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Workforce Solutions of Central Texas

2013-2017 Strategic Plan

MissionWorkforce Solutions of Central Texas

To provide quality education, training, and labor market services that give employers and

job seekers of the region competitive advantage in the global economy.

2013-2017 Workforce Solutions of Central Texas Plan 1

STRATEGIC PLANFor the Fiscal Years of 2013-2017

Workforce Solutions of Central Texas

Table of Contents

Section 1 – Strategic....................................................................................................................................4

Regional Overview/Economic and Workforce Demographics...............................................................4

Population and Demographics..............................................................................................................4

Commuting Pattern Impact...................................................................................................................4

Fort Hood..............................................................................................................................................5

Industries Super Sectors and Employees...............................................................................................5

Income..................................................................................................................................................6

Education..............................................................................................................................................7

Part 1 – Vision..........................................................................................................................................8

Vision...................................................................................................................................................8

Mission................................................................................................................................................8

Purpose................................................................................................................................................8

Core Competencies..............................................................................................................................8

Strategic Goals.....................................................................................................................................9

Values..................................................................................................................................................9

Deliverables.......................................................................................................................................10

Priority Business Segments................................................................................................................10

Primary Work Systems and Measures...............................................................................................10

Commitments....................................................................................................................................10

Part 2 – Economic/Workforce Needs and Related Service Strategies...................................................12

Business Training Requirements Segmented by Skills Levels.............................................................12

Job Seeker Training and Support Requirements Segmented by Need...............................................12

Services to Business and Job Seeker Populations..............................................................................13

Central Texas' Business Services Unit................................................................................................13

Target Occupations............................................................................................................................15

Available Training to Support Target Occupations............................................................................16

State Training Resources..................................................................................................................18

Local Training Resources...................................................................................................................19


Eligible Training Provider Continuous Improvement.........................................................................19

Workforce Center Services to Targeted Job Seekers.........................................................................19

Rapid Response Services and Coordination with Other Workforce Programs..............................20

Reemployment Strategies............................................................................................................20

Enhancements to Reemployment Strategies................................................................................21

Identification of Workers' Transferrable Skills..............................................................................22

Services for Central Texas Youth ..................................................................................................22

Trade Adjustment Assistance.......................................................................................................23

Use of Technology to Support Services to Businesses and Job Seekers.............................................23

Section 2 – Operational.............................................................................................................................22

Part 1 – Services to Target Populations.................................................................................................25

Part II – Customer Services....................................................................................................................25

Part III – Texas Workforce Investment Council (TWIC) Requirements...................................................26

Part IV – Grants.....................................................................................................................................34

Part V – Public Comment.......................................................................................................................35

Part VI – Memorandum of Understanding (MOU).................................................................................40

Section 3 – Target Occupations.................................................................................................................42


Section 1 – Strategic

Regional Overview/Economic and Workforce Demographics

The Central Texas Workforce Area includes the seven Texas Counties of Bell, Coryell, Hamilton, Lampasas, Milam, Mills, and San Saba. The 6,605 square mile Workforce Area had an estimated population of 449,641 in 2010.

Population and Demographics

The Central Texas area has a population density of 68.08 residents per square mile compared to a statewide density of 95.92; it has one urban county with a population density of 285.14 residents per square mile and six rural counties with a combined population density of 25.27 residents per square mile.

According to the county-based population estimates from the United States Census Bureau, the Central Texas Workforce Area population changed from 374,518 in April, 2000 to an estimated 449,641 in April, 2010, growing by 75,123 residents. This reflects an increase of 20.1 percent in population. The population change was primarily in Bell County which increased by 72,261 growing from 237,974 to 310,235 during the same time period. Combined, the remaining six counties’ populations grew by 2,861 residents with Lampasas gaining 1,915, Coryell adding 410, and Milam growing by 519 residents; Mills and San Saba Counties’ populations decreased by 270 residents.

Based on State Demographer projections, the 7-county area will continue to grow reaching a population of 606,575 by the year 2040; the projected percent change from the year 2000 is 228.7 percent. Between 2000 and 2010, the United States Census Bureau reported that the state's population changed by 4,293,741 residents from 20,851,820 to an estimated 25,145,561 persons representing a comparative change of 20.6 percent; the State Demographer predicts progressive growth statewide reaching 195.8 percent change by 2040.

Residents 16 and older are fairly evenly balanced with 49 percent male and 51 percent female; 69 percent of the population is white, 17 percent is black, and 14 percent is classified as other; Hispanic is reported for 18 percent of the population. The potential work-eligible population (over 18 years old) for Central Texas is approximately 324,793 or 72.2 percent of the total population. According to the U.S. Bureau of Census, ex-military veterans made up 22.5 percent of the Central Texas population.

Commuting Pattern Impact

Some areas function as major employment centers and others serve as "bedroom communities". This means that residents may work in one region but live, pay taxes and spend


most of their income in their resident region. The degree to which a regional area serves as a bedroom community can be measured by a "residence adjustment" to the area personal income. The residence adjustment in the Multi-County region was $196,849 in 2005. By 2006 the adjustment represented a decrease to $194,153 indicating the loss of local income at -$2,696. A negative number implies that workers commute into the region to earn income but do not reside there. Growth over time of negative residence adjustments generally implies an eroding tax base for the region. Similarly, a positive figure implies that on balance the region exports jobs and income to residents of other regions.

In addition to the civilian veterans described in the above population information, Central Texas is home to the United States Army Base at Fort Hood. Reflecting the potential economic impact associated with Fort Hood, IRS outmigration statistics indicate that 19,473 households with incomes totaling $600,604,000 left the Central Texas region. Notwithstanding transfers to bases within Texas, 52.7 percent moved to a different state and 5.1 percent left the country; these are likely to be associated with the military. Similarly, IRS in-migration statistics report that 21,833 households moved to Central Texas bringing a total earnings of $634,432,000. In-migration included 53.8 percent moving from a different state and 7 percent coming to Central Texas from another country.

Fort Hood

Fort Hood is the world’s largest military installation covering 342 square miles. According to Fort Hood’s Garrison Command, in November 2012, there were 83,519 individuals living on the base; compared to Central Texas Counties, Fort Hood has the second largest population with Bell being the only county with more residents than Fort Hood.

In addition to its population size Fort Hood is the largest employer in Texas; the State Comptroller reported that the installation had a $10.852 billion impact on Texas’ economy in 2008. There are a variety of factors regarding local and statewide support contracts as well as actual wages that result in this high-dollar impact. For example, the military income, excluding federal civilian income, in Central Texas grew from $3,072,137,000 in 2004 to $3,549,253,000 in 2005 (the latest available data); the growth reflects a 15.5 percent increase compared to a statewide change of no increase during the same period. Regarding Fort Hood’s needs as an employer, the base supports over 6,220 civil service employees and 14,270 support and defense contractor personnel. There are also about 1,070 retail sales jobs on the base as well as 770 education service personnel who work on Fort Hood through a partnership with the Killeen Independent School District.

Industries Super Sectors and Employees

Regarding employment by major industry sectors, Central Texas grew 1,132 jobs when comparing the first quarter of 2011 with the first quarter of 2012. Job growth related primarily to the education and health services sector which increased by 1,720 during the time period. The information and trade, transportation and utilities sectors also grew slightly by 30 and 475


jobs respectively. All other super sectors lost jobs between 2011 and 2012; job losses for the impacted super sectors totaled -1,093.

The Texas Workforce Commission identified 7,205 business reporting units operating in Central Texas in the first quarter of 2012 with an average of 19.26 workers per unit. The Texas average is 17.97 workers per unit. Regions with higher than average number of workers per unit tend to be dominated economically by a few very large employers. Further confirming the prevalence of smaller employers, InfoGroup, Inc. published information on employee size ranges in the Employer Database 2013 1st Edition.

The database indicates that Central Texas has approximately 2,822 establishments which employed 10 or more employees; compared to the Workforce Commission’s count, it appears that there are 4,383 local employers with less than 10 employees. Of the employers with 10 or more employees, approximately 0.2 percent employed over 1000 employees. 0.4 percent employed between approximately 500 and 999 employees, 6.7 percent employed between approximately 100 and 499 employees, 10.9 percent employed between 50 and 99 employees, 29.8 percent employed between 20 and 49 employees, and 52.0 percent employed between approximately 10 and 19 employees.

Income

In 2005, according to the Bureau of Economic Analysis, Central Texas had a total personal income, excluding farm, of $11,463,698,000; the amount increased from $1,116,591,000 from 2004. The rate of change for the one year period was 10.8 percent increase in Central Texas compared to a statewide change of 7.9 percent. Additionally, income from all government and government enterprises totaled $5,004,803,000 in 2005; the amount reflects an increase of 12.8 percent compared to 2004. The statewide increase for the same time period was 5.7 percent.

Central Texas’ per capita personal income for 2005 was $29,159 while Texas’ statewide per capita income was $32,460. Total personal income is a widely used measure of regional economic health while per capita income is generally used to compare the relative well-being of residents across areas (not accounting for differences in area cost of living). Personal income by place of residence, based on the 2000 Bureau of Economic Analysis (BEA) estimates was roughly $56,862 for Central Texas. This compares to $78,626 statewide. The figure is much higher than the per capita income level because it includes all wage earners living within a single household. Also, the Bureau of Economic Analysis includes income data from other sources of income such as farm wages, dividends, interest, rent and transfer payments.

The Texas Workforce Commission reported an average weekly wage during 1st quarter 2011 for all covered wages and salaried employment in Central Texas to be $746.07. The average weekly wages for 1st quarter 2012 were $750.47, an increase of 0.6 percent. This is compared to a decrease of -0.4 percent statewide for the same period of time.


The U.S. Department of Census estimated the 2002 poverty population to be 49,013 in Central Texas; the number includes people of all ages. That population represents 12.8 percent of the non-institutional population compared to a Texas percentage of 15.4 percent for people of all ages.

The estimated number of people under the age of 18 who are living in poverty in Central Texas was 17,238 in 1999. This figure was 5.0 percent of all people under 18 in the area compared to Texas statewide which was 6.0 percent of all people under 18. The numbers of families living below poverty status in 1999 was 9,216 which were 9.7 percent of all families in Central Texas. This compared to 12.0 percent of all families statewide. The total number of individuals living below poverty status was 42,277 in 1999 which was 9.4 percent of all individuals in the study area. This compared to 12.4 percent of all individuals living below poverty status statewide.

Education

The total number of public independent school districts in Central Texas for the school year 1999-2000 was 31 according to the Texas Education Agency. The overall average daily attendance for the same year was 67,462. School enrollment data from the 2000 Census showed that there were 100,499 students in the population who were 3 years of age and older and enrolled in school.

The total number of persons 25 years of age or older who responded to the level of educational attainment during the 2010 Census was 265,482. Of those persons, the following presents levels of educational attainment for Central Texas compared to statewide percentages:

Educational Attainment CountArea

PercentStatewide

PercentLess than 9th Grade 13,368 5.0% 9.8%9th to 12th grade, no diploma 19,991 7.5% 9.8%H.S. graduate (inc. equiv.) 82,554 31.1% 25.7%Some college, no degree 72,418 27.3% 22.3%Associate Degree 25,835 9.7% 6.4%Bachelor's Degree 34,497 13.0% 17.4Graduate or Prof. Degree 16,819 6.3% 8.6%

Based upon the above data, 12.5 percent of the population has no high school diploma or equivalent compared to 19.6 percent statewide. Thus, the percent of high school graduates or higher was 87.5 percent for Central Texas compared to 80.4 percent for Texas. The percent with bachelor's degree or higher was 19.3 percent as compared to 26.0 percent for Texas.


Part 1 – Vision

Based upon Central Texas’ economic strengths, opportunities, and employment needs, the Board of Directors for Workforce Solutions of Central Texas defined the following strategic components. The Board’s guidance was formalized and distributed in the form of a two-page Business Plan.

VisionWorkforce Solutions of Central Texas represents a regional partnership of business, education, labor and community organizations that provides high-quality information and labor market services to local employers and residents. We are the system of choice – we bring people and jobs together for a better regional economy. All of our customers have ready access to the same high-quality labor market information and services regardless of where they are located in the region or how they come in contact with the workforce system.Individuals are able to learn and work in their home, in school and on the job to realize their greatest economic potential and individual wellbeing.The system is highly valued by both employers and job seekers. It is well known, has a positive image throughout the region, and is widely recognized as the premier local workforce system in Texas.The system enjoys a growing and increasingly diversified funding base and is not dependent upon any one source of revenue for its survival.By using our services, employers gain the competitive advantage that comes with an adequate supply of educated and highly productive workers, and job seekers of the region find jobs and earn incomes that make them economically self-sufficient, lifelong learners.The system creates a well-educated, highly skilled workforce that attracts high-wage employers to the region.

MissionThe mission of Workforce Solutions of Central Texas is to provide quality education, training and labor market services that give employers and residents of the region competitive advantage in the global economy.

PurposeCreate Futures by Bringing People and Jobs Together

Core CompetenciesDevelop and connect job seekersFulfill business needs


Strategic Goals

High Level System GoalsBusiness Goal – Meet the human resource needs of Central Texas businessesJob Seeker Goal – Connect qualified people to jobs in a timely mannerPublic/Stakeholder Goal – Increase public awareness and support of the Central Texas Workforce System and its servicesPartner/Employee Goal – Expand and maintain a diversified funding base

Goals for Long Term Stakeholder ValueStronger EconomySelf-sufficiencyPublic SupportFinancial Stability

Operational GoalsIncrease skillsGrow jobsReduce unemploymentIncrease service options for priority businessesGrow funding

ValuesIn all our actions and decisions, Workforce Solutions of Central Texas values:

Accountability. We act efficiently, respectfully, and ethically to produce positive results for Central Texas’ businesses and job seekers. We are accountable to the system’s owners — the taxpayers and our communities. As stewards of the public trust, we take responsibility for accomplishing our organization’s mission, vision, and goals.

Customers. We concentrate our efforts on exceeding customer expectations. Recognizing that such a focus is essential to our success, we listen to our customers and work diligently to develop realistic customer-driven solutions. Our systems foster an environment supporting continuous improvement. We are innovators – inspiring rather than limiting those we serve.

Integrity. We choose to operate openly, honestly, and ethically. While representing Workforce Solutions of Central Texas, we do not compromise the principles of the organization. We do what is right in all circumstances, take pride in what we do, and set an example for others. We earn the trust of those we serve. We are trustworthy.

Quality. In everything we do, we strive for excellence. We provide high-quality, customer-driven workforce services that assist businesses and job seekers in their efforts to be competitive in a global economy. We empower staff to act appropriately and consistently,


exceeding customer expectations. We are committed to systematically evaluate our efforts to ensure opportunities for improvement and innovation are identified and implemented.

Teamwork. We work in teams to achieve common goals. We promote communication, networking and collaboration as the chosen method for problem solving. Working together in cohesive units, we work hand-in-hand to create solutions and implement customer-driven strategies. Common goals and desires are elevated above that of individual team members.

DeliverablesExceptional service and productsEconomic stabilityCollaborative relationships

Priority Business SegmentsNew businessesHigh volume businesses (hire large numbers of employees)High-skill, high-wage businessesJob growth businessesCommunity/Economic priority businesses

Primary Work Systems and MeasuresJob matching/job seeker development – entered employment, staff guided entered employment, employment retention, educational achievement, children in care, Choices active employment rate Business services – claimant reemployment, job postings filled, employer success rate, and employer workforce assistance Information technology – refresh to plan, network traffic, response rateAdmin, project management, research – audit, monitoring, project management timelines

CommitmentsWe choose to operate openly, honestly, and ethically and expect our customers, partners, contractors, and employees to do the same.We believe innovation is essential to our survival and recognize the risks that come with it. We reward success and foster an environment supporting continuous improvement.We know that only by providing high-quality workforce services can we build and maintain relationships of mutual trust and respect with our customers, partners, and contractors. We recognize Central Texas businesses as our primary customers and believe that job seekers’ workforce needs can best be met by first meeting businesses’ needs.We act efficiently, prudently, and ethically to produce results that make a difference for businesses and residents of Central Texas. We are accountable to the system’s owners — the taxpayers and their representatives, the elected officials who appointed us — and to the entities that help fund our efforts. As stewards of the public trust, we expect the same level of accountability from all those with which we associate.


We maintain an integrated workforce system that:« Ensures equal access to quality information and workforce services throughout the

seven-county region we serve.« Promotes investments in education, training, and productive employment as critical

to the self-sufficiency of individuals and families as well as to the economic vitality of the region as a whole.

« Creates and maintains strategic alliances with its partners and contractors to ensure the high quality of the workforce services we make available.

« Recognizes and rewards performance at all levels.« Continuously improves itself and the services it offers


Part 2 – Economic/Workforce Needs and Related Service Strategies

The following discusses the needs of Central Texas’ businesses, job seekers, and workers. The narrative also describes Workforce Solutions of Central Texas’ planned strategies for addressing these needs.

In Central Texas, as across the state, businesses want skilled workers with strong work ethics, and job seekers want a good paying job, preferably doing work they enjoy. Workforce Solutions of Central Texas (WSCT) recognizes the importance of balancing needs and adjusting services to address businesses’, job seekers’, and workers’ requirements and expectations. Reflecting our multi-customer philosophy, the local Workforce Board has identified the following approaches to support efforts to fill in-demand, target jobs. Each has specific operational strategies that align resources with stakeholder requirements.

Customer GoalBusiness/Worker Meet the human resource needs of Central Texas businessesJob Seeker/Worker Connect qualified people to jobs in a timely mannerPublic Increase public awareness and support of WSCT and its servicesSystem & Partners Expand and maintain a diversified funding base

Services are adjusted to meet the needs of each customer-group’s requirements including:

Business training requirements segmented by skills-levels are:

Low Skill/Entry Jobs Specialized Skill High-Skill

Knowledge of Work ethics Work skills

Work Experience

Skills upgrade New skills Transferable skills

Job Specific training Skills credentials Vocational training Post-Secondary Degree

Job Seeker training and support requirements segmented by need are:

Experience Training Employment Work ethics Work experience Volunteer work Work skills Entry level jobs Child care asst, etc.

Work ethics Skills upgrade New skills Transferable skills

Connection to training that matches employer-defined needed skills and experience

Connection to employment that matches employees’ skills and experiences


Services for Business and Job Seeker Populations

Using the above matrices, Central Texas aligns business requirements with job seekers’ skills levels and matches the employee or job seeker to local target occupations. The combined experience, training, and employment service strategies are designed to prepare and match job seekers and workers to meet the needs and address skill gaps of local employers. The strategies are mutually beneficial for all customer groups. They are designed to meet their common goals to fill and retain local jobs with appropriately skilled local workers.In support of our customer-groups’ requirements, Central Texas segments its in-demand, target occupations (those with the most employment potential) into low, medium and high wage (target) occupations and uses the information for career counseling and promotion of skills development along career pathways. For Central Texas, low wage has been defined as wages falling between $9.18 - $11.27; medium wage is between $11.28 - $14.65; and high wage is ≥ $14.66.

For emerging, in-demand occupations, Workforce Solutions of Central Texas plans and coordinates business and economic development strategies in partnership with local Economic Development entities. Although the organization also meets with many economic development organizations in the area, one example of a partnership approach is the Fort Hood Economic Region. In addition to Workforce Solutions of Central Texas, members of the Fort Hood Economic Region include the Fort Hood, Belton, Copperas Cove, and Killeen Economic Development organizations. The cross-regional representatives consider and build upon current and future strategies and priorities. The Workforce Board then aligns strategic employment and training initiatives with those of economic development. Another example of Central Texas’ efforts to support economic development activities would be the collaboration to expand training resources for our local manufacturing consortium. Through a partnership with economic development, the local chambers of commerce, Temple College, and Workforce Solutions of Central Texas, coordinated training initiatives are implemented, as needed, to address the industry’s critical skills shortages. Finally, staff members in local satellite offices are available to support economic development organizations in Central Texas’ rural counties.

Central Texas’ Business Services Unit

Workforce Solutions of Central Texas considers long-term projections (annual activities), combined with shorter-term projections (ongoing affiliations with economic development/Chambers of Commerce) and immediate projections (day-to-day contact) to identify and assess employer needs. Employers in Central Texas are served by a dedicated four person Business Services Unit with support from four staff stationed in the area’s rural counties. Two of the staff members work within their assigned communities to promote services available to local businesses and identify business service needs and solutions. Two staff members work behind the scenes taking job postings, answering employers’ questions, supporting fee-for-service activities such as pre-employment assessment and screening, tracking performance, and providing labor market information for businesses, economic development and chambers of commerce. With just four staff members, all of the four work in


the community to promote services available to local businesses and identify business service needs and solutions. In the rural areas, staff are involved in all aspects of business services to include both “inside” and “outside” activities described above.

The Business Services Unit staff and supporting members are equipped with the technology necessary to facilitate timely and accurate documentation of business customer information for delayed, automated entry into Workforce System access points. Such technology allows staff to quickly input data while at businesses’ sites and download the information into the Workforce network at a more convenient time. Day-to-day contact with employers encourages action by identifying and addressing employers’ needs in real time. If adjustments are needed immediately, those can be made, or if longer-term adjustments are needed, those are incorporated during the annual activities described below.

The Business Services Unit increases outreach to employers through targeted marketing initiatives such as co-sponsored large job fairs quarterly and targeted job fairs as appropriate throughout Central Texas. The job fairs provide a forum for business sponsors to tell workforce staff and job seekers about their organization and their workforce needs and ultimately, it connects qualified people to local job openings.

In support of the local strategic planning efforts, Business Services Unit staff support efforts to promote and convene local businesses and educators to discuss skills shortages, instructor shortages, demographic challenges, and ideas about how Workforce can help to encourage students to pursue demand career/skill areas. Business Services Unit staff members are key participants in the process. They participate during the formal review of proposed demand/target occupations and provide key information into the planning document. The nature of the formal review of proposed demand/target occupations gives the local Workforce system a broad look at industries and occupations in the region, at how those change each year, at what new occupations may be expected based on changed in industries, at what needs employers are experiencing at their worksites, and at how the Board may best position itself to respond to expected changes.

The local Workforce system has partnerships with local economic development agencies, community colleges and chambers of commerce to identify and address business needs. Reflecting the value placed on our business services, in 2013, the local system received $100,273 for providing resources and customized services for local businesses. Because of Central Texas’ reputation for working with local businesses, representatives of the local workforce system participate when new businesses are being recruited by economic development agencies. These affiliations provide workforce leadership with the opportunity to know about expected changes in advance so that proactive adjustments can be made as needed, on a quicker timeline than the annual activities would accommodate.

The Business Services Unit in Central Texas was identified as a model that others in the state could replicate. As recent as 2013, through a contract with the Brazos Valley Workforce Board,


Central Texas provided business services training for business services staff in located in Bryan, Texas.

Further meeting business needs, the business services unit coordinates efforts to find qualified employees. Specifically, because job seekers are registered in Work in Texas, the local Business Services Unit is able to:

Fully define and describe its available applicant pool to local and potential employers,Identify opportunities for short- or long-term training that will make those with declining skills more likely to match local job openings, andMatch available skills with similar or emerging businesses’ job openings.

Business Services Unit in Central Texas is consistently invited to join local economic development agencies in their high-profile new business recruitment and current business expansion efforts. At those meetings, staff members provide up to date labor market information, training resource options, applicant pool data, access/training on Work in Texas, customized workforce service menus, and information promoting Central Texas as the place to work and live.

Finally, through partnerships with local economic development agencies, community colleges and Chambers of Commerce, Workforce Solutions of Central Texas works collaboratively to fully support business needs; the organization and the Economic Development organizations in Belton, Copperas Cove, Killeen and Temple have a long-term relationship that strengthens efforts to market Central Texas as a region. The group formed the Central Texas Economic Consortium and began conducting regularly scheduled regional wage and benefits studies in 2003. The regular review process ensures the most accurate information is available to support economic recruitment and expansion efforts. The wage and benefits study is not only be useful when working with new businesses but also assists businesses as they compete for local employees by furthering their understanding of local prevailing wage data.

Target Occupations

Workforce Solutions of Central Texas follows a standard data model in its periodic review of the region’s key industries and occupations for planning purposes. The process consists of identifying growth industries, analyzing industry staffing patterns, and then filtering and validating occupations. After the first step is complete, the data are reviewed by local education and business representatives; when appropriate, adjustments are made based upon such local wisdom. This model and the supporting software were developed by the Texas Workforce Commission’s Labor Marker and Career Information Department.

For the purposes of the analysis, Workforce Solutions of Central Texas defined targeted occupations as those jobs with the best potential for growth and quality employment. The jobs are occupations that require higher skills that, in return, offer higher wages. The targeted average hourly wage for 2013 was $14.66, a wage that is 130% of the poverty level for a family


of four. This wage assumes that Central Texas families are prospering, not just working. This is an average wage for the occupation, not a starting wage.

Following is a summary list of the target occupations. A detailed explanation of the target occupations is provided under Section 3.

Aircraft Mechanics/Service Techs Auto Service Techs/Mechanics Bookkeeping/Accounting/Auditing Computer Support Specialists Correctional Officers and Jailers Dental Assistants Elementary School Teachers Exec Secretaries/Admin Assists Fire Fighters Licensed Practical/Voc Nurses Maintenance and Repair Workers,

General Medical Records and Health Information

Technicians Middle School Teachers

Network and Computer Systems Administrators

Nursing Aides, Orderlies, and Attendants

Pharmacy Technicians Police and Sheriffs Patrol Officers Radiologic Technologists and

Technicians Registered Nurses Respiratory Therapists Secondary School Teachers Social and Human Service Assistants Surgical Technologists Truck Drivers, Heavy/Tractor-Trailer Truck Drivers, Light or Delivery Welders/Cutters/Solderers/Brazer

Available Training to Support Target Occupations

The Board has strong partnerships and will continue to use its regional community colleges for workforce training, along with proprietary schools both inside and outside the region as appropriate when funding permits. Additionally, regional Education Service Centers will be used for training related to teacher certification when appropriate. All training providers must be approved through the Eligible Training Provider System, certified by the Texas Workforce Commission.

When training for a targeted occupation is not available or classrooms are at capacity, the Workforce Board has begun soliciting and assisting regional community colleges and proprietary schools to develop or expand training opportunities in these areas. As needed, the Board provides labor market information as needed and assists with the Eligible Training Provider System process for approval.

To further expand training opportunities, Workforce Solutions of Central Texas encourages efforts to create training that results in skills certifications that enhance employability. Such training is generally provided through Central Texas College or Temple College; however, other training providers are also identified when appropriate. Skills-focused training usually involves short term or single-semester, stand-alone programs rather than traditional two-years programs. Often class registration is open entry/open exit or regularly scheduled based on


classroom capacity throughout the year. Through these programs, students may continue with the next course and exit with an industry-supported skills certificate. For this type of training, Workforce Solutions of Central Texas provides colleges and training providers with research and labor market information related to specific industry skills requirements. Additionally, Central Texas will promote efforts to use the Texas Workforce Commission’s Detailed Work Activities strategies to develop stackable skills certifications that progressively improve the employability of participating students.

To supplement training for customers in the region, especially where such occupational training does not already exist at local colleges or proprietary schools, Workforce Solutions of Central Texas is exploring alternative options. As one example, Central Texas is considering the possibility of Eligible Training Provider Certification for courses offered by local municipalities such as Fire Fighting Academies and Police Academies. If feasible, assistance to those municipalities will include guidance about adequate documentation of placement and wages after completion of the training.

The Board is also exploring the concept of “bundling” or “stacking” of short-term courses and credentials at local colleges to better equip customers for success in the workforce. For example, the Board is considering the need to bundle courses for Certified Nurse Aide to include standard CNA training plus phlebotomy, medical records, and other short-term courses to will better meet employer needs and make job seekers more employable by broadening their scope of knowledge and skills.

Since hospitals and related health care institutions are substantial industry super sector in Central Texas, these represent the greatest number of current and emerging in-demand jobs. Therefore, health care occupations continue to be on the Central Texas targeted occupations list. The area is acutely aware of the need for increased training opportunities in the medical field. We find that training in lower-wage health care support jobs can generally be completed without a capacity issue. However, because of licensure requirements and lack of teachers in the field, capacity issues related to training for licensed treatment professionals are the most difficult to address. The issue for needed health care professionals is expected to grow even more as Darnell Army Community Hospital on Fort Hood transitions into a Regional Medical Facility (Base Realignment and Closure activity) and the Seton Harker Heights Medical Center grows to meet its projected patient capacity.

To increase training capacity and identify medical professionals to meet our growing demand, several years ago Central Texas completed an industry specific Labor Force Impact Study related to the Base Realignment and Closure changes to the area. Plans for increasing capacity build upon the Study’s analysis of Texas’ training infrastructure. The analysis focused on training specific to medical jobs analyzing training opportunities both in the region and around the state. Training capacity expansion efforts will rely on the below listed strength areas since they have the most potential to increase training capacity in the medical industry:

Temple Health & Bioscience District


Temple College Health Professions TrainingTexas A&M Univ. Health Science Center College of Medicine at Scott & White HospitalCentral Texas College Nursing Center partnership with Texas A&M University Central Texas and Metroplex Hospital including training for paramedics and EMTsBaylor campus – sciences building (500,000 sq ft; investment $103m)McLennan Community College – 10 health-science occupational programs New university medical campuses in various stages of development:« Texas A&M University medical school in Round Rock« University of Texas System medical school in Austin« University of Texas Health Science Center campus to be sited at the Mueller Airport

redevelopmentAustin Community College at full capacity with expansion plannedSeton Hospital working with University of Texas School of Nursing to promote health careers and provide residency training MD Anderson Expanding research capacity in Bastrop CountyUTMB-Galveston to expand residency program in AustinUniversity of Texas Imaging Research Center

Plans for training capacity for emerging green jobs are in early stages of development. Central Texas will continue to work with cities, counties and potential employers as such jobs and training requirements emerge. Because, training for these jobs is expected to require some aspect of customization, Central Texas will initially support these jobs as a partner in an application for Texas Skills Development Funds if appropriate.

State Training Resources

Workforce Solutions of Central Texas works closely with local education representatives, business partners, and Texas Workforce Commission staff to support and promote State operated programs and development funds such as Skills Development Fund, Skills for Small Business, Self-Sufficiency Fund, Work Opportunity Tax Credit, Apprenticeship Programs and others. To encourage active local participation, Central Texas’ Business Services staff members and community college employees work closely with the Workforce Commission staff representing these programs to stay up-to-date on program information and benefits. Further encouraging support for the State initiatives, business services staff interact with businesses and provide key business partners with information on the wide variety of resources and programs available to assist employers. For interested businesses, business services staff then facilitate connections that “open the door” for these businesses to take advantage of programs that will meet their needs. Further encouraging use of State programs and funds, Central Texas works closely with community partners including local community colleges, Chambers of Commerce, Economic Development Corporations, city and county employees, and elected officials to develop viable partnerships with business customers that can benefit from these state operated programs. As one example, when a business looks at Central Texas as a potential site to open a new business, Workforce Solutions of Central Texas provides information on all of the available state operated programs and resources that could benefit a new business.


Local Training Resources

Workforce Solutions of Central Texas continuously works to identify, prioritize and devote resources to training. As in the past, when available, Workforce Solutions of Central Texas will support local training opportunities through WIA Adult and Dislocated Worker funds, Trade Adjustment Act resources, National Emergency Grants, and competitive grants for special projects. To further expand and support training opportunities, the local Workforce System works in partnership with (1) local community colleges in their applications for Skills Development Funds through the Texas Workforce Commission, and (2) economic development agencies and chambers of commerce in their pursuit of training incentives for new and potential businesses such as the Governor’s Enterprise Fund and Texas Economic Development Bank.

Coordination between business needs and education offerings is also enhanced by Board member representation. The Workforce Solutions of Central Texas Board of Directors includes, in addition to its 51% business representation, top representatives from Central Texas College, Temple College, Texas A&M University Central Texas, School Boards, and the Belton Independent School District. By having educational representatives on the Board, all board members are kept abreast of current and future workforce and training needs through monthly business meetings that generally include, as examples, demographic information, business cluster priorities, education trends and issues, community strategic plans, colleges’ future-focused strategies, and planned approaches for addressing relevant changes. To further ensure devotion of resources to appropriate training opportunities, in 2013, as in previous years, Workforce Solutions of Central Texas conducted a public meeting to review targeted occupations and the analysis process. Attendees included educators and business and community representatives who had the opportunity to (1) confirm the proposed target occupation list and process, (2) recommend adjustments, and (3) discuss opportunities to train tomorrow’s workforce.

Eligible Training Provider Continuous Improvement

Workforce Solutions of Central Texas strives to ensure continuous training provider improvement. In this regard, we only support training that will meet the employment needs of Texas employers. Further, our actions include a general focus on monitoring for success and removing support from under-performing providers and programs. While we do not have the authority to force change, we stress the fact that we will only sponsor training to prepare job seekers for demand and target populations; further, such training must be of a quality that demonstrates success through a reasonable percentage of graduate employment. When providers do not meet initial and ongoing training provider expectations, the option to require improvements or remove them from the eligible training provider list is considered.

To promote continuous improvement, Workforce Solutions of Central Texas also provides labor market information and advice to our providers concerning (1) their training programs, and (2)


training that would make them more responsive to local labor conditions. Such support is provided through direct contact and visits to training provider facilities. The on-site visits are used to make sure that providers have (1) infrastructure necessary to accomplish the training and (2) quality instructors who are qualified to teach the subject. If staff members identify opportunities for improvement, they work with the training providers to develop a common solution about what might be done to improve.

Improvements are also accomplished through the Eligible Training Provider System process which includes reviewing the catalog (curriculum) and denying applications that are not consistent with our area’s job market. This step focuses on the provider’s review of the program. Staff members may also work with training providers to consider how programs might be adjusted to meet the changing skills requirements in our area. In this regard, providers are invited to be a part of the determination of demand and targeted occupations process described in more detail under the Demand and Target Occupations section of this plan.

To fully encourage training provider improvement, local Workforce staff will not refer customers to programs and providers whose training is considered outdated or below the quality necessary to meet the needs of Texas jobs seekers and employers. This judgment is made based up training outcomes as shown by program or provider performance outcomes. As stated previously, when underperforming training programs and providers do not make necessary improvements, they will be removed from our training list. The impacted providers are contacted to inform them as to the reason for such removal.

Workforce Center Services for Targeted Job Seekers

Rapid Response Services and Coordination with Other Workforce Programs: In general, Workforce Solutions of Central Texas uses a multi-stage process to ensure that Rapid Response activities are supported appropriately and efficiently. The process follows the following steps:

1. Rapid Response coordinator communicates State notices of employer layoffs to appropriate members of the Rapid Response team;

2. Rapid Response coordinator meets with Workforce Centers staff members to plan Rapid Response event for unemployed individuals;

3. Rapid Response coordinators and Workforce staff and partners provide information to unemployed individuals regarding all Workforce Center Services; and

4. Rapid Response coordinators and Workforce staff coordinate with State UI representative.

To fully illustrate the underlying processes, the following detailed description is provided.

Central Texas’ Rapid Response coordinators work directly with employers and staff from the Workforce Commission to communicate information accurately and appropriately. Rapid Response coordinators ensure that everyone involved knows which entities are having layoffs, how many people will be impacted, and when the layoffs will occur.


Rapid Response activities begin with employee orientations which are scheduled through the employer if possible. Additionally, if lead time is available, pre-orientation visits are made to determine employer needs and discuss the possibility of averting a lay-off through Workforce Commission endorsed activities such as the state’s Shared Work program. Workforce Solutions of Central Texas’ program supervisors and subject matter expert staff contribute to the planned employee orientations by providing a broad array of information about potential services and assistance that is available to re-engage the effected employees. Supervisors have front-line staff available at the orientations to discuss the overall process as well as activities, services, and avenues for accessing local Workforce assistance. Essentially, employees are strongly encouraged to rely upon the services available through local Workforce Centers. However, special or customized approaches may also be arranged based upon the expressed needs of the employees.

Reemployment Strategies: The focus for reemployment strategies is on early engagement and development of understanding of assistance available. Within a week of filing for Unemployment Insurance, all applicants are invited and strongly encouraged to attend an orientation titled “Show Me the Money”. At this session staff explain the difference between the TWC UI Department and the Workforce Center as well as what each organization can assist with and ensure applicants know where to go to get answers from each organization. Customers may also complete a general assessment to identify any basic education skills upgrade or refresher needs. In addition, the worker profiling orientation, which is an automated presentation that customers can complete at their own pace, was updated and streamlined as well as renamed “Show Me More” so that it flows as a logical follow-up to the “Show Me the Money” orientation. When claimants come in to complete the worker profile orientation, staff develops individual employment plan with the customers. Finally, staff attempt to contact claimants at least once every 3 weeks during the initial 10-12 weeks of job search to provide intensive, ongoing job search assistance.

Finally, claimants who exhaust their regular Unemployment Compensation benefits and begin receiving Emergency Unemployment Compensation are outreached and scheduled to attend the “What’s the Emergency?” orientation. At this Reemployment Services and Reemployment and Eligibility Assessment session, employees provide labor market information, perform an individual customer assessment and complete an eligibility review.


Enhancements to Reemployment Strategies: In Central Texas, Career Center employees focus the majority of their efforts on assisting Unemployment Insurance Claimants. Staff members lead the “Show Me the Money” orientation several times each week and provide one-on-one assistance in an attempt to engage target claimants even more quickly. Claimants that attend the orientation can also access a series of workshops on job search, resume writing, soft skills, interviewing skills, and are able to receive individual appointments for resume review and job development if needed. The staff members also continue to actively assist/maintain contact with claimants during the first 10 weeks of their job search process. If the claimants are still unemployed at this time, they will be referred to employees who provide ongoing support and assistance.

As an aid to claimants that may be interested in starting their own business, start up assistance for new businesses is available through Temple College or the Business Resource Center located at the Workforce Center in Killeen. Employees identify claimants during one on one meetings and refer those who indicate they have a desire to start their own business.

Identification of Workers’ Transferrable Skills: To identify workers’ transferrable skills in our local Workforce Centers, surveys and assessments are used. Examples include: job search self-assessment, resume job title and related skills descriptions, rapid response orientations and surveys, workforce programs enrollment, and assessment of training opportunities in related-experience jobs.

When working with dislocated workers identified by TWC as being most likely to exhaust their Unemployment Insurance benefits, individuals are registered in Work in Texas which collects past and current skills and occupations. Workforce Solutions of Central Texas also develops an Employment Plan (EP) with these individuals. The EP identifies employment goals, employment barriers, and an action plan to achieve the goals and address the barriers.Workers’ abilities to become rapidly employed are enhanced as they complete the tasks identified in their Employment Plans. Further, because the workers are registered in Work in Texas, the local Business Services Unit is able to:

Fully define and describe its available applicant pool to local and potential employers,Identify opportunities for short- or long-term training that will make those with declining skills more likely to match local job openings, andMatch available skills with similar or emerging businesses’ job openings.

Finally, Workforce Solutions of Central Texas is exploring the use of the Detailed Work Activities identified by the Texas Workforce Commission as an easier way to compare occupational skills. While still in early stages of exploration, there does appear to be potential to provide a simpler and faster method to identify and match skills from one occupation to another, with a greater level of occupation-specific skills available for comparison.

Services for Central Texas Youth: In Central Texas, youth services, especially those mandated and funded through the Workforce Investment Act, are coordinated and provided by


Workforce Center staff housed in local school districts and colleges. Youth staff members work with partnering agencies such as the school districts, Communities in Schools, and the Central Texas Youth Services Bureau -Foster Care Program Provider (Preparation for Adult Living, PAL) programs to provide Workforce Investment Act eligible youth with appropriate services as listed in their Individual Service Strategies. Staff members provide one-on-one counseling and workshops and assistance regarding all parts of the employment process including preparing for employment – job getting and job keeping skills. Staff members also broker employment and training opportunities for the youth customers including monitoring of work experience sites to ensure youth are receiving quality work experiences that will enhance their abilities to get and keep jobs in the future. In addition to coordinated services and support as well as employment experiences, educational services are provided to encourage efforts that lead to high school and college credentialing. Such services could include, but are not limited to, mentoring, tutoring, and basic skills upgrades through educational labs or traditional schools.

Trade Adjustment Act Assistance: Benefits and services available to certified trade-impacted workers vary depending upon the Trade law in effect at the time of DOL certification. If training is determined to be appropriate for the customer, vocational and/or remedial training are explored. The maximum duration of TAA-supported training varies between 104 and 156 weeks, depending upon the TAA petition number.

When a customer is identified as a trade impacted customer, staff members work with the customer to provide a full array of service options. As examples, TAA impacted workers receive skill assessments, career counseling, job search assistance, and information on training. Staff members also provide intake services for all potential TAA eligible customers and forward the intake information to the Workforce Commission’s TAA department for individual training plans approvals. In addition, staff, as part of the TAA orientation for customer, will discuss the following benefits for these customers:

Trade Readjusment Allowances (TRA)- Wage subsidies for workers who are enrolled in full-time training no later than their waiver/in training deadline date. The maximum duration of TRA support will vary between 104 and 156 weeks, depending upon the TAA petition number and course of training.

Health Coverage Tax Credit (HCTC)- A tax credit covering 72.5% of the worker's monthly premium for qualified insurance.

Reemployment Trade Adjustment Assistance (RTAA)- A wage subsidy for up to 2 years available to workers age 50 or over who are reemployed at annual wages of $50,000 or less.

Job Search Allowance- A reimbursement for job search costs outside of the worker's local area.

Relocation Allowance- A reimbursement for relocation costs for a job outside of a worker's local area.

Following services and training, Central Texas staff members work closely with TAA customers to promote their successes. The staff goal is to encourage active efforts that quickly lead to employment following service completion.


Use of Technology to Support Services for Businesses and Job Seekers: Primarily, Workforce Solutions of Central Texas relies upon Work in Texas as the essential tool for addressing businesses’ hiring needs through matches with qualified jobs seekers. This tool is not only used by staff, it has proven value as demonstrated by the significant amount of direct access by businesses’ human resource representatives, job seekers, and local community partners.

In addition to this invaluable tool, job search staff members encourage job seekers to leverage personal and social networks using systems such as LinkedIn or even Facebook. The social network site LinkedIn is also used to facilitate UI Claimant follow up. Job seeker assistance is also enhanced using the internet to provide webinars or training which is constantly available at job seekers’ conveniences. Relying upon technology, staff members also engage in live-chat during office hours. Topics include but are not limited to (1) Job Searching & Networking, (2) Navigating WorkinTexas.com, (3) Soft Skills in today’s workforce, and (4) Virtual Job Fairs. Finally, Workforce Solutions of Central Texas uses Twitter to announce hot jobs and connect Job Seekers to tips, postings and hiring events


Section 2 – Operational

Part 1 – Services to Target Populations

How the Board will ensure continuous improvement of eligible providers of services and ensure that providers meet employment needs of local employers and participants.

Page 19

Description/assessment of type and availability of adult and dislocated worker training activities.

Page 16

How the Board will coordinate workforce investment activities with Rapid Response activities, as appropriate.

Page 20

Description/assessment of the type and availability of youth activities, including successful providers.

Page 22

List the current and projected employment opportunities in the workforce area for the occupations targeted for training, using Attachment 3, the Target Industries and Occupations Template.

Page 15 and Section 3

Outreach efforts to Migrant Seasonal Farm Workers, if applicable.

Not Applicable

Services provided for Trade Adjustment Assistance, if applicable.

Page 23

How the Board will work with the local Senior Community Service Employment Programs (SCSEP), if applicable.

Not Applicable

Part II – Customer Services x

How Business Services Units will effectively coordinate multiple programs and provide quality customer service.

Page 13

How Boards will support and promote state operated programs (Skills Development Fund, Skills for Small Business, Self-Sufficiency Fund, Work Opportunity Tax Credit, Apprenticeship, other contracts).

Page 18

How the Board will use technology (i.e. mobile Page 23


units, job search aggregators, social media) to provide services to employers and job seekers.Part III – Texas Workforce Investment Council (TWIC) Requirements

The following presents detailed information on plan strategies that are specifically designed to meet the needs of (1) Veterans, (2) Texans with Low Literacy or Poor English Language Fluency, and (3) Blind or Disabled Texans. The strategies are intended to facilitate entry into the workforce. Performance measures and targets are provided when applicable. Veterans

With Fort Hood in the heart of Central Texas, veterans are a substantial part of our population and planned strategies are adjusted, as appropriate to meet the needs of the high-priority group. Although veterans are co-enrolled in many programs, there is some data that is veteran-specific that we can track to determine whether services are successful. Central Texas’ outcomes and trends at the end of performance year 2012 included:

Veterans Measures End of Current Year One Year Earlier Two Years EarlierNumber Served 11,646 11,164 11,051Entered Employment 60.13% 62.14% 65.54%Employment Retention 81.99% 82.49% 80.98%Average Earnings $17,996.62 $16,978.01 $15,748.09Earnings Change $207.06 -$145.54 -$940.24

Disabled Veterans Measures

End of Current Year One Year Earlier Two Years Earlier

Number Served 2,358 2,086 1,742Entered Employment 53.53% 59.92% 62.37%Employment Retention 83.52% 83.58% 83.51%Average Earnings $20,859.57 $18,970.82 $19,149.15Earnings Change -$810.95 -$138.75 $2,816.36

Workforce Solutions of Central Texas has a variety of opportunities and systems in place to promote veteran development and employment. First, veterans receive priority for all services provided in the local Workforce Centers. Additionally, Central Texas has developed a strong working relationship with Veterans Employment Services employees of the Texas Veterans Commission. To promote access to services and employment for veterans, a mini computer-supported resource center has been established in the Workforce Center in Killeen where the area’s largest veterans population accesses services. Through the Veterans Services section, veterans who need substantial intervention are able to visit with a Veterans Employment Representative by appointments or as walk-ins.


Veteran staff members are well versed in the programs and services provided by Workforce Solutions of Central Texas. Joint training takes place to ensure staff members and partners are all familiar with programs available in the local Workforce Centers and through Veterans Employment Services. As a result, veterans are frequently referred to multiple programs such as Veterans Employment Services, childcare, food stamps, and/or TANF Choices/SNAP based on the needs of the veteran.

Veteran staff members’ business outreach efforts are coordinated with the Business Service Unit (BSU) with veteran staff acting as an extension of the BSU based on relationships developed over many years with Fort Hood employers. Both the BSU and Veterans Employment staff work with and host employers that use primarily veterans and assist when the employers visit to the local Workforce Centers.

In addition to services provided through the local Workforce Centers staff and Veterans Employment Representatives, local Iraq and Afghanistan veterans receive assistance through Workforce Commission’s Texas Veterans Leadership Program. The local Veterans Resource and Referral Specialist helps targeted veterans by providing information and assistance that guides them to successfully re-integrate into civilian life and employment.

Veterans can also find information about available services through a designated Veteran Services section is on the workforce link website. The section also informs veterans about the services that are offered from a Veterans Employment Representative.

In addition to the above services, special projects are also pursued to meet the unique needs of Fort Hood, veterans, and military spouses. As examples, Workforce Solutions of Central Texas has received funding from the Workforce Commission and the Department of Labor to support specialized services to support military spouses’ efforts to complete job search, training, and specialized licensure requirements. The funding also provided resources for child care and transportation assistance. Similarly, Central Texas received a Base Realignment and Closure grant as a sub-recipient from the Workforce Commission’s Department of Labor Grant. The grant provided resources to develop dislocated veterans and military spouses so that they were prepared to fill jobs created by the additional troops and family members assigned to Fort Hood during the Base Realignment and Closure Process.

As stated previously, Workforce Solutions of Central Texas has a formal agreement with the Texas Veterans Commission describing specific roles and responsibilities. A unique aspect of the MOU is an outreach project that is being conducted in conjunction with the Greater Killeen Chamber of Commerce – the outreach efforts are an attempt to engage exiting military and encourage them to stay in Texas. The project involves surveying exiting military and their family members to determine expectations for entertainment; education; and employment skills, interests, and wages. Detailed information about the project is provided below under Exiting Veterans Survey below.

Exiting Veterans Survey – the U.S. Army Installation at Fort Hood is home to over 50,000 military personnel and their families. Fort Hood, the largest employer in Texas, is not only a regional economic driver, it is a resource for the entire State. Since veterans who retire or exit the military from Fort Hood often remain in the area, or at least the state, they are recognized


as a vital economic resource that must be recruited, retained, and employed. In support of a recommendation from Killeen’s initiative, Operation Economic Transformation, a partnership was developed to support efforts to regularly administer a survey that captures insightful information regarding the skills and desired career fields of veterans separating from military service at Fort Hood. In place since July 2006, a Memorandum of Understanding (MOU) continues to support routinely inventorying the intentions, educational level, skills, employment desires, and suggestions of separating Soldiers in order to improve the Fort Hood regional “Quality of Place”. Parties to the agreement are:

Fort Hood Adjutant General/Army Career and Alumni Program (ACAP) Workforce Solutions of Central Texas - Board Workforce Solutions of Central Texas - Service Centers Greater Killeen Chamber of Commerce Heart of Texas Defense Alliance Texas Veterans Commission

Veterans Survey Data are collected via a voluntary twelve-question survey administered during either the Transition Assistance Program (TAP) workshop or installation final clearance through the Army Career and Alumni Program. The purposes for the collection and analysis of these data are threefold:

1. Develop and retain the region’s skilled and motivated military Veteran workforce; 2. Foster innovation and entrepreneurship; retain existing businesses, and attract new business to the

region; and 3. Align the efforts of the participating agencies to enhance options for current and future/potential

residents.

Blind and Disabled Texans, and Texans with Low Literacy or Poor English Language Fluency

For the most part, performance tracking for special populations is limited to the data elements capture by Texas’ TWIST and Work in Texas Systems. Work in Texas allows customers to self-attest that they are disabled but does not require them to make such a declaration. Further, TWIST only captures basic skills deficient and deficient basic literacy for the Workforce Investment Act program; therefore, staff members’ ability to track and monitor the outcomes of low literacy, poor English language, and blind/disabled Texans is significantly limited and very like to reflect an inaccurate picture of what actually occurs.

Workforce Solutions of Central Texas has adaptive devices to support the general needs of individuals with disabilities. As examples, local Career Center services are supported by computer screen magnifiers, CC TV monitors, and hard copy materials in alternative formats for specific needs individuals. Additionally, we have wheelchair accessible workstations and a TDD machine. For individual with extensive needs, Workforce Solutions of Central Texas works with the Department of Assistive and Rehabilitative Services (DARS) based upon roles and responsibilities identified in a formal Memorandum of Understanding.


Specific of Texans with low literacy or poor English language fluency, Workforce Solutions of Central Texas has staff members who are bi-lingual and available to provide services as needed. To facilitate this process, a desk aid has been developed that identifies each of the bi-lingual staff and lists the languages in which they are proficient. Languages supported by these staff include: Spanish, German, Czech (read and write only), Korean, Russian, Tagalog (Philippine national language), Visayan, and American Sign Language. Staff and partners have also been exposed to translation apps available on smart phones to facilitate translation. When the available resources fail to meet the needs of customers, staff and partners contact the Board’s EEOC officer who arranges for a translator or alternative solution.

For individuals interested in improving their English language skills, Central Texas’ largest Workforce Center in Killeen has a computer-based Adult Basic Education lab that is equipped with software supporting English language development. The lab, which is offered by Central Texas College, also offers English as a Second Language classes. A similar lab is also available though Temple College.


The following describes more detailed information about an innovative strategy that is contained in this plan. The strategy includes collaboration with two or more system partners. In addition, the description presents a rational for the strategy and its intended outcomes. Finally, the narrative explains how the processes and outcomes of the strategy will be evaluated to determine success over time.

The strategy that Central Texas has selected to highlight is a regional initiative: Taking Charge of Change project. The project was selected by the Texas Workforce Commission to receive the 2013 Service to Community Award.

Overview: Workforce Solutions of Central Texas recognizes that substandard childcare has repercussions for employees and employers. Inferior childcare drains worker productivity and results in losses of valued employees. Parents cannot go to work unless they have safe, quality, reliable care for their children. Recognizing the important link between childcare and employment, Workforce Solutions of Central Texas began working with the Heart of Texas and Capital Area Workforce Boards and garnered support from local partners to train high quality standards for local childcare providers; community partners included Temple and Central Texas College, McLennan Community College, Child Inc. Head Start in Austin, and Central Texas Housing Consortium. Workforce Solutions of Central Texas then contracted with Raising Austin to expand quality childcare training opportunities across the region. Together, the community and regional partners and Raising Austin formed Taking Charge of Change Central Texas (TCCCT). The TCCCT program began with a model that has proven successful; however, TCCCT is enhanced to include Rising Star/Accreditation, staff professional development through college courses, assessment of administrative and facility aspects using the Program Administrative Scale, exclusive trainings provided by local experts, mentoring, and follow-up. TCCCT’s enhanced model creates a focused, intensive system of quality improvement. TCCCT’s foundation is built upon TCC©, an innovative model of professional development that improves quality of care and education for children by enhancing leadership and management skills of directors of childcare centers. Like TCC©, TCCCT’s goal is to support the leadership development of early childhood center directors who are the “change agents”. TCCCT is a community-regionally enhanced initiative that supports childcare providers’ efforts to quality childcare and attain Texas Rising Star status, and national accreditation. The systemic training approach provides effective tools for quality childcare that engage parents and staff in continuous quality improvement processes. Workforce Solutions of Central Texas worked with 21 childcare facilities: 17 have achieved Rising Star Certification, and 21 have completed TCCCT intensive training. Additionally, 62 TCCCT provider's staff have completed intensive training on caring for infants and toddlers, and nationally accreditied facilities have increased from 1 to 7. Finally, TCCCT has increased the number of sponsored children in high-quality care from 122 to 541.

Board and Community Involvement: To facilitate processes and eliminate duplication, Workforce Solutions of Central Texas conducted the procurement process for Central Texas and Heart of Texas. The procurement resulted in the selection of Raising Austin as the TCC©


training provider. Capital Area elected to conduct a separate procurement although Raisijng Austin is also their service providers. Central Texas also acted as the fiscal agent, grant administrator for Central and Heart of Texas -- partners and trainees paid Central Texas, and Central Texas paid the training providers. To fully implement the TCC© program and increase local capacity/sustainability, Workforce Solutions of Central Texas also sent two staff to Chicago to undergo TCC© training. Central Texas also encouraged expanded partnerships with local community colleges; the expansion was a natural progression relating to issues community colleges were having in their early childhood training programs; specifically, they could not find quality child care facilities to place their student interns. By combining the TCC© model with community college training and local quality child care initiaives, child care providers would have a system of support that encouraged childcare directors to conduct their businesses in a manner that better served their fragile, young customers and their parents.

Results: TCCCT is a community-regional enhanced initiative that supports childcare providers’ efforts to improve quality childcare, Texas Rising Star status, and national accreditation. The systemic approach provides resources that inspire childcare directors to become the “change agents”; it gives them the skills and resources they need to implement and maintain their continuous quality improvement efforts. Directors are given standardized tools such as a Program Improvement Plan that aligns resources to address key strategic priorities. TCCCT supports Central Texas’ goals to increase (1) parental access to affordable, high quality child care, and (2) providers efforts to prepare the future workforce using innovative training methods, mentoring support and program assessment rating scales (Texas Rising Star Provider certification, National Accreditation, and the Program Administrator’s Rating Scale). Workforce Solutions of Central Texas and Heart of Texas had 38 of 40 directors complete the training. Central Texas had 8 providers achieve Texas Rising Star Provider Certification, 4 more are in the self-assessment phase, 5 are applying with the National Association for the Education of Young Children, and 61 TCCCT provider staff have completed intensive training to increase the quality of services to infants and toddlers.

Partners: This collaborative, comprehensive partnership initiative included the Workforce Solutions Offices of Central Texas, Heart of Texas, and Capital Areas: each Board area provided funding for their portion of the TCCCT training. Additonally: Raising Austin was contracted provided the intensive TCC© training. Rising Star credited training was provided by Central Texas childcare expert. College credited traing was provided by Temple College, Central Texas College, McLennan

Community College; the Colleges also provided training space, and The Central Texas Housing Consortium provided transporation assistance and training

space.

Scope: Workforce Solutions of Central Texas has one contract with Raising Austin that supports Central Texas' and Heart of Texas' TCCCT training. Central Texas also has an Interlocal Agreement with Heart of Texas to fund the projects, and contracts with Temple College identified as the joint area's college of record. TCCCT also shares retreat space free of charge with Capital Area TCC via their Head Start grantee Child Inc. at the Flat Creek Ranch in


Perdanales State Park. Additionally, Workforce Solutions of Central Texas has negotiated agreements with three childcare equipment and materials vendors that have resulted in discounts for participating childcare providers. The two-year budget for the TCCCT program is $85,200 or an average of $42,600 per year; in addition to contract costs, one Central Texas childcare expert is dedicated to all quality initiatives including but not limited to the TCCCT project.

Innovative Ideas: The TCCCT program is a comprehensive systemic approach to expanding quality childcare opportunities for Texas' children and their parents. The TCC© component includes 80 hours of research-based advanced leadership training for childcare centers directors; training materials and textbooks; two, three-day retreats including sponsored lodging, meals, and transportatoni to Pedernales State Park; $500 personal stipend upon successful completion; training for all childcare staff in the Directors' centers; participants receive a certificate of completion for 80 hours of advance leadership training in childcare centers. Participants also receive tuition to the local community college for 9 college credit hours in Administration of Programs for Young Children. TCCCT participants also receive access to a mentor, follow-up assistance, standardized program assessments and support for Rising Star, Texas School Certified, and national accreditation by the National Association for the Education of Young Children.

Replication: The TCC model was developed based upon a similar progran that has proven successful in Illinois for over 16 years; in fact, the state is renouned for its leadership development initiatives for early childhood administrators. The processes for the foundation program are well documented, and they can be replicated using train the trainer methods. Additionally, the local TCCCT expanded approach is equally documented and replicable. There were also specific check points to verify whether the processes and related training were attaining expected goals in a timely manner. All of Central Texas' strategies and approaches can be shared through train the trainer or workshop based training. Further demonstrating Central Texas' ability to share our best practices, TCCCT has already been presented at two national conferences: the National Association of Child CAre Resource and Referral Agencies in Wash. DC, and the National Assn.for the Education of Young Children (NAEYC) -- Professional Development Institute in Indianapolis.

Workforce Solutions of Central Texas has also been endorsed by the Texas Quality Foundation as a Texas Award for Performance Excellence recipient. This recognition is only given to organizations that have demonstrated and documented quality, customer-driven approaches with fully deployed processes. As a Texas Quality recognized business, we are charged to be a role model quality-based organization and we have experience sharing our products, approaches and with other workforce professionals and organizations across the state and nation.


Long-term Evaluation Methods: Quality child care was in short supply in the Central Texas region, and it was particularly scarce for parents who had (1) infants or school age children, (2) nontraditional hours, or (3) low-income barriers. This circumstance is not unusual since most child care centers in the United States are rated poor to mediocre in quality, with almost half meeting less than minimal standards. However, through TCCCT Texas childcare centers are working with their local Workforce Boards to change their statistics for Texas. Since studies show that lack of quality child care is the primary barrier, preventing parents from getting and keeping jobs, the availability to quality care will positively impact local economies when people have the resources they need to gain and retain jobs. In fact, Bob Smith’s article in Personnel states working parent’s first priority is ensuring that their children are placed in child care environments that are shielded from potential dangers; they are also more likely to be productive at work when they know their children are being cared for in an enriching environment. Outcomes achieved for Workforce Solutions of Central Texas parallel those of partner Workforce Areas.


Part IV – Grants

Workforce Solutions of Central Texas’ Board office relies upon a competitive process when distributing grant funds. In awarding contracts, the Workforce Board uses a procurement process system that encourages and relies upon a full and open competition process. Goods and services are procured in a manner consistent with applicable regulations and rules. In order to achieve full and open competition, the Workforce Board established policies that, based upon the expected expenditure, require (1) solicitation of bids or request for proposals, or (2) requests for quotes. To encourage competition, the Board office also maintains a vendors/bidders list. Contracts for goods and services are awarded using a standardized evaluation score card or quote cost analysis process. The scored approach relies upon a numerical value that is applied to the bid criteria and the highest score becomes the successful bidder. The quoted cost analysis is used to determine the most reasonable cost for a good/service.

After grants are awarded and contracts are in place, the Central Texas Council of Governments is the entity ultimately responsible for distributing grant funds. However, the Board office and the Council of Governments have a system of check and balances that ensures both entities actively support a fiscally sound and accurate distribution process. Specifically, the Board office receives invoices and authorizes payments but the Council of Governments draws down funds and distributes checks to grantees.

The balanced system is supported by formal agreements that delineate: 1) A partnership established between Central Texas’ local chief elected officials, the Workforce Board, and the Council of Governments; and, 2) A contractual relationship that outlines the areas of fiscal responsibility for each entity and the fiscal services provided by the Council of Governments. As one example, the contract describes expectations for submitting/issuing reports and audits in a timely and effective manner as prescribed by the Texas Workforce Commission and other applicable sources.

All procurement, grant awards, and fiscal processes are internally monitored for compliance semi-annually (twice yearly) by the Board. In addition, monitoring and auditing reports are reviewed in detail by the Workforce Board’s Finance/Resource Committee and presented to the full Board during the Board’s public business meeting.


Part V – Public Comment

Opportunity to Review and CommentThe Workforce Board encourages public input using the following methods: Public Notice in local newspapers; Mail-out invitation to Public Meeting including businesses, educators, economic

development, chambers of commerce, and interested community members/stakeholders; Open Workforce Board business meeting including posting notice of meeting in the Texas

Register, on the Workforce Board Administrative Building, and at the County Court House in the County where the meeting was held;

Draft plan posted on the Workforce Solutions of Central Texas website, www.workforcelink.com for review and comment.

In 2013, publication and solicitation of public comment for the Workforce Solutions of Central Texas Strategic Plan included:

Publication: February 22 and 24, 2013 Public Notice of public meeting and availability of Workforce Solutions of Central Texas

strategic plan modification, 2013-2018, for review and comment at the administrative office of the Workforce Board;

Public meeting: March 28, 2013 Public comment was solicited as an agenda item of the business meeting for the Workforce

Solutions of Central Texas Board of Directors;30-Day Comment period: February 27 through March 29, 2013 Posting of the Workforce Solutions of Central Texas plan on the Workforce Solutions of

Central Texas website, www.workforcelink.com for review and comment.Outreach to Local Stakeholders Almost 300 invitations were mailed to local business representatives, educators, economic

development representatives, board members, elected officials, chambers of commerce and other stakeholders. The meeting was attended by 28 individuals with on-line input provided by 71 stakeholders.

The 2013 process and activities surrounding the Workforce Solutions of Central Texas Strategic Plan included the following Public Notice was published in local newspapers on Friday and Sunday, February 22nd and 24th.

Workforce Solutions of Central Texas issues this public notice of the publication of its strategic plan. The Board of Directors for Workforce Solutions of Central Texas is responsible for the implementation of workforce programs throughout the Texas counties of Bell, Coryell, Hamilton, Lampasas, Milam, Mills, and San Saba. The Board plan will cover fiscal years 2013-2018. Information for the two-year, integrated plan will be submitted to the Texas Workforce Commission (TWC) on April 1, 2013. The Board of Directors of Workforce Solutions of Central Texas issued a public notice of the annual


http://www.workforcelink.com/


publication of its strategic plan on February 22 and 24, 2013. The plan includes responses to any new direction for local implementation adopted by the Texas Workforce Commission and the Texas Workforce Investment Council. The 2013-2018 Strategic Plan covers:

Strategic Narrativeo Board’s Vision: identification of key issues, challenges and opportunities;

alignment between workforce and partners’ services; linkage and support of the Texas Workforce Investment Council’s Plan for Advancing Texas.

o Economic and Workforce Analysis: identification of businesses’, job seekers’ and workers’ needs and plans for addressing these needs; identification of target industries and occupations and their linkage to the governor’s clusters; and plans to support efforts to address industry and occupation demands.

Operational Plans to Supporto Services to Target Populationso Business Customers

Descriptions of Alignment Results Linked to the Texas Workforce Investment Council’s Plan for Advancing Texas

Explanations of Grants and Related Usages, List of Comments and Adjustments Resulting from Public Comments, and Updated List of Memorandums of Understandings.

Public Input: A public comment period began on February 27, 2013 and it ends at the close of business on March 29, 2013. To review and confirm demand and target occupations, a key aspect of the plan, the Board of Directors for Workforce Solutions of Central Texas also held a Business and Education Forum on February 26, 2013. The Forum engaged local businesses and educators in a formal and interactive review of the area’s proposed demand and target occupations. Specific to the demand/target occupation list, comments were accepted as an agenda item of the meeting and the demand and target occupations were adjusted, as appropriate based on input gathered during the Forum. Business members, educators, and community representatives were sent formal invitations to attend the Forum at the Killeen Workforce Center, 300 Cheyenne. IN addition to the above forums, the Board of Directors for Workforce Solutions of Central Texas accepted public comments during its regularly scheduled business meeting on March 28, 2013. All comments will be submitted to the Texas Workforce Commission and incorporated as part of the Board’s strategic plan on April 1, 2013.

Beginning February 27th, the public may access the strategic plan document on the Board’s website, www.workforcelink.com, or interested parties may receive a copy of the draft plan modification document at: 200 N. Main, Belton, TX, 76513. Public



comments must be submitted in writing – by mail: P. O. Box 450, Belton, TX. 76513; by fax: 254-939-3207; or by e-mail: [email protected]. The deadline for receipt of comments is 5:00 p.m. on March 29, 2013. All comments will be submitted to the Texas Workforce Commission and incorporated as part of the Board’s strategic plan. For more information, call Linda Angel at 254-939-3771, ext. 3324.

The Central Texas Workforce Board is an equal opportunity organization. Auxiliary aids or services are available upon request to those individuals with disabilities. For extra assistance, please contact us at 254-939-3771, ext. 3310.

Specific ActivitiesPublic notice was published in the Workforce Area’s two major newspapers, the Killeen Daily Herald (1809 Florence Rd., Killeen) and the Temple Daily Telegram (10 S. 3rd, Temple) on Friday and Sunday, February 22 and 24, 2013.

Notice of availability of the Workforce Solutions of Central Texas plan for review and comment at the administrative office of the Workforce Board on February 27, 2013 was published in the above Public Notice. During the comment period, the Workforce Solutions of Central Texas Strategic plan, 2013-2018, was posted on the Workforce Solutions of Central Texas, www.workforcelink.com for public and stakeholder review and comment.

On February 26, 2013 a public meeting was held to consider, review, and apply local wisdom to local labor market projections for targeted and emerging occupations. To encourage attendance, almost 300 invitations were sent to key community representatives. The public meeting was scheduled from 1:30 to 4:00 p.m. at the Workforce Center at 300 Cheyenne in Killeen, Texas. Also, on March 28, 2013, the board’s public business meeting included an agenda item to accept public comment on the plan.

In addition to the 30-day comment period, the Workforce Solutions of Central Texas Strategic Plan remains as a link on the local Workforce website, www.workforcelink.com, throughout the year to further encourage on-going public review and comment.

CommentsPublication and solicitation of public comments were completed with no comments received.

Board ApprovalThe Workforce Board’s open business meeting was held at the Workforce Center at 300 Cheyenne in Killeen, Texas, at 9:00 a.m. on March 28, 2013. The Board approved the Workforce Solutions of Central Texas Strategic Plan, 2013-2018, having received no public comments for incorporation into the final document.




mailto:[email protected]

Publishers’ Affidavits/Proof of Publishing


Part VI – Memorandum of Understanding (MOU)

Required Partner Agency or Program Expiration DateWIA Title I – Adult, Dislocated Worker, and Youth Programs ContractTemporary Assistance for Needy Families Choices ContractSupplemental Nutrition Program Employment and Training ContractChild Care Services ContractTrade Act ContractWagner-Peyser Employment and Training, as amended by WIA (includes Migrant and Seasonal Farmworkers)

Contract

Veterans’ Employment and Training Service, as amended by the Jobs for Veterans Act

Contract

Apprenticeship Until TerminatedWIA Title II – Adult Education and Family Literacy Act Until TerminatedNational Community Services Act Not in Area Postsecondary Vocational Education Activities under the Carl D. Perkins Act

Until Terminated

Senior Community Service Employment Program Until TerminatedCoordinated Choices Case Management with the Texas Health and Human Services Commission

Until Terminated

Texas Department of Family and Protective Services 5/2/16

Optional Partners and Programs Expiration DateVocational rehabilitation programs and services 2/28/14Job Corps services under WIA youth Until TerminatedNative American programs under WIA n/aCommunity Services Block Grant programs n/aEmployment and training services provided through grantees of the U. S. Department of Housing and Urban Development (YouthBuild)

n/a

Texas Department of Housing and Community Affairs or local housing authority

Until Terminated

Community Development Block Grant recipients n/aLocal education agencies n/aColleges n/aExtension Services n/aFatherhood initiative programs or other child support programs Until TerminatedArmy National Guard employment and training programs n/aTexas Juvenile Justice Department n/aJuvenile Probation Commission n/aTexas Department of Criminal Justice Until TerminatedMigrant and Seasonal Farmworker youth educational services n/aNational Farmworker Jobs Program Grantee n/a


Domestic violence intervention programs n/aCommunity-based organizations n/a

Other Local Partners and ProgramsRegional Economic Revitalization and Utilization Plan (REV-UP) Until TerminatedBusiness Resource Center (amended) Until TerminatedEconomic Development 8/31/2013


Section 3 – Target Occupations


Workforce Solutions of Central TexasBELL « CORYELL

HAMILTON « LAMPASAS « MILAMMILLS « SAN SABA

Workforce Solutions of Central TexasAdministrative Office

200 N. Main StreetBelton, Texas 76513

254-939-3771

Equal Opportunity Employer/Program

Auxiliary aids and services are available upon request to individuals with disabilities.Relay Texas: 800-735-2989 (TTY) and 711 (Voice).

Copies of this publication have been distributed and are available for public review at www.workforcelink.com



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