TABLE OF CONTENTS · 2020. 2. 4. · progressive, socially enterprising operation that is driven by...

Southwest Connecticut Workforce Investment Board | 2012-2016 Local Plan Page 1

TABLE OF CONTENTS

Executive Summary Environmental Scan

Workforce Labor Market Resources Analysis

Linkage to Economic Development Vision and Goals Workforce Investment Board One-Stop Delivery System Submission Requirements

Appendices

2 3 8 11 14 17 22 25 26 34 35


Executive Summary The WorkPlace helps people prepare for careers and strengthens the workforce for employers. We are a progressive, socially enterprising operation that is driven by innovation an entrepreneurial spirit. As Southwestern Connecticut’s Regional Workforce Development Board, we administer workforce development funds and coordinate providers of job training and education programs that meet the needs of residents and employers in the Southwestern Connecticut Region. We believe in the power of ideas to affect great change. We act as convener, catalyst, collaborator and advocate for workforce development throughout the region, we work with a wide scope of business leaders, local officials and other stakeholders to design innovative workforce development plans that identify and address the area’s employment needs and interests. The WorkPlace administers job training and preparation funds allocated by state and federal agencies. We operate CTWorks Career Centers in Bridgeport, Stamford and Derby, CT. These centers provide programs and services to job seekers including career counseling, job search assistance, skills assessment and occupational training. Customers using the centers have access to computers, internet, telephones, copy machines as well as printed materials to help them search for a job. The WorkPlace works with business partners to address their future needs by creating opportunities to improve training and job readiness. Business customers can benefit from customized recruitment services, easy access to a large pool of pre-screened job applicants and other resources. We collaborate with employers in a number of ways:

Build strategic, industry-specific partnerships with education providers

Mobilize Rapid Response Teams to help dislocated workers deal with company closings

Train workers for Connecticut’s essential industry clusters

Upgrade the skills of existing workers to maintain a globally competitive workforce The WorkPlace regularly shares ideas, best practices and lessons learned with lawmakers, foundations, think tanks and other workforce development organizations around the country. We pride ourselves on bringing new thinking to the workforce table. In all we do, our people “think it forward” – always looking for new ways to enhance the quality of life and standard of living of people in our region.

The Southwest Region bridges lower Fairfield and New

Haven Counties and is comprised of the following 20

communities: Ansonia, Beacon Falls, Bridgeport, Darien,

Derby, Easton, Fairfield, Greenwich, Monroe, New Canaan,

Norwalk, Oxford, Seymour, Shelton, Stamford, Stratford,

Trumbull, Weston, Westport, and Wilton.


Environmental Scan

Workforce 1. Describe the profile of the area’s workforce based upon consideration of education levels, demographics, etc. The rate of high school graduation and the percent who attend two and four-year colleges from high schools in The WorkPlace region is an important indicator of employment and earning potential. The most recent estimates from The U.S. Census, American Community Survey, which includes all ages over 25 years, show that about 88 percent of residents of the counties that make up the southwestern Connecticut workforce development region have a high school diploma or higher. Table 1: High School and Bachelor’s Degree Holders, Age 25+

High School Diploma or higher Bachelor’s Degree or higher

Fairfield County 88.3% 43.9%

New Haven County 88.7% 31.7%

Source: American Community Survey 2010, 5-Year Estimates Whether or not the region will maintain this level of attainment among its residents is in some part determined by the dropout rate at regional schools, and by tracking what students chose to do when they graduate. Table 2: Dropout Rates for School Districts in The WorkPlace Region, Class of 2008

District Dropout Rate District Dropout Rate

Ansonia 7% Oxford (Region 15) 4.20%

Beacon Falls (Region 16) 5.70% Seymour 10.50%

Bridgeport 23.50% Shelton 6.80%

Darien 1.10% Stamford 14.30%

Derby 11.10% Stratford 5.70%

Easton (Region 9 HS) 0.40% Trumbull 0.60%

Fairfield 3.80% Weston 0%

Greenwich 2.40% Westport 0.30%

Monroe 0.80% Wilton 1%

New Canaan 1.50% CT Tech High Schools 2%

Norwalk 2.90% STATE 6.85%

Source: Connecticut State Department of Education A majority of the regions graduates (64%) who attend four-year colleges leave for out-of-state schools. The more affluent suburbs send over 60% of graduates out of state, non-public, four-year institutions. Of graduates who remain in the state, 73% enroll in public colleges. On the other hand, 94% of the graduates who attend two-year colleges remain in the state. The WorkPlace region is composed of towns in two Connecticut counties: Fairfield County and New Haven County. The majority of the communities are in Fairfield County, as are the towns with the largest populations, Bridgeport, Stamford and Norwalk.


According to the 2010 American Community Survey (five-year estimates), The WorkPlace’s 20-town region has a population of 780,232. The official U.S. Census population count for the combined 20 towns in our region in 2000 was 760,730, indicating that the region had population growth of 2.6% over the decade. While the overall number of people living in the region has not changed much over 10 years, it is interesting to note the characteristics of the population, most notably the age distribution. The Table below is a snapshot of the population’s age in 2011, based on estimates from Economic Modeling Solutions, Inc. The largest group is between 40 and 54 years of age, with relatively large segments under age 19. Low numbers in the 20-40 age range indicate that this age group may have left the area following the completion of high school and/or college. A drop in the age brackets of 60 and above indicate fewer people staying on in the region after retirement. Many of those who do stay in the region are likely still part of the workforce. Table 3: Age Distribution of Residents of Fairfield and New Haven Counties

Age Group 2011 Population

% of Population

Under 5 years 106,703 6.0%

5 to 9 years 114,209 6.4%

10 to 14 years 121,712 6.8%

15 to 19 years 123,896 6.9%

20 to 24 years 112,107 6.3%

25 to 29 years 109,098 6.1%

30 to 34 years 109,257 6.1%

35 to 39 years 109,470 6.1%

40 to 44 years 129,992 7.3%

45 to 49 years 142,172 8.0%

50 to 54 years 140,044 7.8%

55 to 59 years 118,364 6.6%

60 to 64 years 98,803 5.5%

65 to 69 years 74,608 4.2%

70 to 74 years 52,145 2.9%

75 to 79 years 43,258 2.4%

80 to 84 years 38,296 2.1%

85 years and over 43,229 2.4%

Source: Economic Modeling Solutions, Inc. Poverty rates and income vary widely across the region. Higher population does not always translate into higher poverty rates. The chart below shows the 2000 U.S. Census population for each town, plus median household income, individual poverty rate and per capita income. Bridgeport has the largest population, the highest poverty rate and the lowest median household


and per capital income for the region. However, the next largest city—Stamford — has a poverty rate that is less than half of Bridgeport’s and nearly double the median household and per capita income. Norwalk’s population is 40% less than Bridgeport’s, and its poverty rate, median household and per capita income are very close to Stamford’s rates. The Naugatuck Valley towns of Ansonia and Derby (located in New Haven County) each have populations of less than 20,000, yet have higher poverty rates than Norwalk, coupled with significantly lower median household and per capita income. Bright spots with extremely low poverty rates (less than 3%) are those deeper into Fairfield County including Darien, Easton, New Canaan, Trumbull, Weston, and Wilton. Oxford, a Valley town, shows a low poverty rate (2.1%) and a median household income on par with Stamford. These figures are based on the 2000 Census and 2006-2008 American Community Survey and are expected to change with the 2010 Census. Table 4: Selected Economic Statistics, WorkPlace Region

Population Median Household Income

Poverty Rate (Individual)

Per Capita Income

Ansonia 19,163 $56,541 9.70% $26,225

Beacon Falls 5,909 $81,214 3.80% $32,710

Bridgeport 142,576 $41,047 20.80% $19,854

Darien 20,414 $175,766 3.80% $95,577

Derby 12,826 $52,029 9.80% $26,264

Easton 7,403 $140,370 1.30% $63,405

Fairfield 58,727 $113,248 3.30% $55,733

Greenwich 60,809 $124,958 3.60% $92,759

Monroe 19,316 $109,727 3.00% $43,842

New Canaan 19,564 $179,338 2.40% $100,824

Norwalk 84,611 $76,161 8.20% $43,303

Oxford 12,192 $107,500 2.20% $41,909

Seymour 16,367 $71,719 4.80% $32,346

Shelton 39,061 $80,656 3.90% $38,341

Stamford 120,907 $75,579 7.30% $44,667

Stratford 50,821 $67,530 4.80% $32,590

Trumbull 35,495 $102,059 2.50% $44,006

Weston 10,088 $209,630 1.90% $92,735

Westport 26,109 $150,771 3.10% $90,792

Wilton 17,874 $153,770 2.10% $78,234

Source: American Community Survey 2010, Five Year Estimates The TANF recipients in our existing Jobs First Employment Service and other TANF recipients face the steepest road in the U.S. in their move from TANF to "a job" to career with a living wage because they are priced out of the parts of the Fairfield and New Haven Counties, where better paying jobs are located. Half of this area has the highest Fair Market Rents in the US with an Area Median Income of $122,300 while Bridgeport and the Naugatuck Valley, where a substantial portion


of the TANF recipients live, have higher rates of poverty and unemployment than CT and the US as a whole. The WorkPlace region includes communities with high percentages of foreign-born residents and persons for whom English is not spoken at home. The following table shows the data for the two counties served by The WorkPlace. Table 5: Nativity and Language Spoken at Home

Population % Foreign Born

Population aged 5+, % Language Other than English Spoken at Home

Fairfield County 20.1% 27.4%

New Haven County 11.4% 19.8%

United States 12.7% 20.1%

Source: American Community Survey 2012, 5-Year Estimates Language barriers are particularly challenging in the region’s largest cities: Bridgeport, Norwalk and

Stamford. In the school districts serving all three cities, at least 1 in 8 students is not fluent in

English and more than one-third come from homes in which English is not the primary language

spoken. In Stamford and Norwalk, students go home to 57 different languages (not including

English); in Bridgeport, 73 languages.

Table 6: English Barriers for Students

% Not Fluent in English

% Homes in which Another Language is Spoken

Number of Languages Spoken at Home Other than English

Bridgeport Public Schools

13.6% 40.4% 73

Norwalk Public Schools

11.7% 35.4% 57

Stamford Public Schools

13.6% 18.3% 57

Source: CT State Department of Education, Strategic School Profiles, 2009-2010 In addition to the need for opportunities for the very hardest to employ (those without a college degree or in many cases a high school diploma, criminal backgrounds or other barriers) the workforce investment system in Southwest Connecticut must respond to a new class of unemployed worker: the long-term unemployed. For the past year, the average length of unemployment has hovered near 40 weeks. As federal extensions to Unemployment Insurance (UI) expire, the number of people who have exhausted their benefits grows. Table 7: People Exhausting UI Benefits, May 2010 - February 2013

Connecticut 110,182

Southwestern Connecticut 20,313

Source: Connecticut Department of Labor


The odds are against the long-term unemployed searching for jobs. According to the San Francisco Federal Reserve, “In the first few weeks after losing their jobs, about 3 in 10 people are able to find work. But after about a year of being out of work, the chances of landing a job fall to just 1 in 10 per month.” A key challenge facing Workforce Investment Boards is developing services which address the specific needs of the long-term unemployed. We are also four years into coping with economic conditions which had not been experienced before 2008. The labor market is now flooded with educated, unemployed individuals. The collapse of the finance and insurance sector, which had been a driver of the local economy for so many years, has added to the unemployed pool both directly and indirectly. Following the crash, the mortgage crisis escalated in our region and across the state as a direct result of unemployment. 2. Describe the workforce investment needs of the following: a. Job Seekers The Workforce Investment System must continue its dual focus of (1) supplying workers with basic skills to fill the need for workers in positions that require just short-term on-the-job training, and (2) upgrading workers’ skills to fill the growing need for workers with some college education or specialized training. The workforce system and jobseekers need to focus attention on the development of core academic and employability skills required for success in a changing workplace. Basic skill requirements across all clusters have been rising as technology pervades the workplace and companies adopt flatter organizational structures resulting in a need for more flexible and highly trained workers who can think critically, act independently, and work in teams. Employers continue to report the need for workers that have basic skills to fill entry-level jobs. This lack of basic skills prevents unemployed and underemployed low-income workers from securing jobs or increasing earnings and partially explains the gap between middle-income and poor households in the region. This basic skills gap is particularly problematic for those remaining on TANF, many of whom test below ninth grade levels in math and reading and with low English proficiency. Beyond core skills, the technical skills most often cited as in short supply are in the areas of information technology and certain areas of health care, especially nursing. b. Dislocated Workers Dislocated Workers are in need of skills training and, in many cases, workers are dislocated because their experience is obsolete and they have not upgraded their skills to meet change. In these cases, individuals require training for a new career. In the southwest Connecticut region, many dislocated workers were previously employed in manufacturing, as well as professional positions eliminated during downsizing. c. Incumbent Workers Incumbent workers need to continue to learn new skills and upgrade skills to remain competitive in the job market. Lifelong learning and career ladders are key elements to the success of all groups. Basic skills, ESL, and technology training are all critical needs of this group. Employers wishing to remain competitive in the world market will need to invest more in continuing education for their employees.


d. Youth Basic skills and job readiness training are critical to this group, particularly out-of-school youth. To start, young workers must focus on obtaining a high school diploma or equivalency. Bridgeport, Derby, Stamford, and Seymour had significantly higher cumulative four-year dropout rates in 2008 compared to the state’s average. We need to create more opportunities for youth who are ill-prepared for the workforce and unable to compete in the competitive job environment. Our at-risk youth need unique educational opportunities and “hands-on” work experiences to support meaningful work-based learning and provide insights into the requirements and demands of the world of work. Assisting younger workers to successfully transition to careers may be one of the most significant gaps between the workforce and future, available jobs. Labor Market 1. Identify the current and projected occupational/employment opportunities in your area based on DOL data and regional sources. Despite recessionary pressures on the financial sector, the industry is projected to remain one of the region’s key drivers of job growth through 2016. Construction, another industry hit hard by the recession, should also create jobs, but only within specific specialties. The jobs will be concentrated in residential remodeling and specialty trades, as opposed to new construction for either residential or commercial purposes. Other industries for which regional growth is projected through 2016 include Real Estate, Professional, Scientific and Technical Services, and Telecommunications. Chart 1: Projected Job Growth in Selected Industry Sectors 2012-2016, Bridgeport-Stamford-Norwalk MSAs

Source: Economic Modeling Solutions, Inc.

0 1,000 2,000 3,000 4,000 5,000 6,000 7,000 8,000 9,000

Construction

Manufacturing

Information

Finance and Insurance

Real Estate and Rental and Leasing

Professional, Scientific, and Technical Services


While we expect manufacturing jobs overall will experience little growth, the Pharmaceutical, Transportation and Aerospace manufacturers should add some jobs over the next few years. Projected gains are shown below. Unfortunately, these gains are largely offset by losses in printing, plastics and rubber, computer and electronics, and fabricated metal products. Chart 2: Projected Job Growth in Selected Manufacturing Industries 2012-2016, Bridgeport-Stamford-Norwalk MSAs

Source: Economic Modeling Solutions, Inc. The story is similar in the Information sector. Some industries will show job growth over the next few years, such as the Telecommunications and Motion Picture industries. Unfortunately, job losses in the publishing industries (especially in print) cause low net job growth in the sector. Chart 3: Projected Job Growth in Selected Information Industries 2012-2016, Bridgeport-Stamford-Norwalk MSAs

Source: Economic Modeling Solutions, Inc.

2. Describe the job skills necessary to obtain the current and projected employment

opportunities.

0 100 200 300 400 500 600 700 800

Pharmaceutical and Medicine Manufacturing

Electrical Equipment Manufacturing

Transportation Equipment Manufacturing

Aerospace Product and Parts Manufacturing

350 360 370 380 390 400 410 420 430 440 450

Motion Picture and Sound Recording Industries

Telecommunications


Job skills such as the ability to listen well, to take and apply instructions, and to maintain focus for

long periods of time are critical to success in most occupations. Basic phone courtesy and computer

and e-mail skills have almost universal application. Employers generally expect workers to have

certain basic skills, even if they are not specified in job advertisements.

Below is an outline of necessary job skills from the Department of Labor for selected growth

occupations in our region.

Speaking - Talking to others to convey information effectively.

Active Listening - Giving full attention to what other people are saying, taking time to

understand the points being made, asking questions as appropriate, and not interrupting at

inappropriate times.

Learning Strategies - Selecting and using training/instructional methods and procedures

appropriate for the situation when learning or teaching new things.

Reading Comprehension - Understanding written sentences and paragraphs in work related

documents.

Writing - Communicating effectively in writing as appropriate for the needs of the audience.

Service Orientation - Actively looking for ways to help people.

Time Management - Managing one's own time and the time of others.

Coordination - Adjusting actions in relation to others' actions.

Monitoring - Monitoring/Assessing performance of yourself, other individuals, or

organizations to make improvements or take corrective action.

Mathematics - Using mathematics to solve problems.

Critical Thinking - Using logic and reasoning to identify the strengths and weaknesses of

alternative solutions, conclusions or approaches to problems.

Judgment and Decision Making - Considering the relative costs and benefits of potential

actions to choose the most appropriate one.

Systems Evaluation - Identifying measures or indicators of system performance and the

actions needed to improve or correct performance, relative to the goals of the system.


RESOURCES 1. Provide a description of the resources including programs and services, to meet the workforce development needs of: Please see the Eligible Training Provider List (ETPL) accessible from Resources page on The WorkPlace website http://www.workplace.org/resources.php. To address the strong need for technology training a significant percentage of the programs on the ETPL are computer-related. Additionally, The WorkPlace has several other partnerships and projects that address a variety of jobseekers needs, including transportation, at-risk youth, people with disabilities, homeless veterans, and more. a. Employers Through three CTWorks Career Centers employers have the opportunity to recruit employees, post job openings, arrange apprenticeships, access incumbent worker training and tax incentives programs, as well as many customized services. Employers also have the opportunity to build the workforce by contributing to WorkPlace Scholarships. Additionally, the Everyone Works center is available to advise employers on accommodations for employees with disabilities; The CTWorks Career Coach is a Career Center on wheels and mobile classroom designed to go where people are and deliver career services and training opportunities traditionally available in a Southwestern CTWorks Career Center. Employers can provide customized training to their employees by reserving the Coach for a nominal fee. In August 2011, The WorkPlace launched Engage Staffing to enhance the workforce solutions we provide employers. Engage Staffing provides a full range of recruitment solutions that can be customized to meet employer needs including; Temporary, Seasonal or Project Specific, Temp-to-Hire and Direct Hire. Engage Staffing is distinctively different from other firms because revenue is returned to The WorkPlace to fund programs which assist jobseekers. In the first year of operation, Engage Staffing has placed clients in diverse industries including printing, non-profit, manufacturing, construction and public utilities. Additionally Engage Staffing is a State of Connecticut approved vendor for temporary medical staffing. b. Jobseekers CTWorks provides critical workforce services to jobseekers, including access to job training, job search preparation and assistance through career counseling and workshops. Specifically, CTWorks provides jobseekers with skill testing, computer workshops, adult education, English as a Second Language, distance learning, job clubs and support groups, resume preparation, job search seminars, job postings, career counseling, a career resource center, accommodations for people with disabilities, clinical counseling, and more. Access to support services, including childcare and transportation, is also available through CTWorks. Additionally The WorkPlace administers nearly 20 different programs to assist people transitioning to new employment. Jobseekers have access to other WorkPlace projects and partnerships, including privately-funded WorkPlace Scholarships, JPMorgan Chase Job Start, a no-interest loan and grant fund, the Homeless Veterans Project, Dress for Success Mid-Fairfield County, and others.

http://www.workplace.org/resources.php

http://www.ctworkssw.org/vertical/Sites/5B629FA0-489A-4C71-B7E7-0B2DC74C7D48/uploads/FF9B7047-B32D-4DF4-A64A-B47F0C09A67A.BMP


Here is a brief description of a few of our key initiatives. Add Us In/Diversity Works The WorkPlace, leads an Add Us In consortium of Connecticut and national organizations as it engages in changing the culture of the workforce development and vocational rehabilitation systems to better accommodate and serve people with disabilities, including lesbian, gay, bisexual, and transgender (LGBT) individuals with disabilities. We do this by building awareness of the unique forms of discrimination and providing sensitivity training for all workforce development staff. In addition to developing models, designing strategies and influencing policies to improve employment opportunities. DiversityWorks will form and strengthen connections among associations of LGBT owned businesses, disability serving organizations, the local workforce investment board, and youth serving organizations by building a network of disability and diversity experts. The consortium includes members of the workforce development system, the state vocational rehabilitation agencies, youth serving agencies and agencies that serve persons with disabilities. Consortium members have the talent, resources, and motivation to create effective strategies and procedures to assist this population and inform policy to increase employment for people with disabilities. WorkPlace Scholarships provide opportunity to enable people to help themselves and better provide for their families. Through privately funded dollars, WorkPlace Scholarships provide job training, certifications, or career advancement for adults and youth who cannot access public funds and are unable to pay for it themselves. The demand for job training in the Southwestern Connecticut region is increasing and there are not enough funds to support training for all the people in Southwestern Connecticut who need it. Privately funded WorkPlace Scholarships are critical and help supplement job training needs. People to Jobs is a program that works to improve public transportation in cities and towns in Southwestern Connecticut so that residents, including low-income workers and Temporary Assistance to Needy Families recipients, can have better access to jobs. The People to Jobs Transportation Task Force periodically examines the routes of bus service provided by Greater Bridgeport Transit, CT Transit, Valley Transit District, Milford Transit District, and the Norwalk Transit District in coordination with the Connecticut Department of Transportation and Metro-North. The Task Force, in collaboration with transit operators, decides where additional or new routes are needed, and when extended service is needed, such as holiday seasons. With funding from the Connecticut Department of Social Services, the Connecticut Department of Transportation, and the Federal Transit Administration, the People to Jobs Regional Transportation Task Force finance the delivery of new services. Better bus service gets more people to more jobs in the region. Job retention increases the quality of life for residents. The region’s economy benefits from a mobile workforce. People to Jobs helps make it happen.


People to Jobs also provides informed transportation planning assistance in CTWorks Career Centers. Staff members will assist job seekers in navigating bus routes for childcare and employment. People to Jobs stays responsive to the needs of the region by maintaining broad-based representation from government, business, regional planning agencies, chambers of commerce, social service providers, job developers, and transportation providers. The Homeless Veterans Reintegration Program serves both male and female chronically homeless veterans in Southwestern and South Central Connecticut who have been referred by the VA Connecticut Health System to Applied Behavioral Research Institute – Homes for the Brave, Female Soldiers: Forgotten Heroes, Columbus House, Inc. and Harkness House for transitional housing, case management, employability skills, job placement and other support services. Each veteran is provided services and training, as well as follow-up designed to reintegrate him/her into the workplace and to promote job readiness and retention. Examples of services and training provided include:

Occupational Skills Training

Classroom Training

Job Search Assistance

Interview Preparation and Resume Development

Outpatient Psychosocial Rehabilitation

Alcoholics Anonymous and Narcotics Anonymous meetings

Life Management Skills

Financial Management

Legal Assistance

Transportation Assistance

Housing Counseling The Weatherization Training Program provides training to earn nationally-recognized credentials for weatherization and building professionals. It seeks to enhance the existing weatherization programs in southwestern Connecticut which currently recruit and train low skilled and/or unskilled individuals. The Weatherization Training Program provides career counseling and training in basic weatherization installer, energy auditor, envelope professional and advanced Building Performance Institute certified courses including multi-family. c. Incumbent Workers The WorkPlace administers incumbent worker training grant funds from the State of Connecticut for innovative approaches to developing a well-trained, local workforce. Historically we have provided grants in Manufacturing, Healthcare, Financial Services and Green related industries. Grants are typically awarded within the range of $10,000 to $50,000 and businesses receive payment for training on a cost-reimbursement basis. Funds awarded under this program are used to develop employee training solutions that address workforce challenges in Southwestern Connecticut. This initiative is a strategic effort to prepare workers for new and challenging employment opportunities. Training funds are available to upgrade the skills of workers and to ensure that Connecticut employers are more competitive in a global economy. This customized training program is designed to benefit both employees and businesses by enhancing the skills of workers, thereby increasing their productivity and the competitiveness of the employer.


d. Dislocated Workers Many of the programs and services listed above for jobseekers serve dislocated workers. In addition to the standard WIA services available through CTWorks, including access to job training, dislocated workers may also qualify for WorkPlace Scholarships and JPMorgan Chase Job Start no-interest loans. e. Youth The WorkPlace manages several initiatives to help young workers become valuable, self-reliant members of the community. The first, YouthWorks is an innovative approach to connecting in and out-of-school youth in southwestern Connecticut to workforce development services. YouthWorks helps low-income youth, (14 to 21 years of age) who face barriers to economic self-sufficiency to receive occupational training, comprehensive counseling and guidance, as well as follow-up support for 12 months. The WorkPlace’s “Earn and Learn Summer Program” helps youth find summer employment. Prior

to beginning job assignments with more than 50 local employers, youth participate in a work

readiness program to develop soft skills.

CareerConnections-CT.com is a one-stop website source that provides timely, up-to-date information to Bridgeport youth, parents, guidance and career counselors and employers regarding post-secondary options and opportunities for work experience. It is an online tool helping youth make informed decisions about school, work and life by providing information and resources that would help them to make better decisions. In addition, while providing information to youth, it also provides a platform for innovative partnerships between employers and school systems, which work together to provide internships, mentorship and work experience opportunities. Analysis 1. Based on the Board’s analysis of the environmental scan, identify the gaps between the available jobs, project industry growth, existent workforce and resources available to fill these gaps. According to the Department of Labor “It has now been five years (March 2008) since the last employment peak for the state, when at that time Connecticut had 1,713,000 jobs. For the next 23 months, until February 2010, Connecticut declined in net employment until reaching the bottom at 1,591,800 jobs. A slow employment recovery has ensued and the state has now recovered 51,200, or 42.2%, of the 121,200 seasonally adjusted total nonfarm jobs lost. The private sector has regained 59,200 (51.9%) of the 114,000 private jobs lost from that same recessionary downturn.” The tepid economic growth in region and state has been unable to generate quality employment with good paying, family supporting jobs. During the recession, employment losses occurred throughout the economy, but were concentrated in mid-wage occupations. By contrast, during the recovery, employment gains have been concentrated in lower-wage occupations, which grew 2.7 times as fast as mid-wage and higher-wage occupations. The recession pushed jobless workers into unemployment for longer duration than previous economic downturns. From 2007 to 2011, the segment of the nation’s unemployed who were unemployed six months or longer increased from 18 percent to 44 percent. With unemployment rates remaining high


years after the recession ended, businesses are being more cautious and selective in their decision to hire. The long-term unemployed are at a significant disadvantage when competing for jobs. The longer a person is unemployed, the more difficult it becomes to re-enter the job market. Employers are in a position to select from highly skilled, well educated workers and the workers whose skills are current and in shortest supply will tend to be re-employed fastest. A disproportionate number of the chronically unemployed simply lack skills currently valued by employers. A worker’s perceived readiness for employment is hindered by a long period of involuntary idleness. Long spells of unemployment are disheartening, and this can be reflected in job applicants’ skills in selling themselves to business. Many of these workers become discouraged and eventually leave the labor force. There are people available to work, but many -- including welfare recipients, low-wage workers, and the unemployed -- do not have the skills required by employers in our region. They need targeted job skills training to get and keep jobs, and to move ahead in the workforce. Employers indicate that basic, academic, and employability skills are required for new workforce entrants. Beyond basic skills, technical skills most often cited as in short supply were information technology and certain areas of healthcare, particularly nursing. During the years since the crash of 2008, we have witnessed a mix of old and new challenges. Many of the gaps identified for the workforce are still with us today: basic skill levels are low, and work readiness is still elusive. The high cost of transportation and housing, coupled with language barriers and a growing need for supportive services such as affordable child care, remain barriers to employment. 2. Outline the Board’s recommendations to address any disparities The goals outlined in The WorkPlace Plan include increasing the workforce system’s effectiveness in delivery of workers with basic skills to earn a living and meet employers’ needs; promoting lifelong learning and career ladders to meet employer’s needs for a skilled and flexible workforce and low-wage workers’ needs for pathways to economic security; broadening the involvement of business; continuing to re-evaluate and strengthen the Workforce Development System; and increasing public and philanthropic support. The WorkPlace is working to build the skills of the workforce in order to enable all households to achieve a living wage and to provide employers with the skilled workforce they require. The WorkPlace is implementing several projects to address skills gaps and provide job training for both unemployed and underemployed individuals including the long-term unemployed. The SW CT Health CareeRx Academy, launched in 2012, addresses two major needs of the region: Provide the TANF and other low income populations with Core Skills, Occupational Skills and much needed supports so that members of this population can obtain employment in this growth industry, earn advanced credentials and sustain themselves and their families. While providing this population with Health Career skills and credentials, the Academy will also ameliorate the workforce shortages that are projected to plague this industry. The aging of Connecticut’s population will have profound implications for the future Health CareeRx workforce. Between the year 2000 and 2030, the population 65 years of age and over is expected to increase 69%. An aging population will place greater demands on the health


care system at the same time that many health professionals will be retiring. Also, as the population ages, there will be a continuing shift in the type and setting of health care services. The Health Career Academy incorporates a thorough assessment utilizing WorkKeys prior to participants entering Core Skills Training which focuses on Employability and Work Readiness Skills - customer service; cultural competency, literacy and numeracy, computer technology and contextual ESL to accommodate the large immigrant population. Small cohorts of participants are formed into learning communities with a case manager for each. Occupational Skills Training is provided by the local community colleges and other venders as needed and focuses on those jobs most in demand. Three Community Health Centers have signed on to provide internship /externship sites for course completers. District 1199 Training Fund will develop and pilot a CNA to LPN apprenticeship, the first in Connecticut. Over the past few years, The WorkPlace explored the challenges and life changing impacts long term unemployment has on people. We discovered that the long-term unemployed face social, emotional and skill deficiencies caused by their unemployment. We realized that only by eliminating employer risk during the hiring process will they be evaluated fairly. The WorkPlace raised private funds to support a program called Platform to Employment (P2E). The program is a public-private partnership giving businesses a risk-free opportunity to evaluate and consider hiring the long-term unemployed during an 8 week work experience program. During the 8 weeks, wages are subsidized with private investment funds and workers are on the payroll of The WorkPlace. By eliminating employer risk during the hiring process, the program breaks down a significant structural barrier between the long-term unemployed and employment. The needs and supports required for these individuals to return to work have also changed. P2E begins with a preparatory program designed to address the social, emotional and skill deficiencies caused by long-term employment. P2E incorporates comprehensive wrap around supports including professional health services. The WorkPlace has taken a new approach to Youth Programming with in-school programs and will target school systems as the lead in the in-school youth programs. This will provide the opportunity to increase retention as well as credential attainment. The in-school model will consist of the acquisition of the National Professional Customer Service Certification (NPCSC) in addition to the high school diploma. In-school youth will participate in career development activities during the school day provided by school staff and then attend an afterschool program to deliver the NPCSC. This model will allow students to connect education with career services as well as acquire strong customer service skills. Local schools are the key to in-school youth recruitment. Through our partnerships with the area school systems we present the program and its benefits to twelfth graders in early October. The goal of all our youth programming is to enable youth to enter into post-secondary education or employment at a living wage. We also seek to increase the numeracy and literary rates and instill lifelong learning for youth participating in our programs. The WorkPlace has incorporated Dress for Success Mid-Fairfield County (D4S) into the suite of programs available to jobseekers. D4S promotes the economic


independence of disadvantaged women by providing professional attire, a network of support and the career development tools to help women thrive in work and in life. Each client is referred to D4S from one of more than 130 referral sources, i.e. human services, domestic violence & homeless shelters, job training programs, etc. throughout Fairfield County. Each woman receives one suit when she has a job interview and one week's worth of business attire when she becomes employed. CTWorks Career Centers located in Bridgeport, Stamford, and Derby provide D4S clients with career guidance, technology skills, and job-seeking support, including interview preparation. A D4S Professional Women's Group, provides ongoing support to clients who have recently entered the workforce. Dress for Success Mid-Fairfield County is made possible through the financial gifts of many corporate partners and individual contributors who help the organization meet the needs of local, disadvantaged women. D4S is a vital program that has a direct impact on helping participants secure employment, retain jobs, build a career and, ultimately, better support families! 3. Describe what initiatives the Board will undertake to secure additional financial resources to address the gaps identified in the analysis. Identify specific sources of potential funding the Board will pursue and identify specific activities for which the additional funding would be used. State and federal formula funding total approximately half of overall revenue, while competitive funding and other state of Connecticut and Federal grant funds constitute the majority of the other half. The WorkPlace also benefits from strong corporate and foundation support. These supplemental dollars help sustain a broad base of programs including Dress for Success Mid-Fairfield County, Platform to Employment and WorkPlace Scholarships. Our prior development success has been facilitated by relationships with organizations concerned about workforce development. The WorkPlace is exploring partnerships with organizations that have expertise developing strategy and tools to attract equity-like financing to fund growth and increase social impact. The WorkPlace will work with knowledge experts to develop strategies needed to emulate the clarity provided by equity investments in the for-profit world.

Linkage to Economic Development 1. What is the existing or proposed economic development strategy in your region as

established by local and regional economic development agencies? Specifically describe strategies for the recruitment of new and expansion of existing businesses? What are the priorities? Identify the key industries that support your regional economy; identify emerging or growth industries.

Workforce development is a significant component of economic development strategies for recruitment of new and expansion of existing companies. The WorkPlace acts as a portal, linking economic development representatives and independent brokers to workforce development services and information. The WorkPlace is frequently contacted when an existing company or a company considering relocating to the area requires workers. For example, The WorkPlace will link the company to the CTWorks Center or specific training organizations that have skilled workers seeking jobs. Employers also have the opportunity to post job openings within the CTWorks Centers. Additionally, The WorkPlace will provide workforce development and economic statistics tailored to a company’s specific staffing requirements.


The Southwest Workforce Investment Area is covered by two Comprehensive Economic Development Strategy (CEDS) regions. The CEDS regions are Coastal Fairfield County “One Coast - One Future” and the Naugatuck Valley Corridor (NVC). The development strategies for these regions are linked by common themes and mutual interest. In the One Coast Region, the CEDS is sponsored by the two regional business and economic development organizations, the Bridgeport Regional Business Council (BRBC) and the Business Council of Fairfield County (BCFC), joined by the Greater Norwalk Chamber of Commerce. The Southwest Regional Planning Agency and the Greater Bridgeport Regional Planning Agency along with representatives of the WorkPlace have been included on the CEDS steering Committee. The WorkPlace also includes economic development representatives in its planning process, inviting them to provide input on the WorkPlace Plan. Vision for the One Coast Region: The One Coast Region will have vibrant businesses providing jobs for a broad range of citizens in communities that recognize their connectivity and grow sustainably, respecting natural assets. Goals for One Coast Region GOAL 1: Develop strategic partnerships possessing the appropriate authority, at the right scale, to affect change and ensure accountability. GOAL 2: Achieve appropriate levels of sustainable growth in economic activity while recognizing the importance of key natural resources and appropriate community development. GOAL 3: Systematically coordinate projects and planning for an integrated transportation system that promotes the efficient movement of people and goods within and through the One Coast Region. GOAL 4: Create an environment that fosters educational success and lifelong learning for all students and residents using partnerships between schools and business. GOAL 5: Improve Business Environment and Economic Development Climate by coordinating local, regional, state and federal assets. Vision for NVC The NVC Comprehensive Economic Development Strategy focuses on and incorporates the economic diversity of 18 communities working together to support the Connecticut Economic Strategic Plan dated 2009, which will aid in reducing unemployment, diversification of labor market areas, and building on the industrial heritage that has a strong work ethic. The NVC plan calls for more regional cooperation, no competition, to plan effectively to protect our environment through Responsible Growth principles, conserving our natural resources, utilize Mass Transit to reduce impact on our interstates and local roads. Goals for NVC Goal 1: Continue to develop local infrastructure that supports economic expansion while maintain and protecting the environment. Goal 2: Sustain economic expansion while reinforcing and complimenting the regional land use and quality of life of the NVC. Goal 3: Improve overall Transportation and Communications Systems. Goal 4: Continue the implementation and reclamation of Regional Brownfields Partnership and to support the management, capacity and financial resources for the municipal members. Goal 5: Support and encourage the designation of the NVC as a National Heritage Area under the National Park Service, which will capitalize on the history, culture and natural attraction of the NVC. Goal 6: Encourage growth and participation in the Philanthropy efforts in the NVC through the private sector, individuals and other stakeholders’ efforts and contributions.


Health Care continues to be the growth sector, although it has slowed. There are “niche opportunities” in Information Technology and Manufacturing, and even in Financial Services. In addition there are replacement opportunities throughout, although at much reduced levels. Projected employment opportunities in the next several years should rebound in some of the core sectors: Health Care and Social Assistance, Finance & Insurance, and Profession & Technical Services. Other opportunities, still emerging, include construction and technology-driven jobs in Health-care, IT and Broadband. “Green Jobs”, those focused on energy efficiency and renewable energy, include weatherization, energy audits, Smart Grid and (potentially) Carbon Trading. 2. How does the industry cluster initiative impact your regional economy? Which clusters have

high concentrations of companies in your region? The great bulk of new jobs created since the economic recovery began are in lower-wage occupations. It appears employment growth has been concentrated in lower-wage occupations, with minimal growth in mid and higher-wage occupations. This trend is important to watch because high unemployment may persist until demand picks up. Demand for goods and services has been slow to recover and consumer spending has been hampered by a loss of wealth. Businesses are not going to increase the pace at which they hire workers until the pace of spending increases. The highest paying occupational groups in Connecticut were management, legal, computer and mathematical, healthcare practitioners and technical, and business and financial operations occupations. The annual pay of the top five individual occupations within these groups ranged from $72,299 (judicial law clerks) to $253,012 (surgeons), well above the state’s average wage of $53,526 for all occupations. In the past year the greatest increase in the number of jobs occurred in Education and Health Services (11,700) followed by Trade, Transportation and Utilities (3,000) and Leisure and Hospitality (2,600). We have allocated significant workforce resources to identify opportunities and address the gap between the local workforce and available jobs in the Healthcare industry. Health Care continues to be the growth sector. There are “niche opportunities” in Information Technology and Manufacturing, and even in Financial Services. Projected employment opportunities in the next several years should rebound in some of the core sectors: Health Care and Social Assistance, Finance & Insurance, and Profession & Technical Services. Other opportunities, still emerging, include construction and technology-driven jobs in Health-care, IT and Broadband. “Green Jobs”, those focused on energy efficiency and renewable energy, include weatherization, energy audits, Smart Grid and (potentially) Carbon Trading. The chart below identifies the number of business establishments in our region by industry code description.


Chart 4: Key Regional Industries

3. What are the specific workforce development needs associated with the economic

development priorities identified in #1? For example, companies may be seeking services including recruitment/assessment/referral of job applicants.

In the southwest region, health care has consistently and steadily added jobs. Some of the factors

driving opportunity for occupations include a steadily aging population, which increases the demand for

care and related services. Additionally, as the economy improves, recruitment of health workers can be

expected to increase as existing workers retire or change professions, creating new openings.

Employers seek programs that will help reduce the time and cost of recruiting qualified individuals.

Businesses in southwest Connecticut are constantly evolving, and require the same of its workforce. Due

to changes in demographics, including an aging population, an influx of immigrants and the ongoing

transition from a goods-producing to a service-providing economy, ever-greater effort must be made to

Retail trade, 3,537

Professional, scientific, and

technical services, 3,529

Health care and social assistance,

2,806

Finance and insurance, 2,533

Other services (except public

administration), 2,516

Construction, 2,260

Accommodation and food

services, 2,146

Administrative support & waste

management services, 1,860

Wholesale trade, 1,411

Real estate and rental and leasing,

1,064

Manufacturing, 897

Information, 593

Arts, entertainment, and recreation, 552

Transportation and warehousing, 465

Educational services, 450

Other, 408

Number of Establishments 2010

Source: U.S. Census

Data


have workers trained for the jobs being created. Access to workforce development programs is

important for businesses to improve the skills and abilities of their workers. One example is broadening

the involvement of business, especially in incumbent worker training. Additional workforce development

needs include: promoting lifelong learning and career ladders to meet employer’s needs for a skilled and

flexible workforce and the creation of a funnel of workers to take-on entry level positions as demand

increases.

Employers expect that we will continue to re-evaluate and strengthen the Workforce Development System. The impacts of the recession have lingered longer than anyone had forecasted. It is clear that businesses are more cautious and selective in their decisions to hire. In order for the workforce system to remain responsive, we must consider structural changes in One-Stop programing, consider initiatives that are free of risk for potential employers and seek collaborative solutions and support from the business community.

4. Identify how the Board will address the workforce development needs as they pertain to the economic development strategy of the area. Describe programs and services available to support economic development recruitment and expansion priorities.

Current employer services offered to support economic development recruitment and expansion include; Job Fairs, On the Job Training, People to Jobs, Business Tax Credits, a Talent Bank of qualified workers and Step Up which provides small businesses with financial support to enlarge their workforce. However The WorkPlace also provides programs which are unique to our region. The WorkPlace operates a number of programs that prepare workers for new and challenging careers. Through individual development plans and customized job training we prepare people to address the workforce challenges employers face in Southwestern Connecticut. The WorkPlace provides access to more than 1,442 programs of study offered by 70 eligible training providers. Through strategic partnerships we provide employers with no-cost solutions to obtain qualified labor. Employers in Manufacturing, Healthcare, Science Technology Engineering & Math (STEM) and Green related industries have benefited by partnering with The WorkPlace for their recruitment needs. Below are brief examples of how we address local workforce development needs. The CTWorks Career Coach is a mobile technology lab, providing an opportunity for training away from the office, but just outside the business front door. Additionally the Career Coach can help with recruitment needs with a job fair, dedicated to a single business organization or a group of organizations in a local area. Job fairs include pre-screening, recruiting, and an onboard interview room and are held on-site at the business location. Platform to Employment is a nationally recognized placement program which provides employers a “risk-free” opportunity to evaluate talent during an 8-week work experience program. We offer workers a 5 week preparatory program, including skills assessment, career readiness workshops, employee assistance programs, coaching and more. Upon program completion, the program assists participants to find open positions at local companies and pays the salary of participants on a trial basis. Expectations are that if the company is satisfied with the performance of the candidate, a full-time job offer will ensue. The Southwestern Connecticut Health CareeRx Academy provides healthcare employers with qualified candidates. Most of the Academy's services are at no-cost to employers. All of its services help to save on the expense of finding qualified workers with occupational and work-readiness training. The WorkPlace has resources available to pay for internships granted to Academy participants. Past


internships have typically consisted of 20 hours per week for 6 weeks and ranged from entry to mid-level skills like general office work, medical billing, and patient care. Add Us In/DiversityWorks aims to help small employers in Southwestern Connecticut to hire and leverage the talents of people with disabilities. Benefits to small employers hiring through the Add Us In/DiversityWorks program include access to qualified, vetted and job-ready talent; a Business Toolkit, including a new employee On-boarding and Peer Mentoring program that can increase both new and existing employee productivity and retention and one-on-one continued support for new employees.

5. Identify the economic development professionals and organizations involved in the development of this component of this component of the plan.

The WorkPlace partners with and is an active member of several economic development organizations within the state and region. Additionally members of local economic development agencies are represented on our Board of Directors. The organizations involved with the development of our economic development strategies include: Office of Economic Development, City of Stamford, Connecticut Department of Economic & Community Development, The Business Council of Fairfield County, The Bridgeport Regional Business Council, Norwalk Chamber of Commerce, The Greater Valley Chamber of Commerce and The South Western Regional Planning Agency.

6. Describe how the Board will establish and maintain relationships and lines of communication with the economic development entities in its region.

The WorkPlace maintains long-standing and constructive relationships with economic development entities in the region. In addition to regularly attending meetings of partner organizations, The WorkPlace works with these agencies on programs to advance the economic development needs of the region. The WorkPlace has included area economic development entities as partners in federal grant opportunities, and always looks for upcoming partnership opportunities. Additionally, The WorkPlace works with local economic development offices, when requested, to connect employers to potential employees. Local and state economic development representatives are invited to public planning meetings, participate on various WorkPlace committees, and receive WorkPlace press releases and information. Quarterly meetings with the WorkPlace Board of Directors also help keep The WorkPlace connected to local economic development officials.

Vision and Goals 1. Describe the area’s strategic economic and workforce development vision for the next two years based upon Sections I and II of your plan. The WorkPlace develops working partnerships with local community leaders, elected officials, business, labor and education leaders to create a competitive economic environment by improving the area’s workforce, education, employment and training opportunities. The vision for the region is to have vibrant businesses providing jobs for a broad range of citizens in communities that recognize their connectivity and grow sustainably, respecting natural assets. The economic and workforce development vision based on The WorkPlace Plan includes improving basic skills of workers and youth; promoting lifelong learning and career ladders to help meet employers’ needs and to help low-wage workers increase earnings; promote general technological literacy and training; increase employer involvement in training; evaluate and strengthen the workforce development system; and increase private support from area employers and foundations.


2. Identify the strategic goals developed to achieve that vision and identify how they relate to the priorities identified in the CETC Annual Plan.

Build strategic, industry-specific partnerships between employers and education to fill needed jobs. This aligns with the CETC Goal “Connecticut businesses will have access to the human resources and talent they need to compete effectively, prosper in Connecticut and create new jobs for Connecticut workers.”

Connect out-of-school youth in Southwestern Connecticut to workforce development services to become valuable, self-reliant members of the community. This aligns with the CETC Goal “All Connecticut youth will be ready for career and postsecondary success as productive contributors to a vibrant and competitive state economy.”

Help people gain and maintain independence from federal and state financial assistance by providing the necessary skills and training needed to secure new employment or increase earnings. This aligns with the CETC Goal “All Connecticut workers will have the skills and credentials to prosper and advance in careers that pay well and provide good benefits support their families.”

Address the need for the long-term unemployed to return to work and the employer need to recruit skilled workers by making available targeted services which focus on the unique emotional and professional needs of workers while minimizing risk for potential employers. This aligns with the CETC Goal “Connecticut’s workforce/talent-development system will support a world-class workforce and competitive economy through aligned and integrated goals, strategies, policies, services and infrastructure, whose performance is regularly monitored and results evaluated.”


3. For each strategic goal, describe the specific objectives/action steps to achieve the goal and the corresponding deliverables and target dates. Also identify the Board Committee with oversight responsibility for the goal.

Strategic Goal Objective/Action Steps Deliverables Target Dates

WIB Commit

tee Measures

Build strategic, industry-specific partnerships between employers and education to fill needed jobs.

Continue implementation of The Health CareeRx Academy, designed to increase the number of people who can be employed in health care careers by providing occupational training, work readiness and other supports to individuals who desire to start or enhance a career in health care.

Expand recruitment efforts to more organizations and deliver more frequent information sessions.

Ongoing Executive Committee

% information workshops attendees entering the Academy

# participants completing core skills training

Contract with provider of distance learning

% improvement in basic skills assessment scores

# people taking courses at community colleges and completion rate

# people seeking academic advisement

Enhance core skills and soft skills training.

Implement distance learning services

Partner with local community colleges for occupational training and academic advisement

Connect out-of-school youth to workforce development services to become valuable, self-reliant members of the community.

Continue delivery of YouthWorks to assist youth between 14 and 21 years address barriers to employment

Provide career counseling, guidance and follow-up services.


# seeking career counseling

# completing basic skills workshops

Literacy and numeracy gains

Attainment of degrees or certificates

# application for summer employment and selected for program

Provide assistance with math and reading skills.

Deliver workshops on applying for Federal Student Aid.

Offer summer employment opportunities with local businesses.

Help people gain and maintain independence from federal and state financial assistance.

Provide recipients of Temporary Assistance to Needy Families occupational or educational supports to secure employment

Create employment plans for recipients of Temporary Family Assistance. Complete comprehensive assessments.


# completed employment plans

# entered employment

# and types of employment support services provided

Training scholarship completed.

# borrowers who increase earnings.

# borrowers who retain their homes.

Assist borrowers facing foreclosure to increase their job skills and become more financially stable

Provide job training scholarships Facilitate access to financial literacy and other services as needed.

Address the need for the long-term unemployed to return to work and the employer need to recruit skilled workers

Leverage private investments to support long-term unemployed through pre-employment preparatory programs and subsidized work-experiences.

Continue development and implementation of Platform to Employment (P2E) program.


Private funds secured in support of P2E

# of P2E cohorts implemented

# of long-term unemployed who gain full-time employment

# of presentations and information sessions on P2E.

# of businesses participating in Step Up

# of Step Up placements

6 month employment retention.

Advocate for structural changes to One Stop services to address long-term unemployment

Share results of P2E pilot projects with workforce professionals and other interested parties

Help small businesses put unemployed people back to work.

Offer employers incentives to hire new employees and create jobs through Step Up.


4. Identify the measures to be used to track progress towards these goals. See table on prior page.

Workforce Investment Board A. Role in Vision/Goals/Strategies 1. Describe what the Board views as its role as it relates to achieving the regions’ economic and workforce development vision and goals and how this role will be carried out. The WorkPlace, as Southwestern Connecticut’s Regional Workforce Investment Board, is the administrator, coordinator, and voice for workforce development. The WorkPlace focuses on preparing the current and future workforce to meet the needs of employers in our region. This includes providing targeted job training opportunities for low-wage workers, retraining for dislocated workers, as well as lifelong learning opportunities for incumbent workers, job training for people with disabilities, and job readiness for youth. Our vision includes increasing employer involvement whenever possible. Our vision also includes “filling the gaps” in job training – providing opportunities for individuals who may not qualify for public job training funds and seeking private job training funds to supplement limited public funding. Members of the Board of Directors are nominated by the chief elected officials of the area’s 20 communities. A majority of the Board members must be from labor, human resources, community-based organizations, education and government. 2. Describe how the Board will engage a broad array of economic and workforce development entities in the achievement of the vision and goals. The WorkPlace engages economic development representatives by inviting them to public planning meetings; by inviting economic development entities to partner in WorkPlace projects, including federal competitive grant opportunities; by requesting input on planning projects; by inviting economic development officials to participate on WorkPlace committees; and by connecting with economic development officials when area employers are looking to expand their workforces. The WorkPlace holds forums throughout the region on a variety of workforce development topics to educate the public on our programs, goals and objectives. 3. Describe the role of the Board in each strategy outlined in Section III above. The WorkPlace’s role is to advocate, initiate, coordinate, and carry out the goals in the WorkPlace Plan. The strategic goals developed to achieve The WorkPlace vision, include improving basic skills of workers and youth; promoting lifelong learning and career ladders to help meet employers’ needs and to help low-wage workers increase earnings; promote general technological literacy and training; increase employer involvement in training; evaluate and strengthen the workforce development system; and increase private support from area employers and foundations. These goals will be achieved through the objectives noted in The WorkPlace Plan, as identified on the previous page. B. Planning Process 1. Describe how the Board consulted with and provided an opportunity for public input on the local plan. The WorkPlace made a draft of the plan available to the public through its website (www.workplace.org). Invitations to review the document and provide comment were e-mailed to businesses, local and state elected officials, Commissioners of state agencies, training providers, community organizations, educational institutions, transportation officials, labor organizations, social services organizations and WorkPlace board members, and other related groups. Additional notices were made through Facebook and Twitter social medial channels. The WorkPlace also published a public notice in the Connecticut Post regarding the availability of the plan. To facilitate public comments the invitations were made through Constant Contact, a web-based survey tool.


2. Submit, as an attachment, any comments received as part of the public input process. See attached “Public Comments” C. Additional Functions 1. Describe what the Board views as its primary role as it relates to the regions economic and workforce development activities and how this role will be carried out. The WorkPlace is the coordinator, administrator, and voice for workforce development in Southwestern Connecticut. The WorkPlace‘s primary role as it relates to economic and workforce development activities is to connect prepared jobseekers and employers. It carries this out in several ways, including providing services and training through CTWorks Centers, meetings with area employers, and, when requested, meetings with economic development officials to help employers seeking to expand or relocate to Southwestern Connecticut. Additionally, our role includes helping to “fill the gaps” in job training through targeted job training projects and by supplementing limited public funds with private funding and competitive federal grant opportunities. 2. Attach a diagram of the Board's committee structure and describe each committee's function. Please see attached The WorkPlace, Board of Directors Sub-Committees list D Board Support 1. Provide a diagram depicting the staff support to the Board. Please see a separate attachment for The WorkPlace Organizational Chart. 2. Describe how administrative support will be provided to the Board. Include the number and type of staff that are employees of the Board. The Executive Committee of the Board of Directors meets monthly to conduct and review agency affairs. Their activity is summarized and presented to the full Board of Directors at their regular quarterly meetings. The Executive Committee is given a financial status report monthly, which summarizes the agency activity, comparing actual revenue and expense to budget projections. The Executive Committee also reviews, approves and summarizes to the full Board of Directors the following information which contain some form of financial information: annual agency audit and management letter; summary of subcontract financial status; contracts for program services; major organizational changes; federal, state and corporate grant submissions; and other agency activity of a significant nature. As required, the Executive Committee holds special sessions to deal with information not conducted at their regular monthly meetings. A diagram depicting the staff support of our organization and a list of committees is attached to this report.

One-Stop Delivery System 1. Please provide a description of the one-stop delivery system to be established or designated in your local area, including:

A description of procedures your local Board will use to ensure the continuous improvement of eligible providers of services through the system and ensure that such providers meet the employment needs of local employers and participants.

The WorkPlace serves as the administrative entity for all workforce development activities under the Workforce Investment Act for the following twenty (20) municipalities: Ansonia, Beacon Falls, Bridgeport, Darien, Derby, Easton, Fairfield, Greenwich, Monroe, New Canaan, Norwalk, Oxford, Seymour, Shelton, Stamford, Stratford, Trumbull, Westport, Weston and Wilton. The Workforce Investment Act also identifies a number of mandatory one-stop partners. Partners must make services accessible to customers through the CTWorks One-Stop Centers. Required partners


include: TANF, Job Corps, Wagner-Peyser, Bureau of Rehabilitation Services, Department of Social Services, Title V of the Older Americans Act, post-secondary vocational education under Carl Perkins Vocational and Applied Technology Education Act, Trade Act, Veteran Services, Community Service Block Grant, Department of Housing and Urban Development, Unemployment Compensation, and adult education and literacy. The WorkPlace provides a comprehensive, integrated workforce development system that utilizes local CTWorks One-Stop Career Centers as the primary vehicles for delivering workforce services to the public. There are three (3) geographically dispersed CTWorks One-Stop Centers in the BSNV region. These centers are currently located in Bridgeport, Stamford and The Valley. The CTWorks Career Centers of Southwestern Connecticut provide services to unemployed and underemployed individuals seeking jobs and job search assistance at no cost. Job seekers are afforded convenient access to the employment, education, training and information they need at a single location. TANF: Temporary Assistance for Needy Families authorized through the Personal Responsibility and Work Opportunity Reconciliation Act of 1996; also sometimes referred to as “welfare”. TANF was reauthorized through the Deficit Reduction Act of 2005 (DRA). TFA: Temporary Family Assistance, the State of Connecticut’s public cash assistance for needy families with children. In Connecticut, this is the successor to AFDC (welfare). JFES: Jobs First Employment Services is the program administered by the CT Department of Labor to provide job preparation and employment services to TFA recipients. JFES is contracted in CT to the Regional Workforce Investment Boards. Everyone is welcome and encouraged to visit CTWorks Career Centers and use the reference materials such as newspapers, journals and job posting board. Posted positions include all levels and salary ranges from entry-level to upper-level management. CTWorks Career Centers are provided as a One Stop resource for jobs, training, and skill development. The centers provide access to career counseling, job development and referrals to other services job seekers might need. The WorkPlace is responsible for receiving training providers’ applications to become eligible training providers and in turn providing a copy of the applications to secondary Boards if appropriate. Training generally refers to post-secondary, occupational training that is designed to provide sufficient skills to give those who complete the program a specific set of job skills. In order to be placed on the list of WIA Approved Training Programs, prospective institutions and organizations have to apply for and receive certification to provide education and training to persons awarded Individual Training Accounts under the Workforce Investment Act (WIA). This list of training programs is meant to provide informed choice for adult and dislocated worker customers in the One-Stop who are seeking training to upgrade their occupational skills for the purpose of gaining employment. The WorkPlace uses the following guidelines to designate a providers offering as a credentialed program:

A provider’s offering must meet or lead to a certificate or credential that meets the definition of “certificate” found in TEGL 17-05 and in AP 06-07, dated April 11, 2006.

The certificate must be issued by any of the entities identified under the definition of certificate in TEGL 17-05 and re-stated in AP 06-07.

A program can qualify as a credentialed program if the training results in a certificate of satisfactory completion from the provider and the training provider “leads a customer to” an appointment to take a licensing test, or such other required exam as is needed to legally qualify the individual to work in the profession for which the training was provided. Providers would need to assure that the individual gets scheduled for his or her licensing exam in order to be designated on the ETPL as a “credentialed” program.


A list of each Memorandum of Understanding between your local Board and each of the One-Stop partners concerning the operation of the One-Stop in the local area is provided below.

Table 8: Memoranda of Understanding For One Stop Partnerships

Partner Status

Continuous Renewal If Not, Continuous

Renewal Date Yes No

ABCD, Inc. X

Bridgeport Housing Authority X

BRS/BESB X

CT Dept. of Labor X

CT Dept. of Social Services X

NEON, Inc. X

TEAM, Inc. X

Title V - Jewish Family Services X

CT Dept. of Education X Annually in July

2. A description of the local levels of performance negotiated with the Governor and Chief elected Official to be used to measure the performance of the local area, the local fiscal agent (where applicable), eligible providers, and the local One-Stop delivery system. General Standards:

One-Stop must meet or exceed Workforce Investment Act performance outcomes for Adults, Dislocated Workers as well as customer and employer satisfaction surveys (see performance goals and standards below)

A percentage of jobseekers served will be non-priority job seekers and the general public;

Employers served should reflect the economic “demographics” of all employers in the local labor market in terms of location, industry, type and size;

77% percentage of customers must rate their level of satisfaction with the One-Stop Center as high or very high.

The One-Stop must exit at a minimum 68 Adults and 68 Dislocated Workers quarterly. Based upon the conclusion of negotiations between The WorkPlace and DOL, the following performance levels are projected for Title I activities: Table 9: Levels of Performance for Southwestern Connecticut, PY 2011- 2012

#

Indicator

Performance Standard

Ad

ult

s

1 Entered Employment Rate of those not employed at registration

78%

2

Employment Retention Rate of those employed after exit

85%


3

Average Earning

$10,500

4

Employment and Credential Rate of those enrolled in training

70%

Dis

loc

ate

d W

ork

ers

5

Entered Employment Rate of those enrolled in training

87%

6

Employment Retention Rate of those employed after exit

91%

7*

Average Earning

$15,800

8

Employment and Credential Rate of those enrolled in training

72%

Cu

sto

me

r

Sa

tis

facti

on

16

Participant Customer Satisfaction

77%

17

Employer Customer Satisfaction

77%

3. A description and assessment of the type and availability of adult and dislocated worker employment and training activities in the local area. This information must include a description of the local Individual Training Account (ITA) system, with procedures for ensuring that exceptions to the use of ITAs, if any, are justified under WIA Section 134(d)(4)(G)(ii) and 20 CFR 663.430 The One-Stop system provides Core, Intensive and Training activities to adults and dislocated workers. Core services include self-services resource libraries; the use of computers for online learning and job search; information workshops on topics related to job search, labor market information and educational resources. Intensive services include in-depth assessment, career planning, customized job development, and referral to skills training. WIA-funded occupational skills training is delivered through ITAs. The Southwest region uses the Eligible Training Provider List (ETPL) as the vehicle for eligible WIA customers to choose the trainings that will make them viable to employers. Although we do not prescribe target training, we have customers complete an extensive career portfolio process which provides labor market information and identifies growth industries and demand occupations. This information provides the rational for the approval of training selections. Participants can receive training for “in demand” occupations as a result of current labor market information. The WorkPlace pays up to $3,000 for training with the exception of Certified Nursing Assistant (CNA). We have capped CNA at a total cost of $2,000. Due to the high demand for training resources we are currently under a priority of service to those customers who reside in our twenty town region. Below is a sample list of programs of study.

Table 10: Programs of Study Medical Transcription & Terminology Paralegal Litigation Real Estate Principles & Practices

Medical Billing & Coding Pharmacy Technician Railroad Electromechanical Tech Cert.

Patient Care Technician A+Certification & Netwk & Certification Phlebotomy Technician


CDL Class B Esthetics Network&MCTS:Network Infrastructure

Computer Science & Info Technology Dental Assistant

Excel 2007 Advanced

Elementary English Class A - CDL PowerPoint 2007 Advanced

The Exceptional Learner Cosmetology Quickbooks 2010

Web design and Dev. (CST-150) Intro PM BOK Clinical Massage Therapy

Academic Skills Develop. (DS E099) Project 2007 Advanced Accelerated Patient Care Technician

Composition (Eng. 101) Solar Power Professional Bookkeeping Practices

Intro to Computer Applications (CSA E106) Microsoft Office Specialist Barber

Paralegal W/Reading & Life Skills Human Services Training In Design CS4 Intro

Project Management Professional (PMP) Veterinary Assistant Certificate Illustrator CS4 Intro

Licensed Practical Nurse Paralegal Certificate Program Photoshop CS5 Introduction

Accounting & Bookkeeping Small Business Management & Entrepreneurship Photoshop CS5 Advanced

General Automotive Technology

Under certain circumstances mechanisms other than ITA's may be used to provide training services. Contracts for services may be used instead of ITA's when the services provided are on-the-job training (OJT) or customized training programs. 4. A description of how the local Board will coordinate local workforce investment activities with statewide rapid response activities. For companies and their workers, the effects of a plant closing or layoff can be devastating. Companies may be at a loss to prevent a closing, perhaps unaware of the help available to weather a downturn without having to lay off employees. Workers, too, are at a loss, shocked and discouraged by sudden layoffs, unsure of how to get back on their feet. The WorkPlace seeks to ease the impact of layoffs and to assure that workers are offered a full range of benefits and services in coordination with Connecticut’s Rapid Response Team, headed by the State Department of Labor. The Team is made up of representatives from the Labor Department, The WorkPlace, and other state agencies including the Department of Economic and Community Development and the Department of Social Services. The Rapid Response Team is available to conduct, prior to layoffs, “Early Intervention” sessions where employees can learn about unemployment benefits, job search assistance, and training opportunities. Information is also made available on community services and local agencies that provide help, advocacy, and support to dislocated workers and their families. Examples of information provided in this coordinated response include:

Overview of the Unemployment Insurance Program and FAQ’s Details on the Unemployment Separation Packet Details on free career transition services Orientation to state supported websites employers post jobs Career transition networking groups Important Information Workers Need to Know to Protect their Health Coverage and Retirement

Benefits Information on companies with approved individual major medical insurance policies United Way's "Where To Turn In Connecticut When You Become Unemployed" Connections to community service representatives

http://www1.ctdol.state.ct.us/CTReP/


5. A description and assessment of the type and availability of youth activities in the local area, including identification of successful providers of such activities (and the criteria and procedures used by your Board to identify successful and unsuccessful providers). The focus of the in-school initiative will target school systems as the lead in the in-school youth programs. This will provide the opportunity to increase retention as well as credential attainment. The in-school model will consist of the acquisition of the National Professional Customer Service Certification (NPCSC) in addition to the high school diploma. In-school youth will participate in career development activities during the school day provided by school staff and then attend an afterschool program to deliver the NPCSC. This model will allow students to connect education with career services as well as acquire strong customer service skills. Local schools are the keys to In-school youth recruitment. Through our partnerships with the area school systems we present the program and its benefits to twelfth graders in early October. We also present as well as provide literature to the guidance department so they can refer youth directly to us. The goal of all our youth programming is to have positive outcomes for our youth, specifically enter into post-secondary education or employment at a living wage. We also seek to also increase the numeracy and literary rates and instill lifelong learning for youth participating in our programs. The WorkPlace is completely redesigning our WIA youth program to enhance the services for the youth participating in the program and to respond to employers. Businesses have stated that youth need the following to be “employable”; (1) strong work ethic, (2) soft skills i.e. customer service, and (3) industry specific training. Our out-of-school model will be designed in a three tiered approach. First all youth will attend educational advancement services. In this tier they will work on their numeracy and literacy goals. Poor basic skills are a barrier to successful employment and often a barrier to entering post-secondary education. By providing this service to all youth we will better prepare them for employment and continued education. After completing the educational advancement tier, youth will move to occupational skills training and receive the NPCSC. With this credential youth will be better poised to enter into multiple industry specific training opportunities. The last tier is the industry specific training tier; youth will be attached to procured vendors who will provide industry training in the following: automotive, healthcare, manufacturing, finance service, culinary and cosmetology. YouthWorks will provide the referrals between all contracted services. This model will provide greater training options and meet our performance outcomes. We recruit out-of school youth using the myriad recruitment techniques. We have a list serve of community based locations that are serving out-of-school youth. We present to the adult-ed community as well as to other programs targeting out-of-school youth. We post information and do literature drops throughout the community where out-of-school youth may frequent. This year we will institute an online application process to allow youth to submit a pre-application to the program online. 6. Identification of the fiscal agent or entity responsible for the disbursal of grant funds, as determined by the CEO or the Governor. The WorkPlace is the WIB and fiscal agent responsible for the disbursal of funds. 7. A description of the competitive process to be used by the Board to award grants and contracts, including the process to be used to procure training services that are made as exceptions to the ITA process referenced in WIA Section 134(d)(4)(G) The objective of procurement activities used by The WorkPlace is to select entities to effectively and efficiently manage and deliver the services solicited in Requests For Proposals. Requirements of selected entities may include the following:


Manage the flow of customers and deliver services in accordance with WIA and Jobs First Employment Services (JFES) and state and federal regulations, rules and associated policies;

Develop and implement a fully integrated customer service strategy that is customer driven and leads to the successful acquisition of individual career/employment goals;

Create a Business Services model that is demand driven, modeled to meet the needs of the employer;

Maintain a close working relationship with CTWorks partners and promote a seamless delivery of services;

Eligible Proposers All public or private not-for-profit corporations, local education agencies, governmental units, public agencies, or private-for-profit corporations properly organized in accordance with State and Federal law and in business for at least one (1) year may submit a proposal for funding. Minority and women-owned and operated businesses are encouraged to submit proposals. Each proposer is advised that The WorkPlace shall hold the awardee totally responsible and accountable for effectively and efficiently managing and delivering services and activities while providing excellent customer service and achieving the contracted performance outcomes. Organizations shall not be considered if:

It has been debarred by an action of any governmental agency;

It has had a previous contract with any governmental entity in Connecticut terminated for cause;

It has not complied with an official order of any agency of the State of Connecticut or the United States Department of Labor to repay disallowed costs incurred during its conduct of projects or services;

If, at the discretion of The WorkPlace, there is good and just cause.

General Conditions

The award of a contract for any proposed service is contingent upon: o Favorable evaluation of the proposal in relation to other proposals; o Approval of the proposal by The WorkPlace; o Successful negotiation of any changes to the proposal or budget required by the Proposal

Review Team.

The WorkPlace reserves the right to negotiate the final terms of all contracts with the successful proposer. Items that may be negotiated include, but are not limited to: type and scope of services, costs and prices, service delivery timelines, target groups, management and staffing configurations and number of personnel, location of service delivery and service levels.

The WorkPlace also reserves the right to accept any proposal as submitted for contract award, without substantive negotiation of offered terms, services, or costs. Therefore, proposers are advised to propose their most favorable terms initially.

An RFP does not commit The WorkPlace to award a contract to any proposer. The WorkPlace shall not pay any costs incurred by any proposer in the preparation of a proposal. The WorkPlace may accept or reject any or all proposals received as a result of this RFP or cancel in part or in its entirety this RFP if it is in the best interest of The WorkPlace to do so.

The WorkPlace may request additional data or an oral presentation in support of written proposals.

The WorkPlace may require the proposer selected to participate in negotiations and to submit any price, technical or other revisions of their proposal as may result from negotiation.

The WorkPlace is responsible for final review and evaluation of proposals and selection of a service provider, and reserves the right not to fund any or all proposals. Proposals must be complete and must follow the format outlined in the Proposal Instructions. The WorkPlace may incorporate site visits and/or applicant interviews into the proposal review process.


All contract awards are subject to the availability of federal and/or state funds and the execution of a contract acceptable to The WorkPlace and the selected proposer.

Non-Discrimination: No individual shall be excluded from participation in, denied the benefits of, subjected to discrimination under, or denied employment in the administration of or in connection with this solicitation on the basis of race, sex, national origin, religion, age, disability and/or any other rights protected under Title VII of the Civil Rights Act. Each applicant shall have such rights as are available under any applicable Federal, State, or local law prohibiting discrimination. Moreover, programs must comply with the Americans with Disabilities Act (ADA), which requires, among other things, that all programs be fully accessible to persons with disabilities.

8. A description of the criteria used by the Governor and the local Board, under 20 CFR 663.600, to determine whether funds allocated to the local area for adult employment and training activities under WIA Sections 133(b)(2)(A) or (3) are limited, and the process by which any priority will be applied by the One-Stop Operator. The CTWorks service delivery system is built upon the foundation of universal access to services for all individuals. When funds allocated for WIA adult services are limited, we provide priority to recipients of public assistance and other low income individuals for Intensive Services and Training Services. The WorkPlace uses a “Most in Need” determination for training applicants. Determination of priority is based on a scoring system that considers diverse elements such as: Education Level, Basic Skills, Work History and receipt of public assistance programs and whether or not the applicant has current transferable skills. 9. In view of declining resources, please describe how the Board will integrate WIA, TANF and any other funding to support the operations of the one-stop system. The One Stop system is funded for the most part from WIA and JFES grants with some funding contributed from required partners like the State Department of Education. Program staff are fully trained to understand and coordinate the multitude of services available to provide seamless delivery to the customer. Funding from the U.S. DOL via the WIA programs is anticipated to be reduced by 5 % for the upcoming fiscal year. The major brunt of the reduction will impact the training opportunities available to participants that visit the center for services. The WorkPlace has an aggressive and successful track record of pursuing private support dollars to help serve the customers of the One Stop. The leveraged funds generally cover costs for those services that may not be allowed by federal restrictions and can be easily shifted to support any costs required to operate the One Stop system. Together with other programs that The WorkPlace operates, and paid for by competitive grants awarded, service levels are expected to remain status quo. 10. A description of coordination of efforts across LWIBs: Examples of OJT efforts apprenticeship, Reemployment of Long-Term Unemployed etc. The WorkPlace, in conjunction with the other regional Workforce Development Boards and CTWorks One-Stop Centers, frequently partner to deliver programs and services on a regional or state-wide basis. These partnerships create a systemic process to transmit referrals, coordinate delivery of services and leverage resources. The LWIBs are then better able to ensure the provision of rapid, customized employment services, job training and job placement assistance to jobseekers who are unemployed, underemployed or in need of a second job. Activities are supported through the CT Workforce Development Council which is a statewide collaborative in which Executive Directors of the five WIBs come together to work on initiatives.


Examples of programs The WorkPlace has led or participated in during recent years include:

STEP UP “Subsidized Training and Employment Program”, promoting job creation and worker

opportunity for Connecticut small businesses and unemployed

workers. An initiative of the Connecticut Department of Labor and

the five Workforce Investment Boards. The program provides

small businesses with resources to implement training programs

and receive wage subsidies for hiring new employees.

The Mortgage Crisis Job Training Program, a partnership with the

Connecticut Housing Finance Authority and Connecticut’s

Workforce System became a model on how borrowers can keep

their homes by getting the skills they need to increase their

earnings and become more financially stable. In addition to job

training and placement assistance, the Mortgage Crisis Job Training Program staff provide

access to financial literacy and credit counseling services. They will also work with housing

counselors and other support agencies to help improve the financial stability of borrowers.

11. In order to increase the jobseeker and employer awareness of workforce development

resources available across the country, the Department of Labor Employment and Training

Administration (ETA) strongly encourages states and local workforce investment areas to

implement the American Job Center brand in accordance with state plans. Please describe

some ways the local workforce investment area may begin using the American Job Center

brand.

The American Job Center network is a unifying name and

brand that identifies online and in-person workforce

development services as part of a single network. The

implementation of the brand will help individuals better locate and access in-person services such as

job search assistance and career guidance. The WorkPlace will explore using the name American

Job Center for activities of the One Stop including Wagner-Peyser, WIA Adult, Youth and Dislocated

Worker programs. The logo may be appropriate for locations where in-person and virtual services are

delivered such as employer outreach material, program brochures and websites.

Submission Requirements 1. Please show evidence of the sign-off on the plan submission by the Chief Elected Official(s) identified in your local area’s Chief Elected Officials agreement and the Board Chair. The Plan was distributed to all Chief Elected Officials, local businesses, local and state elected officials, Commissioners of state agencies, training providers, community organizations, educational institutions, transportation officials, labor organizations, social services organizations, WorkPlace board members. The Plan will be reviewed at The WorkPlace Board meeting on June 21, 2013.


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