Diane McCarthy – Chair WESTMARC Linda Aguilar Spectra-Physics Semiconductor Lasers Bob Breault Breault Research Fred Brown FL Brown Enterprises Tom Browning Greater Phoenix Leadership James Carruthers Arizona House of Representatives Victor Chavez C&D Rent-All, Inc. John Clayton Arizona Department of Economic Security Donna Davis Communities in Schools of Arizona Margie A. Emmermann Arizona Department of Commerce Milt Ericksen Arizona Department of Education Terry Forthun Arizona Federation of Teachers Lynda French IV Word Promotions Susan Glawe Blue Cross/Blue Shield Chuck Huggins AFL-CIO Steve Juliver Universal Avionics Systems Corp. Claudia Kaiser Tucson Electric Power Gerald Kohlbeck Pinal Lumber & Hardware Joan Laurence Yavapai College Suzanne Lawder Goodwill Industries, S. Arizona John Lewis Inter Tribal Council of Arizona Fred Lockhart Arizona Private School Association David Mendoza AFSCME International Christina Palacios Arizona Board of Regents Sam Pepper Western Baseball League Merritt Peters Bank One Arizona Pam Ross Honeywell Mary Vanis Maricopa Community Colleges John Verkamp Arizona Senate Janice Washington J.C. Washington, C.P.A. Vivienne Williams Banner Health System November 14, 2002 The Honorable Elaine L. Chao Secretary of Labor U.S. Department of Labor 200 Constitution Avenue, NW Washington, D.C. 20210 Dear Secretary Chao: Arizona is pleased to present its annual Workforce Investment Act report. This report affords the Governor’s Council on Workforce Policy the opportunity to update Arizona’s businesses and community on our efforts to improve the state’s workforce development delivery system. Arizona has made great strides in unifying a fractionalized system under our Arizona Workforce Connection brand name. The new statewide brand is being supported by a much-needed web presence, standardized outreach materials and a new employer focused telephone hot line. We are extremely pleased with Department of Labor leadership and its willingness to allow states to utilize innovative approaches to address local workforce needs. On behalf of Governor Jane Dee Hull and the Governor’s Council on Workforce Policy, I thank you for your ongoing support of Arizona’s effort to create a business-led workforce delivery system. Sincerely, Diane McCarthy Chair, Governor’s Council on Workforce Policy Table of Contents Executive Summary 1 Economic Environment 2 State Funds 3 Governor’s Council on Workforce Policy: Leading Arizona Leading Arizona Policy at Work: Arizona Workforce Connection Statewide Computer Software System National Emergency Grant Governor’s Council on Workforce Policy 2002-2003 5 5 6 7 8 9 Cost Effectiveness Statewide Resource Allocation and Effectiveness 10 10 Programs Serving Adults Success Serving Adults Programs Serving Dislocated Workers Success Serving Dislocated Workers Programs Serving Youth Success Serving Youth 12 14 16 17 18 20 Strategic Partnerships 21 Regional and Community Collaborations 25 Challenges, Successes and Plans for the Future 26 Evaluation of Workforce Investment Activities 27 Attachments Table A: Workforce Investment Act Customer Satisfaction Results Table B: Adult Program Results At-A-Glance Table C: Outcomes for Adult Special Populations Table D: Other Outcome Information for the Adult Program Table E: Dislocated Worker Program Results At-a-Glance Table F: Outcomes for Dislocated Worker Special Populations Table G: Other Outcome Information for Dislocated Worker Program Table H: Older Youth Results At-a-Glance Table I: Outcomes for Older Youth Special Populations Table J: Younger Youth Results At-a-Glance Table K: Outcomes for Younger Youth Special Populations Table L: Other Reported Information Table M: Participation Level Table N: Cost of Program Activities Table O: Local Performance (By Individual Local Workforce Investment Area) 28 28 28 28 28 29 29 29 29 30 30 30 30 31 31 32 One Stop Directory 47 Acknowledgements 51 Executive Summary A little more than a year and a half into the new millennium, Arizona's bold, aggressive outlook on economic and workforce development was tempered by budgetary shortfalls and downturns in major industries (e.g. manufacturing, mining, transportation, and communications). In the midst of the expected rise in unemployment, there has emerged an unprecedented commitment toward alliances among state agencies, the business community, community-based organizations, and other One-Stop system partners to keep Arizona working. Funds for technical assistance and capacity building enabled local workforce investment areas to expand and strengthen existing services, and accommodate outreach and partnership strategies that will shape the future of program delivery. Program year 2001 brought new leadership and members for the Governor’s Council on Workforce Policy. The Council ensured that the workforce system was more inclusive of the business community, more proficient in its integration of partner services, and more committed to providing a powerful, internet-based system for tracking One-Stop participant performance. Enhancements to the state's participant tracking system allowed for more in-depth analysis of customer data, so that correlations between level/mix of services and successful outcomes could be developed. Business driven local boards became more actively involved in regional collaborations, a move that promises a state workforce that will evolve to become more resilient over time against the changing economy. And, the numbers of youth program participants remaining in school and attaining a high school diploma continued to rise, up more than 15% from the previous program year. This is a testament to the individualized approach local youth programs have built into their programs, to provide academic and occupational assistance that build positive attitudes and self-reliance. The system helped unemployed individuals through Arizona’s eligible training provider list. Customer training choices were available from a listing of over 2,000 training programs, almost double the number of programs that were available the previous program year. 1 Economic Environment In 2001, the Arizona Department of Commerce began collaborations to develop a statutorily mandated long-range economic study for Arizona. The Statewide Economic Study (SES), a partnership among Arizona’s universities, major utilities, and key state agencies, began the process of identifying a strategic vision for the Arizona economy based on objective analysis. The economic effects of a national recession were already being felt in Arizona prior to the devastating events of September 11th, 2001. A deepening of the economic slowdown began in the second quarter of calendar year 2001 with the industry groups of manufacturing and business services. The third quarter saw the slowdown spread to construction, transportation, communications, and public utilities. It was recognized, at the time, that Arizona was in an economic recession expected to last 7 to 15 months. While the state’s economy was more diversified than it was ten years earlier, the decline of technology stocks and the terrorist attacks created an unprecedented environment of economic uncertainty. As noted in the SES, Arizona’s current economic structure still includes the proverbial Five C’s of cotton, cattle, citrus, copper, and climate, but is now augmented by electronics and other tech industries, aerospace, and back-office administrative services that expand the employment and production base. The events of September 11th sent further shock waves through an already unstable U.S. (and Arizona) economy, with the transportation and tourism industries. Arizona was particularly hit hard because it is home to America West Airlines (which laid off 2,000 employees immediately) and is heavily dependent upon the tourism industry. Resorts, and related industries, were forced to cut employees. Forest fires prolonged the decline in tourist activities, as the drought conditions prompted national, state, and local parks to close and lay-off employees. Of the Five C’s, only climate-related industries provide any dynamism to the economy today. Financial services, business services, and production of missiles and space equipment round out the industries providing dynamism and economic growth in recent years. Other key findings of the study include that tourism is in the industry base of all fifteen counties. However, some counties depend on instate tourism, others from out of state, and many counties depend upon the economic health of the Phoenix and Tucson metropolitan areas. There is a lack of industry diversity. Most rural areas have only one or two base industries, with tourism being the common denominator. According to Arizona’s Department of Economic Security, after 20 years of employment growth, Arizona will lose nearly 21,000 jobs during 2002 as businesses continue to adjust their workforce to slower demand and cost-containment goals. After experiencing jobless rates below 4% during much of Program Year 2000 (July 1, 2000 – June 30, 2001), Arizona saw rates climb from a low of 4.5% to a high of 6.0% (seasonally adjusted) by the end of PY 2001. Workforce quality is of particular concern. While Arizona is able to attract skilled workers from outside the state, the local workforce does not measure up, according to the SES. Arizona ranks last for the rate of high school completion and nearly last for the share of high school graduates continuing on to college. Sources: Arizona Economic Trends, Arizona Department of Economic Security, Research Administration, Fall 2001; Arizona’s Workforce, Arizona Department of Economic Security, Research Administra tion, August 29, 2002; Arizona Statewide Economic Study 2002, Arizona Department of Commerce, July 2002; U.S. Department of Labor, Bureau of Labor Statistics 2 State Funds The Governor has the authority... To pool and reserve up to 15% of adult, youth and dislocated worker formula funds for statewide investment activities. Eligible Training Provider List The WIA requires states to establish policies and procedures for the selection of service training providers for Individual Training Accounts (ITAs). The state Department of Education maintains and disseminates the state list of eligible service providers and works closely with local boards in reviewing and approving new training providers. The department annually reviews performance data, verifies performance information, and monitors providers to determine continued certification of qualified service training providers. All eligible training providers and programs can be reviewed on www.ade.az.gov/arizonaHEAT. Incentive Funds State incentive funds are available to Local Workforce Investment Areas (LWIAs) that exceed negotiated outcomes for the 17 performance measures and for regional collaboration and local coordination activities. Incentives are allocated in accordance with a formula approved by the Governor. During PY2001, $493,536 was awarded. Technical Assistance/Capacity Building Technical assistance and capacity building are state leadership activities. During PY2001, the Workforce Development Administration sponsored several training opportunities based on the results of a technical assistance survey of local area staff. Among the subject matter offerings were improved performance, designing youth services, effective services for dislocated workers, and several sessions on reporting requirements. Local areas may also received capacity building funds to enhance their effectiveness, strengthen direct services provided to participants, and develop exemplary program activities. These funds will be used to improve the competencies of the personnel who staff and administer WIA programs, including those from LWIAs, service providers, state agencies, policy makers, and other related human service providers. High Concentrations of Eligible Youth Funds were distributed to LWIAs with high concentrations of youth in poverty for use at local discretion. Local areas used these funds to supplement their regular youth formula allocations or for specials projects to serve targeted youth audiences. Labor Market Information Funds set-aside for labor market information are used to maintain demographic information and current economic and demographic data to determine WIA funding allocations, incentive distribution, and performance standards. 3 State Administration The Arizona Department of Economic Security and the Arizona Department of Commerce use WIA funds for administration, including operating and maintaining a fiscal and management accountability information system, operational expenses for the state workforce board, monitoring and oversight of local grants management practices, audit resolutions, equal opportunity services, and indirect costs. Adult & Dislocated Workers Activities Increases in projected lay-offs, as a result of the events of September 11, 2001, prompted the Governor to approve additional funds targeting dislocated workers. Industries related to the airline industry, including transportation, food service, and aerospace reported pending lay-offs in record numbers. However, sufficient dislocated worker formula funds and statewide rapid response funds met the need. In June 2002, the Governor re-allocated these funds to address the needs of workers displaced from employment as a result of the Rodeo-Chediski fire, which destroyed over 460,000 acres in northeastern Arizona. The outcomes of individuals served by these funds were subject to the negotiated performance measures. Statewide Information Technology (IT) System To continue the development of Arizona’s one-stop system and truly achieve seamless and integrated service delivery, funds were allocated for a statewide information technology infrastructure. The Internetbased system is projected for implementation during 2003. Phase I of system implementation will provide a comprehensive set of tools for providing both core and intensive services for staff and case managers, including intake, eligibility determination, case management, on-line interagency referrals, and required performance tracking and reports. Phase II, to be funded with other one-stop partners funds, will add labor exchange services for businesses. Displaced Homemakers/Non-Traditional Training A displaced homemaker is one who has been providing unpaid services to family members and is dependent upon the income of the family but is no longer supported by that income and is underemployed or unemployed. Under WIA, a traditional displaced homemaker has the opportunity to be served with dislocated worker formula funds under Title IB. However, experience has shown that the provision of specialized and focused services through community-based organizations better serves the displaced homemaker. Funds were distributed to two organizations that provide job placement and training services to displaced homemakers 4 Governor’s Council on Workforce Policy Leading Arizona In Arizona, the Governor’s Council on Workforce Policy (GCWP) continues to lead Arizona by taking on substantial tasks that go far beyond meeting requirements of WIA. In June of 2002, the GCWP came under the leadership of Diane McCarthy, a dynamic business leader who has served in the Arizona House of Representatives and on numerous prestigious boards and commissions. Under Ms. McCarthy’s leadership, the Council has increased its membership from 27 members to 35 members in order to comply with WIA and has established five standing subcommittees to address the pressing workforce issues in Arizona. These subcommittees include a Local Workforce Investment Boards Chairs Subcommittee, a Subcommittee on Performance Measures & Board Development, a Taskforce on Labor Market Statistics, and a Taskforce on Workforce System Building. Other areas targeted by the Council include: § § § The GCWP also continues to focus on the goals set by the Department of Labor to further develop Arizona’s workforce development system by concentrating on proficiency, opportunity, efficiency, accessibility and accountability. § § The GCWP has worked diligently to develop the Arizona Workforce Connection and establish statewide training for the local WIBs. The GCWP provided the direction and incentive for a statewide computer software package that is internet based and provides on-line customer service for both employer and job seeking customers, as well as serving as a powerful staff tool for case management and performance tracking. § Greater responsiveness to employers Correcting the uneven quality of One-Stop centers Improved youth programs including a better connection between academic and occupational learning Better integration of the partners into a single service delivery system organized around One-Stop centers Working closely to help integrate Labor Department programs more tightly into the One-Stop coordinating framework, especially Job Service offices Transforming labor market data into useful workforce information Furthermore, Arizona’s workforce development leaders are now poised to participate in key discussions that will determine the economic future of the state. Each member of the Governor’s Council on Workforce Policy received a full-paid membership to the Arizona Association for Economic Development, Arizona’s professional organization representing the collective views, interest and needs of those involved in Arizona’s economic growth. This connection with economic development will help lead Arizona into the future with a concerted link to workforce development. 5 Policy at Work Arizona Workforce Connection The GCWP established Arizona Workforce Connection as the state’s streamlined workforce development system – bringing together all of Arizona’s workforce development partners to provide businesses with comprehensive, streamlined service. Employers across Arizona attract qualified applicants and reduce their employee selection, retention and training costs through Arizona Workforce Connection. The system provides services to employers who seek skilled new hires or training resources for existing employees. Through a network of One Stop Centers and online services, Arizona Workforce Connection provides: - Easy access to workforce resources Employee recruitment Labor market information Job training and hiring tax credits Customized training and skills upgrading Solutions to common employee barriers Pre-layoff assistance Key Objectives In partnership with LWIBs, outreach materials have been developed and are currently being used across the state. These materials include a website ArizonaWorkforceConnection.com, along with a system of communications tools including employerfocused brochures, PowerPoint presentations, trade show booths, and direct mail pieces. To increase business awareness of and participating in Arizona Workforce Connection programs and services, the GCWP has launched a consistent, targeted and measurable outreach initiative to the business audience across the state. 1. Clearly positioning Arizona Workforce Connection as the system that provides services in a manner that is reliable, ontarget with current industry/economic environments, responsive to changing needs of the business community, consistent, knowledgeable. 2. Publicize the availability and proximity of One-Stop Centers, their services and success stories. 3. Enable partnership between the GCWP and LWIBs to utilize outreach materials and execute communications initiatives. 4. Measure the success of the outreach initiative. 6 Statewide Computer Software System As part of the implementation of the Arizona Workforce Connection, the GCWP approved the procurement of a statewide, state-of-the-art, web-based software system and set aside the funds to finance this endeavor. This system will improve employment service delivery, public information, links with employers’ sites and related search engines, labor market information, uniform reporting mechanisms, and more. The State of Arizona is in the final stages of purchasing this system and anticipates having the statewide system fully operational in 2003. WIB Training Community partnership. Visible leadership. Strategic collaboration. Excellence does not just happen. It takes a clear vision, dedicated work and most of all communication, consensus, and action. The Workforce Investment Board Forum (The Forum), sponsored by the Arizona Department of Commerce, the Arizona Department of Economic Security and the Department of Labor, was a kick-off event that helped identify the challenges being faced in Arizona, and started the mechanism for focusing on solutions and actions. The Forum provided a unique opportunity for dialogue, discussion and action planning on critical issues facing our workforce development system in Arizona. During the conference, participants identified six key issues as critical to the success of the system. Breakout discussion sessions provided the opportunity to set in motion a collaborative process of identifying “what’s important” in order to get on with the business of addressing each issue and identifying appropriate solutions. A report was compiled following the Forum that formed the foundation for a state/local collaborative process that is leading to solutions. The next step is for local WIBs to address the key issues that can be resolved at the local level and make recommendations to the Governor’s Council on Workforce Policy, through such mechanisms as the local chairs or directors’ subcommittees, on how they can assist in those efforts. The GCWP will continue to strategize on broader solutions. 7 National Emergency Grant Supplementing State Set-Aside Funds On Tuesday June 25th, President Bush announced a major disaster declaration for parts of Arizona impacted by wildfires. Specifically, he declared Apache and Navajo counties and the Fort Apache Reservation major disaster areas, making them eligible for federal aid and low-cost loans. The State of Arizona (in a cooperative effort between the Arizona Department of Commerce (ADOC) and the Department of Economic Security (DES)) requested and received a $2,291,674 National Emergency Grant (NEG) to address the emergency workforce needs of citizens who have been adversely affected by wildfire destruction in Northern Arizona. These funds are being used to employ, train and equip an emergency workforce for clean-up operations in the affected areas. The preliminary plan was to employ up to 100 displaced workers to begin cleanup efforts, along with 10 to 15 supervisors and 10 support staff. Governor Jane D. Hull, with support from the GCWP, directed the use of up to $500,000 from unallocated 10% governor’s set aside funds to implement a forest clean up and restoration youth employment program. She also gave approval to tap into the $1.1 million in dislocated worker funding the GCWP had set-aside after the September 11 disaster, as needed, to rebuild the local economic base. One plan of action was the implementation of a youth conservation program that would immediately employ youth ages 18-21 in the impacted areas, providing training, employment and a means for reforestation. The “White Mountain Youth Corps” is a 46-week program that is providing training, education sessions and employment opportunities for the youth impacted, and meets the goals and requisites the Governor established in allocating funds to the disaster areas. The “Rodeo-Chediski” fire consumed more than 470,000 acres of forestland. The loss will continue to have a profound effect on two of the state’s most impoverished counties, Navajo and Apache. Prior to this disaster, more than 60 percent of the White 8 Mountain Indian Tribe’s population was unemployed and the existing economy was heavily dependent on forestry operation. Our original mission was to serve and enable the citizens of Arizona who experienced employment crises as a result of the devastating fires in our state. With the financial support from the NEG, and the reallocation of Governor SetAside funds, the State of Arizona was strategically positioned to support the hundreds of dislocated workers who reside in the firedamaged areas. Governor’s Council on Workforce Policy 2002-2003 Ms. Linda Aguilar Human Resource Manager Spectra-Physics Semiconductor Lasers Dr. Bob Breault Chairman of the Board Breault Research Mr. Fred Brown FL Brown Enterprises General Contractor & Developer Mr. Tom Browning President Greater Phoenix Leadership The Hon. James Carruthers Arizona State Representative Arizona State House of Representatives Mr. Victor Chavez President C&D Rent-All, Inc. Mr. John Clayton Director Arizona Department of Economic Security Ms. Donna Davis Program Director, Jobs for Valley Youth Communities in Schools of Arizona Mr. Terry Forthun President Arizona Federation of Teachers Ms. Diane McCarthy President WESTMARC Ms. Lynda French IV Word Promotions Mr. David Mendoza Political & Legislative Director Western Region AFSCME International Ms. Susan Glawe Director of Community Relations Blue Cross/Blue Shield Mr. Chuck Huggins AFL-CIO Mr. Steve Juliver Manager of Administration Universal Avionics Systems Corp. Ms. Claudia Kaiser Business Area Representative Tucson Electric Power Company Mr. Gerald Kohlbeck Owner Pinal Lumber & Hardware Ms. Joan Laurence Vice President, Workforce & Economic Development Yavapai College Ms. Suzanne Lawder President and CEO Goodwill Industries, Southern Arizona Ms. Margie Emmermann Director Arizona Department of Commerce Mr. John Lewis Executive Director Inter Tribal Council of Arizona Mr. Milt Ericksen Director, Career & Technical Education Arizona Dept. of Education Mr. Fred Lockhart Executive Director Arizona Private School Association 9 Ms. Christina Palacios Vice President, Southern Arizona Division Southwest Gas Mr. Sam Pepper President Western Baseball League Mr. Merrit Peters Manager of Staffing, Western Region Bank One Arizona Ms. Pam Ross Aerospace Grant Manager Honeywell Mr. Frank Thorwald President Thorwald International, Inc. Dr. Mary Vanis Director, Center for Workforce Development Maricopa Community Colleges The Hon. John Verkamp Arizona State Senator State Capitol, Senate Wing Ms. Janice Washington President J.C. Washington, C.P.A. Dr. Vivienne Williams Banner Health System Cost Effectiveness Statewide Resource Allocation and Effectiveness The WIA Title IB allocation formula for adults and youth depends primarily on unemployment data. Two-thirds of the formula is based on excess unemployment1 and “areas of substantial unemployment.”2 The Governor’s Council on Workforce Policy approved the distribution formula for WIA adult and youth funds in June 2000, for both PY2000 and PY2001. The Council voted to use a discretionary formula and allocate 70 percent of the adult and youth funds based on three factors weighted equally: relative number of unemployed individuals in areas of substantial unemployment, excess number of unemployed individuals, and number of economically disadvantaged. The “hold harmless” provision3 as authorized in the WIA was applied as necessary. The remaining 30 percent of the funds were based on the economic disadvantage factor.4 This approach tended to make funding levels more equitable among urban and rural areas. Dislocated worker funds were distributed through a weighted fourpart formula, which was changed for PY2001. Applying the formula factor weights approved for PY2000 caused significant shifts in funds away from urban areas where the state saw major increases in layoff activity to rural areas with less activity and significant balances of unspent funds. As a result, the Governor’s Council approved the following factor weights: declining industries was the most important factor (80%), followed by plant closing/layoffs (10%), unemployment concentrations (5%), and long-term unemployed (5%). Table 1: Cost Per Participant Average cost per participant for the three population groups (adults, dislocated workers and youth.) Cost Efficiency Analysis Cost Per Participant Overall, All Program Strategies* $1,943 Adult Program $1,864 Dislocated Worker Program $1,405 Youth Program $2,548 *Overall includes Administration Expenses 1 Excess unemployment is defined as the number of unemployed individuals that represents the higher of: 1) 4.5 percent of the civilian labor force in the state, or 2) 4.5 percent of the civilian labor force in areas of substantial unemployment in the state. 3 The term “area of substantial unemployment” means any area…that has an average rate of unemployment of at least 6.5 percent for the most recent 12 months. 3 When applying the “hold harmless” provision, a local area must not receive an allocation amount for a fiscal year that is less than 90 percent of the average allocation of the local area for the two preceding fiscal years. 4 70 percent of the lower living standard income level 10 Table 2: Operating Results – Fiscal Total funds available, including PY01 allocations and carry in funds from previous program years and expenditures. Operating Results Total All Funds Sources Available $82,051,681 Expended $55,886,566 % Spent 68.11% Balance Remaining $26,165,115 Adult Program Funds Carry in Monies $12,401,296 $4,262,542 $10,306,974 $4,262,542 83.11% 100.00% $2,094,322 $0 $6,298,021 $2,481,232 $4,223,824 $2,481,232 67.07% 100.00% $2,074,197 $0 $13,773,731 $3,938,717 $9,415,121 $3,938,717 68.36% 100.00% $4,358,610 $0 Local Admin Funds Carry in Monies $3,495,323 $756,952 $1,838,443 $756,952 52.60% 100.00% $1,656,880 $0 Rapid Response Funds Carry in Monies $2,812,067 $2,283,090 $494,137 $2,061,684 17.57% 90.30% $2,317,930 $221,406 Statewide Activity Funds Carry in Monies $7,000,123 $4,774,856 $2,371,793 $2,302,312 33.88% 48.22% $4,628,330 $2,472,544 Dislocated Worker Funds Carry in Monies Youth Program Funds Carry in Monies Table 3: Participation Level Total number of individuals served during PY01. Category Adults Dislocated Workers Older Youth Younger Youth Total Participants Served 7,813 4,771 887 4,353 11 Total Exiters 4,005 1,885 347 1,466 Programs Serving Adults Through local one-stop offices that are a part of Arizona’s Workforce Connection, adults can access a continuum of services organized into three levels. Core services are available to all individuals age 18 years and older and include job search and placement assistance, access to information relating to local occupations in demand and earnings, an initial assessment of skills levels, and information on supportive services. For adults unable to obtain employment through intensive services, they may receive training services linked to employment opportunities in their community or in another community to which the individual is willing to relocate. Training services include occupational skills training, on-the-job training, and customized training conducted in coordination with an employer. Training services must be provided in a manner that maximizes choice to the consumer. Priority for intensive services and training services must be given to recipients of public assistance and other low-income individuals where WIA funds are considered limited. Employed and unemployed adults may also be served if they are in need of services to obtain or retain employment that allows for self-sufficiency. Each local workforce investment area defines self-sufficiency requirements, based on such economic factors as prevailing wages and unemployment rates. Intensive services can include literacy activities, a comprehensive assessment, counseling and career planning, and short-term services to enhance skills. Table 4: Adult Program Results At -A-Glance The negotiated performance levels are performance expectations agreed upon by the state and the US Department of Labor. They serve as the baseline for measuring success. Entered Employment Rate Employment Retention Rate Earnings Change in Six Months Employment and Credential Rate Negotiated Performance Level 65% Actual Performance Level 75.0% 79% 80.6% $2,918 $1,854 46% 57.0% 12 1,627 2,168 1,594 1,978 $3,414,111 1,841 399 700 Table 5: Outcomes for Adult Special Populations Reported Information Entered Employment Rate Employment Retention Rate Earnings Change in Six Months Employment And Credential Rate Public Assistance Recipients Receiving Intensive or Training Services 64.0% 77.3% $2,221 63.4% 155 242 136 176 $359,854 162 71 112 Veterans 75.0% 79.1% $472 59.6% 117 156 106 134 $60,863 129 28 47 Individuals with Disabilities 61.0% 68.6% $1,265 64.4% 94 154 81 118 $135,387 107 29 45 Older Individuals (aged 55+) 72.3% 81.4% $412 53.2% 125 173 118 145 $51,882 126 25 47 Table 6: Other Outcome Information for the Adult Program Reported Information Entered Employment Rate Employment Retention Rate Earnings Change in Six Months Individuals Who Received Training Service 76.9% 433 563 79.9% 445 557 $2,370 $1,204,001 508 13 Individuals Who Received Only Core and Intensive Services 74.4% 1,194 1,605 80.9% 1,149 1,421 $1,658 $2,210,110 1,333 Success Serving Adults When Fred came to Cochise County Workforce Development, (CCWD) he had recently spent an extended amount of time in substance abuse rehabilitation. He had no transportation, or means of support, and lived in a cave. Fred spent time exploring careers, and decided to focus on working with computers. He chose training in Tucson, to earn A+ and Network+ certification. While in training, he was able to get housing through the Jackson Employment Center. Within a month of entering training, Fred was employed by a Microsoft call center, as a Computer Support Technician. With the assistance from CCWD, Fred is employed, owns a car and a cell phone, and is no longer homeless. Wes came into the La Paz Career Center in November of 2000, and met with staff members to discuss his needs of employment. They helped him get on the Internet to do his job search. He found some openings and updated his resume with the staff’s help. He contacted Peri Formwork System, Inc., the largest concrete firm in the world and soon started a new job at triple his previous salary with full benefits. He received $2500 for moving expenses to Florida and assistance in locating a place to live. He started with 6 weeks training in Baltimore, and then went to Germany for an additional 4 weeks training. Cindy, a single mother of a physically handicapped daughter and two other children with learning disabilities volunteered at a local non-profit agency through the JOBS program. They referred her to the Coconino County Career Center where she was set up in a subsidized work experience at that same agency. In addition, she was enrolled in some entry-level computer courses, the Success Skills workshops, and given coaching from staff on managing her time more effectively, and devising methods to access community support resources. She moved into an On the Job Training position subsidized by the Career Center. Now Cindy efficiently manages the front office and successfully balances full time work with mothering. This adult participant graduated from high school, received a welding certificate from Central Arizona College, and worked for Broken Hills Property Copper in San Manuel as an underground miner. In the fall of 1999, he enrolled into the Gila/Pinal JTPA Adult Program in order to further his education and look for a career change. In June of 2001, he received both AA and AS degrees in Education at CAC having maintained an “A” average and attaining Dean’s List honors. That summer, he began a Work Experience with Central Arizona Association of Governments as an MIS Tech. In September, he was offered a full-time position as a Case Manager and is currently the Training Manager in the Superior One-Stop Center. T. is a success story from PHASE (Project for Homemakers in Arizona Seeking Employment). She is a displaced homemaker with an incarcerated husband and two daughters under the age of five, and is herself an ex-offender. She was unemployed when she entered the Pima County program and had a poor work history. She had childcare, family and financial issues to resolve. T. decided to become a truck driver since she was familiar with the trucking industry via her brother's family business, and her mother had also worked as a truck driver. She earned her Commercial Driver’s License (CDL) on August 23, 2002 from Southwest Truck Driver Training. She has since been employed by Dusty Duds Excavating as a driver at an entry-level wage of $10.00 per hour and was certified in a PHASE Flagging Workshop on Sept. 28 to perform flagging duties on construction jobs. 14 Success Serving Adults Priscilla, who had only an 8th grade education, had been busy raising her children for six years when she decided she wanted to make a contribution to help people and to be a better role model for her kids. She came to Yuma Private Industry Council for assistance. Priscilla spent three very committed months in the GED Preparation program so that she would be able to obtain her certificate. Her YPIC Instructor, Alicia Huizar, describes Priscilla as goal-oriented and determined. Following her GED certificate, Priscilla began YPIC's customized training for Teacher's Assistants, and her Case Manager, Hilda immediately recognized this young woman's drive and determination. Priscilla accomplished both her educational goal and her occupational goal in just over six months, and she even earned 9 college credits toward her Child Development Associate degree in the process. She is now employed at WACOG Headstart and she is busy making that contribution she so desired. Connie is a dedicated mother who shares income responsibilities for her large family with her husband. Having been laid off her parttime position as a cafeteria worker at our local community college, she visited our EWD office for assistance with job procurement. Connie had married at a young age and subsequently dropped out of high school in order to raise a family. She discovered through the course of time, that her decision to drop out of school had unfortunate consequences to her employability and her sense of self worth. As a result of Connie’s participation in the Yavapai County WIA programs, she achieved her general equivalency diploma, and with the assistance of her case manager, was able to secure an on-the-job training as a back-office medical clerk. Her confidence in her own selfworth has soared, and she is thrilled with the opportunity to gain instruction in a career that is a key component in a medical office setting, with the promise of a secure future at a competitive and viable wage. It has been well documented that there is a 16% shortage of Nurses in Arizona, compared to 11% nationwide. Eastern Arizona College offers an AAS Degree in Nursing. Graham County fully supports the program and provides services to the Nursing Students including assessment, needs related payments, uniforms and supplies, tuition, books and travel allowances while attending clinical training at out-oftown hospitals. Thirteen of the twenty graduates exiting the Eastern Arizona College Nursing Program with AAS Degrees were WIA Participants. All of the graduates passed the State Licensing Exam to become Registered Nurses and are currently working in hospitals throughout the State at an average wage of $17.50 per hour. Six of the thirteen WIA graduates are working at the local hospital, Mt. Graham Regional Medical Center. The Graham County WIA Program believes that this is one of best services it offers to the community in terms of providing necessary training for jobs that are available locally, statewide and nationwide. Eastern Arizona College is planning to double the enrollment level for the coming year and depending on the availability of funds, Graham County also hopes to assist in recruiting for this program. Multiple tragedies have rocked the life of Patricia, a stay-at-home Mom, who suffered two major losses in her life and became responsible for raising her teenage daughter alone. She was unable to find employment because she lacked work experience. But rather than focus on the bleak future, Patricia found the strength to seek help. She was placed in a work experience position as a Newspaper in Education Assistant at The Sun newspaper. During her work experience program, Patricia was occasionally asked to cover the switchboard at the newspaper office – a switchboard notorious for inducing enough stress to send the operator screaming through the hallways. But Patricia's supervisor, Karen, noticed that the hectic switchboard duty didn't seem to faze Patricia. Her experience in raising a family had expertly trained Patricia in the art of multi-tasking, and she was able to handle any customer in a courteous and professional manner. The Sun quickly put Patricia into this position permanently. When grief, tragedy, and inexperience could have overwhelmed her life, Patricia displayed strength of character. Her Case Manager, Cindy, says she greatly admires Patricia's determination and courage. 15 Programs Serving Dislocated Workers In order to assist individuals who have lost their jobs through no fault of their own, local one-stop offices in the Arizona Workforce Connection provide re-employment and training services. Because many of these individuals are unemployed or have received a notice that they will be unemployed as a result of mass lay-offs and plant closings, state and local teams react quickly in order to ensure that the affected workers are informed of the services available to them. The first responsibility of these rapid response teams is to provide information and access to services to allow the workers to transition to new employment as quickly as possible. This includes access to all three levels of services as described under the Adult Programs section. During PY01, there were 171 mass lay-off events in Arizona, with 17,178 individuals filing initial unemployment insurance claims. This is a 46% increase in mass lay-off and a 35% increase in initial claims over PY00. Table 7: Dislocated Worker Program Results At -a-Glance Negotiated Performance Level 78% Entered Employment Rate Actual Performance Level 86.8% Employment Retention Rate 88% 85.1% Earnings Replacement in Six Months 91% 85.9% Employment and Credential Rate 46% 64.2% 1,097 1,264 933 1,097 $10,186,267 $11,855,519 426 664 Table 8: Outcomes for Dislocated Worker Special Populations Reported Information Entered Employment Rate Employment Retention Rate Earnings Change in Six Months Employment And Credential Rate Veterans 87.5% 84.0% 81.5% 57.1% 119 136 100 119 $1,301,895 $1,598,206 44 77 Individuals with Disabilities 35 85.4% 41 28 80.0% 35 $265,922 69% $384,935 12 63.2% 19 Older Individuals (aged 55+) 153 82.7% 185 116 75.8% 153 $1,266,934 67.2% $1,884,376 54 62.8% 86 Displaced Homemakers 16 76.2% 21 13 81.3% 16 $115,057 110.0% $104,581 7 53.8% 13 Table 9: Other Outcome Information for Dislocated Worker Program Individuals Who Received Individuals Who Received Only Reported Information Training Service Entered Employment Rate 87.2% Employment Retention Rate 85.1% Earnings Change in Six Months 88.4% 579 664 493 579 $5,528,215 $6,252,585 16 Core and Intensive Services 86.3% 84.9% 83.1% 518 600 440 518 $4,658,052 $5,602,934 Success Serving Dislocated Workers One dislocated worker was a track repairman for Arizona Eastern Railroad enrolled in the REPAC Dislocated Worker Program in August 2001. Although undecided about his future he did extensive research and decided on the medical field. For eight months, he drove to Phoenix from Globe every day to attend class, was the sole support of his family and sustained a 4.0 grade point average throughout his program without missing any classes. He received his Physical Therapy Technician Certificate on June 1, 2002, was acknowledged for his scholastic achievements and obtained full-time employment at the local rehabilitation center. He is very excited and absolutely loves the challenges and satisfaction that his new career has brought him. Jennifer had been employed in the child development field and was unemployed for nearly 10 months, but what she really wanted in a job was a change in careers. Jennifer possessed some occupational skills because she'd helped in a family business, but she lacked the formal training to change careers. At Arizona Western College she was enrolled in the Medical Front Office training program where she approached her education with enthusiasm and strong commitment. At the completion of her training, Jennifer had only one day to wait for that career change. The following day, Jennifer started in her new position as receptionist in Dr. Patrick Farrell's Office in the Foothills. After 13 years of employment, Roy was laid off from a mining company. As you can well imagine, starting over was a very depressing prospect to Roy. He came to YPIC without education but with plenty of work experience. He was enrolled into GED preparation, and shortly afterward successfully obtained his certificate. Roy was extremely determined to gain employment, and he was seriously focused on being a positive example to his son whom he'd been raising alone. Roy went on numerous interviews, even as far away as Scottsdale, and was eventually hired by Seller's Crane Service. Now, Roy's new employer is benefiting from the years of experience Roy spent as a responsible, committed, thorough, and prompt employee. They are glad to have him, and Case Manager, Leticia, has enjoyed seeing Roy attain his career advancement and educational goals. J., a manufacturing production coordinator with Honeywell in Oro Valley, was laid off after 17 years. She attended a rapid response workshop, registered for the Pima County WIA program, was assessed and decided to re-train as a Professional Medical Coding Specialist. She completed the Professional Medical Coding Specialist training in just six months at Pima Community College’s Center for Training and Development, and was immediately hired by Northwest Medical Center as a Central Scheduler. She took the national AHIMA CCS-P exam in June 2002, passed it, applied for and got a Coordinator position to run the National Association of Senior Friends chapter at Northwest Medical Center. She has found her niche in a stable new career, earning a much higher income than she was at the time of dislocation. 17 Programs Serving Youth One of the guiding principles upon which the Workforce Investment Act (WIA) was written includes improved youth programs. Rather than supporting separate, categorical programs, youth programs encompass the provision of a broad range of coordinated services. Under the leadership of the Youth Council, local workforce investment areas are given greater flexibility in designing local youth programs that address opportunities for assistance in academic and occupational learning, development of leadership skills, and preparation for further training and education. career and educational goals, and can benefit from peercentered activities to encourage responsibility and other positive social behaviors. Individualized assessments allow youth opportunities to be more closely linked with local labor market needs and community youth programs and services. Youth ages 14-21, whether in school or out of school, can learn and acquire skills, establish Table 10: Older Youth Results At -A-Glance (Aged 19-21) Entered Employment Rate Negotiated Performance Level 56% 66.3% 77% 79.3% $2,382 $2,437 38% 41.9% Employment Retention Rate Earnings Change in Six Months Credential Rate Actual Performance Level 183 276 172 217 $492,308 202 140 334 Table 11: Outcomes for Older Youth Special Populations Reported Information Entered Employment Rate Employment Retention Rate Earnings Change in Six Months Employment And Credential Rate Public Assistance Recipients 32 62.7% 51 28 82.4% 34 $61,312 $1,978 31 22 40.0% 55 Veterans 0.0% 0.0% -$1,384 0.0% 0 0 0 1 -$1,384 1 0 1 Individuals with Disabilities 6 46.2% 13 8 88.9% 9 $15,082 $1,885 8 4 25.0% 16 Out-of-School Youth 126 74.6% 169 117 79.1% 148 $360,880 $2,634 137 97 47.3% 205 Table 12: Younger Youth Results At -A-Glance (aged 14-18) Skill Attainment Rate Negotiated Performance Level 62% Diploma or equivalent Attainment Rate 47% Retention Rate 53% 18 Actual Performance Level 84.7% 3,182 3,755 44.1% 237 538 43.2% 197 456 Table 13: Outcomes for Younger Youth Special Populations Reported Information Skill Attainment Rate Diploma or equivalent Attainment Rate Retention Rate Public Assistance Recipients 258 75.4% 342 41 45.6% 90 24 31.6% 76 Individuals with Disabilities 539 89.1% 605 43 68.3% 63 18 37.5% 48 19 Out-of-School Youth 69.1% 11.4% 41.2% 141 204 5 44 47 114 Success Serving Youth An at-risk Native American youth who came to the Coconino County Career Center looking for work, was placed in employment in the County’s Information Systems Department after an assessment indicated his aptitude for and interest in computers. Over a two-year period, with advice and support from the Career Center staff, the youth’s self-confidence and commitment to school and work grew along with his computer skills. Ultimately, he was accepted to Northern Arizona University in 2001 where he plans to major in computer science. Shelly came into our Yavapai County program as a summer youth participant and was employed with the Chamber of Commerce. Her new duties included assisting with publication of the monthly newsletter, obtaining raffle donations for monthly “mixers,” along with answering phones and assisting visitors. She was offered a permanent position with the Chamber because of her enthusiasm and energy. She has remained in school with above average grades. A youth participant entered into the Gila/Pinal WIA Youth Program in September 2000, having graduated from high school, but was unable to find work. She lived with her parents at the time and was receiving food stamps. Having identified the youth’s desire to become a dental assistant, her case manager assisted in enrolling her in the Dental Assistant Program at Pima Medical Institute. In August 2001, the youth received her Dental Assistant Certificate, maintaining a G.P.A. of 4.0 throughout her training while also participating in a work experience as a Lab Assistant at the University of Arizona. She is now employed at Tanque Verde Dental in Tucson earning $9.00 per hour. Armed with an aptitude for fixing things, Andres was placed in a work experience at an auto repair shop by Yuma County’s youth program. He had to rely on public transportation to get to work, which called for Andres to be picked up at 4:30 a.m. and which put him at the repair shop two hours before it opened each day. With much encouragement and ongoing supportive services through the youth program, Andres completed his work experience as a basic automotive mechanic. His initiative to learn new skills, a positive attitude, and the ambition to succeed earned him a permanent position and a promotion to Line Technician at the repair shop. Andres continues his hard work and his determination shows. Barry King, owner of the repair shop, commented that he'd like to clone at least five workers like Andres. A 17 year-old whose father had killed her mother and then himself, lived with her older sister until she could no longer keep up the payments on the family home. The youth moved into a hotel with her boyfriend and was referred by her alternative high school to the Pima County WIA Youth Program for employment help. She was placed in an afterschool work experience as a receptionist with another youth program, where she also participated in the organization’s youth peer support network. She was in constant contact with her case manager and received help obtaining public health insurance, pregnancy prevention services, clothing assistance, and grooming packs. Following high school graduation, her employer hired her as a student liaison in its Mentorship Program at $6.50 per hour. Her case manager assisted her in applying for a PELL grant and enrolling at Pima Community College. Her employer awarded her a $1,000 college scholarship. In the spring of 2001 after an unsuccessful job search, a 20-year-old single mother of two was enrolled in the Pima County WIA Youth Program, having heard about the program through the Tucson Urban League (TUL). Academic assessment of her reading skills by program staff indicated a sixth grade reading level. She was enrolled in a paid work experience at a nonprofit agency to build her clerical skills, along with classes in basic remedial reading and language. She also received childcare support, bus passes, and clothing vouchers through the youth program. After seven weeks, the nonprofit agency offered her unsubsidized employment. She is currently earning $9.00 per hour, has moved with her children to a new apartment and has plans to enroll in the local community college to major in social work. 20 Strategic Partnerships Collaboration is at the heart of the system-building achievements and continued development of the OneStop system in Arizona. In PY 2001, amid significant challenges involving integration of partner services, data tracking and reporting, and broadening relationships with employers and faith-based organizations, the state's Local Workforce Investment Areas engaged in the kind of substantive strategic planning and partnership development critical to meaningful performance achievement. The information presented in the following pages highlight those collaborative efforts among our Local Workforce Investment Boards, One-Stop partner agencies, and other community organizations that have continued to build upon a progressive vision of service delivery which encompasses: § § § Cooperation among workforce professionals Customer satisfaction among the program participants and the business community Leadership responsive to the many challenges unique to Arizona's Local Workforce Investment Areas PHOENIX WORKFORCE CONNECTION Bridging the skills gap, strengthening economic and workforce partnerships, and developing the skills of One-Stop professionals were the primary focus of three initiatives undertaken by the Phoenix Workforce Connection (PWC) Board. The PWC and all of the mandated One-Stop partners, as well as other public and private organizations and agencies, were involved in providing direction and/or participated in the development of the following PWC initiatives: More than twenty private and public partners participated in the development of two grant applications – one addressed worker skill shortages and the other addressed programmatic access for people with disabilities. The H-1B Grant proposal to fund skills upgrades in the workforce required the commitment of a 50% match from the awardee. Partners agreed to contribute portions of the match funds, and the City of Phoenix lead in writing the proposal submitted to the DOL in April 2002. Ultimately, a grant of $1.7 Million was awarded. The Work Incentive Grant proposal for people with disabilities was submitted to the U.S. Department of Labor (DOL) and, as of this writing, is still pending. The City's Community and Economic Development Department (CEDD) and the Workforce Connection Division (WCD) of the Human Services Department have always had an informal working relationship. However, a unified resolve to deliver services to employers in tandem was missing. To strengthen this relationship, management from both departments met to formalize an agreement and to develop an action plan. Several subsequent meetings were held, with discussions geared toward strengthening the existing partnership and preparing for plans for a WIA partners’ retreat in Program Year 2002. National Workforce Development Professional Certification (NWDP) of One-Stop staff became a One-Stop initiative. In May 2001, the City of Phoenix and the Maricopa County One-Stops, hosted a regional One-Stop conference, offering selected workshops that delineated the rigorous requirements of NWDP certification. In the succeeding months, staff were selected from each OneStop to begin participation in the certification process. 21 PIMA COUNTY WORKFORCE INVESTMENT BOARD Over an eight-month period, The Pima County Local Workforce Investment Board initiated development of a comprehensive workforce development plan involving over 250 people in numerous organizations. The plan focused on development of training in fast-growing industry sectors. Since significant job growth in the plastics industry was projected over the next two years and workforce shortages were a key concern, plans for a plastics training initiative were developed, with training to be provided within the Southern Arizona Institute of Advanced Technology (SAIAT). The Pima County LWIB developed its plastics training initiative through the shared expertise, resources and vision of high-tech clusters, economic development organizations, the community college district, and the workforce system. With co-sponsorship from the SAIAT and strong support from the Plastics and Advanced Composite Materials industry cluster, Pima County was awarded a USDOL sectoral demonstration grant to support the initiative. In all, forty-two individuals either upgraded their skills or now have the entry-level skills for employment in the plastics industry. Through clearly-defined goals, regular communication among partners, ongoing participant tracking and feedback, and a clear understanding of customer needs, the Pima County LWIB successfully met employer needs and connected the right workers with the right employment opportunities. COCHISE COUNTY WORKFORCE DEVELOPMENT, INC. In Cochise County, the Young Offender Initiative was developed out of a need for agencies providing youth services, to develop a coordinated and formal plan for enhancing services to high-risk youth. Cochise County Workforce Development (CCWD) brought together representatives from the county’s entire juvenile justice system, a local behavioral health provider (SEABHS), a local community group called GRAPE (Gang Reduction Awareness Prevention and Education), educators, and area faith-based organizations. The Youth Council was earmarked to provide oversight, and members became directly involved in the provision of services. Responsibilities of all parties were spelled out in Memorandums of Understanding. A system of referral and case management was developed among the different youth agencies. In addition, CCWD staff were slated to receive mental health, as well as drug and alcohol training from SEABHS personnel. A service matrix helped identify areas where services were lacking, and provided the basis for resource sharing and a decision to apply for a federal Young Offender Demonstration Grant. With a long-range implementation plan in place and benchmarks to track progress, the Youth Offender Initiative exemplifies the holistic approach to service delivery that characterizes successful programs for high-risk youth. NAVAJO COUNTY CAREER DEVELOPMENT, INC. One-Stop customer pre-applications and informational interviews indicated a significant interest in clerical and computer skills training, particularly among single mothers. The employer need for such training in the local area was supported by current occupations-in-demand statistics, as well as local entry-level employment openings posted with the state's Employment Security Administration. Navajo County Career Development (NCCD) set up a series of planning meetings that included NCCD One-Stop partners and directors of business and industry training at Northland Pioneer College. The mission of the partnership was two-fold: (1) to design quality training that would provide the target population, single parents, the education and supportive services needed in an atmosphere designed to address their special needs, and (2) to provide local employers with better qualified applicants to fill entry-level positions in clerical and computer positions. The college supported NCCD's recommendation that classes offer multiple start dates and be designed based on graduated levels of difficulty. Training design included a dedicated classroom, intensive case management for trainees, weekly monitoring of progress by college staff, a paid internship component, and instructors representing fourteen different employers. Referrals to the program came from One-Stop partner agencies and as of this writing, eighteen students were enrolled in the program. 22 MARICOPA WORKFORCE CONNECTIONS MARICOPA COUNTY WORKFORCE DEVELOPMENT The City of Phoenix is located within Maricopa County. The County and City LWIBs have recognized the value of joining together as workforce development partners to provide the best possible services to local customers. One primary customer group, employers, became the impetus for a joint initiative to increase awareness, participation, and the satisfaction of employers in the workforce development system. Maricopa County's Workforce Development Division (WDD) staff, along with peers from the City of Phoenix, Maricopa County Community College District, and the Arizona Department of Economic Security, have participated in a number of activities specifically intended to decrease duplication of services and present a unified front to the business community. Among these activities are: 1) The Employer Planning Team consisting of management level staff from each of the four entities, who plan overall coordination of services to employers 2) Joint Maricopa County and City of Phoenix committee meetings to develop joint marketing materials, organize an annual employer recognition event; implement a business satisfaction survey; and develop a soft skills assessment available to businesses 3) The Valley Employment Partnership (VEP) Job Fairs, a series of regional, low-cost recruitment venues. In PY 2001, the VEP sponsored its largest-ever job fair with 186 employers. The fair attracted over 16,000 job seekers 4) An employer recognition event, which acknowledges employers for their continued support of the workforce development system. This event presents one of the best opportunities for generating media publicity about the workforce investment system YAVAPAI RESOURCE NETWORK NORTHERN ARIZONA COUNCIL OF GOVERNMENTS In assisting their customers, WIA case managers often found that customer needs extended beyond what WIA program guidelines and budgets would allow. As a result, the Northern Arizona Council of Governments (WIA grant recipient for Yavapai County) developed an initiative to bring together numerous community and faith based organizations to promote a continuum of services through a cooperative network of providers. With endorsement from the LWIB and all WIA partner programs, NACOG moved forward to institute the Yavapai Resource Network. The network, which currently includes more than thirty-five social service agencies, is designed to function at the case-management level. It brings together case managers from each member organization bi-monthly in support of outreach strategies, coordination of services, crosstraining, and continuous improvement in serving customers. In PY 2001, the Yavapai Resource Network received national recognition from the Association of Economic Development Professionals for its efforts to provide a comprehensive mix of services to those in need. YUMA PRIVATE INDUSTRY COUNCIL Due to the seasonal nature of employment in Yuma County, the area is often faced with its highest unemployment rate between April and September each year, particularly among youth. The Yuma Private Industry Council (YPIC), in conjunction with the City of Yuma, developed an initiative to help a depressed neighborhood improve the socioeconomic conditions of its residents and restore the physical infrastructure. Among the goals identified by the initiative were several related to assisting area youth with employment, education, and training. With primary funding from the Governor's office and non-financial resources including strategic planning assistance from community organizations, financial institutions and other local businesses, a full range of services were made available to address the needs of neighborhood residents. To date, the initiative's success is especially evident in the form of expanded youth employment and residents' participation in building trades apprenticeship programs, as well as enrollment in ESL, life skills, and college preparatory courses. Two-hundred forty youth have participated in the summer youth program and private investment in the area soared to over $1.5 million in PY 2001. 23 SANTA CRUZ COUNTY WORKFORCE DEVELOPMENT Carondelet’s Holy Cross Hospital in Nogales had fifty-two open positions, but few applicants. This, coupled with an 18.6% unemployment rate, became the impetus for an examination of the skill sets of the current workforce by the Santa Cruz County LWIB. Along with City of Nogales, Santa Cruz County, and health care employer representatives, the LWIB began discussions to weigh the various options for addressing the skill shortage. Ultimately, with substantial help from the Mariposa Community Health Center, a solution evolved in the form of a 10-week Summer Youth Institute. The Institute focused on training youth for entry-level health care positions. It presented a vehicle to mitigate the loss of workers to other counties, especially youth, and it was the first program specifically intended to target unemployment in a particular industry cluster. The Institute offered youth over 200 hours of health-care related instruction provided by professionals in the field. The Santa Cruz County One-Stop provided case management and paid the wages of youth participants, while Mariposa Community Health Center provided instructors and training materials. In its initial year of implementation, the Summer Youth Institute enrolled 29 students, with 28 successfully completing all course requirements. 24 Regional and Community Collaborations The City of Phoenix Workforce Connection and the Maricopa Workforce Connection One-Stops partnered on an employment recruitment held on September 9-12, 2002 for the Westin Spa & Resort located in Phoenix. In preparation for opening the hotel in November 2002, over 2,950 job candidates were recruited and pre-screened by One Stop staff. Of the available 500 job openings, 447 openings were filled. The Phoenix Workforce Connection and the Maricopa Workforce Connection One Stop's assisted Target in staffing a new Target Distribution Center located in the west valley. For three days in March 2002, One Stop staff worked hand-in-hand with Target staff to pre-screen over 2,000 job candidates. Of the available 750 job openings, 500 jobs were filled through these efforts. COLLABORATIONS WITH COMMUNITY PARTNERS MOHAVE COUNTY In the spring of 2002, Mohave County Community Development Department, Workforce Development Division (WDD), entered into partnership with the Lake Havasu City Parks and Recreation Department to combine their summer youth programs. This prototype partnership provides work-readiness skills to youth as Recreational Aide Trainees with the Parks Department at supervised work sites, as well as academic skills assistance through Mohave’s WDD. The partnership will continue into next spring with co-recruiting and cross-referrals. The joint venture will also be expanding to include a volunteer program and participation by other youth-based organizations. Hiring the “summer graduates” as part-time staff during the regular program year will also be integrated into plans toward the continued viability of this partnership. YUMA COUNTY In Yuma County, many outstanding employers have demonstrated a genuine interest in the success of those they hire and train. Yuma’s One-Stop system has become the beneficiary of such interest. Through WIA services made available to Yuma’s workforce and offered in concert with employer assistance, numerous successful business partnerships have evolved, as evidenced by some of those highlighted below: The Hazlett Family, who own Donald's A/C and Heating, treat their trainees like "part of the family" in this family-owned business. Donald's A/C and Heating have trained nine people from Yuma’s programs and have hired five for full-time employment. The Hazlett’s have shown an exemplary commitment to training the workforce of Yuma County. Shaw Diversified Services has multiple types of workforce needs. During 2001, Shaw hired 10 Yuma participants, and continues to interview on a quarterly basis for new employment opportunities. The company works with Yuma’s case managers to hire workers with good potential, even though they have few skills and speak very limited English. Shaw provides trainees with safe, hands-on occupational training in addition to language training to help them succeed in the labor force. Yuma Schools Transportation Department goes beyond the traditional definition of partner in its collaboration with Yuma County’s WIA program. During more than 10 years of training school bus drivers, the transportation department has worked with Yuma County to develop and maintain the local area’s most successful customized training program. The program’s approach to training bus drives equates not only to skills acquisition, but to careers that lead to self-sufficiency and a pride in employment that is pervasive among participants. 25 Challenges, Successes and Plans for the Future In PY 2001, Arizona has continued to streamline its employment and training activities, building upon strategic partnerships with the state’s education and economic development sectors, as well as community-based organizations, to ensure a skilled workforce. This, coupled with local planning flexibility and targeted customer assistance programs, provided the impetus for enhancing service delivery, even amid uncertain economic times in the state. At a more fundamental level, the state Workforce Development Administration (WDA) has continued to enhance the provision of support to the state's 15 local workforce investment areas, facilitating sound decision-making, accountability, and realization of workforce solutions unique to each area. Amidst the successes WDA has realized in the past program year, there is a heightened awareness of challenges yet to be addressed, to deliver on the promise of workforce development inherent in WIA: Within this environment, WDA has continued to improve on the state's participant tracking system, building in necessary edit checks and reporting capabilities that support improved program management statewide. WDA has developed a Help Desk System which provides local areas with a dedicated phone line for reporting technical problems or questions related to the state's participant tracking system. Each call to the Help Desk is assigned a ticket number and a work unit within WDA responsible for furnishing a reply. Turnaround time for responses to each Help Desk ticket has averaged approximately one hour. Additionally, WDA has put its own web site into full production, providing local areas with guidance memorandums, reports, promising practices, and multiple links to additional web sites focused on continuous improvement. The administration's assistance plan continues to place priority on targeted training and technical assistance, developed through annual, in-person surveys conducted with board members, program directors, and One-Stop staff at all levels. 26 § Support of local initiatives through greater advocacy at the federal level. § Assist local workforce areas in fulfilling their oversight responsibilities relative to subcontractors of WIA Title IB services, as well as provision of more definitive monitoring procedures and techniques. § Ensure appropriate development of Memorandums of Understanding (MOUs) among One-Stop system agencies to facilitate local board recertification and integration of services that promote workforce solutions for the benefit of WIA participants and the business community alike. § Continue advocating for broader training choices for WIA participants and more streamlined reporting of performance by state training providers. § Build upon the previous year’s accomplishments in improving tracking and reporting of WIA participant activity through the state’s participant tracking system. § Continue developing outreach strategies that target youth populations, particularly out-ofschool youth. § Work closely with the USDOL and stakeholders as WIA re-authorization approaches, to align future planning with the integration of services and performance accountability that re-authorization entails. Evaluation of Workforce Investment Activities During PY2001, the Arizona Workforce Development Administration developed a strategy to assist in the evaluation of Workforce Investment Activities statewide. Part of this strategy was to institute a comprehensive Training and Technical Assistance Plan that would establish the groundwork for building staff capacity, broadening information resources and improving performance outcomes at the state and local levels. Arizona contracted with a consultant to design the Training and Technical Assistance Plan and to conduct related surveys. This Plan established a training and technical assistance process that gathers information from the fifteen Local Workforce Investment Boards. Information collected is used to develop general and specific training topics presented at local technical assistance seminars, regional training sessions and statewide WIA conferences. This process has allowed Arizona to better identify and prioritize specific areas that require assistance. For example, Memorandums of Understanding (MOU’s) and associated Cost Allocation plans were identified as an area of concern and a top priority. Given this, training was then scheduled with the associated OneStop partners. Arizona will continue to explore new opportunities to enhance evaluation processes within the State. 27 Attachments Table A: Workforce Investment Act Customer Satisfaction Results Customer Satisfaction Negotiated Performance Level Participants Employers 68% 66% Actual Performance Level American Customer Satisfaction Index 72.10 73.35 Number of Completed Surveys Number of Customers Eligible for the Survey 245 242 828 429 Number of Customers Included in the Sample 828 429 Response Rate 30% 56% Table B: Adult Program Results At -A-Glance Negotiated Performance Level Actual Performance Level Entered Employment Rate 65% 75.0% Employment Retention Rate 79% 80.6% $2,918 $1,854 46% 57.0% Earnings Change in Six Months Employment and Credential Rate 1,627 2,168 1,594 1,978 $3,414,111 1,841 399 700 Table C: Outcomes for Adult Special Populations Reported Information Entered Employment Rate Employment Retention Rate Earnings Change in Six Months Employment And Credential Rate Public Assistance Recipients Receiving Intensive or Training Services 155 64.0% 242 136 77.3% 176 $359,854 $2,221 162 71 63.4% 112 Veterans 75.0% 79.1% $472 59.6% 117 156 106 134 $60,863 129 28 47 Individuals with Disabilities 61.0% 68.6% $1,265 64.4% 94 154 81 118 $135,387 107 29 45 Older Individuals (Age 55 or older) 72.3% 81.4% $412 53.2% 125 173 118 145 $51,882 126 25 47 Table D: Other Outcome Information for the Adult Program Reported Information Entered Employment Rate Employment Retention Rate Earnings Change in Six Months Individuals Who Received Training Service 433 76.9% 563 445 79.9% 557 $1,204,001 $2,370 508 28 Individuals Who Received Only Core and Intensive Services 1,194 74.4% 1,605 1,149 80.9% 1,421 $2,210,110 $1,658 1,333 Table E: Dislocated Worker Program Results At -a-Glance Negotiated Performance Level Actual Performance Level Entered Employment Rate 78% 86.8% Employment Retention Rate 88% 85.1% Earnings Change in Six Months 91% 85.9% Employment and Credential Rate 46% 64.2% 1,097 1,264 933 1,097 $10,186,267 $11,855,519 426 664 Table F: Outcomes for Dislocated Worker Special Populations Reported Information Entered Employment Rate Employment Retention Rate Earnings Change in Six Months Employment And Credential Rate Veterans 87.5% 84.0% 81.5% 57.1% 119 136 100 119 $1,301,895 $1,598,206 44 77 Individuals with Disabilities 35 85.4% 41 28 80.0% 35 $265,922 69% $384,935 12 63.2% 19 Older Individuals 82.7% 75.8% 67.2% 62.8% 153 185 116 153 $1,266,934 $1,884,376 54 86 Displaced Homemakers 16 76.2% 21 13 81.3% 16 $115,057 110.0% $104,581 7 53.8% 13 Table G: Other Outcome Information for Dislocated Worker Program Reported Information Entered Employment Rate Employment Retention Rate Earnings Change in Six Months Individuals Who Received Training Service 579 87.2% 664 493 85.1% 579 $5,528,215 88.4% $6,252,585 Individuals Who Received Only Core and Intensive Services 518 86.3% 600 440 84.9% 518 $4,658,052 83.1% $5,602,934 Table H: Older Youth Results At -a-Glance Negotiated Performance Level Actual Performance Le vel Entered Employment Rate 56% 66.3% Employment Retention Rate 77% 79.3% $2,382 $2,457 38% 41.9% Earnings Change in Six Months Credential Rate 29 183 276 172 217 $496,404 202 140 334 Table I: Outcomes for Older Youth Special Populations Reported Information Entered Employment Rate Employment Retention Rate Earnings Change in Six Months Employment And Credential Rate Public Assistance Recipients 32 62.7% 51 28 82.4% 34 $66,278 $2,138 31 22 40.0% 55 Veterans 0.0% 0.0% -$1,384 0.0% 0 1 0 1 -$1,384 1 0 1 Individuals with Disabilities 6 46.2% 13 8 88.9% 9 $15,082 $1,885 8 4 25.0% 16 Out-of-School Youth 126 74.6% 169 117 79.1% 148 $364,976 $2,664 137 97 47.3% 205 Table J: Younger Youth Results At -a-Glance Negotiated Performance Level Actual Performance Level Skill Attainment Rate 62% 84.7% Diploma or equivalent Attainment Rate 47% 46.2% Retention Rate 53% 43.1% 3,182 3,755 245 530 196 455 Table K: Outcomes for Younger Youth Special Populations Reported Information Skill Attainment Rate Diploma or equivalent Attainment Rate Retention Rate Public Assistance Recipients 258 75.4% 342 42 47.2% 89 23 30.7% 75 Individuals with Disabilities 539 89.1% 605 44 71.0% 62 18 37.5% 48 Out-of-School Youth 69.1% 11.4% 41.2% 141 204 5 44 47 114 Table L: Other Reported Information 12 Month Employment Retention Rate Adults 73.1% Dislocated Workers Older Youth 82.5% 70.8% 906 1,240 851 1,032 206 291 12 Month Earnings Change (Adults and Older Youth) or 12 Month Earnings Replacement (Dislocated Workers) $3,201 92.8% $3,545 $3,812,350 1,191 $10,791,806 $11,629,761 $989,045 279 Placements for Participants in Nontraditional Employment 1.78% 1.37% 0.00% 30 29 1,627 15 1,097 0 183 Wages at Entry Into Employment for those Individuals Who Entered Unsubsidized Employment $3,805 $5,439 $2,399 $5,871,809 1,543 $5,509,920 1,013 $415,076 173 Entry into Unsubsidized Employment Related to the Training Received of those who Completed Training Services 168 41.69% 403 198 37.15% 533 Table M: Participation Level Total Participants Served 7,813 4,701 887 4,354 Adults Dislocated Workers Older Youth Younger Youth Total Exiters 4,005 1,878 347 1,466 Table N: Cost of Program Activities Program Activity Description Program Activity Local Adults Local Dislocated Workers Local Youth Rapid Response (up to 25%) §134 (a) (2) (A) Statewide Required Activities (up to 15%) §134 (a) (2) (B) Statewide Allowable Eligible Training Provider List Activities §134 (a) (3) Incentive Funds Technical Assistance and Capacity Building Labor Market Information High Concentrations of Eligible Youth Displaced Homemaker Statewide Information Technology System Total of All Federal Spending Listed Above 31 Total Federal Spending $14,569,516 $6,705,056 $13,353,838 $2,555,821 $4,674,105 $62,479 $0 $270,579 $44,401 $16,070 $0 $0 $42,251,865 Table O: - Local Performance (By Individual Local Workforce Investment Area) Local Area Name Adults COCHISE COUNTY Total Participants Served 202 Dislocated Workers 82 Older Youth 45 Younger Youth ETA Assigned # 4005 Total Exiters 157 Adults 68 Dislocated Workers 20 Older Youth 10 Younger Youth 49 Negotiated Performance Level Customer Satisfaction Entered Employment Rate Retention Rate Program Participants Employers Adults 62% 77.4% Dislocated Workers 79% 85.2% Older Youth 66% 80.0% Adults 78% 79.7% Dislocated Workers 86% 82.6% Older Youth 74% 87.5% Younger Youth 48% 88.9% $3,045 $4,446 97% 167.7% $2,625 $4,928 Adults 45% 75.4% Dislocated Workers 47% 65.2% Older Youth 39% 60.0% Younger Youth 54% 85.7% Younger Youth 63% 96.7% Adults Earnings Change/Earnings Replacement in Six Months Credential/Diploma Rate Skill Attainment Rate Actual Performance Level Dislocated Workers Older Youth Other State Indicators of Performance Overall Status of Local Performance N/A Not Met 0 32 Met Exceed 1 14 Local Area Name GILA/PINAL COUNTIES Total Participants Served Adults 219 Dislocated Workers 374 Older Youth 63 Younger Youth Adults ETA Assigned # 4010 161 85 Dislocated Workers Total Exiters Older Youth 23 Younger Youth 73 Negotiated Performance Level Customer Satisfaction Entered Employment Rate Retention Rate Credential/Diploma Rate Skill Attainment Rate Actual Performance Level Program Participants Employers Adults 61% 74.4% Dislocated Workers 83% 93.3% Older Youth 53% 59.4% Adults 83% 77.3% Dislocated Workers 95% 87.1% Older Youth 82% 80.0% Younger Youth 54% 70.4% $2,730 $2,527 92% 77.5% $2,835 $2,291 Adults 45% 42.5% Dislocated Workers 47% 77.8% Older Youth 39% 13.9% Younger Youth 48% 72.7% Younger Youth 63% 85.3% Adults Earnings Change/Earnings Replacement in Six Months 165 Dislocated Workers Older Youth Other State Indicators of Performance Overall Status of Local Performance N/A Not Met 1 33 Met Exceed 7 7 Local Area Name GRAHAM COUNTY Total Participants Served ETA Assigned # 4015 Total Exiters Adults 73 Dislocated Workers 52 Older Youth 46 Younger Youth 58 Adults 30 Dislocated Workers 7 Older Youth 22 Younger Youth 8 Negotiated Performance Level Customer Satisfaction Entered Employment Rate Retention Rate Program Participants Employers Adults 53% 69.2% Dislocated Workers 79% 100.0% Older Youth 43% 50.0% Adults 70% 84.6% Dislocated Workers 71% 100.0% Older Youth 66% 87.5% Younger Youth 54% 66.7% $2,940 $5,503 Adults Earnings Change/Earnings Replacement in Six Months Credential/Diploma Rate Skill Attainment Rate Actual Performance Level Dislocated Workers 97% Older Youth 2448.1% $2,100 $3,223 Adults 45% 58.8% Dislocated Workers 47% 66.7% Older Youth 39% 42.9% Younger Youth 48% 33.3% Younger Youth 63% 98.6% Other State Indicators of Performance Overall Status of Local Performance N/A Not Met 1 34 Met Exceed 0 14 Local Area Name GREENLEE COUNTY Total Participants Served ETA Assigned # 4020 Total Exiters Adults 7 Dislocated Workers 24 Older Youth 4 Younger Youth 7 Adults 1 Dislocated Workers 5 Older Youth 0 Younger Youth 2 Negotiated Performance Level Customer Satisfaction Entered Employment Rate Retention Rate Program Participants Employers Adults 53% 0.0% Dislocated Workers 63% 80.0% Older Youth 53% 0.0% Adults 53% 0.0% Dislocated Workers 63% 75.0% Older Youth 53% 0.0% Younger Youth 50% 0.0% Adults Earnings Change/Earnings Replacement in Six Months Credential/Diploma Rate Skill Attainment Rate Actual Performance Level $2,100 Dislocated Workers 74% Older Youth $0 163.7% $1,995 $0 Adults 42% 0.0% Dislocated Workers 42% 0.0% Older Youth 36% 0.0% Younger Youth 42% 0.0% Younger Youth 58% 100.0% Other State Indicators of Performance Overall Status of Local Performance N/A Not Met 11 35 Met Exceed 0 4 Local Area Name CITY OF PHOENIX Total Participants Served ETA Assigned # 4025 Total Exiters Adults 1,770 Dislocated Workers 1,152 Older Youth 88 Younger Youth 485 Adults 769 Dislocated Workers 433 Older Youth 37 Younger Youth 223 Negotiated Performance Level Customer Satisfaction Entered Employment Rate Retention Rate Program Participants Employers Adults 75% 77.7% Dislocated Workers 84% 91.3% Older Youth 60% 63.0% Adults 84% 79.3% Dislocated Workers 92% 79.6% Older Youth 82% 85.0% Younger Youth 55% 1.7% Adults Earnings Change/Earnings Replacement in Six Months Credential/Diploma Rate Skill Attainment Rate Actual Performance Level $3,360 $2,001 91% 87.1% $2,940 $1,648 Adults 48% 38.7% Dislocated Workers 52% 56.3% Older Youth 43% 0.0% Younger Youth 55% 11.6% Younger Youth 72% 68.4% Dislocated Workers Older Youth Other State Indicators of Performance Overall Status of Local Performance N/A Not Met 5 36 Met Exceed 5 5 Local Area Name Adults Dislocated Workers PIMA COUNTY Total Participants Served ETA Assigned # 4030 992 Total Exiters 1,069 Older Youth 60 Younger Youth 556 Adults 345 Dislocated Workers 345 Older Youth 34 Younger Youth 270 Negotiated Performance Level Customer Satisfaction Entered Employment Rate Retention Rate Program Participants Employers Adults 70.70% 78.3% Dislocated Workers 76.70% 80.6% Older Youth 50.50% 77.8% Adults 79.30% 80.2% Dislocated Workers 85.80% 86.7% Older Youth 73.70% 82.6% Younger Youth 54.50% 55.9% $2,424 $2,442 88.90% 84.7% $2,121 $2,724 Adults 45.50% 68.3% Dislocated Workers 50.50% 66.4% Older Youth 41.40% 37.1% Younger Youth 53.50% 69.4% Younger Youth 70.70% 82.5% Adults Earnings Change/Earnings Replacement in Six Months Credential/Diploma Rate Skill Attainment Rate Actual Performance Level Dislocated Workers Older Youth Other State Indicators of Performance Overall Status of Local Performance N/A Not Met 0 37 Met Exceed 2 13 Local Area Name MARICOPA COUNTY Total Participants Served ETA Assigned # 4035 Adults 3,021 Dislocated Workers 1,454 Older Youth 105 Younger Youth 1,052 Adults 2,013 Dislocated Workers Total Exiters 708 Older Youth 22 Younger Youth 296 Negotiated Performance Level Customer Satisfaction Entered Employment Rate Retention Rate Program Participants Employers Adults 79% 80.8% Dislocated Workers 83% 88.3% Older Youth 57% 50.0% Adults 87% 81.3% Dislocated Workers 95% 86.4% Older Youth 80% 33.3% Younger Youth 56% 50.0% $3,570 $854 95% 81.6% $2,625 -$276 Adults 48% 59.0% Dislocated Workers 53% 75.9% Older Youth 43% 33.3% Younger Youth 56% 55.8% Younger Youth 74% 90.0% Adults Earnings Change/Earnings Replacement in Six Months Credential/Diploma Rate Skill Attainment Rate Actual Performance Level Dislocated Workers Older Youth Other State Indicators of Performance Overall Status of Local Performance N/A Not Met 4 38 Met Exceed 6 5 Local Area Name Adults SANTA CRUZ COUNTY Total Participants Served 182 Dislocated Workers 24 Older Youth 36 Younger Youth ETA Assigned # 4040 Total Exiters 228 Adults 39 Dislocated Workers 19 Older Youth 5 Younger Youth 14 Negotiated Performance Level Customer Satisfaction Entered Employment Rate Retention Rate Program Participants Employers Adults 63% 64.3% Dislocated Workers 79% 75.0% Older Youth 66% 80.0% Adults 81% 94.4% Dislocated Workers 88% 75.0% Older Youth 77% 100.0% Younger Youth 54% 73.1% $3,045 $3,209 97% 82.1% $2,520 $2,275 Adults 45% 81.3% Dislocated Workers 47% 63.6% Older Youth 39% 66.7% Younger Youth 48% 62.5% Younger Youth 63% 88.4% Adults Earnings Change/Earnings Replacement in Six Months Credential/Diploma Rate Skill Attainment Rate Actual Performance Level Dislocated Workers Older Youth Other State Indicators of Performance Overall Status of Local Performance N/A Not Met 0 39 Met Exceed 4 11 Local Area Name Adults Dislocated Workers YUMA COUNTY Total Participants Served ETA Assigned # 4045 562 Total Exiters 73 Older Youth 176 Younger Youth 762 Adults 243 Dislocated Workers 40 Older Youth 82 Younger Youth 190 Negotiated Performance Level Customer Satisfaction Entered Employment Rate Retention Rate Program Participants Employers Adults 65% 67.4% Dislocated Workers 81% 82.5% Older Youth 65% 75.0% Adults 81% 82.5% Dislocated Workers 90% 72.7% Older Youth 81% 75.9% Younger Youth 56% 52.9% $3,050 $2,336 97% 81.2% $2,130 $2,091 Adults 48% 65.6% Dislocated Workers 53% 63.6% Older Youth 43% 65.5% Younger Youth 56% 48.1% Younger Youth 74% 89.6% Adults Earnings Change/Earnings Replacement in Six Months Credential/Diploma Rate Skill Attainment Rate Actual Performance Level Dislocated Workers Older Youth Other State Indicators of Performance Overall Status of Local Performance N/A Not Met 1 40 Met Exceed 6 8 Local Area Name APACHE COUNTY Total Participants Served ETA Assigned # 4060 Total Exiters Adults 17 Dislocated Workers 27 Older Youth 5 Younger Youth 14 Adults 9 Dislocated Workers 10 Older Youth 2 Younger Youth 4 Negotiated Performance Level Customer Satisfaction Entered Employment Rate Retention Rate Program Participants Employers Adults 53% 100.0% Dislocated Workers 57% 100.0% Older Youth 53% 0.0% Adults 53% 100.0% Dislocated Workers 72% 80.0% Older Youth 53% 0.0% Younger Youth 50% 0.0% Adults Earnings Change/Earnings Replacement in Six Months Credential/Diploma Rate Skill Attainment Rate Actual Performance Level $2,940 $5,738 74% 78.8% Dislocated Workers Older Youth $2,415 $0 Adults 42% 100.0% Dislocated Workers 42% 22.2% Older Youth 36% 0.0% Younger Youth 42% 66.7% Younger Youth 58% 25.0% Other State Indicators of Performance Overall Status of Local Performance N/A Not Met 7 41 Met Exceed 0 8 Local Area Name COCONINO COUNTY Total Participants Served Adults 62 Dislocated Workers 48 Older Youth 19 Younger Youth ETA Assigned # 4065 Total Exiters 109 Adults 15 Dislocated Workers 11 Older Youth 10 Younger Youth 34 Negotiated Performance Level Customer Satisfaction Entered Employment Rate Retention Rate Program Participants Employers Adults 61% 100.0% Dislocated Workers 74% 100.0% Older Youth 56% 100.0% Adults 64% 81.8% Dislocated Workers 91% 92.9% Older Youth 80% 85.7% Younger Youth 54% 80.0% $2,835 $5,389 97% 104.3% $2,835 $1,202 Adults 45% 30.0% Dislocated Workers 47% 40.0% Older Youth 39% 42.9% Younger Youth 48% 78.8% Younger Youth 63% 64.6% Adults Earnings Change/Earnings Replacement in Six Months Credential/Diploma Rate Skill Attainment Rate Actual Performance Level Dislocated Workers Older Youth Other State Indicators of Performance Overall Status of Local Performance N/A Not Met 2 42 Met Exceed 1 12 Local Area Name MOHAVE/LA PAZ COUNTIES Adults 98 Dislocated Workers Total Participants Served 138 Older Youth 35 Younger Youth ETA Assigned # 4070 Total Exiters 140 Adults 57 Dislocated Workers 51 Older Youth 8 Younger Youth 50 Negotiated Performance Level Customer Satisfaction Entered Employment Rate Retention Rate Program Participants Employers Adults 75% 77.8% Dislocated Workers 76% 81.4% Older Youth 59% 100.0% Adults 75% 76.5% Dislocated Workers 87% 91.7% Older Youth 82% 50.0% Younger Youth 54% 56.0% $2,625 $2,879 92% 93.0% $1,758 $3,402 Adults 45% 53.8% Dislocated Workers 47% 50.0% Older Youth 39% 25.0% Younger Youth 63% 54.5% Younger Youth 48% 75.5% Adults Earnings Change/Earnings Replacement in Six Months Credential/Diploma Rate Skill Attainment Rate Actual Performance Level Dislocated Workers Older Youth Other State Indicators of Performance Overall Status of Local Performance N/A Not Met 2 43 Met Exceed 1 12 Local Area Name NAVAJO COUNTY Total Participants Served ETA Assigned # 4075 Total Exiters Adults 81 Dislocated Workers 72 Older Youth 34 Younger Youth 43 Adults 45 Dislocated Workers 19 Older Youth 19 Younger Youth 16 Negotiated Performance Level Customer Satisfaction Entered Employment Rate Retention Rate Program Participants Employers Adults 72% 65.6% Dislocated Workers 79% 88.9% Older Youth 53% 66.7% Adults 83% 86.7% Dislocated Workers 74% 91.7% Older Youth 74% 77.8% Younger Youth 54% 60.0% $3,045 $3,911 74% 78.2% $2,415 $4,207 Adults 45% 60.9% Dislocated Workers 47% 66.7% Older Youth 39% 63.6% Younger Youth 42% 60.0% Younger Youth 63% 83.3% Adults Earnings Change/Earnings Replacement in Six Months Credential/Diploma Rate Skill Attainment Rate Actual Performance Level Dislocated Workers Older Youth Other State Indicators of Performance Overall Status of Local Performance N/A Not Met 0 44 Met Exceed 1 14 Local Area Name Adults Dislocated Workers YAVAPAI COUNTY Total Participants Served ETA Assigned # 4080 82 Total Exiters Older Youth 13 Younger Youth 87 Adults 58 Dislocated Workers 43 Older Youth 4 Younger Youth 28 Negotiated Performance Level Customer Satisfaction Entered Employment Rate Retention Rate Credential/Diploma Rate Skill Attainment Rate Actual Performance Level Program Participants Employers Adults 74% 71.1% Dislocated Workers 83% 80.6% Older Youth 67% 66.7% Adults 83% 90.9% Dislocated Workers 93% 100.0% Older Youth 72% 100.0% Younger Youth 54% 50.0% $2,520 $3,083 97% 116.7% Adults Earnings Change/Earnings Replacement in Six Months 106 Dislocated Workers Older Youth $2,310 -$978 Adults 45% 30.4% Dislocated Workers 47% 33.3% Older Youth 39% 33.3% Younger Youth 48% 33.3% Younger Youth 63% 91.3% Other State Indicators of Performance Overall Status of Local Performance N/A Not Met 4 45 Met Exceed 5 6 Local Area Name Adults Dislocated Workers TRIBES Total Participants Served ETA Assigned # 4090 445 Total Exiters 6 Older Youth 158 Younger Youth 495 Adults 228 Dislocated Workers 2 Older Youth 69 Younger Youth 209 Negotiated Performance Level Customer Satisfaction Entered Employment Rate Retention Rate Program Participants Employers Adults 60% 42.9% Dislocated Workers 71% 0.0% Older Youth 55% 44.7% Adults 68% 75.4% Dislocated Workers 86% 0.0% Older Youth 73% 71.4% Younger Youth 52% 44.0% $2,100 $1,640 Adults Earnings Change/Earnings Replacement in Six Months Credential/Diploma Rate Skill Attainment Rate Actual Performance Level Dislocated Workers 71% Older Youth 0.0% $2,400 $3,613 Adults 44% 30.3% Dislocated Workers 46% 0.0% Older Youth 38% 24.5% Younger Youth 47% 38.3% Younger Youth 61% 89.0% Other State Indicators of Performance Overall Status of Local Performance N/A Not Met 8 46 Met Exceed 4 3 One Stop Directory Locations and contact people are listed below. APACHE COUNTY Apache County Workforce Partnership 1359 E. Main Street, Highway 60 Los Arcos Plaza Springerville, AZ 85938 (928) 333-4454 Donna Stock, Program Manager 1359 E. Main Street, Highway 60 Springerville, AZ 85938 (928) 333-4454 (928) 333-2903 Fax dstock@co.apache.az.us COCHISE COUNTY Cochise County Workforce Development th 1706 10 Street Douglas, AZ 85607 (520) 364-8906 Arizona Department of Economic Security 2981 E. Tacoma Sierra Vista, AZ 85635 (520) 459-3206 Vada Phelps, Executive Director Cochise County Workforce Development 650 E. Wilcox Drive Sierra Vista, AZ 85635 (520) 458-4200 (520) 458-1409 Fax vphelps@CPIC-CAS.org http://www.cochise.org/onestop Cochise County Workforce Development 650 E. Wilcox Drive Sierra Vista, AZ 85635 (520) 458-4200 COCONINO COUNTY Arizona Department of Economic Security 397 Malpais Lane, #9 Flagstaff, AZ 86001 (928) 779-4557 Coconino Co. Career Center/Arizona Dept. of Economic Security 337 N. Navajo P.O. Box 4269 Page, AZ 86040 (928) 645-5201 Carol Curtis, Director 110 E. Cherry Avenue Flagstaff, AZ 86001-4627 (928) 522-7900 (928) 522-7919 Fax ccurtis@co.coconino.az.us http://co.coconino.az.us/careercenter GILA AND PINAL COUNTIES Gila County One-Stop 1100 Monroe Street Globe, AZ 85501 (928) 425-2418 Kaycee Stratton, One-Stop Coordinator Gila Co. Community Services Division P.O. Box 2778 Globe, AZ 85502 (928) 425-7631 Ext. 8656 (928) 425-9468 Fax kstratton@co.gila.az.us 47 GRAHAM COUNTY WIA Title I Service Center 826 W. Main St. Safford, AZ 85546 (928) 428-7386 Neil Karnes, Director Graham County Employment & Training 826 West Main Street Safford, AZ 85546 (928) 428-7386 (928) 428-8074 Fax Nkarnes@graham.az.gov GREENLEE COUNTY Greenlee One-Stop Resource Center Highway 191 and Wards Canyon Road Clifton, AZ 85533 (928) 865-4151 Evangelina Esquivel Greenlee Career Center Highway 191 and Wards Canyon Road P.O. Box 1537 Clifton, AZ 85533 (928) 865-4151 (928) 865-3566 Fax vesquivel@aznex.net http://www.aznex.net/~clifton_os LA PAZ COUNTY La Paz Career Center 1113 Kofa Avenue Parker, AZ 85344 (928) 669-9812 Cheryl Burns, Director La Paz Career Center 1113 Kofa Avenue Parker, AZ 85344 (928) 669-9812 (928) 669-6326 Fax cheryl_burns@hotmail.com or Terry Foss terfoss@hotmail.com MARICOPA COUNTY Mesa Career Development Center 305 East Main St., Suite 200 nd (2 Floor, Wells Fargo Bank Building) Mesa, AZ 85201 (480) 668-8262 Peoria Career Development Center 9770 W. Peoria Peoria, AZ 85345 (623) 934-3231 Diana Shepherd Special Projects Coordinator Maricopa County Human Services Dept. 2801 West Durango Phoenix, AZ 85009 (602) 506-4812 (602) 506-8789 Fax dshepherd@mail.maricopa.gov http://www.hsd.maricopa.gov/mwc MOHAVE COUNTY Mohave County Community Development Center th 201 N. 4 Street Kingman, AZ 86401 (928) 753-0723 Lynne Steiger One-Stop Program Representative th 201 N. 4 Street, P.O. Box 7000 Kingman, AZ 86402-7000 (928) 753-0723 (928) 753-0776 Fax (928) 753-0726 TDD lynne.steiger@co.mohave.az.us 48 NAVAJO COUNTY Arizona Department of Economic Security 2500 E. Cooley, Suite 410 Show Low, AZ 85901 (928) 532-4300 Rondi Moore One-Stop Coordinator 2500 E. Cooley, Suite 410 Show Low, AZ 85901 (928) 532-4300 (928) 537-9185 Fax Arizona Department of Economic Security 319 E. Third Street, 335C Winslow, AZ 86047 (928) 289-4644 NAVAJO NATION Navajo Department of Workforce Development P.O. Box 1889 Window Rock AZ 86515 (928)871-7707 (928) 871-7116 Fax Roslyn Curtis, Director Navajo Department of Workforce Development P.O. Box 1889 Window Rock AZ 86515 (928)871-7707 (928) 871-7116 Fax NINETEEN TRIBAL NATIONS Tribal One-Stop Service Center 1599 Plantation Road Mohave Valley, AZ 86440 (928) 346-1787 Colette Lewis One-Stop System Administrator 1599 Plantation Road Mohave Valley, AZ 85440 (928) 346-1787 fmotos@ftmohave.com http://www.antn1stop.org CITY OF PHOENIX Phoenix Workforce Connection North th 9801 N. 7 Street Phoenix, AZ 85020 (602) 861-0208 Yolanda Carrothers City of Phoenix, Workforce Connection Division th 200 West Washington, 19 Floor Phoenix, AZ 85003-1611 (602) 262-4036 (602) 534-3915 Fax Onestop.hsd@phoenix.gov http://www.phoenix.gov/onestop.html PIMA COUNTY One-Stop Career Center 340 N. Commerce Park Loop, Tortolita Building Tucson, AZ 85745 (520) 798-0500 Celina Somoza One-Stop Coordinator 340 N. Commerce Park Loop, Tortolita Building Tucson, AZ 85745 (520) 798-0500 (520) 798-0599 Fax csomoza@csd.co.pima.az.us http://www.PimaWorks.com 49 SANTA CRUZ COUNTY Santa Cruz County One-Stop Center (temporary location) 2935 N. Grand Avenue Nogales, AZ 85621 (520) 375-7670 Nils Urman, Director 2935 N. Grand Avenue Nogales, AZ 85621 (520) 375-7670 (520) 281-1166 Fax sccwia@theriver.com http://www.onestopsc.org YAVAPAI COUNTY Arizona Department of Economic Security Cottonwood Center 1500 E. Cherry Street, Suite F Cottonwood, AZ 86326 (928) 634-3337 NACOG Workforce Development Center – Prescott Center 221 N. Marina, Suite 201 Prescott, AZ 86301 (928) 778-1422 Teri Drew, Regional Director 221 N. Marina, Suite 201 Prescott, AZ 86301 (928) 778-1422 (928) 778-1756 Fax Mailing Address: P.O. Box 2451 Prescott, AZ 86302 tdrew@cableone.net YUMA COUNTY Career Resource Center th 3826 W. 16 Street Yuma, AZ 85364 Phone: (928) 329-0990 Mercedes Dominguez One-Stop System Administrator th 3826 W. 16 Street Yuma, AZ 85364 (928) 329-0990 (928) 783-1825 Fax mdominguez@ypic.com http://www.ypic.com/crc.htm 50 Acknowledgements Special thanks are due to the following people for their many contributions to this report: § § § § § § § § § § § § § § § § § § § § § § § § § § § § § § Edgar Casasola, Workforce Development Administration, DES Mary Ann Dunleavy, Workforce Development Administration, DES Dean Grana, Workforce Development Administration, DES Pat Gregan, Workforce Development Administration, DES Mimi Hurtado, Workforce Development Administration, DES Marilyn Nicolls, Workforce Development Administration, DES Alex Stojsic, Workforce Development Administration, DES Carolyn Ufford, Workforce Development Administration, DES Rich Utzig, Workforce Development Administration, DES Stan Flowers, Workforce Development, Arizona Department of Commerce Alisa Lyons, Workforce Development, Arizona Department of Commerce Steve Partridge, Workforce Development, Arizona Department of Commerce Debra Raeder, Workforce Development, Arizona Department of Commerce Donna Stock, Apache County Workforce Partnership Jim Moore, City of Phoenix Employment and Training Administration Vada Phelps, Cochise County Workforce Development Center Carol Curtis, Coconino County Workforce Investment Barb Valencia, Gila/Pinal Community Services Neil Karnes, Graham County Employment and Training Administration Evangelina Esquivel, Greenlee County Career Center Cheryl Burns, La Paz Career Center Darcy Bucholz, Maricopa Workforce Connection Susie Parel-Duranceau, Mohave County Community Development Center Gail Sadler, Navajo Workforce Investment Board Hank Atha, Pima County Community Services Nils Urman, Santa Cruz Workforce Development Teri Drew, Yavapai County Workforce Development John Morales, Yuma County Private Industry Council Don Eddy, Colorado River Indian Tribes Warren Koontz, Inter Tribal Council of Arizona For further information, contact: Office of Workforce Development Arizona Department of Commerce 3800 North Central Avenue, Suite 1500 Office of Workforce Development Phoenix, AZ 85012 (602) 280-8133 www.azcommerce.com Workforce Development Administration Arizona Department of Economic Security 1787 West Jefferson, Site Code 920 Z Phoenix, AZ 85007 (602) 542-3957 www.de.state.az.us/wia 51 52