New York State Workforce Development System Program Year 20 … · 2005. 11. 21. · New York State...

2 00 4

A n n u a l R e p o r t

George E. Pataki, Governor

Linda Angello, Commissioner Richard Calo, Chairman

P r o g r a m Y e a r

New York StateWorkforce Development System

1

New Yor kWorkforce

Put us to work for youR

New York State W

orkforce Investment Act Annual Report for Program

Year 2004

Commissioner’s Message

On behalf of Governor George E. Pataki, the New York State WorkforceInvestment Board, the New York State Department of Labor and the manydedicated workforce development professionals who work in partnershipto deliver the best possible services across the Empire State, I am pleasedto submit New York State’s Workforce Investment Act (WIA) Title I AnnualReport for Program Year 2004; July 1, 2004 to June 30, 2005.

Our mission is to advocate job creation and economic growth throughworkforce development. I am pleased that we have teamed up with ourpartners at the state, regional and local levels to spur programs andinitiatives that support New York’s economic resurgence. We also haveformulated plans that will help guide our current and future workers intocareers that are lucrative and fulfilling.

I am proud that New York State’s network of locally-operated One-StopCareer Centers delivered top-notch results for WIA program participants.We achieved a pass rating on all 17 core performance measures andexceeded the federally negotiated goals on 13. Our One-Stop CareerCenters provide quality core and intensive services to Adult and DislocatedWorker customers.

As we plan for the future, a number of programs come into play, includingthe State Board’s Mapping Career Ladders initiative. It helps businessesincrease retention rates and meet their need for skilled workers throughcareer advancement planning and curriculum design.

New York is at the forefront of a nationwide demonstration of DisabilityProgram Navigators, with more staff dedicated to assisting disabled One-Stop Career Center customers than any other state. We also continued toparticipate in a multi-state and business intermediary partnership tocreate a national, portable Work-Readiness Credential that will certify thatindividuals have the knowledge, skills and abilities they need to succeed inentry-level work in the 21st Century workplace.

We are proud to present an Annual Report that details these advances forNew York’s citizens in 2004.

Linda AngelloCommissioner of Labor

2

New York State W


Year 2004

New Yor kWorkforce

Put us to work for you

p

R

State and Local Board Partnerships:Strategic Planning and the Human ResourcesChallenges

Local Workforce Investment Boards continue to report key issuesand opportunities for collaboration with community and businesspartners. These activities emerge from a strategic planning processthat was funded through an investment by the State Board andcontinued during Program Year 2004. These examples illustratesome of their efforts:

In the Greater Capital Region, four local workforce boardsdeveloped a regional approach to identify and addresscommon workforce issues. Strategic planning efforts have ledto regional initiatives such as career mapping, development ofindustry-specific training programs, and “soft skills” programsfor emerging workers to address the needs articulated bybusinesses in the region.

In the Chenango/Delaware/Otsego local area, they identifiedpopulation shifts as a key factor leading to a decline in theavailable workforce. To address this issue, the localpartnership’s planning process focused efforts on developingstronger communication links with local colleges, universities,and high schools to raise awareness about local jobopportunities for graduates. They created a website to matchstudents seeking internships with businesses seeking interns.They plan to increase job exposure by allowing students to govisit or job shadow area businesses to open students’ eyes tolocal opportunities.

In Chautauqua County, over 425 local business, community andeducation leaders have participated in their local strategicplanning process. Their efforts have led to the development ofa WORK 101 model in response to concerns about theeducation system and the lack of entry-level employees withwork ethics and basic skills. The model is a joint effort witheducational partners and local businesses. The program targetsolder youth, including high school graduates who are not workready. It incorporates hands-on education with work-basedlearning. The work-based learning is directed to the threepriority industries (manufacturing, health care, and tourism)also identified through the local strategic planning process.

As part of strategic planning efforts, Oswego County heldbrainstorming and consensus-building work sessions withmembers of the local board and other key community andbusiness leaders. They identified four key target industry

3

New Yor kWorkforce


New York State W


Year 2004

clusters critical to the future growth of the Oswego economyand workforce: energy, manufacturing, health care, andhospitality/leisure. Human resource-related challenges criticalto developing these industries include: flexible workforce,workforce retention/attraction, skills development (particularlyin science and math), an aging workforce, and rapid advances intechnology.

Through its strategic planning efforts, Monroe County identifiedkey challenges including: an overall growth rate that lagsbehind the rest of the state and nation, significant loss of the key20-34 year-old labor force component, and a significantnumber of underemployed residents. Some of theirrecommendations include: focusing economic developmenton transition to a more diversified economy, creating acommunity image of a dynamic technical and innovation centerand retaining college graduates. They also want to expandcollege recruiting, targeted seminars and training programs fordislocated workers (particularly those from larger companies)that emphasize adapting their skills to smaller, more flexibleoperations.

Key steps identified by Rockland County and its strategicplanning partnership include: align workforce, economic, andeducational policies and systems; develop an outreachcampaign to young workers; promote entrepreneurship;pursue a sector-based strategy to unite similar businesses witha common interest in growth; diversify the employment base;and put the “customer” back into the “customer service”economy. They also want to increase career awareness andcareer preparation through discussions with the education andtraining community, parents and students about the in-demandoccupations and the true value of associate degrees, bachelor’sdegrees, and industry/occupation-specific certificates in today’slabor market.

The strategic planning process in Hempstead/Long Beach hasallowed the WIB-led partnership to identify workforcechallenges in key areas. These include: worker shortages, skillshortages, mismatches between jobs and population growth,maintaining a competitive education system, and ensuring thatbusinesses are aware of existing solutions. The strategicplanning process included meetings with industry clusters,business associations and individual businesses to address theirneeds. One example is meetings conducted with Health CareSector businesses, local school superintendents and schoolboard representatives. These meetings foster solutions to localbusinesses’ workforce needs in areas such as: recruitment,retention, mapping career ladders, making supervisors into

4

New York State W


Year 2004

New Yor kWorkforce


p

R

leaders, developing the workers of tomorrow, and identifyingappropriate training needs. In addition, the local areaworked with local partners to identify the skill needs in theAerospace industry. They based their findings on focusedsurveys and interviews of some 24 businesses, representingapproximately 2,400 workers. The career mapping processwill help in the development of a web-based productmatching needs to solutions.

New York City’s (NYC) strategic planning process has led tothe development of five major strategies to help strengthenthe City’s workforce investment system. These include:

aligning the City’s One-Stop System with identifiedworkforce needs;

strengthening the workforce training system;

promoting education, life skills development and youthemployment and connecting NYC youth to careers inkey industries;

targeting sector-based activities that focus on thehealth care/biotechnology and hospitality and tourismsectors; and

creating an information clearinghouse for all NYCworkforce information.

It is important to emphasize the value of these New York State-initiated and locally-led strategic planning efforts. Workforcesystem policy and service design must match the needsidentified through private and public sector coordinatedactivities. New York State understands this. In developing itsrecent local planning guidelines for WIA, New York seeks to buildupon local strategic planning processes that are well underwayin many areas across the state and to challenge several localareas to begin this process to strengthen local board policies.State and local WIA planning must be fully integrated into stateand local strategic planning. WIA resources, policies andactivities must align with strategic planning needs for the publicworkforce system to truly be effective and worthwhile. New YorkState and its local workforce areas continue this effort at everylevel, using state and local data and identified key industry andbusiness needs as the basis for on-going workforce policydevelopment and resource allocation.

5

New Yor kWorkforce


New York State W


Year 2004

Critical Success Factors for WIA Title IProgram Participants

Accolades go to New York State’s network of locally-operated One-Stop Career Centers, which delivered quality results for WIAprogram participants during Program Year 2004. The stateachieved a pass rating on all 17 core WIA program performancemeasures and exceeded the federally negotiated goals on 13 ofthese measures.

In addition, New York’s One-Stop Career Centers continue toprovide quality core and intensive services to Adult and DislocatedWorker customers. This is demonstrated by earnings outcomes forcustomers who received only core and intensive servicescompared to those customers who received training along withcore and intensive services. Adult and Dislocated Worker specialpopulations, including veterans, individuals with disabilities, olderindividuals and displaced homemakers, also continue to benefitfrom WIA services, and achieve outcomes that exceed federallynegotiated goals for a large number of the performance measures.Furthermore, both the Adult and Dislocated Worker programearnings outcomes exceeded federally negotiated goals. This isparticularly noteworthy given a challenging economic picture inmany of New York’s workforce areas.

During the past year, New York State’s Local Workforce InvestmentAreas (LWIAs) worked to fully integrate the benefits and servicesunder the Trade Adjustment Assistance (TAA) program with thoseof the WIA Dislocated Worker program. Working with theirpartners, local areas examined service provided during thetransition period and determined how best to serve dislocatedworkers’ needs with available resources. Utilizing the One-StopCareer Center as the main point of contact and delivery of benefitsand services has ensured coordination and efficient servicedelivery for trade-affected dislocated workers.

During the report period, the U.S. Department of Labor (USDOL)certified a total of 56 petitions for TAA, representing approxi-mately 2,056 trade-affected workers throughout the state. Theyalso certified 35 of the 56 petitions for Alternative Trade Adjust-ment Assistance. This meant that a preponderance of the affectedworkers were over the age of 50, possessed job skills not easilytransferable, and that there were adverse competitive conditionswithin the specific industries. There were a total of 3,913individuals determined eligible for TAA during the report period.

6

New York State W


Year 2004

New Yor kWorkforce


p

R

Other TAA services and outcomes are noted below:

38 individuals were approved for On-the-Job Training (OJT)during the report period. The average OJT wage was $11.01 perhour and the range was $6.83 to $26.44 per hour. A total of$137,450 in TAA funds were obligated to support OJTs.

1,195 trade-affected workers were approved for training thatstarted in the report period. TAA funds totaling $2.5 millionwere provided to 23 local areas to support 707 individualtraining plans. An additional $162,955 in WIA Title I funds wasalso earmarked to support the plans. When combined withother funding sources to support these training plans,including TAP, Pell, Veterans Benefits, Company Benefits andTraining Vendor Scholarships, more than $5.3 million wasdevoted to this effort.

$5,770 in TAA funds was obligated to support allowances foreight job searches statewide.

$48,613 in TAA funds was obligated to support 10 relocationallowances statewide.

116 individuals received $343,846 in payments under theAlternative Trade Adjustment Assistance Program. Thisprogram provides a wage subsidy, equal to 50% of thedifference between the worker’s former wage and the newwage up to $10,000 to qualified workers.

573 of the 860 individuals expected to complete occupationaltraining during the report period had wages in at least one of thefour quarters from July 1, 2004 to June 30, 2005. A total of 3,107 ofthe 3,913 individuals determined eligible had wages in at leastone of the four quarters from July 1, 2004 to June 30, 2005. Wageinformation beyond July 1, 2005 is limited at this time.

The State Board continued its policy to make availableSupplemental Dislocated Worker funding, which was tied to localarea expenditures and service levels during Program Year 2004, toensure that critical dislocated worker services were availablethroughout the workforce system. Fourteen local workforce areasbenefited from an additional $4,174,934 in supplemental fundingto continue providing quality services where increased demandwas clearly demonstrated through program registrations andexpenditures. The funding was used to serve over 1,600 customers,with 555 of these customers receiving training services.

7

New Yor kWorkforce


New York State W


Year 2004

Critical Success Factors for Business

Building Skills in New York State (BUSINYS), the State Board’sincumbent worker training grant program concluded its third yearof availability during the past program year. This state-localpartnership provides WIA Statewide Activity funds to meet real-time business training needs. Local and State Board staff evaluated1,545 applications during the three years the program operated.During this time, over $47.5 million was awarded to some 865companies to train 52,108 workers.

All sectors in New York’s economy have benefited from these grants,with training across a diverse range of skills. A full-scale evaluationof the outcomes of this innovative grant program is currentlyunderway through the dissemination of electronic surveys to allproject awardees upon completion of their contract. Surveyresponses were collected in a database, which captures vitalinformation on the outcomes of the project, number of employeestrained, industry-recognized credentials received, types of skillsdeveloped, impact of training on the business, level of satisfactionwith training providers utilized, satisfaction with the applicationprocess, and overall satisfaction with the BUSINYS program. Itincludes a comments section to let businesses further describetheir experience with the program.

Early results from these surveys indicate a high degree of overallsatisfaction with the BUSINYS program and substantial positiveoutcomes from the training provided for both the individualstrained and the businesses that employ them. Below are a few ofthe numerous positive comments received from businesses abouttheir experience with this program:

“I was pleasantly surprised by the efficiency and responsivenessof the BUSINYS staff at all levels. The mere existence of thisprogram, positioned to benefit even small establishedbusinesses was amazing to me.” -- Abate Associates Engineers &Surveyors, P.C.

“What we have accomplished with this grant has been verypositive to both our sales and overall organizational strengths.We tried doing this without grant money (or the necessarytraining) and were not able to accomplish it. Thank you.” –American Precision Industries Inc.

“This is an excellent program. We would not have been able toafford training staff on Lean Manufacturing Techniques withoutthis funding. Thank you.” – American Red Cross Blood Services, NY.

8

New York State W


Year 2004

New Yor kWorkforce


p

R

“This was an excellent program that enabled our business toprovide training to our staff which has resulted in significantimprovements in our internal staff work, communications,productivity and quality. In addition, these improvements haveresulted in an increase in our overall business market share,profitability and most importantly patient satisfaction with ourservices. Thank you for this opportunity.” – Anderson Medical,P.C. dba Emergency One.

“This is an excellent program that really helps keep ourbusiness in NYS. Competing with the pharmaceutical industryin terms of human capital is one of our biggest challenges. Thisprogram allows us to help differentiate our company by thecommitment we have to training and importantly helps usretain people and develop career paths for them.” – CognigenCorporation.

“Great opportunity to afford employers the ability tostrengthen their workforce and to give the employees thetransferable skills necessary to compete in today’s labormarket.” – Crystal Run Healthcare, LLP.

Another major new initiative begun during a prior year andcontinued during the past program year was the SkilledManufacturing Resource Training (SMART) Grant program, targetingtraining funds to assist companies across New York’s vitalmanufacturing sector.

Under the Department’s SMART 100 Initiative, manufacturing firmsthat employ 100 or more workers were eligible to apply for traininggrants of up to $200,000 to train employees directly engaged in themanufacturing process. Eligible training could take the form oftraditional classroom training, distance learning, in-house training,computer-based training and other methods approved by theDepartment. Process improvement efforts such as instruction in leanmanufacturing principles, ISO training, and productivityenhancement training also qualified for consideration under thisprogram. Applicants had to demonstrate how their proposedprogram of training fit into the yearly training plan of the businessunder its strategic business plan; the types of transferable skills,credentials/certifications trainees would acquire; and measurableoutcomes for the business (increased productivity, efficiency, sales,profit, customer retention/satisfaction, decreased cost, waste,inventory, production time, employee turnover, etc.) resulting fromthe training. A total of $4,817,813 was awarded to 39 businessesproviding training for 7,365 workers under this initiative.

9

New Yor kWorkforce


New York State W


Year 2004

Under the Department’s SMART initiative, WIA Statewide Activityfunds were made available to train new and incumbent workers inprocess improvement and/or productivity techniques in small- andmedium-size firms (less than 100 people) in the manufacturingsector. Applications were accepted from eligible businesses forreview continuously through June 30, 2005. A pre-requisitemandated that applicant businesses have a management-level staffmember attend one of the Department-sponsored seminars (solelyat the Department’s expense) on Lean Manufacturing or Six Sigma toensure that the business was introduced to the concept andresponsibilities needed to become a lean organization. At programyear end, 211 applications had been received and 101 awards madetotaling $4.3 million. Some 3,033 workers will receive trainingthrough these awards. The Department will utilize an electronicsurvey process (similar to the BUSINYS program) to obtain keyoutcome and customer satisfaction information from awardeesupon completion of their contracts.

Program Year 2004 saw the continuation of the State Board’sMapping Career Ladders in Key Industry Sectors initiative. Thisinitiative helps businesses increase retention rates and meet theirneed for skilled workers through career ladder mapping andcurriculum design. During the past year, two new projects wereunderway, in the Energy and Manufacturing sectors in the OswegoLWIA and in the Health Care sector in the Herkimer/Madison/OneidaLWIA. In addition, five projects begun during a prior year werecompleted.

One of these completed projects involved the Aerospace/DefenseIndustry cluster in the Long Island region. Two consultants withconsiderable knowledge of the industry worked with members ofthe Long Island Regional Business Service Team and the three localworkforce boards to pull together an expansive detailed mapping ofthe various types of careers available across this industry. Gatheringdetailed input from some 24 participating aerospace/defensecompanies, the consultants created a database that allowed for thestorage and analysis of information related to many categories. Theyinclude: organizational structure, job descriptions, associated skill-level requirements, educational requirements, wage rates/rangesfor each job description, currently required training/certificationsfor each job description and potential career pathways within thisindustry. The information developed through this project is beingshared with the education and training community (K-12 schoolsuperintendents, universities, community colleges, and proprietarytraining entities). It will become a main focus of local board-ledstrategic planning efforts to match local workforce systems to keyworkforce issues in the Long Island region.

10

New York State W


Year 2004

New Yor kWorkforce


p

R

Critical Success Factors for Local WorkforceSystems

WIA Statewide Activity funds continue to be set aside for $75,000Incentive Awards to local areas for innovative, results-basedpromising practices in five different categories: Services to BusinessCustomers; Services to Job Seekers; Local Board Development/Practices; One-Stop Design and Management; and WorkforceDevelopment Partnership Initiatives. Since its inception, 12 awardstotaling $900,000 have been made to local workforce areas forpromising practices. These include: developing career ladders forentry-level health care workers; community partnerships to increasereferrals of adults and youth to the One-Stop Career Center System;establishment of a regional warehouse/distribution training center;increasing access to the One-Stop Career System for individuals withdisabilities; development of an out-of-school youth internshipprogram; development and implementation of a practice tocoordinate and integrate services to Temporary Assistance for NeedyFamilies (TANF) customers through the One-Stop; and creating agrant application consulting team to help businesses takeadvantage of grant opportunities. All promising practices receivingthese incentive awards are posted on the State’s Workforce New Yorkwebsite for the widest possible dissemination. Local workforce areasreceiving these awards include: Genesee/Livingston/Orleans/Wyoming; Herkimer/Madison/Oneida; Tompkins; Broome/Tioga;Town of Hempstead; Columbia/Greene; Monroe; and Orange County.

New York is one of 17 states participating in the national DisabilityProgram Navigator (DPN) initiative, jointly funded through grantsfrom the USDOL and Social Security Administration (SSA). By usingthree funding sources – the USDOL/SSA grant, federal WorkforceIncentive Grants (WIGs), plus a two-year $1 million commitment ofWIA Statewide Activity dollars – New York has amassed over $2.6million to support this initiative in its first two years. With theseresources, the state is now supporting 44 DPNs, who helpindividuals with disabilities access appropriate services andsupports available through local One-Stop Career Center Systems.The Navigator’s job is to enhance each disabled individual’sopportunity to enter, reenter and remain in self-supportingemployment. During 2004, the 44 DPNs served 62 One-StopCareer Centers in 25 of the state’s 33 LWIAs. New York is in theforefront of this nationwide demonstration, with more DPNsdedicated to assisting disabled One-Stop Career Center customersthan any other state in the country.

During the past program year, New York State also continued toparticipate in a multi-state and business intermediary partnership

11

New Yor kWorkforce


New York State W


Year 2004

to create a national, portable Work-Readiness Credential that willcertify that individuals have the knowledge, skills and abilities theyneed to succeed in entry-level work in the 21st Century workplace.The State Board’s support (investment of $1 million) for this nationalproject was predicated on results from previous State Boardinitiatives, which showed that one of the greatest needs ofbusinesses across New York State is for individuals who are workready and possess the basic skills and knowledge required toperform entry-level work.

A joint subcommittee of the State Board (comprised of the SkillStandards and Assessment Subcommittee and the Emerging WorkerSubcommittee) has taken a lead role in planning and implementingthis credential in New York State. This includes developing a businessplan for implementing the credential; forming an inter-agencyworkgroup and an external partners workgroup to help withimplementation, including examining various franchise models;identifying potential pilots and early adopters; developing amarketing strategy to attract businesses; and developing/broadeningconnections with education and youth programs.

The national contractor and its various subcontractors continue towork on the credential, with input and direction from the statepartners on the Policy Oversight Council. They finalized the profilefor the credential and conducted a review of existing assessmentmethods for potential use with the credential. They conductedfurther development of assessment techniques using subjectmatter experts drawn from across industries. This was necessary todevise situational judgment test questions and a structuredinterview process. They will field test and validate the assessmenttools, and design and develop the delivery system during the nextprogram year. The credential is expected to be available to thegeneral public in the Spring of 2006.

To help foster a higher degree of consistency in the oversight effortsof the LWIAs, state-level staff developed an External MonitoringGuide for LWIAs to use as the basis for their own monitoring andoversight procedures. On November 19, 2004, the WorkforceDevelopment and Training Division issued Technical Advisory (TA)#04-19, which further clarified the LWIA’s monitoring and oversightresponsibilities and included the External Monitoring Guide, whichwas provided as an attachment to this TA.

Throughout Calendar Year 2005, staff conducted a series of regionalroundtable meetings to discuss issues related to the LWIA’smonitoring, oversight and accountability responsibilities. Amajority of the LWIAs attended these roundtable meetings. State-level staff also offered to job shadow the LWIA staff responsible formonitoring or have the LWIA staff job shadow state-level staff, as

12

New York State W


Year 2004

New Yor kWorkforce


p

R

they conducted their monitoring. This would provide as muchdirect, on-site technical assistance as possible to ensure the LWIAseffectively carried out their accountability responsibilities. Of the29 LWIAs that have subrecipients which require on-sitemonitoring, 17 requested and received fiscal job shadowing and 11LWIAs received program job shadowing technical assistance.

According to staff reports, in virtually all cases the job shadowingwas very effective. This format allowed for a great amount ofteaching to occur. It encouraged discussion about specificprocedures in the External Monitoring Guide; how to apply thoseprocedures; and how to develop additional procedures that maybe necessary for a particular local area.

Continuous Learning and Improvement

During Program Year 2004, state and local staff continued to focuson WIA program performance management, gaining a betterunderstanding of USDOL/ETA’s Common Measures Policy and EMILEreporting format, and on improving data quality.

With regard to WIA program performance management, LocalBoard staff continued strategic planning meetings with State Boardstaff on issues of state and national concern. In addition, State Boardstaff continued to prepare and disseminate quarterly Local AreaReport Cards during the Program Year, with an open dialog amongall Workforce Investment Board (WIB) Directors on using thereports for program improvement as well as policy realignment.These report cards provide snapshots of local area enrollments,expenditures, performance standards, swipe card data and otherdata analysis relevant to raising the bar for local workforce systems.Focus was placed on program improvements that help achieve theAdult Earnings Change measure and the Older Youth EarningsChange measure, which many local areas were persistently failing.In Program Year 2004, 10 local areas were able to remove theirsanction status with regard to these measures.

State Board staff also made considerable progress in Program Year2004 on understanding and implementing the federal guidance onthe Common Measures Policy, including requiring local areas tobegin collecting data on the Literacy and Numeracy youthcommon measure for Program Year 2004. Staff also engaged innumerous activities and tasks to modify the state’s One-StopOperating System (OSOS) to comply with the Common MeasuresPolicy. The system is expected to be fully compliant in earlyProgram Year 2005.

13

New Yor kWorkforce


New York State W


Year 2004

Data quality was also a high priority for State Board staff in ProgramYear 2004. State and local staff spent considerable time on datavalidation and improving data quality. USDOL/ETA has continuouslyexpressed appreciation for the state’s efforts with regard to datavalidation, and the Department was called upon by both the U.S.Government Accountability Office (GAO) and USDOL/ETA to sharethe state’s experience with data element validation and how toimprove the process.

In January 2005, the Systems Integration Subcommittee of the NewYork State Workforce Investment Board launched a project to furtherthe goal of system integration across all partner programs. It beganby examining ways to improve service delivery to the disabledpopulation through the One-Stop Career Center System. Through aday-long series of activities to promote dialogue, diagnose thesituation, examine the facts, and analyze and reflect, six key issueswere identified for immediate action. It was determined thatidentifying improvements for two of the six major issues would havethe most immediate impact and benefit to the system.

As a result, the Systems Integration Subcommittee created teams todevelop action plans that address “Intake, Eligibility and Referral”issues and “Communication” issues that relate to identifying andserving persons with disabilities. Specifically, each team developedthe following charter statements:

Intake, Eligibility and Referral: “Recommend strategies designedto streamline the intake and eligibility process for VocationalEducational Services for Individuals with Disabilities (VESID) andto create a process for partners to effectively identify functionallimits and barriers and to create a referral process that getscustomers to the right ‘next’ place.”

Communications: “Recommend strategies designed to improvecommunication regarding services, processes, and outcomesamong all partners.”

The two teams, led by an expert content and process facilitator, arecollecting customer data through focus groups, gathering One-Stopstaff comments through on-line surveys and setting standards forbest practices. After synthesizing the data and determining ways toimprove, the teams will develop pilot projects to test possiblesolutions. They will present recommendations to the Subcommitteeat the November 2005 meeting for system-wide integration.

Nine One-Stop Operator Communities of Practice meetings wereheld with our state trade organization, New York Association ofTraining and Employment Professionals (NYATEP), during ProgramYear 2004 to give One-Stop operators opportunities to raise issuesof immediate and long-range operational concern. Working with

14

New York State W


Year 2004

New Yor kWorkforce


p

R

NYATEP, the Department also hosted four web seminars on topicsincluding: OSOS Data Entry for Adults, Dislocated Workers and TradeAct; OSOS WIA Youth Data Entry; TAA Service Delivery; and WIAPerformance and Common Measures. There were approximately100 login registrations per session, which included manyregistrations with multiple participants. In addition, NYATEPsponsored six additional training events (via teleconference or webseminar) on a variety of workforce development topics with nationalworkforce experts Greg Newton, Kip Stottlemyer, Rochelle Daniels,and Jodie Sue Kelly.

Finally, New York State brought together workforce professionalsfrom across the state in cooperation with NYATEP, USDOL and theState University of New York (SUNY) for two major workforceconferences during Program Year 2004.

Statewide Roundup

The Saratoga/Warren/Washington WIB initiated discussions thatresulted in the development of a Business Center of Excellence atAdirondack Community College. The Center’s mission is to offer abroad range of workforce training options to businesses andworkers. This key collaborative effort envisions a single source forinformation on local training, an array of incumbent workertraining opportunities, research into workforce and businessissues, and a proactive approach to developing new solutions toemerging needs. The Center is a collaborative effort of the localWIB, Adirondack Community College, Board of CooperativeEducational Services (BOCES), the local Chambers of Commerce,One-Stop Career Centers and private sector businesses.

The Jefferson/Lewis WIB completed its State of the Workforce Reportin November 2004. Key activities include creating a task force, inconjunction with the Fort Drum Regional Liaison Organization, tobring more of the Fort Drum population into the local labor market;and building a school-to-business link, which will pilot activities thatconnect graduating students with local businesses.

In Oswego, the WIB reacted to a local need to expand services tobusiness and job seeker customers. The One-Stop Career Centerhas hosted on-site business recruitments, helping employers toidentify job seekers who match their needs. In addition torecruitment and screening services, Oswego also developedcustomized training packages with local businesses, to meettraining needs that keep employers competitive in the labormarket. As a result of these expanded business services, theyscreened almost 900 people for one local company, resulting in200 new hires.

15

New Yor kWorkforce


New York State W


Year 2004

The Tompkins WIB built on its 2003 State of the Workforce Report,updated key area indicators and presented priorities and solutionsfor action. As the leading authority on workforce issues in thecommunity, the WIB encourages coordinated policies, activities andinvestments among its local workforce partners. This has fosteredthe best use of resources and integrated partner services.

Chautauqua received a grant from the New York State Department ofLabor for strategic planning on workforce issues. They conducted aseries of events that convened community, economic development,education, businesses and One-Stop partners to create a vision forChautauqua’s future workforce. The dialogue on workforce needsbegan with over 500 participants attending a youth summit. Itcontinued with the development of five Job Fairs. Between 40 and100 employers and 400 to 1,000 job seekers attended these events.

The Erie County Local Workforce Investment Area received a$400,000 Youth Build Grant from the U.S. Department of Housingand Urban Development. The Youth Build Buffalo program providesup to 24 youth with a combination of education, vocational trainingand hands-on construction training to help construct four newresidential housing units in one of Buffalo’s east side neighborhoods.

The Finger Lakes WIB identified several industry clusters essential tothe growth of the local economy, including New Sciences,Information Technology (IT), Healthcare, Skilled Trades, Retail,Tourism, and Manufacturing. They set key workplace readiness skillsfor the respective clusters. To meet these skills needs, a committeeof One-Stop staff updated the Work Values 101 curriculum using theWORK PLUS model. This training will be offered on-site and atbusinesses upon request. The training was developed in modules, soit can be customized to meet the specific needs of the customer.

One of the key gaps noted by the Finger Lakes WIB was theconnection with education, particularly the K-12 system. To addressthis gap, the community college president, BOCES superintendent,a Keuka College representative, and the local school superintendentmet with WIB Executive Committee members. This was the first in aseries of discussions about how the WIB can cooperate with theeducation system to prepare students for the 21st Century economyand encourage them to stay in the area. The WIB Performance andEvaluation Committee added education members to continue thisdialog and develop ways to reach teachers, parents and students.

The Genesee/Livingston/Orleans/Wyoming (GLOW) WIB establisheda Funding Application Consultant Team (FACT), composed of WIBstaff, WIA Title I providers, and staff from the State Labor Depart-ment’s Division of Employment Services. When there is a businessgrant opportunity, the Team holds information sessions for

16

New York State W


Year 2004

New Yor kWorkforce


p

R

employers, explaining the application process and helping themreview and submit the application. As a result, the number ofsubmissions and successful grant applications have increased inthe local areas. For example, over $1.6 million in business traininggrants have been received by GLOW businesses under the BuildingSkills in New York program. This has allowed 1,563 employees tobe retrained in skills that will help their employers remaincompetitive in the global economy, keeping those jobs in GLOW.

The GLOW WIB also established a Marketing Visitation Team tocontact area businesses. The Team developed a marketing packetand visit process so that they can cover all workforce developmentbusiness products during a single visit. They document eachcontact in OSOS, allowing all partners to know which businesseshave been visited and eliminating duplication.

Rochester Works! developed a unique marketing effort that provideslocal businesses with the latest information on services. TheRochester Works! E-newsletter has over 2,300 subscribers andprovides busy executives and managers with up-to-date informationon labor market issues, training assistance, and other services.

Beginning in 2003, it became clear to the Herkimer/Madison/Oneida WIB that residents of the Cornhill area, a low-incomecommunity just outside Utica’s city limits, were not accessing theOne-Stop Career Center. As a result, the WIB establishedpartnerships with the Mohawk Valley Housing Coalition, OneidaCounty Continuum of Care and a coalition of faith-based andcommunity-based groups to meet the needs of at-risk adults andyouth in Cornhill. By coordinating partner resources, the WIBdeveloped outreach services to the homeless by using new accesspoints and referral networks throughout the target area. Throughconnections with more than 20 community partners, the WIB hasbeen more successful in introducing their customers to the publicworkforce investment system.

In 2004, the Herkimer/Madison/Oneida WIB began to work with localcolleges to increase high-level skills training for the IT sector. Thisinitiative was designed to meet employer needs, while developing askills pipeline that begins in high school. They placed specialemphasis on connecting disadvantaged youth with needed support,so that they could enter this career path. During the year, the WIBalso implemented the National Information TechnologyApprenticeship System (NITAS), developed by USDOL and CompTIA,in a way never before envisioned. Using the resources of StateUniversity of New York (SUNY) institutions, this creative newapproach allows small- and mid-size employers to use a systempreviously designed for large businesses. What began as a pilot withone college has now been embraced by the SUNY system, which isseeking funding to expand the project statewide. The WIB further

17

New Yor kWorkforce


New York State W


Year 2004

cooperated with Mohawk Valley Community College to secure statefunding for STEP and CTEP programs that help minority young peoplesucceed in math, science and technology courses at both the highschool and college levels.

The Rockland Business Assistance Network (RBAN) was created toexamine the operating relationships among workforce, economicdevelopment and educational organizations in Rockland County. Itsmembership includes Tomorrow’s Workplace, Rockland EconomicDevelopment Organization, Rockland Business Association, RocklandBOCES, Rockland County Office of Community Development, NewYork State Department of Labor, Rockland Community College,Empire State Development, and Orange & Rockland Utilities. RBANmeets monthly to creatively address the needs of businessesthroughout the county.

The Orange County WIB is pioneering a regional approach toeconomic and workforce development. It created the Mid-HudsonValley Regional WIB to strengthen its base and take advantage of theresources in the region. The WIB also participates in a six-countyregional initiative known as the Hudson Valley HealthcareConsortium. The Consortium has developed a unified approach toincrease the capacity of healthcare training providers. Through a $1million grant awarded by USDOL, the Hudson Valley HealthcareConsortium has cooperated with regional healthcare providers toaddress the nursing faculty shortage. Healthcare providers willrelease staff with master’s degrees on a part-time basis to serve asfaculty at the region’s public and private educational facilities. Inexchange, the healthcare providers will receive credits from theeducation facilities to send entry-level nurses to school to help themadvance in their careers. This grant will help train 50 nurses asinstructors. It will also train 100 nursing mentors, 70 adjunctinstructors and will offer 1,000 additional students entry tohealthcare education and training programs.

The Ulster County WIB is exploring ways to make their One-Stopservices more “youth-friendly.” This includes youth-specificprogramming at One-Stop Career Centers, special weekendactivities for youth, and expanded outreach programs to area highschools. The WIB also works with area employers to identify the basicskills they require and develop a work-ready credentialing systemthat meets their needs.

The “HempsteadWorks for Health Care Skills Training Partnership”identifies and addresses worker shortages, skills shortages andworker retention issues within the health care industry. An on-goingpartnership, it has achieved the following: increased skills forapproximately 180 incumbent workers; career advancement forapproximately 31 incumbent workers; and a career ladder trainingmodel duplicated by other local health care organizations.

18

New Yor kWorkforce


New York State W


Year 2004

Table B- Outcomes for Adults

Negotiated Performance Level Actual Performance Level16,558

Entered Employment Rate 71.0 73.522,514

21,653Employment Retention Rate 80.0 85.7

25,277

$75,417,097Earnings Change in Six Months $2,600 $3,117

24,197

7,228Employment and Credential Rate 61.0 73.7

9,811

Table A - Workforce Investment Act Customer Satisfaction Results

CustomerSatisfaction

NegotiatedPerformance

Level

ActualPerformance

Level -AmericanCustomer

SatisfactionIndex

Number ofSurveys

Completed

Number ofCustomersEligible forthe Survey

Number ofCustomersIncluded inthe Sample

ResponseRate

Participants 72.0 74.6 3,973 55,979 5,998 66.2

Employers 69.0 71.3 5,544 17,912 7,166 77.4

19

New Yor kWorkforce


New York State W


Year 2004

Table C - Outcomes for Adult Special Populations

ReportedInformation

Public AssistanceRecipients

Receiving Intensiveor Training Services

Veterans Individuals WithDisabilities

Older Individuals

515 936 624 1,423EnteredEmploymentRate

72.0715

80.31,165

60.91,025

65.82,163

556 1,012 577 1,519EmploymentRetentionRate

80.2693

86.21,174

80.4718

84.51,798

$2,285,616 $3,226,568 $1,820,721 $1,338,636EarningsChange in SixMonths

$3,611633

$2,9601,090

$2,705673

$7931,688

199 386 147 454EmploymentandCredentialRate

56.9350

75.1514

52.7279

69.8650

Table D - Other Outcome Information for the Adult Program

Reported Information Individuals Who Received TrainingServices

Individuals Who Only ReceivedCore and Intensive Services

4,688 11,870Entered Employment Rate 81.8

5,72870.7

16,786

7,819 13,834Employment Retention Rate 89.2

8,76383.8

16,514

$26,771,607 $48,645,490Earnings Change in SixMonths $3,211

8,338$3,067

15,859

20

New Yor kWorkforce


New York State W


Year 2004

Table E - Dislocated Worker Program Results At-A-Glance

Negotiated PerformanceLevel

Actual Performance Level

14,009Entered Employment Rate 80.0 78.1

17,927


15,031

$181,682,682Earnings Replacement in SixMonths 87.0 89.5

$202,969,235

4,071Employment and Credential Rate 53.0 64.5

6,314

Table F - Outcomes for Dislocated Worker Special Populations

ReportedInformation


Older Individuals DisplacedHomemakers

1,015 301 1,737 927EnteredEmploymentRate

84.91,196

74.9402

70.22,474

85.31,087

854 208 1,355 279EmploymentRetentionRate

88.6964

83.9248

85.11,592

85.8325

$12,432,768 $2,643,630 $16,709,461 $2,295,655EarningsReplacementRate

89.6$13,873,470

103.0$2,566,517

70.1$23,833,151

145.4$1,579,081

396 80 405 57EmploymentAndCredentialRate

72.9543

66.1121

58.5692

58.897

21

New Yor kWorkforce


New York State W


Year 2004

Table G - Other Outcome Information for the Dislocated Worker Program

Reported Information Individuals Who ReceivedTraining Services

Individuals Who Received OnlyCore and Intensive Services

5,245 8,764Entered Employment Rate 83.1

6,31475.5

11,613

6,041 7,177Employment RetentionRate 89.2

6,77186.9

8,260

$83,771,898 $97,910,784Earnings ReplacementRate 89.6

$93,513,96289.5

$109,455,273

Table H - Older Youth Results At-A-Glance



1,319Entered Employment Rate 63.0 63.9

2,064


1,439

$3,779,439Earnings Change in Six Months $2,900 $2,865

1,319

1,133Credential Rate 43.0 50.3

2,251

22

New Yor kWorkforce


New York State W


Year 2004

Table I - Outcomes for Older Youth Special Populations

ReportedInformation



Out-of-SchoolYouth

187 0 110 1,227EnteredEmploymentRate

54.5343

0.00

59.1186

63.51,931

158 1 102 981EmploymentRetentionRate

68.7230

100.01

74.5137

74.71,313

$527,016 -$2,429 $251,591 $3,568,000EarningsChange inSix Months

$2,418218

-$2,4291

$2,267111

$2,9131,225

154 0 100 1,052CredentialRate 41.6

3700.0

048.1

20850.4

2,088

Table J - Younger Youth Results At-A-Glance



13,974Skill Attainment Rate 70.0 74.2

18,837

2,052Diploma or EquivalentAttainment Rate 43.0 48.9

4,198

2,500Retention Rate 47.0 49.4

5,065

23

New Yor kWorkforce


New York State W


Year 2004

Table K - Outcomes for Younger Youth Special Populations

ReportedInformation


Individuals WithDisabilities

Out-of-School Youth

1,459 2,684 2,653SkillAttainmentRate

69.12,110

88.33,039

73.43,614

221 320 558Diploma orEquivalentAttainmentRate

45.7484

63.4505

43.21,291

300 319 792RetentionRate 45.7

65753.1

60159.1

1,339

Table L - Other Reported Information

12 MonthEmployment

RetentionRate

12 Mo. EarningsChange

(Adults and Older Youth)

or

12 Mo. EarningsReplacement

(Dislocated Workers)

Placementsfor

Participants inNontraditionalEmployment

Wages At Entry IntoEmployment ForThose Individuals

Who EnteredEmploymentUnsubsidizedEmployment

Entry IntoUnsubsidizedEmployment

Related to theTraining

Received ofThose WhoCompleted

TrainingServices

30,968 $126,944,861 153 $75,170,620 1,055Adults 80.5

38,462$3,382

37,5310.9

16558$4,767

15,76984.7

1,246

13,020 $195,052,624 185 $86,771,406 1,265DislocatedWorkers 83.9

15,51688.8

$219,620,6011.3

14009$6,475

13,40283.8

1,510

882 $3,366,292 1 $2,788,824OlderYouth 63.9

1,380$2,634

1,2780.1

1319$2,240

1,245

24

New Yor kWorkforce


New York State W


Year 2004

Table M - Participation Levels

Total Participants Served Total Exiters

Adults 47,653 27,874

Dislocated Workers 31,489 16,993

Older Youth 3,832 1,969

Younger Youth 21,105 9,187

Table N - Cost of Program Activities

Program Activity Total Federal Spending

Local Adults $57,990,176

Local Dislocated Workers $47,533,067

Local Youth $57,774,718

Rapid Response(up to 25%)134 (a) (2) (A)

$10,608,164

Statewide Required Activities (up to 25%)134 (a) (2) (B)

$9,250,039

Miscellaneous $11,507,874StatewideAllowableActivities134 (a) (3)

Prog

ram

Act

ivity

Des

crip

tion

INCUMBENT WORKER TRAINING INITIATIVES (toupgrade the skills of workers to continue to meetbusiness needs)

$18,253,541

Total of All Federal Spending Listed Above $212,917,579

25

New Yor kWorkforce


New York State W


Year 2004

Hempstead/Long Beach

Oyster Bay/North Hempstead/Glen Cove

Suffolk

Long Islan

d R

egio

n

26

New Yor kWorkforce


New York State W


Year 2004

Table O - Local Program ActivitiesLocal Area Name Adults 2,033

Dislocated Workers 1,427Hempstead/Long Beach Older Youth 74

Total Participants Served

Younger Youth 167Adults 960

Dislocated Workers 716

Older Youth 22Total Exiters

Younger Youth 45Negotiated

Performance LevelActual

Performance Level

Program Participants 72.0 72.7Customer Satisfaction Employers 69.0 62.8

Adults 71.0 76.8Dislocated Workers 80.0 77.4

Entered Employment Rate Older Youth 63.0 75.0Adults 80.0 83.9Dislocated Workers 88.0 83.5Older Youth 74.0 92.3

Retention Rate Younger Youth 48.0 67.4

Adults 2,885 2,094Dislocated Workers 92.0 85.2Earnings Change/Earnings

Replacement in Six Months Older Youth 2,900 1,392Adults 61.0 82.0Dislocated Workers 53.0 73.2

Older Youth 43.0 71.4Credential/Diploma Rate Younger Youth 46.0 81.3

Skill Attainment Rate Younger Youth 74.0 91.2

Not Met Met ExceededOverall Status of Local Performance(Number of Measures where Actual Performance Level met,did not meet or exceeded 80% of Negotiated Performance Level) 2 0 15

27

New Yor kWorkforce


New York State W


Year 2004

Table O - Local Program ActivitiesLocal Area Name Adults 443

Dislocated Workers 941Oyster Bay/North Hempstead/Glen

Cove Older Youth 22Total Participants Served






Performance Level










28

New Yor kWorkforce


New York State W


Year 2004


Dislocated Workers 2,233Suffolk County Older Youth 60


Younger Youth 392Adults 1,482

Dislocated Workers 1,835




Performance Level



Entered Employment Rate Older Youth 63.0 62.5

Adults 80.0 81.9Dislocated Workers 88.0 86.6Older Youth 77.0 70.0







29

New Yor kWorkforce


New York State W


Year 2004

New York City

New

York C

ity Reg

ion

30

New Yor kWorkforce


New York State W


Year 2004


Dislocated Workers 11,099New York City Older Youth 2,191


Younger Youth 11,998Adults 11,232


Older Youth 1,166Total Exiters

Younger Youth 3,921Negotiated


Performance Level











31

New Yor kWorkforce


New York State W


Year 2004

Hudso

n V

alley Reg

ion

Dutchess

Orange

Rockland

Ulster

WestchesterPutnam

Sullivan

Yonkers

32

New Yor kWorkforce


New York State W


Year 2004


Dislocated Workers 152Dutchess County Older Youth 17







Performance Level






Adults 2,827 894Dislocated Workers 87.0 99.2Earnings Change/Earnings





33

New Yor kWorkforce


New York State W


Year 2004


Dislocated Workers 621Orange County Older Youth 34







Performance Level











34

New Yor kWorkforce


New York State W


Year 2004


Dislocated Workers 519Rockland County Older Youth 13







Performance Level







Replacement in Six Months Older Youth 2,997 295Adults 61.0 100.0Dislocated Workers 51.0 60.0




35

New Yor kWorkforce


New York State W


Year 2004


Dislocated Workers 50Sullivan County Older Youth 12







Performance Level











36

New Yor kWorkforce


New York State W


Year 2004


Dislocated Workers 136Ulster County Older Youth 11







Performance Level











37

New Yor kWorkforce


New York State W


Year 2004


Dislocated Workers 807Westchester County

Balance/Putnam Older Youth 56Total Participants Served






Performance Level










38

New Yor kWorkforce


New York State W


Year 2004


Dislocated Workers 454Yonkers Older Youth 45







Performance Level











39

New Yor kWorkforce


New York State W


Year 2004

Greater C

apital R

egio

n

Fulton/Montgomery/Schoharie

Saratoga/Warren/Washington

Columbia-Greene

Capital Region

40

New Yor kWorkforce


New York State W


Year 2004


Dislocated Workers 2,103Capital Region Older Youth 66







Performance Level











41

New Yor kWorkforce


New York State W


Year 2004


Dislocated Workers 101Columbia/Greene Older Youth 26







Performance Level











42

New Yor kWorkforce


New York State W


Year 2004


Dislocated Workers 211Fulton/Montgomery/Schoharie Older Youth 32







Performance Level











43

New Yor kWorkforce


New York State W


Year 2004


Dislocated Workers 219Saratoga/Warren/Washington Older Youth 33







Performance Level











44

New Yor kWorkforce


New York State W


Year 2004

Clinton/Essex/Franklin/Hamilton

Jefferson/Lewis

St. Lawrence

North

Country R

egio

n

45

New Yor kWorkforce


New York State W


Year 2004


Dislocated Workers 159North Country Older Youth 34







Performance Level











46

New Yor kWorkforce


New York State W


Year 2004


Dislocated Workers 190Jefferson/Lewis Older Youth 63







Performance Level










47

New Yor kWorkforce


New York State W


Year 2004


Dislocated Workers 150St. Lawrence County Older Youth 49







Performance Level











48

New Yor kWorkforce


New York State W


Year 2004

Herkimer-Madison-Oneida

Mohaw

k Valley R

egio

n

49

New Yor kWorkforce


New York State W


Year 2004


Dislocated Workers 1,280Oneida/Herkimer/Madison Older Youth 54







Performance Level











50

New Yor kWorkforce


New York State W


Year 2004

Cen

tral Reg

ion

Cayuga-Cortland

Onondaga

Oswego

51

New Yor kWorkforce


New York State W


Year 2004


Dislocated Workers 251Cayuga/Cortland Older Youth 30







Performance Level











52

New Yor kWorkforce


New York State W


Year 2004


Dislocated Workers 1,701Onondaga County Older Youth 76


Younger Youth 606Adults 1,279





Performance Level











53

New Yor kWorkforce


New York State W


Year 2004


Dislocated Workers 252Oswego County Older Youth 27







Performance Level











54

New Yor kWorkforce


New York State W


Year 2004

Chenango/Delaware/Otsego

Tompkins

Chemung-Schuyler-Steuben

South

ern Tier R

egio

n

Broome-Tioga

55

New Yor kWorkforce


New York State W


Year 2004


Dislocated Workers 652Broome/Tioga Older Youth 108







Performance Level











56

New Yor kWorkforce


New York State W


Year 2004


Dislocated Workers 739Chemung/Schuyler/Steuben Older Youth 89







Performance Level










57

New Yor kWorkforce


New York State W


Year 2004


Dislocated Workers 382Chenango/Delaware/Otsego Older Youth 58







Performance Level











58

New Yor kWorkforce


New York State W


Year 2004


Dislocated Workers 245Tompkins County Older Youth 22





Younger Youth 0

NegotiatedPerformance Level

ActualPerformance

LevelProgram Participants 72.0 71.4

Customer Satisfaction Employers 69.0 70.4Adults 71.0 83.3Dislocated Workers 80.0 89.4

Entered Employment Rate Older Youth 73.0 60.0Adults 80.0 87.6

Dislocated Workers 88.0 90.9Older Youth 71.0 76.5

Retention Rate Younger Youth 48.0 75.0Adults 2,600 4,111Dislocated Workers 92.0 118.4Earnings Change/Earnings

Replacement in Six Months Older Youth 2,457 4,451Adults 61.0 85.7Dislocated Workers 59.0 85.2Older Youth 48.0 61.5

Credential/Diploma Rate Younger Youth 57.0

Zero Individuals inthe Performance

Cohort



59

New Yor kWorkforce


New York State W


Year 2004

Finger Lakes R

egio

n

Monroe

Genesee / Livingston /Orleans / Wyoming

Ontario / Wayne / Seneca / Yates

60

New Yor kWorkforce


New York State W


Year 2004


Dislocated Workers 1,384Monroe County Older Youth 135







Performance Level











61

New Yor kWorkforce


New York State W


Year 2004


Dislocated Workers 295GLOW Older Youth 43







Performance Level











62

New Yor kWorkforce


New York State W


Year 2004


Dislocated Workers 612Finger Lakes Older Youth 80







Performance Level











63

New Yor kWorkforce


New York State W


Year 2004

Buffalo/Erie

Cattaraugus/Allegany

Niagara

Chautauqua

Western

Reg

ion

64

New Yor kWorkforce


New York State W


Year 2004


Dislocated Workers 190Allegany/Cattaraugus Older Youth 42







Performance Level











65

New Yor kWorkforce


New York State W


Year 2004


Dislocated Workers 530Chautauqua County Older Youth 55







Performance Level











66

New Yor kWorkforce


New York State W


Year 2004


Dislocated Workers 1,200Erie County Older Youth 127







Performance Level











67

New Yor kWorkforce


New York State W


Year 2004


Dislocated Workers 250Niagara County Older Youth 48







Performance Level











68

New Yor kWorkforce


New York State W


Year 2004

Equal Opportunity Employer/ProgramAuxiliary aids and services are available upon request to individuals with disabilities.

New York State W


Year 2004

New York State Workforce Development System Program Year 20 … · 2005. 11. 21. · New York State...

Documents

Transcript of New York State Workforce Development System Program Year 20 … · 2005. 11. 21. · New York State...