vendor Network or others submitting articles and included in the text in this publication. Distribution may be made of the publication in its entirety with recognition of Workforce Marketing Associates LLC and Solutions. Distribution of individual articles or information contained therein may be made only with the express written consent of the author of the specific article. Published bi-monthly by Workforce Marketing Associates LLC, 1831 Amaryllis Circle, Orlando FL 32825. Phone: (407) 384-1239 FAX: (321) 206-2059 Email: kerry@workforcemarketing.com Subscription is free and provided courtesy of Workforce Marketing Associates LLC. This publication is distributed to workforce professionals nationwide. For information about becoming a member of the Workforce Vendor Network, submitting articles, or other advertising opportunities contact kerry@workforcemarketing.com or 407-384-1239. 4 6 9 NAWB - Celebrating 30 Years Not Just Your Average Youth Program Southwest Washington Workforce Development Council - Flexible, Responsive Software Allows for New Opportunities 12 Finger Lakes WIB Transformation and Integration of Workforce and Economic Development 14 Vendor Directory 16 17 Upcoming Conferences and Events 20 Engaging the Faith-Based Community in Workforce Issues 23 Immigrants: How Communities Succeed by Growing the Talent of the New Workforce Mature Worker Employment: Designing a Program That Works About Workforce Marketing Associates Workforce Marketing Associates is a full service marketing firm, providing all the support you need from a fully designed and implemented strategic marketing plan to simple project-by-project support. We specialize in providing these services to national, state, and local organizations; associations; non-profit, and communitybased organizations; and others involved in workforce investment, education, and economic development. workforcemarketing.com ~ Solutions ~ January/February 2009 ~ Celebrating 30 Years By Ross Jackson Many of you may not realize that an icon in the workforce industry has been around providing unwavering support and resources to its members and the industry for 30 years. The National Association of Workforce Boards (NAWB) is the leading workforce association that represents the nation’s nearly 650 businessled Workforce Investment Boards (WIBs) and also serves other associated organizations in the workforce industry with one common goal: Helping America Work. But, just as workforce boards didn’t start as workforce boards, NAWB didn’t start as NAWB. WIBs were preceded by Private Industry Councils (PICs) which had a narrower function. PICs were first created in 1978 under the Private Sector Initiative Program to increase private sector involvement in federal job training programs. Four years later, they became the key local governing bodies under the Job Training Partnership Act of 1982. NAWB was originally chartered as the National Association of Private Industry Councils (NAPIC) in 1979 by a group of local private industry councils in New York, Philadelphia, Cleveland, Indianapolis, Baltimore, Miami, and Milwaukee. Theodore E. Small was NAPIC’s first Chairman. Small was a pioneer in customized training and a respected leader in workforce development. It is in his honor that NAWB now bestows its most prestigious award, the Theodore E. Small Workforce Partnership Award, which is presented at NAWB’s annual Forum. The award honors innovative business-led community partnerships. Robert Knight came from Senator Gaylord Nelson’s staff to take over the reins at NAPIC in January 1981. For 17 years Knight guided NAPIC to be the recognized workforce development organization in the country. In 1998, to reflect the Workforce Investment Act, Knight steered the organization through a renaming process to become what is today the National Association of Workforce Boards and to more reflect the forming of state and local WIBs across the country. Knight continued to lead NAWB until 2004 when he left the organization to join Arbor E&T. NAWB has seen some new faces since then, but its commitment and support of the industry have never wavered. NAWB is committed to its mission to support its members through a comprehensive program of advocacy, training and technical assistance, communication, and the promotion of strategic partnerships for the advancement of our nation’s workforce. In recognition of the 30 year history of the organization, the many directors who have served on the NAPIC and NAWB boards and staff who have supported them, and the local, state, and regional members who have given their time and support over the years, NAWB will hold a special 30th Anniversary Celebration at this year’s Forum. The celebration will be held Sunday, March 8, 2009 at 6:00 PM. NAWB’s Forum is its signature event, attracting nearly 2,000 business leaders and workforce professionals from across the nation each year. This year’s event, to be held March 7 – 10 at the Renaissance Washington DC Hotel carries the theme Partners at Work - Coming Together & Creating Solutions for Success in a Global Economy. workforcemarketing.com ~ Solutions ~ January/February 2009 ~ “I am proud that the NAWB Forum remains the preeminent workforce conference in the nation,” said Knight. “It was not always thus. In the early 1980’s we struggled to get 100 people to a meeting. Only because of the dedication of hundreds of WIB/PIC Board members and staff over the years, could NAWB become a leading voice in the workforce community. I will be forever indebted to the wonderful people who make workforce such a powerful vocation and avocation.” This year’s Forum message is simple - workforce boards, economic development organizations, education providers, and community and faith-based organizations must become partners at work to face new realities. They must come together and create solutions for a globally-competitive, knowledge-based economy, where new technologies are creating rapid and continuous change, future jobs will require higher-skilled workers and higher education, and lifelong learning will be essential to prepare future workers for jobs that don’t even exist today. The Forum will also offer many opportunities to meet with your peers in a collaborative learning environment where workforce, education, economic development, business leaders, and others will come together as partners at work to turn today’s workforce challenges into long-term opportunities. So be sure to visit www.nawb.org/forum to learn more about this year’s conference. It will be the first opportunity to gather with your peers and partners in workforce, economic development, and education and meet with members of the new Administration in Washington. While you are here, join NAWB for this exciting milestone celebration and enjoy some great entertainment with Motivational Humorist, Jack McCall, as well as heavy hors d’ oeuvres’, a cash bar, and a look back at the past 30 years. You will likely even recognize some familiar faces you may not have seen in awhile. ________________________ For more information on the Forum or the 30th Anniversary Celebration visit www.nawb.org/forum. For more information on NAWB, visit www.nawb.org or call (202) 857-7900. d o n ’ t m i s s o u t on the most important gathering workforce community in washington, d.c. of the • • • FORUM 2009 March 7 - 10, 2009 Renaissance Washington DC Hotel • • • Meet with representatives from the new administration Find out how regions are facing the challenges of workforce funding Participate in in-depth discussions about the future of the workforce system Visit with Legislators on Capitol Hill Find out how you can be Partners at Work! Join in NAWB’s 30th Annivesary Celebration! 30th Anniversary Celebration! National Association of Workforce Boards FORUM www.nawb.org/forum workforcemarketing.com ~ Solutions ~ January/February 2009 ~ Not Just Your Average Youth Program What do Caring Career Coaches, Kids and Computers, GED’s and Jobs have in common with Energy Transmission and Distribution and heavy utility company construction workers? The connection is a unique company called Henkels & McCoy Inc. Founded in 1923 Henkels & McCoy is one of the largest independently held utility construction, engineering, network development, and training firms in the United States. In 1981 a shortage of workers for the cable television industry prompted Henkels & McCoy to investigate federally funded Employment and Training Programs to help meet the demand; this was the beginning of Henkels & McCoy Training Services. Since 1981, we have trained over 95,000 youth and adults under Department of Labor Employment & Training programs. Our ‘flagship’ youth program is called TechBridge/Youth Connections (TBYC). TechBridge has three primary goals; (1) to increase self esteem and self worth through the assembly of a personal computer, (2) to help remediate basic skills leading young adults to complete high school education or attain an equivalent diploma, and (3), train in job/work readiness skills to transition the youth to a positive outcome, in most cases a job or advanced training. Here is what some of our participants say about their TechBridge experience …. RK is ‘on fire’ RK came to TechBridge with a 2.4 in Math and no GED. As the child of a drug addicted parent, RK struggled daily and often slept wherever he could find a safe haven. With the support of his H&M Career Coach, and the UYI staff RK managed to enroll in a GED program and get engaged in some better lifestyle choices. Today the future is bright for RK. He has obtained a stable job and is already up for a promotion. His Career Coach says that this kid is definitely on fire and RK says his GED and eventually firefighter school are in his immediate future. “Youth Connections has been a positive experience for me. It helped me achieve the main goal that I was striving for, helped me keep my head up high and make me think positive” SR., Port Richey, FL. “Youth Connections helped me find a job and helped me better myself in life…….now my future will be helping others” SG, Florida. The cornerstone of our TechBridge Youth Connections program is teaching the youth how to build a personal computer and, in many cases, allowing them to keep the computer when they successfully complete the program. We believe this helps bridge the ‘digital divide’ not only for the youth participants and their families; it instills confidence and inspires envy in brothers and sisters who are driven to do better academically while learning how to make better choices. We began our youth programs strictly as a Summer Youth program, but when the legislation eliminated the summer youth program we decided to continue our involvement with youth under the Workforce Investment Act with both In and Out-of-School models. We believe Basic Skills Training; Career Exploration, Workplace Literacy, Work Readiness, and Financial Literacy are key aspects of any training but particularly important for the country’s youth at risk. A Nation At-Risk workforcemarketing.com ~ Solutions ~ January/February 2009 ~ We have developed our youth programs with the understanding the youth face a myriad of problems including poverty, dysfunctional families, court involvement, medical problems, substance abuse, poor schools, and lack of parental guidance. With this knowledge we know we cannot replicate a traditional school setting and expect success nor can we replicate a business setting and expect success; we have to offer a comprehensive level of services in a nontraditional format in hope we will be able to strike the cord necessary for stimulating and motivating our students. We aim to first improve the selfesteem and self-confidence of our students; once that foundation is established we believe we have dramatically improved the chances the student will understand they can change their circumstances. Our teachers/career coaches act as role models, mentors, counselors, and at times have to fulfill the role as a ‘surrogate parent’. Achieving the Mission The mission of Henkels & McCoy Training Services is to improve the quality of the workforce and enhance the productivity and competitiveness of our nation. The depth of experience we have acquired has served to enhance our reputation as a leader in workforce development for targeted populations. We train for careers and not for the sake of training. We conduct all of our programs from the private sector/employer’s perspective, in a simulated worksite environment. Our students benefit from the application of private sector business practices including incentives for specific goal attainment. We not only teach technology skills but we use technology to improve basic education skills. Customized Solutions to a Potential Stimulus Bill Because we know that unique expectations cannot be met with off-the-rack strategies, we customize our programs to the specifications and needs of each client based upon their assessment and suitability for the program. The ability to effectively define goals and expectations in the initial stages is a critical element in the ultimate success of the program. We do not have a single classroom; we most often look to partner with local schools or other organizations that are advocates for the population we seek to serve in the community. We believe a coordinated approach will provide the participants the best chance for them to overcome their barriers and ultimately succeed in the workplace. We tailor the instructors, equipment, and supplies to the location where the training is required. Increases in post-program productivity by graduates are immediately recognizable. ________________________ Henkels & McCoy is committed to Performance, we approach every project with integrity and the innovative application of technology and business processes to every aspect of company safety, quality, and productivity. Through these endeavors, we provide unique value to our customers, our people and society. H&M operates workforce programs in NYC, (www.NYyouthconnections.com ), New Jersey (www.NJYouthconnections.com ), Pennsylvania (www.PAyouthconnections.com ), Maryland, (www.MDyouthconnections.com ) DC, (www.DCyouthconnections.com) South Carolina (www.palmettoyouth.com) , Florida (www.FLyouthconnections.com ), Ohio (www.OHyouthconnections.com) Michigan (www.MIyouthconnections.com) California (www.californiayouthconnections.com) . workforcemarketing.com ~ Solutions ~ January/February 2009 ~ No Opt-Out Registration No Credit Card Required Full Account Access! workforcemarketing.com ~ Solutions ~ January/February 2009 ~ Southwest Washington Workforce Development Council - Flexible, Responsive Software Allows for New Opportunities spreadsheet and input as a huge journal entry; and 3) grant reporting over multiple years was not possible within the system. As fate would have it, Marie Andrus, SWWDC’s Finance Manager, attended the NAWB Annual Forum and met Kevin Massey, President of NonProfit Technologies, Inc. (NPT). Their discussion turned to the inflexibility of accounting software, and Kevin told Marie about Sage MIP Fund Accounting software, one of the solutions NPT offers. Located just across the river from metropolitan Portland, Oregon, the Southwest Washington Workforce Development Council (SWWDC) serves the workforce development needs of Clark, Cowlitz, and Wahkiakum counties in Washington State. Nonprofit organizations must comply with special internal controls, rules, reporting, and regulations. Their budget constraints are often tighter than other businesses, and detailed accountability is required. Ever-changing regulations result in ongoing modifications to practices and reports and demand constant scrutiny. Like many other nonprofit organizations, SWWDC was using a well-known off-the-shelf accounting software program, and had to maintain external spreadsheets and otherwise manhandle the software to keep track of programs and funding, and to generate required reporting. The software was working, but many workarounds were necessary. With only one and a half finance/accounting staff, it quickly became cumbersome. There were three main issues with the software SWWDC was using: 1) in the account structure, segments were hardwired, and one could not move from one grant to another without copying and creating an entirely new general ledger; 2) allocations were unwieldy; they had to be calculated in a Sage MIP Fund Accounting helps nonprofit organizations easily track, manage, and report on funds from multiple sources, across multiple budget periods. The system features an intuitive user interface, a flexible, table-driven chart of accounts, and a comprehensive, built-in report writer with FASB-compliant report formats. When Marie returned from the conference, she started doing her homework. She compared Sage MIP with another close competitor that had a local vendor. There wasn’t a local vendor for Sage, and NPT was located in Florida. Marie felt that Sage MIP Fund Accounting was far superior, and NPT’s price was far less than the local vendor. SWWDC made the decision to purchase Sage MIP’s GL, cash, AP/AR, payroll, allocations, and bank reconciliation modules. Implementation went smoothly. Barri Horner, SWWDC’s part-time accounting consultant, has been through several off-the-shelf software conversions and implementations with other organizations. “Because the software is more complex, there was a lot more to learn with Sage, but it wasn’t impossible. It is a powerful program!” The NPT consultant was very helpful. SWWDC is pleased with the program, and particularly likes that it is a flexible, responsive system. Although 90% of the funds they must account for and administer are WIA funds, recently they have been getting more community attention and community gifts. The flexibility of the system and ability to use workforcemarketing.com ~ Solutions ~ January/February 2009 ~ the chart of accounts across different funds allows for ease of accounting and reporting, and gives them room to grow and explore other funding options. In addition, because of their proximity to Portland, they are beginning to become involved in initiatives such as a WIRED grant, and a STEM grant with regional organizations that cross traditional geographic boundaries. With their Sage MIP software, accounting is simply not an issue. When asked if they would recommend the software to other similar organizations, Marie responded “I already have, and they are looking at the same system.” SWWDC is also considering adding the budget module to their system. The software’s scalability is one of its best features, allowing organizations of any size to start with what they require and add modules as necessity and/or budget arises, providing them with flexibility and functionality for many years. ________________________ NonProfit Technologies (NPT) understands the unique needs of nonprofits and has dedicated our entire business to addressing those needs. NPT has over 15 years’ experience and has provided software solutions and consulting services to over 600 nonprofit organizations, with an emphasis in the workforce industry. We specialize in MIP Fund Accounting, ITA and Support Service Tracking and Resource Management solutions for Workforce Boards and Service Providers. NPT is proud to be the software publisher of Gazelle and Swipe IT web-based applications built specifically for workforce boards and service providers by workforce development experts. You can now have the detailed level of Reporting + Accounting + Tracking + Resource Management for peace of mind knowing your operations are operating at maximum capacity! NPT is a premier business partner for Sage/MIP and Microsoft, and Gazelle is a Microsoft certified application. Contact us today at (800) 404-9758, ext. 8123, or tammy@cpaz.com, or visit us on the web at www.cpaz.com. Definitive reports for professional Service Providers, Workforce Investment Boards, Welfare Agencies, Community Colleges, Proprietary Schools and other work prep leaders. Highlights: A 60-second overview of the newest workforce development and support activity. Current national Developments: Details on vital news affecting your professional work. source material and analysis: The “fine print” of key documents and data clarified. bulletin board: The latest on regulations, bills, notices, grants and your colleagues. R.S.V.P. — You are cordially invited to receive 3 free issues* of the EMPLOYMENT & TRAINING REPORTER with an option to become a paid subscriber! (1) Enter the e-mail address where you ETR sent: *Offer for new subscribers only. @ . Want to get ETR for the rest of your office? (2) Fill in your name and physical address below Name:__________________________________________ Contact lucyscott@miipublications.com for Title: ___________________________________________ a special, limited-time offer. Organization:____________________________________ 5 Ways To orDer — mail: MII Address:________________________________________ Publications, P.O. Box 34504, WashingCity __________________State ______ Zip____________ ton, D.C. 20043-4504 Call: (800) Telephone: ____________Fax: ______________________ 524-8960, toll free; or (202) 347-4822, NO RISK. NO MATTER WHAT. ext. 101 ✰ fax: (202) 347-4893 ✰ e-mail: service@miipublications.com ✰ workforcemarketing.com ~ Solutions ~ January/February 2009 ~ 10 workforcemarketing.com ~ Solutions ~ January/February 2009 ~ 11 Finger Lakes WIB Transformation and Integration of Workforce and Economic Development By Sharon Sewell and Robyn Domber Highly skilled and well-educated labor is an essential element of an innovative, knowledge-based economy. Industries depend on workers with knowledge, skills, and abilities for sustainability and growth. Therefore, communities must have the capacity to produce a workforce with the skills their employers need if they are to thrive in the global economy. Driven by the rapidly changing, highly competitive global marketplace that puts a premium on skilled and educated workers in the face of a steady decline in financial resources, communities are implementing strategies to better integrate workforce and economic development activities. Concerned about their region’s ability to compete in a knowledgebased global economy, workforce-board leaders are working more closely with economic development partners, education professionals, and employers to ensure that their programs and job placement efforts are designed to meet the current and future needs of regional industries – especially those that are key to future economic growth. The Finger Lakes Workforce Board Inc. (FLWIB, Inc.) located in Geneva, New York, recognized early the importance of collaborating with their economic development partners to address the economic well-being of their citizens, industry needs, and the economic growth of their region. In 2001, FLWIB, Inc. embarked on a transformation process to better position the organization and the community to meet the needs of its citizens and employers and to respond to the demands of the global economy. This transformation and alignment is generating positive results for the Finger Lakes region. FLWIB, Inc began as an organization responsible for workforce development policies and programs in a geographic region encompassing Ontario, Seneca, Wayne, and Yates counties. With its incorporation as a 501(c)3 in 2002, FLWIB Inc.’s role expanded from just overseeing their One-Stop centers and programs to becoming a policy board that focused on strategic priorities and partnerships that support the continuous development of a highly skilled, flexible, and adaptable workforce. Michael Manikowski (Executive Director of Ontario County Office of Economic Development and Chair of New York State Economic Development Council) asserts that one of the most valuable steps taken by the WIB in the transformation and alignment process was inviting economic development partners, business leaders, and other key stakeholders to participate in a series of strategic planning sessions. Nationally recognized futurists and economists were brought in to identify market trends and best practices in the global economy. Involvement in strategic planning led the group to recognize the shift in economic development from a real estate based model to one of technology based economic development. They also realized the importance of workforce development in improving economic growth and achieving sustainable development. Furthermore, strategic planning raised the group’s awareness of the role workforce can play in making education more responsive to economic needs. To achieve greater alignment, the WIB, regional economic development organizations, and other partners are currently pursuing sector- or cluster-based strategies to address the needs of their region’s industries. Karen Springmeier, Executive Director of FLWIB Inc., reports that cluster-based strategies have become innovative workforcemarketing.com ~ Solutions ~ January/February 2009 ~ 12 approaches to workforce development as all businesses experience the retirement of baby boomers and the lack of talent-pipeline development to meet their needs. “From an economic development perspective, the Cluster strategy will promote more “business to business” activity within the region”, Manikowski explains. Cluster-based strategies refer to a variety of initiatives that focus on improving the competitiveness of a particular economic sector. Seven industry clusters are being targeted by FLWIB Inc., and its partners – Advanced Manufacturing, Information Technology, Health Care, New Sciences, Skilled Trades, Agriculture/Food and Tourism/Retail. FLWIB, Inc. has initiated two strong cluster networks with the Finger Lakes Advanced Manufacturers Enterprise (FAME) and the Health and Human Service clusters. Information Technology will be the next cluster to be launched as part of the transformation strategy to manage and improve the region’s talent pipeline. “In building a clusterbased approach, we will be able to bring responsible parties together to create new, energizing solutions to make Finger Lakes a vibrant region,” Springmeier explains. Other key initiatives that support the transformation platform include: the creation of two research parks to foster innovation and entrepreneurism in the Finger Lakes region; construction of a new campus satellite in preparation for the development of a high-tech corridor; and establishment of a revolving loan fund by the EDA to help local business address their workforce needs. The group also invested $200,000 for training at area colleges to assist with producing a skilled workforce. Coincidently, the region boasts an 88 % retention rate for area graduates. All these strategies and tactics helped to align the everyday activities of workforce and economic development officials, One-Stop career center staff, community college and university leaders, business leaders, and other key stakeholders. The result is an improved workforce-delivery system that responds to industry needs and increases the knowledge and skills of the future and current workforce in ways that are relevant to short- and long-term economic needs and priorities. Other positive outcomes include: two Finger Lakes WIRED grants for an Educator Internship Program and a Start Here for a High Tech Career Program and for expansion of the Finger Lakes Advanced Manufacturers Enterprise Initiative; a New York State Department of Transportation award for the Finger Lakes Works with their Hands Career Awareness Fair; a New York State Department of Labor award for an Internship Program; legislative items from Assemblyman Kolb and Senator Nozzolio and funding from Ontario, Wayne and Seneca Industrial Development Agencies. Karen Springmeier and Michael Manikowski credit the success of the transformation and alignment of workforce and economic development activities in their region with the following key factors: • • • • • • strong/passionate leadership; close relationship between the WIB Director and EDA President; committed partners engaged down to the committee level; policy platforms fully supported by chief elected officials and County Administrators; clear direction from County Administrators; benchmarking initiatives with other regions and countries around the globe; and tremendous collaboration among key stakeholders. Wadley-Donovan GrowthTech (WDGT) is the economic-and workforce-development consulting unit of The Wadley-Donovan Group. The Wadley-Donovan Group (WDG), founded in 1975, is one of the nation’s leading economic-development, workforce-development, and corporate-location consulting firms, with international reach and reputation, and it is the oldest and largest firm specializing in these three disciplines. To learn more about WDGT call William Frederick, President of WDGT at (973) 379-7700 ext. 102 or visit www.wdgtech.com. workforcemarketing.com ~ Solutions ~ January/February 2009 ~ 13 Vendor Directory Following is a listing of industry vendors. You will find all of their contact information in their primary category, along with a listing of other categories in which they provide products and/or services. For the most current listing of vendors, visit www.workforcemarketing.com/solutions.html. Associations Education Providers NAWB - National Association of Workforce Boards American Hotel & Lodging Educational Institute (EI) NAWB represents the interests of the nation’s Workforce Investment Boards that have the critical role of governance and oversight of the federal resources that support the operations of the national network of taxpayer-supported One-Stop Career Centers and federal training investments. 1133 19th St. NW, Suite 400 Washington, DC 20036 PH:202.857.79000 Fax:202.857.7955 E henrya@nawb.org www.nawb.org ______________________________________________ Consulting Services Wadley-Donovan GrowthTech LLC The Wadley-Donovan Group, founded in 1975, is one of the nation’s leading economic-development, workforce-development, and corporate-location consulting firms, with international reach and reputation. 505 Morris Avenue, Ste. 102 Springfield, NJ 07081 Contact: Sharon Sewell PH 973.379.7700 ext. 106 FAX 973.379.7771 E ssewell@wadley-donovan.com www.wdgtech.com Other Categories: Economic Development, Labor Market Information, Strategic Planning, Workforce Development Taylor, Lombardi, Hall & Wydra, P.A. Provider of financial and programmatic monitoring, continuous improvement services, and technical assistance to Workforce Development Boards. 875 Concourse Parkway South, Ste 100 Maitland, FL 32751 Contact: Dalton Hall PH 407.539.2066 FAX 407.539.2383 E dhall@tlh-cpa.com www.tlh-cpa.com Other Categories: Financial/Fiscal Management, Monitoring ______________________________________________ Economic Development/Economic Development Agencies International Economic Development Council (IEDC) A non-profit membership organization dedicated to helping economic developers do their job more effectively and raising the profile of the profession. Contact: Erin Way, Marketing & Media Relations Coordinator 734 15th Street NW, Suite 900 Washington DC 20005 PH 202.942.9474 F 202.223.7800 E eway@iedconline.org www.iedconline.org The Educational Institute is a non-profit organization that provides specific skills training in the rooms and food & beverage departments of a lodging operation with components that meet the needs of workforce development agencies. Our programs work well with at-risk youth, dislocated workers and many other workforce clients. Contact: Faye Gayes 800 N. Magnolia, Suite 300 Orlando, FL 32803 PH 407.999.8100 F 407.236.7848 E fgayes@ahla.com www.ei-ahla.org Other Categories: Publishing, Staff Training, Workforce Development, Workplace Skills, Youth Services Thinking Media/KeyTrain A non-profit membership organization dedicated to helping The KeyTrain® curriculum, based on ACT’s WorkKeys® provides career skills development to enhance common workplace skills. Demonstrated success in job selection, GED, TABE, etc. Contact: Sheila Boyington 340 Frazier Avenue Chattanooga, TN 37405 PH 877.842.6205 or 423.266.2244 F 423.266.2111 E sheila@keytrain.com www.keytrain.com Other categories: Adult Services, Dislocated Worker Services, Education Providers, Workforce Development, Workplace Skills ______________________________________________ Fiscal Management NonProfit Technologies, Inc. NPT is a premier partner for Sage MIP and a Microsoft Gold Certified Partner. We are the software publisher of Gazelle and Swipe-IT, web-based applications built specifically for Workforce. P O Box 7390 West Palm Beach, FL 33405 Contact: Michael D. Miller PH 561.659.3570 Fax 561.658.2770 E mmiller@cpaz.com www.cpaz.com Other Categories: Case Management Solutions, Consulting Services, Customer Management, Fiscal Management, IT Solutions, Management Information, Performance Management, Workforce Development, Resource Management, Accounting, One Stop Career Center Solutions _____________________________________________ workforcemarketing.com ~ Solutions ~ January/February 2009 ~ 14 Marketing Services Workforce Marketing Associates LLC A full service marketing and event planning firm dedicated to the workforce industry. Editors of the Solutions resource journal for practitioners in the workforce industry. 1831 Amaryllis Circle Orlando, FL 32825 Contact: Kerry Brooks PH 407.384.1239 FAX 321.206.2059 E kerry@workforcemarketing.com www.workforcemarketing.com Other Categories: Communications, Event Planners, Web SIte Design & Maintenance Professional News Employment & Training Reporter The one source for professionals in economic development, WIA, Perkins, TANF, community colleges, reentry, Ticket to Work, veterans. If it’s about workforce development, it’s in ETR. Contact: Lucy Scott, Desk Editor 1522 K St., NW, Suite 1010 Washington, DC 20005 PH 202.347.4822 F 202.347.4893 E lucyscott@miipublications.com www.miipublications.com Other categories: Adult Services, Assessment Services, Customer Management, Customer Training, Disability Services, Dislocated Worker Services, Economic Development, Education Providers, Employer Services, Financial Management, Fiscal Management, Foundations, Government Providers, Hardware Solutions, IT Solutions, Labor Market Information, Management Information, Program Implementation, Return on Investment, Service Providers, Staff Training, Workforce Development, Workplace Skills, Youth Services _____________________________________________ Software Solutions Navient Corporation Since 1994 over 3,000 organizations have relied on Navient’s assessment software to document and match applicant skills, knowledge and ability with employment opportunities. 3470 Olney Laytonsville Road Olney, MD 20832 Contact: Bob Sharron PH 908.334.8425 E bob.sharron@navientcorp.com www.www.navientcorp.com or www.tapdancelive.com workforcemarketing.com ~ Solutions ~ January/February 2009 ~ 15 Software Solutions, cont. Segment 7 Segment 7 is a software company specializing in creating cost-effective, high-return software solutions for government agencies and nonprofit organizations. We take great pride in identifying challenges and finding effective solutions. 2551 31st Street Boulder, CO 80301 PH 720.406.8745 www.segment7.com Other Categories: IT Solutions, Management Information, Technology _____________________________ Virtual Job Fair Package Brevard Workforce Development Board, Inc./Virtual Job Fair To meet our mission of matching employers with job seekers, BWDB developed a virtual job fair product aimed at satisfying this need locally. We soon realized the product could benefit other workforce boards charged with the same mission. 597 Haverty Court, Suite 40 Rockledge, FL 32955 Contact: Joan Van Scyoc PH 321.394.0512 or 321.394.0700 Fax 321.504.2065 E vjfinfo@job-link.net www.virtual-jobfairs.com Other Categories: Virtual Job Fair Web Site ! Upcoming Conferences & Events March 7 - 10, 2009 National Association of Workforce Boards (NAWB) Forum 2009 Washington, DC http://www.nawb/forum.org August 15 - 18, 2009 Southern Economic Development Council (SEDC) 2009 Annual Conference Point Clear, AL http://www.sedc.org May 31 - June 3, 2009 September 20 - 22, 2009 July 21 - 23, 2009 October 4 - 7, 2009 National Association of Workforce Development Professionals (NAWDP) Annual Conference Minneapolis, MN http://www.nawdp.org Workforce Innovations 2009 Phoenix, AZ http://www.workforceinnovations.org Northeastern Economic Developers Association 2009 Annual Conference Philadelphia, PS http://www.nedaonline.org International Economic Development Council 2009 Annual Conference Reno, NV http://www.iedc.org workforcemarketing.com ~ Solutions ~ January/February 2009 ~ 16 Mature Worker Employment: Designing a Program That Works By David Augustinho Workforce development professionals know that older workers are becoming an increasingly important resource in the workplace, and most are aware that over the next two decades the impact of older workers will be significant. The Department of Labor recently recognized this demographic trend when it issued a solicitation for demonstration programs designed to meet employer needs using mature workers. The Cape and Islands Workforce Investment Board, serving Cape Cod Massachusetts and the islands of Martha’s Vineyard and Nantucket, recognized this demographic trend several years ago, and we have designed a program that provided employment to more than 80 older workers in the past two and a half years. This article will present a bit of the history that led up to the development of our program and detail the elements that have gone into our successful activity. We started to look at the issue of mature workers in 2003, based on an environmental scan of the demographics of our region. We discovered that we have one of the oldest populations in the nation. Slightly more than 30% of our population was over 55 years old, with a significant portion 55-65 years old (12%). So we did what any good American group would do when faced with an issue…we formed a committee! We populated the committee with a blend of professionals in the field of aging, including the director of our local senior citizen center (who chaired the committee) a representative from our Federal SCSEP program (who was already a member of our Board of Directors) and a representative from SCORE, along with WIB board members, One-Stop Career Center managers and other interested community partners. Our first task was to find a name for the activity that we were beginning; this became a major undertaking. I am not going into a blow by blow of the naming process; just imagine the worst and you won’t be far from the reality. We settled on 55plus as a name that was descriptive of the population we would be working with and which included a positive (plus) descriptor. The tag line that we associated with the name is, Hire Experience. A { new face in the Cape Cod workforce “ We are about to face a demographically driven shortfall in labor. ” The Cape Cod Workforce is getting older. That’s good news for employers. Businesses seeking applicants who have experienced success, have strong interpersonal skills, and are eager to work should contact Deborah Banwick to be matched with qualified 55 plus individuals. 508-862-6134 ■ dbanwick@detma.org. Hire Experience. Cape and Islands Workforce Investment Board From the beginning our goal was two fold; first of all we wanted to provide good paying job opportunities to 55plus workers who wanted to be working; second we wanted to change employer attitudes toward hiring 55plus individuals. We wanted employers to seek out older workers, not to settle for them. To provide job matching services we hired our One-Stop Career Center. Two individuals were assigned to the project; one to case manage our 55plus inventory, most of whom were not WIA eligible, and one to work directly with businesses to follow up on leads generated by an aggressive advertising campaign. workforcemarketing.com ~ Solutions ~ January/February 2009 ~ 17 To help craft our message to employers we conducted a study of local employer attitudes. We found out that many of our employers currently had workers older than 55, and they believed them to be outstanding employees. The employers described their older workers in exactly the same manner that our national research indicated. They said that their 55plus workers were loyal, reliable, possessed a good work ethic, and the word experienced was offered repeatedly as a positive characteristic that employers associated with their 55plus workers. While all of this planning was taking place my task was to secure funding to allow us to implement our plans. With the assistance of our state legislative delegation I was able to earmark a $95,000 appropriation in the state budget. The funding allowed us to hire an ad agency, and to fund the career center outreach and case management activity. In the two and one-half years that we have been funded we have engaged in two training programs to bolster the skills of our 55plus workers and target their skills for local employers. Both of the training efforts have been aimed at developing office skills; one trained customer service representative for insurance agencies; the other provided Quick Books training to individuals interested in office administrative work. The insurance agency training provided general computer skills, extensive customer service training provided by an experienced insurance industry trainer, and specific computer training on a proprietary system that many local insurance agencies use to communicate with their underwriters. We had conducted focus groups with insurance agency owners and managers prior to undertaking this training. Of course we wanted to ensure that we were training individuals that would be hired by the agencies. It turned out that trainees who were not hired by the insurance agencies were able to be placed in many customer service occupations. constantly reinforce the availability and desirability of hiring from our cohort. Private sector partners provided resources that allowed us to advertise widely. (a sample ad is included on the previous page). While we can measure the number of placements made through our case manager and business representative, we cannot measure the impact of our efforts to encourage other employers to hire 55plus individuals. Employer resistance to hiring older workers is a well documented phenomenon, which we believe we have obviated to some degree in our region. One of the tools that we developed is A Practical Guide for Employers, How to Attract and Keep 55plus Workers. This 8-page guide provides employers with a wide array of practical suggestions that have been proven to work. We use the Guide in a variety of settings, and it is available on our web site. Wide based input and oversight, case management, targeted training and extensive outreach to employers and job seekers are the keys to our program. These elements can be replicated anywhere. ________________________ For more information on the 55plus program, contact David Augustinho, Executive Director, Cape and Islands Workforce Investment Board, 508-775-5900 or visit www.ciwib.org. As I mentioned before, we have placed over 80 individuals so far. We placed a $70,000 a year CFO in one of the larger non-profit agencies in the region. We also placed a 74 year old gentleman into a manager’s position in a small retail operation. The keys to these placements are extensive work with the case manager and use of extensive advertising to drive employers into the One-Stop. We developed a multimedia approach including radio, newspaper, business publications, and extensive public relations activity to workforcemarketing.com ~ Solutions ~ January/February 2009 ~ 18 workforcemarketing.com ~ Solutions ~ January/February 2009 ~ 19 Engaging the Faith-Based Community in Workforce Issues By Lanisha Makle As the Director of the Workforce Investment Board of Passaic County, I have the responsibility of ensuring the structure of the board remains solid so that it can facilitate the development of programs and services among a wide range of State and local governmental agencies and organizations in response to local labor market needs. As part of its mandate, the State of New Jersey has required its WIBs to establish three committees: Disabilities, Literacy, and Youth Investment. The State of New Jersey has given some flexibility to its local workforce investment boards to set up other committees that focus on key issues in their communities and accomplish a key objective of the board. It was with that flexibility in mind that the Workforce Investment Board of Passaic County established its Faith-Based Committee. The Faith-Based Committee was established as a direct result of the abundance of houses of workshop within our local workforce investment area. The WIB felt, and still feels, that it was important to bring exposure of the One-Stop Career Center and its resources to the community. Upon my acceptance of the role as Director, I experienced the fact that the community at large had very little knowledge of the One-Stop Career Center and the services available at the center. Therefore, the first objective of the Faith-Based Committee was to educate each other of our services to the Passaic County, NJ community. The WIB was aware that the faith-based community provided services to its constituencies without the benefit of governmental funding, but the WIB was not necessarily aware of the specific services being provided by each of the faith-based entities within the County. Therefore, it was decided that during the first year of its inception the Faith-Based Committee would spend time getting to know each other. We wanted all of the attendees of the monthly meetings to become aware of the services they were each providing to the community. This was our first step in doing some asset-mapping of the services being provided by the various faith-based entities. At the conclusion of the committee’s second year, the Committee Chair and I conducted a survey among the regular meeting attendees. At this point, we had approximately twenty-five regular attendees at our monthly meetings. We wanted an idea of how we were doing. The survey revealed that the committee wanted more opportunities to build the capacity of their organizations, which would allow them to strengthen their position within the community in order to deliver more services to their constituencies. At this point, it was the goal of the WIB to begin to identify at least five faith-based organizations that could be developed into workforce development training entities. At the pleasure of the committee, the WIB partnered with William Paterson University and William Paterson Small Business Development Center to host an Annual Faith-Based and Non-Profit Community Conference on the campus of William Paterson University. Our first attempt at partnering with these two entities was very successful. Our partnership was able to solicit sponsorship from JP Morgan Chase, Sobel and Company and the Diocese of Paterson to produce a very successful one-day conference featuring a keynote speaker, panel discussion with area Executive Directors of FaithBased and Non-Profit Community organizations, and workshops focusing on non-profit management, forming a non-profit entity, Sarbanes-Oxley and grant writing. There were 150 attendees at this conference. workforcemarketing.com ~ Solutions ~ January/February 2009 ~ 20 In addition to the conference, the Workforce Investment Board of Passaic County was given the opportunity to apply for a grant from Performance Excellence Partners, a sub-contractor of the United States Department of Labor. The grant focused on “Building Community Networks”. In April of 2008, the WIB was awarded a grant from PEP to continue its work with the faith-based community. As part of the grant, the WIB was afforded the opportunity to work with the faith-based community to develop a strategic plan for the Committee moving forward in 2009. The strategic plan calls for the development of access points within the Passaic County area. The WIB will use the federally developed model for access points and begin its work to identify these institutions and locations in 2009. In addition, the WIB will continue its work in building the capacity of the faith-based organizations within the County of Passaic. We have already expanded our efforts beyond our Annual Faith-Based and Non-Profit Community Conference to include two-hour workshops at the One-Stop Career Center on Tuesday evenings. The workshops are being used to provide faith-based entities with resources and training beyond the conference. With the assistance of the Faith-Based Committee, we have identified key issues germane to these organizations to focus our Tuesday night workshop topics. At the printing of this article, we are in the process of setting up our second semester of classes, as well as setting up an in-depth grant writing workshop series focused on our faith-based and non-profit organizations in the Passaic County workforce investment area. ________________________ If you are interested in learning more about the Workforce Investment Board of Passaic County and our work with our Faith-Based Committee, please visit our website: www.wibpc.org. vendors STAND OUT to industry decision-makers “Brevard Workforce Development Board, Inc. has had great success using the Solutions newsletter as a method for promoting our products and services. The opportunity to provide articles on our successful programs has led to further publication through other national level media who have contacted us after reading the articles and viewing our advertisements in Solutions. We have also heard from prospective customers interested in learning more about what we have to offer them. We plan to continue exploring and using the options Workforce Marketing Associates provides us.” Joan Van Scyoc, Communications Director Brevard Workforce Development Board, Inc. workforce marketing a s s o c i a t e s LLC download details and apply today at www.workforcemarketing.com workforcemarketing.com ~ Solutions ~ January/February 2009 ~ 21 STAND OUT with • • • • • • • • • Strategic Marketing Graphic Design Branding Web Site Design & Maintenance E-communications Public Relations Event Planning Marketing Analysis Much More! (407) 384-1239 www.workforcemarketing.com workforcemarketing.com ~ Solutions ~ January/February 2009 ~ 22 Immigrants: How Communities Succeed by Growing the Talent of the New Workforce By Peter A. Creticos Ph.D. We have seen the figures. There are more than 37 million foreign-born living in the United States. Traditional gateway cities such as New York, Los Angeles, Miami, and Chicago continue to attract huge numbers. Unlike prior waves of immigration, the most recent arrivals are settling also in cities like Charlotte and small towns like Willmar, Minnesota. To their credit, most welcome these newcomers and, as a result, find their communities to be enriched by the addition of workers with strong work ethics and a willingness to take on the hardest jobs. Immigrants now comprise the core workforce for critical industries in many communities. While the federal government is responsible for immigration policy and providing border security, local workforce agencies are left to their own devices to make the best use of the talent and eagerness of new immigrant workers. The ongoing recession and the rapid rise in unemployment are putting enormous burdens on the workforce system. This is against a background noise from a growing chorus accusing immigrants for the economic turmoil. Under these circumstances, it is difficult to maintain the long-term view that immigrants will be critical to the country’s economic recovery and growth. It is, therefore, essential that local workforce systems find a way to work past the moment and stay focused on the fundamentals. The success of an integration strategy is measured along several dimensions. Employers must be satisfied that immigrant workers are adding good value and are doing so safely, effectively, and efficiently. At the same time, all workers – immigrants and native born – must be able to take care of their families, improve their standard of living, and be respected members of the community. Finally, the community itself must justifiably believe that all groups and businesses are being treated fairly and equitably. A single modest-size business in many large urban areas may employ people from as many as a dozen countries speaking languages other than English. Here, no one characteristic can define the “typical” immigrant worker. Even where a group of workers come from the same village – whether that village is in Latin America, Africa, or some other part of the globe – the challenges can be daunting for the employer, the existing native born workforce, and the foreign-born workers. Language, culture, and the natural tendency of people to associate with others who are like themselves tend to create closed groups. At the same time, many businesses in the U.S. try to operate as integrated teams. Local workforce systems have an opportunity to help immigrant workers and their employers adapt to a new way of doing business. For example, a workforce agency, recognizing that foreign-born workers are key to the long-term success of major high-value industries such as manufacturing, may co-sponsor forums with area community colleges to address the immediate needs of area businesses that employ a foreign-born workforce. More broadly, these forums may form the basis for a deeper understanding among area businesses, other training and educational institutions – including adult education programs – community, civic, labor, government, and religious organizations, and groups representing the interests of immigrants. It is not enough to set the right tone. For immigrants who are not proficient in English, learning English is the most workforcemarketing.com ~ Solutions ~ January/February 2009 ~ 23 critical element to economic self-sufficiency. Ultimately, employers demand English proficiency for high skilled jobs and for jobs that require customer contact. It paves the way for further education and training. It offers choices to immigrants, and as a result, opens the labor market for all employers. Local workforce agencies may help by organizing community resources. They may serve as a conduit connecting businesses with area English language training providers. They may also provide technical assistance to employers who set up in-house training programs, including mentoring and other informal initiatives such as lunch tables that bring English and non-English speakers together in a supportive environment. Workers, both native- and foreign-born, often do not have the right skills for the workplace or their skills go unrecognized. This is especially problematic for those who are educated outside of the United States since Americans have a hard time interpreting, much less accepting the credentials of people educated in other countries. Local workforce agencies are well positioned to bridge that gap by encouraging the use of credential certification services and by supporting competency-based programs that assess what someone knows and targets training to address specific gaps. Such competency-based approaches work for native-born workers, as well as for immigrants. Finally, local workforce systems – and especially local boards – may provide a venue for businesses, labor organizations, and community groups to learn from each other and to keep the playing field fair. The current uncertainty around immigration is causing many to stay silent, often preventing them from asking questions on what they can do to support immigrant integration in workplaces and their communities. The local system may serve as the venue for a free exchange of ideas and experiences. In addition, since the community as a whole suffers when a few businesses take undue advantage of some workers because they have poor language skills or are intimidated by their new surroundings, locally-sponsored gatherings are important to establishing community expectations around the right behavior. Foreign-born workers are an integral part of the American workforce – and their importance will continue to grow. In short time, the children of immigrants will be following their parents into the workforce. Where they start will depend on how well their parents do. The great challenge is to rapidly move immigrant workers into jobs – especially skilled jobs – as they open. It will take a concerted effort by nearly every community to achieve this. Local workforce systems are well positioned to help meet this challenge by virtue of their standing and their track record in bringing businesses, government, education, and other civic groups together around a common cause. For more information, contact Peter A. Creticos, PhD, Institute for Work and the Economy, P. O. Box 4061, Oak Park, IL 60303, http://www.workandeconomy.org. Doing Great Things for Workforce, Education, and/or Economic Development? Contact us today at kerry@workforcemarketing.com to find out how you can submit an article for a future issue! workforcemarketing.com ~ Solutions ~ January/February 2009 ~ 24