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.
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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.
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workforcemarketing.com ~ Solutions ~ January/February 2009 ~ 21
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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