The Workforce Investment Act Annual Report – Program Year 2002 July 1, 2002 – June 30, 2003 A R I Z O N A The Workforce Investment Act Annual Report Program Year 2002 July 1, 2002 – June 30, 2003 A Partner of America’s Workforce Network State of Arizona Submitted by: David R. Ellis, Program Administrator (Interim) Workforce Development Administration Arizona Department of Economic Security December 1, 2003 STATE OF ARIZONA JANET NAPOLITANO GOVERNOR OFFICE OF THE GOVERNOR 1700 WEST WASHINGTON STREET, PHOENIX, AZ 85007 MAIN PHONE: 602-542-4331 FACSIMILE: 602-542-7601 December 1, 2003 These are exciting times for the Arizona Workforce Connection, Arizona’s workforce development system. In my 2003 “State of the State” address, I announced the building of a new Arizona economy as one of my priorities. In order to move the economy of Arizona forward, the state must develop a labor pool with strong technical and academic foundations. A highly qualified workforce will attract businesses that create high- wage jobs. To that end, workforce development is a primary economic development tool. I have identified four workforce development priorities: 1. Arizona must fund programs that promote collaboration among youth organizations and provide employment opportunities for youth. 2. Arizona must fund programs that provide resources and job training for displaced homemakers and women in non-traditional employment. 3. Arizona must promote strong linkages between workforce and economic development activities to make it a state that is prosperous for both employers and employees. 4. Arizona must continue to fund programs that utilize education to promote economic development and improve workforce development around the state. Congratulations to the Arizona Workforce Connection’s Local Workforce Investment Boards and their guidance in directing the Program Year 2002 Workforce Investment Act training dollars. The Arizona Workforce Connection will meet or exceed the expected levels for all seventeen federal performance indicators. I look forward to continued success in the coming years. Yours very truly, Janet Napolitano Governor Table of Contents Executive Summary _______________________________________________________ 3 Economic Environment ____________________________________________________ 4 Statewide Funds __________________________________________________________ 5 Eligible Training Provider List______________________________________________________ 5 Incentive Funds__________________________________________________________________ 5 Technical Assistance and Capacity Building _________________________________________ 5 High Concentrations of Eligible Youth_______________________________________________ 6 State Administration______________________________________________________________ 6 Statewide Information Technology (IT) System: Virtual OneStop ________________________ 6 Apprenticeship __________________________________________________________________ 6 Business Research_______________________________________________________________ 7 Arizona Workforce Connection Marketing ___________________________________________ 7 Governor’s Council on Workforce Policy (GCWP) _______________________________ 8 Governor’s Council Membership _____________________________________________ 9 Statewide Computer Software System _______________________________________ 10 National Emergency Grant _________________________________________________ 11 Resource Allocation and Effectiveness ______________________________________ 12 Programs Serving Adults __________________________________________________ 14 Success Serving Adults ___________________________________________________ 16 Programs Serving Dislocated Workers _______________________________________ 17 Success Serving Dislocated Workers ________________________________________ 18 Programs Serving Youth __________________________________________________ 19 Success Serving Youth ___________________________________________________ 21 Strategic Partnerships/Collaborations _______________________________________ 23 Apache County _________________________________________________________________ 23 City Of Phoenix _________________________________________________________________ 23 Cochise County_________________________________________________________________ 24 Coconino County _______________________________________________________________ 24 La Paz County __________________________________________________________________ 25 Mohave County _________________________________________________________________ 25 i Table of Contents Navajo County__________________________________________________________________ 26 Nineteen Tribal Nations Local Workforce Investment Area ____________________________ 26 Pima County ___________________________________________________________________ 27 Santa Cruz County ______________________________________________________________ 28 Yuma County___________________________________________________________________ 28 Challenges, Successes, and Plans for the Future ______________________________ 30 WIA Performance Outcomes______________________________________________________ 30 Program Innovation _____________________________________________________________ 30 Training Options ________________________________________________________________ 30 Changing Landscape ____________________________________________________________ 31 WIA Re-authorization ____________________________________________________________ 31 Evaluation of Workforce Investment Activities ________________________________ 32 Performance Tables ______________________________________________________ 33 Local Area Name _________________________________________________________________________ 38 Local Area and Tribal Maps ________________________________________________ 53 One-Stop Directory _______________________________________________________ 55 Acknowledgements_______________________________________________________ 59 ii Executive Summary Executive Summary In a successful workforce investment system, achieving quality outcomes requires a strong orientation toward the future and a willingness to make long -term commitments to all One-Stop system stakeholders – employers, job seekers, staff, contractors, and the communities in which the system operates. Arizona’s state board – The Governor’s Council on Workforce Policy (GCWP) – continues to cultivate such an environment. • • more cost effectively. Among the various strategic partnerships developed in PY 2002, those targeting assistance to youth were most pervasive. This suggests a strong correlation between the local flexibility inherent in WIA and the variety of approaches to dropout prevention, which is a priority statewide. The GCWP made good on a promise to support a new internet-based workforce development system for the state’s local workforce investment areas (LWIAs). The new system, Virtual One Stop, offers LWIAs new functionality including reports on demand of the most current client activities, and the ability to track funds expended through multiple funding streams. The WIA module of Virtual One-Stop will be implemented statewide January 2, 2004, with implementation of the Labor Exchange module scheduled for July 2004. With increasing frequency, local workforce investment boards (LWIBs) actively forged community alliances that helped streamline service delivery to job seekers and employers, and did so 3 • Technical assistance/capacity building (TA/CB) funds were awarded to local boards in their continuing efforts to move beyond compliance-driven decision making, to craft local systems based upon a vision. TA/CB funds also helped local directors provide training that allowed staff to better scrutinize MIS, case management, and other aspects of program operations for optimum performance results. • With the completion of Memorandums of Understanding (MOUs) and subsequent recertification of the state’s 15 LWIBs, many of the obstacles to resource sharing have given way to formation of a resource base, that will help advance the workforce development goals in each LWIA. Economic Environment Economic Environment In July 2002, Arizona’s economy reached a milestone when it began to show over-theyear job growth, although still maintaining an unemployment rate at a high of 6.3% (seasonally adjusted). Since then, the Arizona economy exhibited slow but steady increases in the number of jobs. Noteworthy was the surprising monthly gain in manufacturing jobs, the first monthly increase since December 2000. State economists predict continued conservative job growth for the remainder of 2003 with momentum increasing in 2004 as consumer optimism and business confidence improves. By June 2003, unemployment had declined to 5.9%, showing signs of strength. Sources: Arizona’s Workforce, Arizona Department of Economic Security, Research Administration, August 15, 2002, March 27, 2003, July 17, 2003, and August 28, 2003 4 Statewide Funds Statewide Funds The Governor has the authority to pool and reserve up to 15% of adult, youth, and dislocated worker formula funds for statewide workforce 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 training providers a nd works closely with local boards in reviewing and approving new training providers. The Education Department annually reviews performance data, verifies performance information, and monitors providers to determine continued certification of qualified training providers. All eligible training providers and programs can be reviewed on: www.ade.az.gov/arizonaHEAT. This web site is updated regularly in response to user suggestions. Recent new features include a Consumer Report Card contained in the program details section of each training program. Here, performance data can be viewed concerning the number of program completers who became employed, were retained in employment at least six months, and their average wages earned since program completion. Incentive Funds State incentive funds are available to Local Workforce Investment Areas (LWIAs) that exceed their 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. Awards totaling $689,000 were available for PY2002. These incentive awards will be announced in February 2004. Technical Assistance and Capacity Building Technical assistance and capacity building are state leadership activities. During PY2002, the Workforce Development Administration sponsored several training opportunities based on the results of a technical assistance survey of local area staff. Included in the training offerings were: • The step-by-step process of setting participant goals for WIA younger youth enrollees (ages 14 – 18) and tracking their progress through the Skill Attainment system. • A Training Expo that afforded all WIA approved training providers the opportunity to exhibit materials related to their various programs. The Expo also offered several workshops facilitated by subject matter experts in financial aid, rural and urban economic development, apprenticeship training, and provision of One -Stop services to the business community. • The responsibilities and services provided by Rapid Response teams throughout the state. • The current realities of case management under WIA. 5 Statewide Funds Local areas may also receive capacity building funds to enhance their effectiveness, strengthen direct services provided to participants, and develop exemplary program activities in order to meet and exceed performance expectations. These funds are also 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. A total of $435,902 was provided to local areas during PY 2002. 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. 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. Statewide Information Technology (IT) System: Virtual OneStop To continue the development of Arizona’s One-Stop system and truly achieve seamless and integrated service delivery, funds were allocated for statewide information technology system called Virtual OneStop. The Internet-based system will be implemented January 2, 2004. Phase I of system implementation will provide a comprehensive set of tools for providing both WIA -funded 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 will add labor exchange services for businesses and incorporate the consolidation of existing data bases. Apprenticeship Funds were allocated to increase awareness and assist in the expansion of the apprenticeship program into the rural areas of Arizona. The Arizona Department of Commerce is the state agency that oversees the program. Registered apprenticeships are formalized career training programs that offer a combination of structure and on-the-job training and related technical instruction to employees, to train them in occupations that demand a high level of skill. There are over 120 registered apprenticeship programs in Arizona. Staff for the apprenticeship program provide technical assistance to employers and industry sectors in establishing programs. 6 Statewide Funds Business Research The Morrison Institute for Public Policy at Arizona State University was commissioned to conduct a study on the Arizona workforce development system and the effectiveness of its current governance structure. The Governor’s Council on Workforce Policy, with the support of Governor Napolitano, asked the Morrison Institute to present alternative governance models that can ensure that business needs are being met by the system and are aligned with economic development efforts and goals. The final report will be available in December 2003. In addition, the Morrison Institute was asked to assess the Latino workforce and determine if their workforce needs are being met by the current system. This report will be finalized in May 2004. Arizona Workforce Connection Marketing The Governor’s Council on Workforce Policy adopted the Arizona Workforce Connection as the statewide brand for the delivery of workforce services to businesses and job seekers. Key activities in marketing the new brand include the creation of www.ArizonaWorkforceConnection.com, the purchase of a trade show booth which has been used at over 30 different workforce events since March 2003, and a toll-free hotline for businesses. In addition, over 75,000 marketing brochures and folders were distributed to the local workforce investment areas for presentations and workshops. Local One-Stop centers are in the process of incorporating the use of the statewide brand into locally published materials. Desert View Watchtower, Grand Canyon Arizona 7 Governor’s Council on Workforce Policy Governor’s Council on Workforce Policy (GCWP) An active Governor’s Council on Workforce Policy, under the leadership of Ms. Diane McCarthy, continued to play a significant role in addressing workforce issues under the direction of a new Governor and administration. The Council began meeting in different locations around the state in order to become more educated on local area needs, differences, and strengths, and increased meeting frequency from 4 to 6 meetings per year. The GCWP continued to facilitate strengthening the statewide One-Stop delivery system by sponsoring a statewide initiative to standardize the processes and documents involved in developing local One-stop memorandums of understanding and resource sharing agreements. Local area staff commented that this process resulted in renewed onestop partnerships, a more comprehensive view of the local One-Stop system, and enhanced possibilities for service delivery coordination. This process was tied to the re-certification of local workforce investment boards. Memberships in the Arizona Association for Economic Development (AAED) were purchased for all GCWP members, local workforce board chairs, and WIA directors. AAED is a leading advocate of responsible economic development in all of Arizona. As a result of this collaboration, a workforce committee was established as a standing committee of AAED. The Workforce Committee is exploring viable options and developing strategies to create stronger linkages between economic and workforce development activities. A strategic planning session resulted in a new vision, mission, objectives, and committee structure, all aligned with the workforce and economic development vision of Governor Napolitano. The strategic planning session was held in conjunction with the annual Arizona Career and Technical Education conference, allowing GCWP members to interact with education professionals from around the state. Other significant activities have included: • • • • Allocating statewide funds for the development and implementation of Virtual OneStop, an Internet-based statewide workforce management system Securing the Morrison Institute at the Arizona State University to conduct a study on the effectiveness of the current workforce program governance structure Re-certifying the 15 local workforce investment boards, incorporating a requirement for a web presence Supporting and participating in the Governor’s Rural Development Conference 8 Vision: To be the leader of an integrated, high quality workforce development system. Mission: The Governor’s Council on Workforce Policy provides leadership, direction, and establishes policy for the delivery of a quality workforce system through the Arizona Workforce Connection. Goals: 1. Increase the visionary activities of the Council 2. Engage the Council members 3. Create dashboard reports/information for the Council/system to do its work 4. Increase communication throughout the system 5. Develop meaningful linkages between economic development and workforce development 6. Develop strong partnerships with Local Elected Officials (LEOs), Faith-Based Organizations (FBO), etc. 7. Develop meaningful linkages between education and workforce Governor’s Council Membership Governor’s Council Membership Ms. Linda Aguilar Human Resource Manager Spectra-Physics Semiconductor Lasers Mr. David Berns Director Arizona Department of Economic Security 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. Ms. Donna Davis Program Director, Jobs for Valley Youth Communities in Schools of Arizona Mr. Gil Jimenez Director Arizona Department of Commerce Mr. Milt Ericksen Director, Career & Technical Education Arizona Dept. of Education 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. Steven 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 Mr. John Lewis Executive Director Inter Tribal Council of Arizona 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. Alejandro Reynoso President and CEO AR Utility Specialist, Inc. (ARUSI) Ms. Pam Ross Business Partnerships Manager Honeywell Mr. W. Gary Suttle President and CEO Rockford Corporation Dr. Mary Vanis Director, Center for Workforce Development Maricopa Community Colleges Ms. Janice Washington President J.C. Washington, C.P.A. Statewide Computer Software System Statewide Computer Software System Arizona Workforce Connection - Virtual One-Stop In Program Year 2002, Arizona procured the Virtual OneStop (VOS) software application from Geographic Solutions, Inc. of Palm Harbor, Florida. This was based on the needs of the fifteen local workforce investment areas and the vision of the Arizona Governor's Council on Workforce Policy to have a single, comprehensive statewide workforce development system. The new application will provide local areas with an advanced case management tool, customer tracking, and access to the most up -to-date customer information for reporting and analysis purposes. VOS can be accessed from any computer with a link to the Internet, which will make workforce development more efficient and will provide self-help functionality to OneStop customers in search of training and employment. The implementation of the WIA phase of this Internet-based system is January 2, 2004, with the Labor Exchange phase scheduled for implementation in July 2004. 10 National Emergency Grant National Emergency Grant Rodeo-Chediski Wildfires The State of Arizona was awarded a National Emergency Grant on July 19, 2002 in the amount of $2,291,674. protect the properties and help restore the erosion caused by the rains, and over 100 miles of fencing were repaired or replaced. The grant was utilized for disaster clean up and the emergency workforce needs of the citizens who had been affected by the wildfire destruction in Navajo County and the White Mountain Apache Reservation. The fire consumed over 409,000 acres of timber, destroyed over 500 structures in Navajo County and caused a tremendous hardship on the White Mountain Apache Tribe timber industry and the residents of the tribal communities. This grant was a tremendous success. The goal of temporary employment for local residents, as well as the fire clean-up and restoration activities provided, have helped to restore economic and ecological order in areas that were devastated a year ago. The level of cooperation and commitment demonstrated by county, state, tribal and federal programs, as well as local volunteers and social agencies was extraordinary, maximizing the resources available. Although the enormity of the affected area could not be addressed by this grant, nor the scope of services provided to all who could have benefited, its implementation has helped to heal some of the terrible wounds left by the largest wildfire in America’s history. With the assistance of this grant, The White Mountain Apache Tribe and Navajo County were able to provide temporary employment to 264 residents. Approximately 3,000 acres were reseeded resulting in 6,700 tons of mulched materials. Watershed restoration, wood crib, and straw dams were installed to 11 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 For Program Year (PY) 2002, the Governor’s Council on Workforce Policy retained a discretionary formula and allocated 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 remaining 30 percent of the funds were based equally on excess unemployment above the state average and excess poverty. This approach shifted funds to where the need was demonstrated. The “hold harmless” provision3 as authorized in the WIA was applied as necessary. Dislocated worker funds were distributed through a weighted four-part formula, which was changed for PY2002. Applying the formula factor weights approved for PY2001 caused significant shifts in funds away from urban areas where the state saw major increases in lay-off activity, to rural areas with less activity. As a result, the Governor’s Council approved the following factor weights: declining industries was the most important factor (95%), followed by plant closing/layoffs (3%), unemployment concentrations (1%), and long-term unemployed (1%). Cost Efficiency Analysis Program *Overall for all programs Adult Program Dislocated Worker Program Youth Program Cost per Participant $1,954 $1,993 $1,216 $2,534 *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. 2 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. 12 Cost Effectiveness Statewide Cost of Program Activities – PY2002 Program Activity Description Program Activity Local Adults Local Dislocated Workers Local Youth Rapid Response (up to 25%) §134 9a) (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 Total Federal Spending $12,893,992 $6,163,646 $15,246,358 $2,483,308 $6,111,448 $74,975 $25,000 $324,695 $50,448 $19,284 $0 $0 $43,393,154 Participation Level Adults Dislocated Workers Older Youth Younger Youth Total Participants Served 6,470 5,070 1,145 4,871 Gila River Indian Community Woven Basket 13 Total Exiters 3,355 2,229 529 1,947 Programs Serving Adults 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. 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 unemplo yment rates. Intensive services can include literacy activities, a comprehensive assessment, counseling and career planning, and short-term services to enhance skills. For an adult unable to obtain employment through intensive services, he/she may receive training services linked to employment opportunities in his/her 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. Workforce Investment Act Customer Satisfaction Results Customer Satisfaction Negotiated Performance Level Participants Employers 70 68 Actual Performance Level American Customer Satisfaction Index 63.61 72.76 Number of Completed Surveys Number of Customers Eligible for the Survey 753 452 4057 2197 Number of Customers Included in the Sample 2289 976 Response Rate Adult Program Results At-A-Glance Entered Employment Rate Employment Retention Rate Earnings Change in Six Months Employment and Credential Rate Negotiated Performance Level 67% 72.5% 82% 82.0% $2,700 $3,405 47% 64.5% 14 Actual Performance Level 2,134 2,945 2,164 2,638 $8,284,884 2,433 770 1,193 33 46 Programs Serving Adults 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 49.5% 155 313 75.4% 132 175 $2,176 $354,612 163 48.0% 72 150 Veterans 75.1% 80.4% $4,183 69.8% 199 265 185 230 $895,174 214 81 116 Individuals with Disabilities 62.7% 74.7% $3,175 66.7% 136 217 121 162 $488,983 154 50 75 Older Individuals (Age 55 or older) 75.1% 77.7% $2,838 68.4% 154 205 136 175 $451,263.00 159 54 79 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 75.4% 708 939 82.6% 770 932 $2,093 $1,835,123 877 Individuals Who Received Only Core and Intensive Services 71.1% 1,426 2,006 81.7% 1,394 1,706 $4,145 $6,449,761 1,556 Migrant Farmworkers harvesting lettuce in Yuma County. Picture by Silvia Bates and SCF of Arizona. 15 Programs Serving Adults Success Serving Adults John came to Northern Arizona Council of Governments (NACOG) in December 2002 just after being released from prison. After completing vocational assessments and career counseling, John decided that he wanted to pursue a career in welding. With NACOG assistance, he completed 2 full semesters in the Welding Program at Yavapai College, with a 3.33 grade point average. He has been working part- time and is eager to obtain his welding certification. NACOG continues to support John with case management, job development and career readiness assistance as he works to achieve his goals. Dream Catcher and Against Abuse of Casa Grande referred this single parent welfare recipient adult to the Gila/Pinal WIA program in September of ’01. Her goal was to become employed and be self-sufficient so she could support her family and get off welfare. This participant successfully completed Work Readiness training at Central Arizona College (CAC) and received a certificate. She was placed in work experience training (WEX) at the Salvation Army as a Family Service Administrator. She completed and passed all competencies and was hired by the Salvation Army fulltime as Family Service Administrator. Unfortunately, due to lack of work and funding at the Salvation Army, her work hours were cut and she sought other jobs to make ends meet. She found two part-time jobs, one at Hallmark as a Retail Merchandiser and the other at Beall’s Clothing Store as a Cashier. Although quite busy, this participant had the desire to build up her work skills and enrolled at CAC full-time majoring in General Management. She was given an opportunity to do another work experience at CAAG in the Casa Grande office as a Case Manager. After short-term training, CAAG hired this participant fulltime as a WIA Case Manager at $11.03 an hour. This participant brings a positive attitude toward working with WIA participants and staff and has a great working relationship with other community agencies. She’s a great asset to CAAG and WIA participants. 16 Programs Serving Dislocated Workers Programs Serving Dislocated Workers In order to assist individuals who have lost their jobs through no fault of their own, local OneStop 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 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. Dislocated Worker Program Results At-a-Glance Negotiated Performance Level 81% 87.2% Employment Retention Rate 90% 89.3% Earnings Replacement Rate in 6 Mo. 94% 81.7% Employment and Credential Rate 48% 71.9% Entered Employment Rate Actual Performance Level 1,791 2,054 1,599 1,791 $18,788,956 $22,988,148 728 1,013 Outcomes for Dislocated Worker Special Populations Reported Information Entered Employment Rate Employment Retention Rate Earnings Replacement Rate in 6 Mo. Employment And Credential Rate Veterans 86.7% 88.5% 84.3% 72.2% 209 241 185 209 $2,585,902 $3,065,705 83 115 Individuals with Disabilities 87.0% 47 54 97.9% 46 47 89.0% $532,356 $600,841 81.0% 17 21 Older Individuals 82.7% 86.8% 71.7% 65.0% 258 312 224 258 $2,414,659 $3,369,896 93 143 Displaced Homemakers 87.1% 27 31 88.9% 24 27 101.7% $225,065 $221,239 81.3% 13 16 Other Outcome Information for Dislocated Worker Program Reported Information Entered Employment Rate Employment Retention Rate Earnings Replacement Rate in 6 Mo. Individuals Who Received Training Service 87.5% 886 1,013 89.6% 794 886 80.0% $9,164,579 $11,453,422 17 Individuals Who Received Only Core and Intensive Services 86.9% 905 1,041 89.0% 805 905 83.4% $9,624,377 $11,534,725 Programs Serving Dislocated Workers Success Serving Dislocated Workers Sara is a displaced homemaker who came to Northern Arizona Council of Governments (NACOG) in August 2002. Other than being a homemaker, Sara’s work history was very limited. Since working with NACOG and Arizona Women’s Education and Employment (AWEE), she has been taking computer classes at Yavapai College to upgrade her skills and employability. In April, Sara began a work experience (WEX) at a local social service agency. She is learning new computer skills and many office related duties. After completing her WEX, she will work an additional 3 months in on-the-job training, then she will be hired as a permanent employee. The staff there is very happy with her performance, as documented in her progress reports. Sara is developing numerous transferable skills including utilizing different computer programs, customer service skills, and general office duties. These will be valuable for her future employability. Her confidence and income have both increased as a result of her new position. Andrea enrolled in the Regional Employment Pre-layoff Assistance Center (REPAC) Dislocated Worker Program after being laid off from the Arizona Department of Economic Security-Family Assistance Program. She worked for over two years as a Public Service Evaluator for the state before being laid off due to budget cuts. REPAC referred Andrea to Gila County Housing Authority. She interviewed for the position of Administrative Assistant, and was selected for the job. At the time, Andrea lived in Hayden and was commuting to Globe each day. An agreement was written between REPAC and Gila County for Andrea to do on-thejob-training (OJT). She was trained on the various day-to-day tasks involved in housing, and sent to school to receive training for a certified Section 8 Housing Eligibility Worker. Andrea has since been hired and is very excited about finding full time employment. Crew of Dislocated Workers provided temporary employment of clean-up after the Rodeo-Chediski fire. 18 Programs Serving Youth 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. Youth ages 14-21, whether in school or out of school, can acquire skills, establish career and educational goals, and can benefit from peer-centered 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. Older Youth Results At-a-Glance Entered Employment Rate Negotiated Performance Level 57% 64.8% 79% 80.8% $2,454 $2,923 39% 49.2% Employment Retention Rate Earnings Change in Six Months Credential Rate Actual Performance Level 206 318 202 250 $657,585 225 192 390 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 62.7% 37 59 75.6% 31 41 $3,429 $123,448 36 47.3% 35 74 Veterans 100% 100% $5,481 50.0% 2 2 2 2 $10,962 2 2 4 19 Individuals with Disabilities 56.3% 9 15 66.7% 6 9 $732 $5,852 8 66.7% 14 21 Out-of-School Youth 75.8% 113 149 84.9% 124 146 $3,240 $430,899 133 52.8% 104 197 Programs Serving Youth Younger Youth Results At-a-Glance Negotiated Performance Level 64% Skill Attainment Rate Actual Performance Level 82.3% Diploma or equivalent Attainment Rate 49% 42.1% Retention Rate 54% 52.6% 4,105 4,989 386 917 333 633 Outcomes for Younger Youth Special Populations Reported Information Skill Attainment Rate Diploma or equivalent Attainment Rate Retention Rate Public Assistance Recipients 75.2% 354 471 40.4% 40 99 45.2% 38 84 Individuals with Disabilities 86.8% 33.8% 49.5% 20 782 901 75 222 48 97 Out-of-School Youth 66.0% 25.8% 66.3% 243 368 8 31 63 95 Programs Serving Youth Success Serving Youth Eric is a youth from a low-income family with transportation difficulties. Eric participated in job readiness training and had done very well. He was hired for a work experience position through the summer component of the youth program, which would involve him commuting from his Prescott Valley home to his work at a school in Mayer/Spring Valley, some distance away. The family car was old and unreliable, but was nonetheless used by his mother to go to work in a community in the opposite direction of Eric’s placement. The week that Eric was to start his placement, the car broke down. Eric contacted his case manager, obviously upset and frustrated, but NACOG staff came up with a solution. Staff coordinated with the local transit company to provide Eric a free pass on its shuttle for transportation to and from work for the duration of his work experience. With this assistance, Eric was able to complete his work experience. He excelled in all areas of his job readiness and work experience objectives and was grateful for the assistance and training provided to him. One of Coconino County’s "Graffiti Jr. Rangers". These 14 and 15 year olds removed graffiti from the rocks at Lake Powell working with the National Park Service. When Brad walked into the Cottonwood Job Service office on November 6, 2000, he was very excited about going to Job Corps. He said he wanted a successful career where he could be self-sufficient and happy with what he was doing. He chose to attend the Fred Acosta Job Corps Center in Tucson and entered the Electrical Wiring training program. Brad exceeded his own expectations! He not only completed Electrical Wiring, but he went on to attend Pima College where he took a course to get his commercial driver’s license. On May 11, 2002, he entered the U.S. Army and completed training as a Cable System Installer/Maintainer. He is currently stationed in Hilenburg, Germany and will be there for the next two years operating and maintaining radio communication equipment. Brad credits his teacher, Mr. Fred Dorfman, the staff at Fred Acosta Job Corps, his math tutor at Pima College, and the Cottonwood Job Service staff. Brad to date, November 5, 2003, is serving his country in the United States Marine Corp, stationed in Germany. 21 Programs Serving Youth Indian Nations Camp youth performing traditional dances. Jose is a hearing impaired youth from a low-income, limited-English speaking family. He is in a special education program and some adaptive classes at a local public high school. He is able to communicate through sign language, reading lips and some oral articulation in both English and Spanish, but needed some accommodation for his hearing disability in a work situation. NACOG arranged for Jose to be placed at a local YMCA camp through the WIA youth program. He was also placed with a bilingual staff person who had experience working with disabled youth. He successfully completed his work readiness and work experience goals. Through his work experience at the camp, Jose demonstrated his ability to be a hard, capable worker. With his positive work attitude and behavior, he was very well liked by staff and campers, and gained immeasurable self-esteem. He is now working on his educational goal, with a focus on successfully completing 10th grade. Members of the Indian Nation Youth Camp. The youth participant was six months pregnant and single at the time of her enrollment in the Gila/Pinal WIA program. She was interested in nursing and enrolled in the Certified Nurses’ Aide program at Pima Community College at Gila Pueblo Campus and received her certificate. She also received her certification in Phlebotomy. This youth is now employed fulltime as a Certified Nurses’ Aide/Phlebotomist at Claypool Medical Center making $7.00 an hour. 22 Strategic Partnerships/Collaborations Strategic Partnerships/Collaborations Apache County Apache County’s Youth In Education for Success (YES) Program was implemented after OneStop informational interviews with youth demonstrated their need for Basic Education and occupational skills. Planners of YES included the county’s One-Stop partners, White Mountain Academy, Round Valley High School, and NAVIT (a regional program for vocational training in conjunction with high school enrollment). Funding for YES was shared by each of these entities. Ten youth between 14 and 18 years of age were enrolled in the YES inaugural program, following an outreach campaign that included brochures developed and distributed by the Apache County Workforce Partnership. The goal of YES was two -fold: (1) to provide atrisk students a combination of basic education preparation and occupational skills through work experience, and (2) to provide local employers exposure to motivated youth. Through planning and frequent monitoring of progress, One-Stop case managers were able to address student barriers affecting YES program completion. Students were placed in paid work experiences with local employers, who were obliged to attend an orientation about YES before students began working and training at their business locations. Students also attended GED preparation classes in conjunction with their work experiences. Of the ten students who started YES, six received their GED and the same number found unsubsidized employment upon program completion. Overall, collaborators found YES to be a win for all stakeholders involved, and the project will be expanded in the next program year. City Of Phoenix The Greater Phoenix ERISS Labor Market Survey of 2001 validated the lack of awareness among employers regarding workforce development programs through the One-Stop Career Center system. Approximately 64% of the employers surveyed said they had no knowledge of, nor had they taken advantage of, One-Stop programs or services. In response to these results, the Phoenix Workforce Connection (PWC) Board initiated a marketing strategy in PY 2002 to enhance awareness of PWC’s programs, as well as develop recognition of the name and logo for PWC among the City’s employers and job seekers. Staff representing the PWC, Maricopa Workforce Connection (MWC), the City of Phoenix Community Economic Development Department, and the City’s local workforce investment board members participated in the planning and design of marketing materials. These materials included brochures and other collateral materials; a video presentation targeted for the business community; an information phone line, and advertisements placed in movie theaters and other public places. During the same time period, staff from the various state and regional workforce agencies and their partners were in discussions to better coordinate One-Stop system business services. Each of the two groups of collaborators then decided to combine forces to create a single partnership focused on ways to better serve the economic and workforce needs of the larger business community. For its part, the PWC Board set aside $100,000 for the expanded marketing initiative. Other partners contributed a great deal of time and expertise. 23 Strategic Partnerships/Collaborations As the broader marketing initiative began to evolve, awareness of One -Stop employment and business services among employers and job seekers grew. Evidenced by the annual usage of One Stop Centers, along with customer surveys of employers and job seekers, the initiative has proven to be a successful means of information delivery about workforce services in the state. Cochise County Cochise County’s Employment Training Connection (ETC) is a partnership formed in PY 2002 that consists of three One-Stop partners: Cochise County Workforce Development, Cochise Community College, the DES Employment Security Administration, and two military partners: Army Community Services (ACS) and the Army Career and Alumni Program (ACAP). Cochise County is a large rural area with limited resources, and is home to the U.S. Army’s Fort Huachuca, the county’s largest employer, with a total workforce of more than 12,300. This represents 30% of the workforce for all of Cochise County. The ETC represented an effort to increase and enhance workforce development services through resource sharing among key employers and organizations that assist job seekers. One of the first tasks of the ETC was to identify the various job search and employment readiness skills needed to support both job seekers and employers in the community. Capitalizing on each partner agency’s area of expertise, a series of workshops was designed and delivered free of charge by ETC partner agencies to both military and civilian personnel. Workshops included instruction in interviewing skills, resume writing, and job search techniques, and often included local employers as guest speakers to provide information on their latest job recruiting efforts. This has been especially useful to Department of Defense contractors, who were able to fill many positions requiring specific military-related occupational skills. Other ETC-sponsored activities such as job fairs and new job search web sites have also contributed to improved employment opportunities in Cochise County. ETC will continue to evaluate and update its workshops, as well as broaden its outreach to other community partners, to fully support workforce development for all segments of its community. Coconino County When formed in PY 2002, the mission of the Coconino Rapid Response Task Force (CRRTF) centered on proactive service to employers and employees by connecting them with customized resources that prevent or minimize the effect of worker layoffs or business closures. Members of CRRTF included One-Stop partners, Workforce Investment Board (WIB) members, community business leaders, nonprofit agencies and One-Stop customers. Through monthly meetings, CRRTF members discussed impending business closures and developed an intervention strategy unique to each closure. Because of the variety and levels of expertise among members, CRRTF was able to offer prevention advice to an employer, and help an employer respond to employees retained after a layoff. 24 Strategic Partnerships/Collaborations CRRTF sponsored a community job fair, and has included a directory of community employment services and employers with job openings as part of its rapid response process. As a result, the workforce development system in Coconino County has gained stature in the community and CRRTF events have received increasing media coverage. After each event, CRRTF members are debriefed regarding its effectiveness as part of a continuous improvement process. Due to its unique approach to employer and employee assistance, as well as the expertise of its members, CRRTF is looked upon as one of the county’s lead organizations for workforce development innovation. La Paz County In rural LaPaz County, the community need for Adult Education services is quite pronounced as supported by the following statistics: ♦ There has been a 20% reduction in overall per-student funding in the past two years. ♦ The dropout rate at Parker High School (one of the area’s largest high schools) is 32%, and among Native American students, the rate is 38%. ♦ Overall, Arizona ranks 50th in student funding and 49th nationwide in dropout rates. These recent statistics support the long-standing need for a multi-location General Education Diploma (GED) program and other adult education classes in the county. In PY 2002, several agencies were involved in discussions concerning expansion of adult education offerings, particularly those that targeted the Spanish speaking population residing in the WendenSalome area. Community leaders from Arizona Western College, Wenden Elementary School, Salome High School, and the LaPaz Career Center pooled financial, staff, and equipment resources to develop an evening English as a Second Language (ESL) program. The program not only took a holistic approach to each student – setting goals for each one based on educational, occupational, and personal history – but built in periodic assessments of each student’s progress as well as accountability among the organizations directly involved in the ESL training. Through sound, single-minded efforts, the developers of the ESL program have afforded LaPaz County’s Spanish speakers the best opportunity for education and employment gains. Mohave County General Education Diploma (GED) preparation and Adult Basic Education are critically important to many of the customers who enter the Mohave County One-Stop Center. Although Mohave Community College (MCC) has long been the county’s provider for such training, the college adheres to a fixed schedule of classes that are located some distance from the OneStop, as well as the County’s Probation Department. These circumstances made such classes out of reach fo r many clients. One-Stop and County Probation staff voiced their concerns before the Local Workforce Investment Board (LWIB). The result was development of a formal partnership initiative among the One-Stop Center, County Probation, and Mohave Community 25 Strategic Partnerships/Collaborations College to create a flexible and convenient adult education delivery system at the One-Stop Center. Representatives from the three entities met to formulate a Memorandum of Understanding to spell out roles, responsibilities, and resource sharing to create an open-entry, open-exit One Stop Skills Center. The function of the Center was to facilitate GED and basic education instruction. Clients could then begin their studies at any time, and those pursuing a GED were enrolled as MCC students. The long-term goal of the One-Stop Skills Center is to offer a menu of flexible academic and vocational classes to meet customer needs. Other community partners such as Northern Arizona University (NAU), have recently joined this effort. NAU’s Educational Opportunities Center contributes weekly staff time at the One Stop to work with clients in a number of capacities and has agreed to fund GED testing for One-Stop clients. Navajo County From January to March 2003, a series of discussions took place among representatives from the state’s WIA, Jobs, and ESA programs, as well as Northland Pioneer College. Discussions focused on addressing a significant need for basic education and General Education Diploma (GED) preparation among youth in the Show Low area. From these initial discussions, the GED PLUS program was instituted in Navajo County. The most unique and ultimately most successful part of the GED PLUS program was its integration of work readiness skills with GED preparation. Youth enrolled in the program through the local One-Stop office. They began each day at Northland Pioneer College in a one-hour work-readiness class covering such skills as decision-making, employer expectations, and personal budgeting. This was followed by three hours of GED instruction that addressed all five subject areas as tested on the GED proficiency exam. Students were enrolled in GED PLUS for six weeks and received a graduated support stipend as each week’s studies were completed successfully. Partners in the GED PLUS collaborative actively sought the recommendations of area employers and chambers of commerce concerning training design and, as a result, the GED PLUS program was and continues to be successful for all stakeholders. Of the first class of 11 enrollees, 7 completed work readiness, 3 earned a GED, 6 found employment, and 4 are continuing their GED preparation. Nineteen Tribal Nations Local Workforce Investment Area Tohono O’Odham Nation The Tohono O’odham Nation (TON) is the second largest Native American tribe in the United States. The reservation stretches across 2.8 million acres in Southern Arizona and there are over 36,000 enrolled tribal members. On the reservation, the Employment and Training (E&T) Program plays a vital role in the employment and personal successes of its clients, and is the primary source of staff development for the One-Stop system. 26 Strategic Partnerships/Collaborations Through multi-faceted collaborations within the TON and strong linkages with other Native American tribes throughout the state, the E & T Program provides a broad base of social services to an ever-increasing number of clients. TON’s geographic isolation also obliges E&T staff to go beyond the reservation’s borders to seek employment opportunities in the Phoenix and Tucson metropolitan areas for those clients willing to work off the reservation. There are other unique elements of the E&T Program that have contributed to its success: (1) clients’ completion of various goals established in their individual employment plans are publicly celebrated in the One-Stop Center; (2) staff are required to make new community contacts each month and attend a minimum number of training workshops annually; (3) clients are surveyed at various stages of enrollment to ensure that the services being provided adequately address their needs; and (4) staff members are routinely called upon to serve as project leads to build their planning and communication skills. Pascua Yaqui Tribe The Pascua Yaqui Tribe (PYT) resides in a rural community southeast of Tucson. The tribal population consists of approximately 13,000 members. Workforce development services are administered through the tribal Human Resources Department. The PYT recognized that there were barriers and cultural considerations specific to tribal members that had to be taken into account when assessing clients for WIA services. In an effort to identify these considerations and to plan future service strategies, PYT began a process in PY 2001 that calls for tribal demographic information and results of customer satisfaction surveys to be systematically examined. The examinations then serve as the basis for developing service delivery “models.” Both economic development and educational agencies within the tribe are partners with WIA in advancing this “models” initiative. Using the various service models as benchmarks, staff from each partner entity will be trained in an integrated approach to provision of services. PYT fully anticipates that through this approach, customer service will be enhanced, service duplication will be reduced, and overall program operations for each partners’ programs will become more efficient and cost effective. Pima County Pima County established the Rewarding Youth Achievement (RYA) initiative to encourage youth from disadvantaged backgrounds to strive for excellence in all aspects of their lives. Through a grant proposal to the U.S. Department of Labor by the County’s Youth Opportunity (YO) movement, funds were awarded for the RYA initiative. The YO movement is comprised of Pima County One-Stop partners and many youth service providers. Once the federal grant was awarded to Pima County, YO partners collaborated with local employers, Pima Community College, and other entities to accomplish the following through the RYA initiative: ♦ Enhance summer jobs to youth. ♦ Offer youth summer classes in math and science ♦ Provide mentoring and leadership development to youth throughout the school year. 27 Strategic Partnerships/Collaborations Fundamental to the RYA initiative was the belief that low-income youth who are successful students and committed volunteers comprise an important segment of the One-Stop customer base. RYA eligible youth were enrolled through the One-Stop system and divided into cohorts of 25 students aged sixteen and older with various career aspirations. Three tracks fostered career aspirations through exposure to the professional world. Youth with an interest in the legal field enrolled in Courts-R-Us; youth with an interest in emergency health occupations enrolled in the emergency services track; and two college-bound yo uth cohorts enrolled in a work experience program on the University of Arizona campus. All youth in each career track attended a career academy that explored career fields and imparted work-related skills. Post-secondary institutions, industry training providers, and real-world professionals were all involved in showing youth from disadvantaged backgrounds a world of opportunity and challenged them with high expectations. Employers responded positively to the opportunity to host youth and each employer worked hard to develop rich work experiences for their youth interns. In all, 638 youth were engaged in the summer and year-round opportunities made available through RYA. Of these youth, 484 completed at least one three-week career academy and 248 completed a four -week summer internship. Over the long term, the RYA initiative is expected to lead to increased college enrollments and improved WIA performance outcomes. Santa Cruz County Large numbers of youth and adults in Santa Cruz County do not complete school due to poverty, social deprivation, and cultural differences. For these reasons, the Santa Cruz County Workforce Development Team was committed to bringing all stakeholders in the workforce system together to develop a sustainable, inclusive workforce. The team, composed of employers, educators, government representatives, local board members, and other community decision makers worked collaboratively to provide a host of mentoring and training opportunities for One-Stop participants. Occupational training coupled with one -onone personal support were provided to participants to assist them with the transition to gainful employment. Graphic arts, photography, and nursing were among the training opportunities available. The Workforce Development Team initiative resulted in increased employment rates for participants and a greater worker retention rate among area businesses. Most importantly, the initiative has raised the awareness of business leaders concerning the untapped potential within the county’s labor force. Yuma County The Yuma Workforce Investment Board (WIB) believes in the importance of partnerships and collaboration with other agencies in Yuma County. In PY 2002, two projects exemplified this commitment. The first of these projects was the Wage and Labor Demand Study. Agencies representing county and city governments, schools, and the business community were involved. 28 Strategic Partnerships/Collaborations Recognizing that Yuma County and sub-county wage and other employment data was often difficult to obtain and lacked comprehensiveness, the partners in the project wanted to fill the gaps in existing data. By engaging the help of a number of consultants, a survey was developed and distributed to 225 businesses with 50 or more employees identified by project partners. Once survey results were obtained, project partners used the results to begin development of their second project – the Yuma Data Bank. Using survey results, project partners began developing a database that would serve as the impetus for the Yuma Data Bank web site. The Data Bank underwent development over the course of several months, and on September 24, 2003, the new web site – www.yumadata.com – was unveiled at the Yuma Workforce Investment Board meeting. The web site is now available to the general public and is particularly useful to employers who are considering locating their businesses to Yuma County. Partners continue to review and update the web site, and provide updates to the Yuma WIB. 29 Challenges, Successes and Plans for the Future Challenges, Successes, and Plans for the Future WIA Performance Outcomes Program Year 2002 (July 1, 2002 through June 30, 2003) represented Arizona’s third year of operating employment and training programs under the Workforce Investment Act (WIA). As such, it was a year when previous experience played a key role in achieving performance goals. PY 2002 represents the first time since WIA implementation that the state met or exceeded the fifteen core performance measures for all WIA participant categories – adults, youth, and dislocated workers. This was due in no small measure to more frequent, tactical analysis of performance data to determine the various causes of low performance results. Through data analysis, Workforce Development Administration (WDA) staff identified and successfully addressed multiple factors that adversely impacted performance results. They included: (1) local data entry errors or omissions; (2) the lack of sufficient edit checks and reporting capabilities in the state’s participant tracking system; and (3) local program management strategies (e.g. timing of WIA participant enrollments and exits, as well as co-enrollments) that hindered positive outcomes. As the state transitions to its new internet-based system (Virtual One-Stop) for tracking participant activities, expectations are that performance results will reflect not only the move toward improved technology, but programmatic lessons learned over the past three years as well. Program Innovation Workforce system success goes hand in hand with agency partnerships and mutual accountability. This idea became the impetus behind a collaboration between the state’s TANF program and the WIA program. Often, individuals recently employed through help from the TANF program, struggle to retain employment due to job-related expenses that can well exceed their starting wages and overwhelm an already strained TANF budget. By searching the state’s WIA and TANF databases, recently employed TANF clients who were previously enrolled in a WIA program, were identified and provided employment retention services using WIA statewide funds. This “demonstration” partnership, the first of its kind in the state, provided support services such as gasoline vouchers, child care, clothing, and work tools to keep clients working and supporting their families. Through shared funding, the WIA and TANF programs statewide were able to help many more individuals stay employed, while sharing in improved performance outcomes related to employment retention. Training Options In response to the need for broader training options for eligible WIA participants, the state’s Eligible Training Provider Work Group devised policies and instituted a process whereby training programs offered via Internet could be approved to the state’s eligible training provider list. To be eligible for inclusion on the state list, a distance learning program must provide for occupational training leading to a certificate or credential, and must be offered through an Arizona -based institution. Approval of distance learning programs offered by out-of-state 30 Challenges, Successes and Plans for the Future institutions will hinge on the degree to which such training relates to occupations in demand around the state. Changing Landscape As PY 2002 came to a close, the Workforce Development Administration, like other state workforce agencies, became part of a Department of Economic Security (DES) initiative to streamline and make more cost effective, workforce programs that serve those seeking suitable employment. This challenge continues as DES moves to reorganize the Workforce Development Administration (WIA activities), Employment Security Administration (Labor Exchange/Unemployment Insurance activities), and the Jobs Administration (TANF Employment and Training activities) into a single workforce organization serving all customer segments, while effectively maintaining service quality, program operations, and financial commitments. WIA Re-authorization Experience has shown that a comprehensive workforce system is possible, but takes time to develop and improve upon. Re-authorization of the Workforce Investment Act provides an opportunity to build upon the successes realized under the original Act to ensure that Arizona continues to bring cohesiveness and prosperity to all those associated with its workforce system. WIA Re -authorization is expected by July 1, 2004. With it will come challenges for local area WIA programs, as well as state-level operations. One of the biggest challenges will be the switch to eight performance measures, instead of the current seventeen measures, that will be common to multiple One-Stop partner programs. There are implications that this switch to eight measures will mean major modifications in the data collection and reporting of OneStop client activities. The re-authorized Act is also expected to include provisions calling for the One-Stop infrastructure to be funded through contributions from each One-Stop partner; a stronger role and more diverse representation among business-led state board members; and greater latitude for Governors in each state to strategically align partner programs that build a more seamless and comprehensive workforce development system. 31 Evaluation of Workforce Investment Activities Evaluation of Workforce Investment Activities As part of a technical assistance (TA) strategy began in PY 2001, the Workforce Development Administration (WDA) continued to use results from a statewide survey of local One-Stops to provide targeted training and technical assistance in PY 2002. Considerable staff resources throughout PY 2002 were focused on examining and rectifying performance-related issues that were identified in the survey, and which may have caused local WIA performance levels to consistently fall short of expected outcomes. WDA staff from business operations, field operations, pla nning and program development, and technical support were involved in the actual TA process. The process consisted of three phases: Ø Phase 1 WDA reviewed Monthly Performance Reports of WIA participant activities, as well as Edit Check Reports based on each local area’s monthly data submissions, to ascertain potential performance-related problems. Ø Phase 2 WDA Field Operations Staff visited local staff on site to discuss any and all performance issues identified in Phase 1. Often, a performance issue involved examining both programmatic and MIS practices. Therefore, these visits included discussions with local WIA staff in multiple departments at various levels of responsibility. Ø Phase 3 Following an on-site visit, WDA Field Operations Staff were in regular contact with local staff to monitor progress. In the event a performance issue was not resolved at this point, WDA arranged for follow-up meetings and formal training as appropriate, so that local staff were able to successfully address the issue. If the performance issue appeared to impact multiple LWIAs, WDA arranged for statewide training. In addition to local performance, WDA has focused on provision of services to the WIA Older and Younger Youth populations who, according to the PY 2001 survey, are among the hardest to recruit and retain in the program. WDA staff designed and delivered multiple trainings throughout the state in PY 2002 on the state’s youth skill attainment system. The Department of Labor (DOL) also developed a performance enhancement plan for Arizona targeted at youth programs. DOL’s plan played a pivotal role in educating state and local staff regarding the impact that contract provisions, data collection, and program management strategies can have on youth recruitment and retention. The re-authorization of WIA anticipated in July 2004 will call for changes in WIA program operations statewide. As such, workforce investment activities will have to be re-examined in PY 2004 to ensure their alignment with provisions of the re-authorized Act. 32 Performance Tables Performance Tables Table A: Workforce Investment Act Customer Satisfaction Results Customer Negotiated Actual Number of Number of Satisfaction Performance Performance Level Completed Customers Level American Surveys Eligible for Customer the Survey Satisfaction Index Participants 70 63.61 753 4057 Employers 68 72.76 452 2197 Number of Customers Included in the Sample 2289 976 Response Rate 33 46 Table B: Adult Program Results At-A-Glance Entered Employment Rate Employment Retention Rate Earnings Change in Six Months Employment and Credential Rate Negotiated Performance Level 67% 72.5% 82% 82.0% $2,700 $3,405 47% 64.5% Table C: Outcomes for Adult Special Populations Reported Public Assistance Veterans Information Recipients Receiving Intensive or Training Services Entered 49.5% 155 75.1% 199 Employment Rate 313 265 Employment 75.4% 132 80.4% 185 Retention Rate 175 230 Earnings Change in $2,176 $354,612 $4,183 $895,174 Six Months 163 214 Employment And 48.0% 72 69.8% 81 Credential Rate 150 116 33 Actual Performance Level Individuals with Disabilities 62.7% 74.7% $3,175 66.7% 136 217 121 162 $488,983 154 50 75 2,134 2,945 2,164 2,638 $8,284,884 2,433 770 1,193 Older Individuals (Age 55 or older) 75.1% 77.7% $2,838 68.4% 154 205 136 175 $451,263.00 159 54 79 Performance Tables Table D: Other Outcome Information for the Adult Program Reported Information Individuals Who Received Training Service Entered Employment Rate 75.4% 708 939 Employment Retention Rate 82.6% 770 932 Earnings Change in Six Months $2,093 $1,835,123 877 Table E: Dislocated Worker Program Results At-a-Glance Negotiated Performance Level Entered Employment Rate 81% Individuals Who Received Only Core and Intensive Services 71.1% 1,426 2,006 81.7% 1,394 1,706 $4,145 $6,449,761 1,556 Actual Performance Level 87.2% Employment Retention Rate 90% 89.3% Earnings Replacement Rate in 6 Mo. 94% 81.7% Employment and Credential Rate 48% 71.9% Table F: Outcomes for Dislocated Worker Special Populations Reported Veterans Individuals with Information Disabilities Entered 86.7% 209 87.0% 47 Employment Rate 241 54 Employment 88.5% 185 97.9% 46 Retention Rate 209 47 Earnings 84.3% $2,585,902 89.0% $532,356 Replacement Rate $3,065,705 $600,841 in 6 Mo. Employment And 72.2% 83 81.0% 17 Credential Rate 115 21 Older Individuals 82.7% 86.8% 71.7% 65.0% Table G: Other Outcome Information for Dislocated Worker Program Reported Information Individuals Who Received Training Service Entered Employment Rate 87.5% 886 1,013 Employment Retention Rate 89.6% 794 886 Earnings Replacement Rate in 6 Mo. 80.0% $9,164,579 $11,453,423 34 1,791 2,054 1,599 1,791 $18,788,956 $22,988,148 728 1,013 258 312 224 258 $2,414,659 $3,369,896 93 143 Displaced Homemakers 87.1% 27 31 88.9% 24 27 101.7% $225,065 $221,239 81.3% 13 16 Individuals Who Received Only Core and Intensive Services 86.9% 89.0% 83.4% 905 1,041 805 905 $9,624,377 $11,534,725 Performance Tables Table H: Older Youth Results At-a-Glance Entered Employment Rate Negotiated Performance Level 57% 64.8% 79% 80.8% $2,454 $2,923 39% 49.2% Employment Retention Rate Earnings Change in Six Months Credential Rate Table I: Outcomes for Reported Information Entered Employment Rate Employment Retention Rate Earnings Change in Six Months Employment And Credential Rate Older Youth Special Populations Public Assistance Veterans Recipients 62.7% 37 100% 2 59 2 75.6% 31 100% 2 41 2 $3,429 $123,448 $5,481 $10,962 36 2 47.3% 35 50.0% 2 74 4 Actual Performance Level Individuals with Disabilities 56.3% 9 15 66.7% 6 9 $732 $5,852 8 66.7% 14 21 206 318 202 250 $657,585 225 192 390 Out-of-School Youth 75.8% 113 149 84.9% 124 146 $3,240 $430,899 133 52.8% 104 197 Table J: Younger Youth Results At-a-Glance Skill Attainment Rate Negotiated Performance Level 64% Actual Performance Level 82.3% Diploma or equivalent Attainment Rate 49% 42.1% Retention Rate 54% 52.6% Table K: Outcomes for Younger Youth Special Populations Reported Information Public Assistance Individuals with Recipients Disabilities Skill Attainment Rate 75.2% 354 86.8% 782 471 901 Diploma or equivalent 40.4% 40 33.8% 75 Attainment Rate 99 222 Retention Rate 45.2% 38 49.5% 48 84 97 35 4,105 4,989 386 917 333 633 Out-of-School Youth 66.0% 25.8% 66.3% 243 368 8 31 63 95 Performance Tables Table L: Other Reported Information 12 Month Earnings Change (Adults and Older Youth) 12 Month or Employment 12 Month Earnings Retention Replacement Rate (Dislocated Workers) Adults 73.4% Dislocated Workers Older Youth 81.0% 76.5% 1,510 2,058 882 1,089 169 221 $1,908 87.8% $2,910 $3,495,968 1,832 $10,320,792 $11,754,621 $613,913 211 Placements for Participants in Nontraditional Employment 2.16% 1.40% 0.00% 46 2,134 25 1,791 0 206 Wages at Entry Into Employment for those Individuals Who Entered Unsubsidized Employment $4,013 $5,734 $2,292 $8,038,991 2,003 $9,765,312 1,703 $440,096 192 Entry into Unsubsidized Employment Related to the Training Received of those who Completed Training Services 38.99% 262 672 37.90% 329 868 Table M: Participation Level Total Participants Served 6,470 5,070 1,145 4,871 Adults Dislocated Workers Older Youth Younger Youth Program Activity Description Table N: Cost of Program Activities Program Activity Local Adults Local Dislocated Workers Local Youth Rapid Response (up to 25%) §134 9a) (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 36 Total Exiters 3,355 2,229 529 1,947 Total Federal Spending $12,893,992 $6,163,646 $15,246,358 $2,483,308 $6,111,448 $74,975 $25,000 $324,695 $50,448 $19,284 $0 $0 $43,393,154 Performance Tables Table O: - Local Performance (By Individual Local Workforce Investment Area) Local Area Name Adults Dislocated Workers APACHE COUNTY Total Participants Served ETA Assigned # 4060 12 Older Youth 2 Younger Youth 21 Adults 11 Dislocated Workers Total Exiters 2 Younger Youth 11 Program Participants Adults 55% Dislocated Workers* Older Youth 55% 100.0% Adults 55% 92.3% See REPAC - Table O Older Youth 55% 100.0% Younger Youth 53% 80.0% $3,087 $3,488 Adults Earnings Change/Earnings Replacement in Six Months Dislocated Workers* Older Youth See REPAC - Table O $2,536 $761 44% 85.7% Adults Dislocated Workers* Credential/Diploma Rate Skill Attainment Rate 81.3% See REPAC - Table O Dislocated Workers* Retention Rate Actual Performance Level See Table A Employers Entered Employment Rate 280 Older Youth Negotiated Performance Level Customer Satisfaction 723 See REPAC - Table O Older Youth 37% 100.0% Younger Youth 44% 57.1% Younger Youth 61% 87.5% N/A N/A Other State Indicators of Performance Overall Status of Local Performance Not Met 1 Met Exceed 1 13 * The Dislocated Worker statistics reflected in this chart are those of Re-Employment and Pre-Layoff Assistance Center (REPAC), the entity which administers the Disloc ated worker program on behalf of a 6 local area consortium that includes Apache, Gila/Pinal, Graham, Greenlee, Mohave/La Paz and Navajo Counties. (Also see Table-O – REPAC Dislocated Worker Consortium.) 37 Performance Tables Table O: - Local Performance (By Individual Local Workforce Investment Area) Local Area Name CITY OF PHOENIX Total Participants Served 2,236 Dislocated Workers 1,608 Older Youth 218 Younger Youth 944 Adults ETA Assigned # 4025 Adults 1,084 Dislocated Workers Total Exiters 714 Older Youth 84 Younger Youth 247 Negotiated Performance Level Customer Satisfaction Program Participants See Table A Employers Entered Employment Rate Retention Rate Adults 78% 78.5% Dislocated Workers 86% 90.6% Older Youth 62% 64.7% Adults 88% 78.1% Dislocated Workers 94% 89.8% Older Youth 84% 80.8% Younger Youth 57% 67.1% $3,528 $2,934 93% 81.3% $3,087 $2,733 Adults 51% 49.4% Dislocated Workers 54% 65.2% Older Youth 45% 43.6% Younger Youth 57% 45.6% Younger Youth 74% 69.5% N/A N/A 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 Not Met 38 Met 10 Exceed 5 Performance Tables Table O: - Local Performance (By Individual Local Workforce Investment Area) Local Area Name Adults COCHISE COUNTY Total Participants Served 178 Dislocated Workers 59 Older Youth 33 Younger Youth ETA Assigned # 4005 Total Exiters 112 Adults 87 Dislocated Workers 28 Older Youth 16 Younger Youth 50 Negotiated Performance Level Customer Satisfaction Program Participants See Table A Employers Entered Employment Rate Retention Rate Adults 65% 72.2% Dislocated Workers 83% 87.9% Older Youth 69% 61.5% Adults 82% 86.2% Dislocated Workers 90% 86.2% Older Youth 77% 87.5% Younger Youth 56% 57.1% $3,197 $5,096 97% 86.4% $2,756 $2,800 Adults 47% 74.7% Dislocated Workers 50% 58.6% Older Youth 41% 58.8% Younger Youth 51% 70.8% Younger Youth 66% 98.0% N/A N/A 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 Not Met Met Exceed 3 39 12 Performance Tables Table O: - Local Performance (By Individual Local Workforce Investment Area) Local Area Name COCONINO COUNTY Total Participants Served ETA Assigned # 4065 Total Exiters Adults 82 Dislocated Workers 50 Older Youth 12 Younger Youth 89 Adults 40 Dislocated Workers 34 Older Youth 7 Younger Youth 58 Negotiated Performance Level Customer Satisfaction Program Participants See Table A Employers Entered Employment Rate Retention Rate Earnings Change/Earnings Replacement in Six Months Credential/Diploma Rate Skill Attainment Rate Actual Performance Level Adults 64% 62.5% Dislocated Workers 77% 68.8% Older Youth 58% 57.1% Adults 67% 92.3% Dislocated Workers 96% 90.9% Older Youth 84% 83.3% Younger Youth 56% 34.5% Adults $2,977 $2,911 Dislocated Workers 101% 140.9% Older Youth $2,977 $1,392 Adults 47% 58.8% Dislocated Workers 50% 64.3% Older Youth 41% 70.0% Younger Youth 51% 72.7% Younger Youth 66% 71.0% N/A N/A Other State Indicators of Performance Overall Status of Local Performance Not Met 2 40 Met Exceed 6 7 Performance Tables Table O: - Local Performance (By Individual Local Workforce Investment Area) Local Area Name GILA/PINAL COUNTIES Total Participants Served Adults 203 Dislocated Workers 723 Older Youth 61 Younger Youth Adults ETA Assigned # 4010 103 93 Dislocated Workers Total Exiters Older Youth 30 Younger Youth 45 Negotiated Performance Level Customer Satisfaction Program Participants Adults 64% Dislocated Workers* Older Youth 55% 78.9% Adults 87% 82.4% See REPAC - Table O Older Youth 86% 87.5% Younger Youth 56% 57.1% $2,867 $3,825 Adults Earnings Change/Earnings Replacement in Six Months Dislocated Workers* Older Youth See REPAC - Table O $2,977 $5,606 47% 67.3% Adults Dislocated Workers* Credential/Diploma Rate Skill Attainment Rate 84.1% See REPAC - Table O Dislocated Workers* Retention Rate Actual Performance Level See Table A Employers Entered Employment Rate 280 See REPAC - Table O Older Youth 41% 60.0% Younger Youth 51% 87.5% Younger Youth 66% 82.9% N/A N/A Other State Indicators of Performance Overall Status of Local Performance Not Met Met Exceed 2 13 * The Dislocated Worker statistics reflected in this chart are those of Re-Employment and Pre-Layoff Assistance Center (REPAC), the entity which administers the Dislocated worker program on behalf of a 6 local area consortium that includes Apache, Gila/Pinal, Graham, Greenlee, Mohave/La Paz and Navajo Counties. (Also see Table-O – REPAC Dislocated Worker Consortium.) 41 Performance Tables Table O: - Local Performance (By Individual Local Workforce Investment Area) Local Area Name Adults Dislocated Workers GRAHAM COUNTY Total Participants Served ETA Assigned # 4015 82 Older Youth 39 Younger Youth 67 Adults 0 Dislocated Workers Total Exiters 2 Younger Youth 6 Program Participants Adults 55% Dislocated Workers* Older Youth 45% 40.0% Adults 70% 84.6% See REPAC - Table O Older Youth 69% 100.0% Younger Youth 56% 66.7% Dislocated Workers* Earnings Change/Earnings Replacement in Six Months See REPAC - Table O Adults $3,087 $3,837 Older Youth $2,205 $2,916 47% 47.6% Adults Dislocated Workers* Credential/Diploma Rate Skill Attainment Rate 46.2% See REPAC - Table O Dislocated Workers* Retention Rate Actual Performance Level See Table A Employers Entered Employment Rate 280 Older Youth Negotiated Performance Level Customer Satisfaction 723 See REPAC - Table O Older Youth 41% 50.0% Younger Youth 51% 33.3% Younger Youth 66% 95.7% N/A N/A Other State Indicators of Performance Overall Status of Local Performance Not Met 1 Met Exceed 3 11 * The Dislocated Worker statistics reflected in this chart are those of Re-Employment and Pre-Layoff Assistance Center (REPAC), the entity which administers the Dislocated worker program on behalf of a 6 local area consortium that includes Apache, Gila/Pinal, Graham, Greenlee, Mohave/La Paz and Navajo Counties. (Also see Table-O – REPAC Dislocated Worker Consortium.) 42 Performance Tables Table O: - Local Performance (By Individual Local Workforce Investment Area) Local Area Name Adults Dislocated Workers GREENLEE COUNTY Total Participants Served ETA Assigned # 4020 16 Older Youth 6 Younger Youth 16 Adults 3 Dislocated Workers Total Exiters 3 Younger Youth 1 Program Participants Adults 55% Dislocated Workers* Older Youth 55% 100.0% Adults 55% No Exiters See REPAC - Table O Older Youth 55% 100.0% Younger Youth 53% 0.0% $2,205 No Exiters Adults Earnings Change/Earnings Replacement in Six Months Dislocated Workers* Older Youth See REPAC - Table O $2,095 $9,136 44% No Exiters Adults Dislocated Workers* Credential/Diploma Rate Skill Attainment Rate 0.0% See REPAC - Table O Dislocated Workers* Retention Rate Actual Performance Level See Table A Employers Entered Employment Rate 280 Older Youth Negotiated Performance Level Customer Satisfaction 723 See REPAC - Table O Older Youth 37% 100.0% Younger Youth 44% No Exiters Younger Youth 61% 100.0% N/A N/A Other State Indicators of Performance Overall Status of Local Performance Not Met 6 Met Exceed 1 8 * The Dislocated Worker statistics reflected in this chart are those of Re-Employment and Pre-Layoff Assistance Center (REPAC), the entity which administers the Dislocated worker program on behalf of a 6 local area consortium that includes Apache, Gila/Pinal, Graham, Greenlee, Mohave/La Paz and Navajo Counties. (Also see Table-O – REPAC Dislocated Worker Consortium.) 43 Performance Tables Table O: - Local Performance (By Individual Local Workforce Investment Area) Local Area Name Adults Dislocated Workers MARICOPA COUNTY Total Participants Served ETA Assigned # 4035 886 Total Exiters 1,060 Older Youth 124 Younger Youth 928 Adults 363 Dislocated Workers 404 Older Youth 76 Younger Youth 647 Negotiated Performance Level Customer Satisfaction Program Participants See Table A Employers Entered Employment Rate Retention Rate Adults 83% 75.2% Dislocated Workers 87% 90.3% Older Youth 60% 77.8% Adults 92% 83.8% Dislocated Workers 99% 87.4% Older Youth 84% 77.3% Younger Youth 58% 35.6% $3,749 $4,216 99% 76.0% $2,756 $2,021 Adults 51% 82.0% Dislocated Workers 55% 83.6% Older Youth 45% 70.6% Younger Youth 58% 18.8% Younger Youth 77% 82.7% N/A N/A 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 Not Met 4 44 Met Exceed 3 8 Performance Tables Table O: - Local Performance (By Individual Local Workforce Investment Area) Local Area Name MOHAVE/LA PAZ COUNTIES Total Participants Served Adults 124 Dislocated Workers 723 Older Youth 51 Younger Youth Adults ETA Assigned # 4070 173 56 Dislocated Workers Total Exiters Older Youth 29 Younger Youth 85 Negotiated Performance Level Customer Satisfaction Program Participants Adults 79% Dislocated Workers* Older Youth 62% 69.2% Adults 79% 75.6% See REPAC - Table O Older Youth 86% 66.7% Younger Youth 57% 57.7% $2,756 $3,005 Adults Earnings Change/Earnings Replacement in Six Months Dislocated Workers* Older Youth See REPAC - Table O $1,874 $2,721 47% 43.8% Adults Dislocated Workers* Credential/Diploma Rate Skill Attainment Rate 68.8% See REPAC - Table O Dislocated Workers* Retention Rate Actual Performance Level See Table A Employers Entered Employment Rate 280 See REPAC - Table O Older Youth 41% 42.1% Younger Youth 66% 34.4% Younger Youth 50% 79.3% N/A N/A Other State Indicators of Performance Overall Status of Local Performance Not Met 2 Met Exceed 4 9 * The Dislocated Worker statistics reflected in this chart are those of Re-Employment and Pre-Layoff Assistance Center (REPAC), the entity which administers the Dislocated worker program on behalf of a 6 local area consortium that includes Apache, Gila/Pinal, Graham, Greenlee, Mohave/La Paz and Navajo Counties. (Also see Table-O – REPAC Dislocated Worker Consortium.) 45 Performance Tables Table O: - Local Performance (By Individual Local Workforce Investment Area) Local Area Name Adults Dislocated Workers NAVAJO COUNTY Total Participants Served ETA Assigned # 4075 69 Older Youth 35 Younger Youth 43 Adults 51 Dislocated Workers Total Exiters 27 Younger Youth 27 Program Participants Adults 76% Dislocated Workers* Older Youth 55% 68.8% Adults 87% 76.5% See REPAC - Table O Older Youth 77% 78.6% Younger Youth 56% 73.3% $3,197 $2,915 Adults Earnings Change/Earnings Replacement in Six Months Dislocated Workers* Older Youth See REPAC - Table O $2,536 $2,859 47% 58.8% Adults Dislocated Workers* Credential/Diploma Rate Skill Attainment Rate 67.5% See REPAC - Table O Dislocated Workers* Retention Rate Actual Performance Level See Table A Employers Entered Employment Rate 280 Older Youth Negotiated Performance Level Customer Satisfaction 723 See REPAC - Table O Older Youth 41% 52.4% Younger Youth 44% 84.2% Younger Youth 66% 69.4% N/A N/A Other State Indicators of Performance Overall Status of Local Performance Not Met Met Exceed 4 11 * The Dislocated Worker statistics reflected in this chart are those of Re-Employment and Pre-Layoff Assistance Center (REPAC), the entity which administers the Dislocated worker program on behalf of a 6 local area consortium that includes Apache, Gila/Pinal, Graham, Greenlee, Mohave/La Paz and Navajo Counties. (Also see Table-O – REPAC Dislocated Worker Consortium.) 46 Performance Tables Table O: - Local Performance (By Individual Local Workforce Investment Area) Local Area Name PIMA COUNTY Total Participants Served ETA Assigned # 4030 Total Exiters Adults 1,405 Dislocated Workers 1,306 Older Youth 186 Younger Youth 680 Adults 876 Dislocated Workers 657 Older Youth 47 Younger Youth 204 Negotiated Performance Level Customer Satisfaction Program Participants See Table A Employers Entered Employment Rate Retention Rate Earnings Change/Earnings Replacement in Six Months Credential/Diploma Rate Skill Attainment Rate Actual Performance Level Adults 71.4% 71.1% Dislocated Workers 77.5% 78.3% Older Youth 51.0% 68.2% Adults 80.0% 83.6% Dislocated Workers 86.7% 88.8% Older Youth 74.4% 76.2% Younger Youth 55.1% 52.3% Adults $2,448 $2,158 Dislocated Workers 89.8% 76.5% Older Youth $2,142 $1,790 Adults 45.9% 65.3% Dislocated Workers 51.0% 65.0% Older Youth 41.8% 42.9% Younger Youth 54.1% 51.2% Younger Youth 71.4% 92.5% N/A N/A Other State Indicators of Performance Overall Status of Local Performance Not Met Met Exceed 6 47 9 Performance Tables Table O: - Local Performance (By Individual Local Workforce Investment Area) Local Area Name Adults SANTA CRUZ COUNTY Total Participants Served 183 Dislocated Workers 12 Older Youth 54 Younger Youth ETA Assigned # 4040 Total Exiters 282 Adults 72 Dislocated Workers 1 Older Youth 8 Younger Youth 107 Negotiated Performance Level Customer Satisfaction Program Participants See Table A Employers Entered Employment Rate Retention Rate Adults 66% 76.2% Dislocated Workers 83% 76.9% Older Youth 69% 75.0% Adults 85% 89.6% Dislocated Workers 93% 90.0% Older Youth 80% 83.3% Younger Youth 56% 50.0% $3,197 $2,226 97% 94.3% $2,646 $2,851 Adults 47% 78.4% Dislocated Workers 50% 33.3% Older Youth 41% 62.5% Younger Youth 51% 55.2% Younger Youth 66% 83.7% N/A N/A 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 Not Met 2 48 Met Exceed 4 9 Performance Tables Table O: - Local Performance (By Individual Local Workforce Investment Area) Local Area Name Adults Dislocated Workers YAVAPAI COUNTY Total Participants Served ETA Assigned # 4080 88 Total Exiters Older Youth 14 Younger Youth 97 Adults 50 Dislocated Workers 68 Older Youth 12 Younger Youth 43 Negotiated Performance Level Customer Satisfaction Program Participants Retention Rate Adults 77% 69.8% Dislocated Workers 87% 88.3% Older Youth 71% 66.7% Adults 87% 78.8% Dislocated Workers 98% 86.8% Older Youth 76% 50.0% Younger Youth 56% 38.1% $2,648 $2,875 97% 89.0% $2,428 ($1,097) Adults 47% 81.3% Dislocated Workers 50% 82.6% Older Youth 41% 57.1% Younger Youth 51% 75.0% Younger Youth 66% 69.8% N/A N/A Adults Earnings Change/Earnings Replacement in Six Months Credential/Diploma Rate Skill Attainment Rate Actual Performance Level See Table A Employers Entered Employment Rate 120 Dislocated Workers Older Youth Other State Indicators of Performance Overall Status of Local Performance Not Met 3 49 Met Exceed 5 7 Performance Tables Table O: - Local Performance (By Individual Local Workforce Investment Area) Local Area Name YUMA COUNTY Total Participants Served ETA Assigned # 4045 Adults 608 Dislocated Workers 120 Older Youth 186 Younger Youth 823 Adults 394 Dislocated Workers Total Exiters Older Youth 122 Younger Youth 204 Negotiated Performance Level Customer Satisfaction Program Participants Retention Rate Adults 69% 73.9% Dislocated Workers 85% 85.0% Older Youth 68% 76.8% Adults 85% 86.0% Dislocated Workers 95% 91.2% Older Youth 85% 86.4% Younger Youth 58% 71.4% $3,203 $3,200 97% 102.6% $2,426 $3,062 Adults 51% 71.8% Dislocated Workers 55% 72.0% Older Youth 45% 66.3% Younger Youth 58% 64.7% Younger Youth 77% 92.4% N/A N/A Adults Earnings Change/Earnings Replacement in Six Months Credential/Diploma Rate Skill Attainment Rate Actual Performance Level See Table A Employers Entered Employment Rate 39 Dislocated Workers Older Youth Other State Indicators of Performance Overall Status of Local Performance Not Met Met Exceed 3 50 12 Performance Tables Table O: - Local Performance (By Individual Local Workforce Investment Area) Local Area Name Adults Dislocated Workers TRIBES Total Participants Served ETA Assigned # 4090 293 Total Exiters 11 Older Youth 123 Younger Youth 493 Adults 173 Dislocated Workers 2 Older Youth 64 Younger Youth 212 Negotiated Performance Level Customer Satisfaction Program Participants See Table A Employers Entered Employment Rate Retention Rate Adults 61% 47.4% Dislocated Workers 72% No Exiters Older Youth 56% 49.4% Adults 69% 72.2% Dislocated Workers 87% No Exiters Older Youth 74% 69.2% Younger Youth 53% 42.7% $2,200 $2,177 72% No Exiters $2,500 $3,484 Adults 45% 31.0% Dislocated Workers 47% No Exiters Older Youth 39% 18.6% Younger Youth 48% 44.3% Younger Youth 62% 72.6% N/A N/A 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 Not Met 7 51 Met Exceed 5 3 Performance Tables Table O: - REPAC Consortium Local Area Name Dislocated Workers REPAC Dislocated Worker Consortium Total Participants Served Dislocated Workers Total Exiters 280 Negotiated Performance Level Actual Performance Level Entered Employment Rate Dislocated Workers 76% 89.1% Retention Rate Dislocated Workers 81% 90.1% Earnings Change/Earnings Replacement in Six Months Dislocated Workers 87% 79.3% Dislocated Workers 48% 79.9% N/A N/A Credential/Diploma Rate Other State Indicators of Performance Overall Status of Local Performance Not Met Met Exceed 1 3 The Re-Employment and Pre-Layoff Assistance Center (REPAC) operates the dislocated worker program for six local workforce investment areas (a total of eight counties), which include Apache County, Navajo County, Gila/Pinal Counties, Mohave/LaPaz Counties, Graham County and Greenlee County. These local areas have entered into a consortium agreement, which provides that REPAC will be responsible for negotiating one set of dislocated worker performance measures for the consortium. Thus, the consortium outcomes for these local area's dislocated worker measures are reported under one table titled "REPAC Dislocated Worker Consortium." 52 Local Areas and Tribal Maps Local Area and Tribal Maps Arizona’s Local Workforce Investment Areas •Apache County •Cochise County •Coconino County Coconino County Mohave/LaPaz Consortium Apache County •Gila/Pinal Consortium •Graham County •Greenlee County •Maricopa County •Mohave/La Paz Consortium •Navajo County Navajo County Yavapai County •Phoenix, City of •Pima County •Santa Cruz County •Yavapai County •Yuma County •*NTN WIA (*see following page) City of Phoenix Maricopa County Yuma County Gila/Pinal Consortium Pima County Santa Cruz Cty 53 Greenlee County Graham County Cochise County Local Areas and Tribal Maps Nineteen Tribal Nations Workforce Investment Area •Cocopah •Colorado River Indian Tribes Hopi Hualapai •Gila River Indian Community* •Hopi •Hualapai •ITCA** •Pascua Yaqui Yavapai-Apache Nation •Quechan Colorado River Indian Tribes Quechan ITCA Salt River PimaMaricopa Indian Community White Mountain Apache San Carlos Apache Gila River Indian Community Cocopah Tohono O’Odham Nation Pascua Yaqui •Salt River Pima-Maricopa Indian Community •San Carlos Apache •Tohono O’Odham Nation •White Mountain Apache •YavapaiApache Nation *Gila River Indian Community represents, for WIA purposes, the AK-Chin tribe. **ITCA (Inter Tribal Council of Arizona) represents, for WIA purposes, the Havasupai and Ft. Mojave Tribes. 54 One-Stop Directory 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 Gail Sadler, Director 1359 E. Main Street, Highway 60 Springerville, AZ 85938 (928) 333-4454 / (928) 333-2903 Fax gsadler@workforce.ws COCHISE COUNTY Cochise County Workforce Development th 1706 E. 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) 645-3262 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 5515 S. Apache Avenue Globe, AZ 85501 (928) 425-7631 Barbara Valencia, WIA Program Manager Gila Co. Division of Health and Community Services P.O. Box 2778 Globe, AZ 85502 (928) 425-7631 Ext. 8657 / (928) 425-9468 Fax bvalencia@co.gila.az.us http://www.gilacountyaz.com 55 One-Stop Directory 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 Cburns@co.la-paz.az.us Or Terry Foss terfoss@hotmail.com MARICOPA COUNTY Maricopa Workforce Connection Center 735 N. Gilbert Road, Suite 134 Gilbert, AZ 85234 (480) 497-0350 Peoria Career Development Center 9770 W. Peoria Peoria, AZ 85345 (623) 934-3231 Susan Schmidt Adult & Dislocated Worker Program Manager Maricopa County Human Services Dept. Workforce Development Division 234 N. Central Avenue; Suite 3201 Phoenix, AZ 85004 (602) 506-0584 / (602) 506-8789 Fax sschmidt@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 56 One-Stop Directory 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) 532-4313 / (928) 532-4367 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 Shirley, 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 Fort Mojave 1599 Plantation Road Mohave Valley, AZ 86440 (928) 346-1787 Collette Lewis One-Stop System Administrator 1599 Plantation Road Mohave Valley, AZ 85440 (928) 346-1787 / (928) 346-1123 Fax fmtos@ftmojave.com http://www.antn1stop.org CITY OF PHOENIX Phoenix Workforce Connection North th 9801 N. 7 Street Phoenix, AZ 85020 (602) 861-0208 Phoenix Workforce Connection West st 3406 N. 51 Avenue Phoenix, AZ 85031 (623) 247-3304 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 Yolanda.carrothers@phoenix.gov 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 57 One-Stop Directory PINAL COUNTY Arizona Department of Economic Security 401 North Marshall Street Casa Grande, AZ 85222 (520) 426-3529 Central Arizona Association of Governments (CAAG) 414-B N. Marshall Street Casa Grade, AZ 85222 (520) 836-1887 Barbara Valencia, WIA Program Manager Gila County Division of Health and Community Services P.O. Box 2778 Globe, AZ 85502 (928) 455-7631 / (928) 425-9468 Fax bvalencia@co.gila.az.us http://www.gilacountyaz.com SANTA CRUZ COUNTY Santa Cruz County Workforce Connection 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.santacruzonestop.com 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 58 Acknowledgements Acknowledgements Special thanks are due to the following agencies for their many contributions to this report: § § § § § § § § § § § § § § § § § § Arizona Department of Economic Security, Employment Administration Arizona Department of Commerce, Workforce Development Apache County Workforce Partnership City of Phoenix Employment and Training Administration Cochise County Workforce Development Center Coconino County Workforce Investment Gila/Pinal Community Services Graham County Employment and Training Administration Greenlee County Career Center La Paz Career Center Maricopa Workforce Connection Mohave County Community Development Center Navajo Workforce Investment Board Pima County Community Services Santa Cruz Workforce Development Yavapai County Workforce Development Yuma County Private Industry Council Nineteen Tribal Nations Workforce Investment Area For further information, contact: Arizona Department of Economic Security Employment Administration 1789 West Jefferson, Site Code 920 Z Phoenix, AZ 85007 (602) 542-3957 www.de.state.az.us/wia Office of Workforce Development Arizona Department of Commerce Executive Tower, Suite 220 1700 W. Washington Phoenix, AZ 85007 (602) 771-1100 www.azcommerce.com 59 60