North Carolina Workforce Investment Act annual report

              ANNUAL REPORT
Program Year 2012
North Carolina
Workforce Investment ActGovernor’s Message
1
Department of Commerce Secretary Message
2
North Carolina Waivers
3
Commission
9
State Initiatives Activities Funds
Enhanced Outreach and Employment Services for Ex-Service Members
10
Biz Boost
11
Incumbent Workforce Development Training Program
11
Incumbent Workforce Development Training Program Grant
12
State Energy Sector Partnership (SESP) Grant
13
Enhanced WIA and TANF Work First Collaboration
13
State Initiatives Activities Funds Businesses Success Stories
14-19
Workforce Development Services
Workforce Development Boards
21
North Carolina’s Career Center System
21
Dislocated Worker Unit
22
Worker Adjustment and Retraining Notifications (WARN)
23
NC Workforce Development Training Center (WDTC)
24
WIA Programs
Youth Program
26
Youth Program Success Stories
26-34
Adult Program
36
Adult Program Success Stories
36-43
Dislocated Worker Program
44
Dislocated Worker Program Success Stories
45-49
Table M 5_year Performance
50
North Carolina Local Area Map
51
Performance Measure Outcome Tables
53-56
Local Performances
57-79
Table of Contents
Division of Workforce Solutions1
North Carolina Governor,
Pat McCrory
October 1, 2013
Dear Reader:
From my first day as governor, I've made it my top priority to bring jobs back to North Carolina. Our
state thrives on strong business, and we've already laid the groundwork for an economic comeback.
Since I took office, we've created 15,000 jobs and over $1.5 billion in new investments by business.
As this state cannot compete economically without strong businesses, so it also cannot excel without a
talented workforce ready to take those jobs. Thanks to funding from the federal Workforce Investment
Act (WIA), North Carolina is able to invest in its citizens by providing them several services that will
allow today's job seekers to become tomorrow's top-notch employees.
Here are a few of the services that WIA funds help us provide to North Carolina citizens and employers:
• Training opportunities to adults at our local workforce offices, including career assessment, infor-mation
on the labor market, and access to workshops and job fairs
• Rapid Response teams that help employees find available tax credits and training opportunities
following an employer's reduction in force
• The Incumbent Workforce Development Training Program, which allows us to help companies
provide on-the-job training to employees and reduce the likelihood of layoffs
North Carolina continues to find new ways to excel in training its workforce. In 2011, we merged
the Employment Security Commission with the North Carolina Department of Commerce. In 2012,
we began the preparations to buy and implement NCWorks Online, a job-search website that offers
advanced job­matching
tools and real-time labor market information to both job seekers and employers.
Both the merger and the website have boosted our ability to strengthen our state's workforce.
In this report you will find several examples of how WIA funding helps to invest in the future of North
Carolina's workforce. Through these efforts, we are building a stronger economy for our state and a
brighter future for those who work here.
Governor of the State of North Carolina
2
2
Department of Commerce
Sharon Decker, Secretary
October 1, 2013
Dear Colleagues:
The Department of Commerce exists to create economic development to strengthen North Carolina. As we seek
to recruit new businesses to our state, as well as develop policies and programs to foster growth of our existing
employers, one thing remains constant -- we must have a strong, talented workforce to fill the jobs that will put
North Carolina on the road to economy recovery.
Funding available from the Workforce Investment Act makes this possible. This federal money allows us to help
prepare and train citizens for today’s jobs through programs that assess current skills and provide information
on the labor market. Were it not for this type of funding, North Carolina would not be able to invest in its future
employees.
We’re happy to share with you the many successes of our workforce development programs, all of which could not
be possible without the support and dedication of the staff at our local and state offices.
Sincerely,
Sharon Decker
3
State Plan and Waivers
The Workforce Investment Act (WIA), as amended, requires that the Governor of each state submit a WIA/Wagner-Peyser (W-P) State Plan to the U.S. Department of Labor (Department) that outlines a five-year strategy for its workforce investment system. States must have approved State Plans in place to receive formula allotments under WIA and financial assistance under W-P (WIA Section 112(a) and W-P Section 8(a)). The State Integrated Workforce Plan Requirements for Workforce Investment Act Title I/Wagner-Peyser Act is commonly referred to as the Integrated Workforce Plan. North Carolina’s Integrated Workforce Plan provides meaningful strategic planning approach for the state’s workforce system. North Carolina’s Integrated Workforce Plan also incorporates Trade Adjustment Assistance (TAA), the Wagner-Peyser Agricultural Outreach Plan and WIA Waivers. The Agricultural Outreach Plan provides an aggressive outreach program for migrant and seasonal farmworkers. North Carolina’s cross-program planning promotes a shared understanding of the workforce needs of the state and a comprehensive strategy for addressing those needs and reflects the merger of the WIA and W-P state agencies.
North Carolina’s long‐standing commitments to integrated planning and results oriented coordination continue and were significantly increased during this recent report period. Factors included broad‐based multi‐partner interest and the physical merger into one Division of WIA and Wagner‐Peyser services. The goals of this merger include: to achieve a level of consistency across the organization, to provide efficient services to all customers in the state, and to effectively combine talent to reinforce job creation and training services delivery.
The State Integrated Workforce Plan Requirements for Workforce Investment Act Title I/Wagner-Peyser Act is also the avenue for application and approval of all current WIA Waivers.
North Carolina continues to benefit from the U.S. Department of Labor’s waiver process which allows for flexibility to enhance Local Workforce Development Area services that best meet the needs of North Carolina. The following waivers were approved for Program Year 2012.
Waiver to permit the State to replace the performance measures at Workforce Investment Act (WIA) Section 136(b) with the common performance measures.
This waiver allows North Carolina to renew its performance focus and will facilitate system integration across partner programs. The common measures provide a simplified and streamlined performance measurement system that is more cost effective and understandable to the Local Workforce Investment Boards. Case management, customer service, and operational effectiveness will be enhanced through implementation of this waiver. This waiver is viewed as a continuous improvement measure that has the following far‐reaching benefits and outcomes:
• Facilitates the goal of a fully-integrated workforce system;
• Provides clear and understandable information to stakeholders concerning the use of public funds and return on investment;
• Improves case management integration, service coordination and information sharing;
• Assists in the realignment of youth program designs to better implement DOL’s Youth Vision and targeting of out‐of‐school youth;
• Uses a single set of measures for youth, thus, eliminating the need to track younger versus older youth;
• Reduces labor intensive data collection.4
4
State Waiver Process
A waiver of the requirement to provide incentive grants for exemplary performance by local areas on the local performance measures.
To waive the provisions of WIA (Section 134 (a) (2) (B) (iii)) and accompanying Regulations 665.200(e)(3). The Congressional reduction to five percent for Statewide Workforce Investment Activities funds limits State’s ability to effectively fund incentive grants. The State no longer has sufficient funds to make award of performance incentives. The extent to which the funding levels are insufficient to cover the activity for which a waiver is requested are as follows: The annual 5% allotment of $3,984,562, even when combined with previous carry forward funds as noted above, cannot cover annual WIA operating costs of over $3,800,000, along with the integrated and financial system costs. Required and necessary activities of oversight and monitoring of a large state with annual WIA allocations of nearly $80 million, along with an additional $1 million for incentives per year to recognize the 23 local workforce development areas for performance is not feasible. While not possible at this time, North Carolina hopes to reinstate performance incentives in future years if funds are available.
Waiver of the provision at 20 CFR 663.530 that prescribes a time limit on the period of initial eligibility for training providers.
The State was granted a waiver of the time limit on the period of initial eligibility of training providers provided at 20 CFR 663.530. The waiver allows the State to provide an opportunity to re‐enroll and be considered enrolled as initial eligible providers.
This waiver allows North Carolina to continue with the initial WIA training providers and to offer continuity in WIA operations. North Carolina’s goal is to continue the effective and successful use of the processes for eligible training providers that have served to increase customer choice and the number of eligible training providers while still ensuring accountability for quality providers.
Expected outcomes include:
• Provide more efficient use of information by customers and staff by reducing unneeded data.
• Increased accountability for delivery of needed services at the state, local and service pro­vider levels will continue by reducing large amounts of time and resources that would be expended on implementing the eligibility process in place after initial eligibility process.
• The waiver will continue to benefit all local Workforce Development Boards and their customers.
• North Carolina will continue to enhance effective, efficient use of resources resulting in more customers served.
Waiver of WIA Section 133(b)(4) to increase the allowable transfer between Adult and Dislocated Worker funding streams allocated to a Local Area.
This waiver allows the increased transfer authority of up to 50% between local Dislocated Worker and Adult Programs. This provides North Carolina flexibility while ensuring consistency with Congressional intent regarding the level of funding appropriated for WIA Adult and Dislocated Worker Programs. 5
State Waiver Process
This waiver provided areas with increased numbers of Dislocated Workers the flexibility to transfer Adult funds to Dislocated Worker funds in order to meet the increased demand for eligible participants. Similarly, transferring from Dislocated Worker funds to Adult funds allowed areas with low-to-moderate dislocations the ability to serve their adult population more efficiently.
Waiver of WIA Section 134(a)(1)(A) to permit a portion of the funds reserved for rapid response activities to be used for State Incumbent Worker training.
This waiver permitted North Carolina to use rapid response funds for conducting allowable statewide activities as defined under WIA Section 134(a)(3), specifically incumbent worker training. Under this waiver, the State is permitted to use up to 20% of rapid response funds for incumbent worker training as a part of a lay-off aversion strategy. All training delivered under this waiver is restricted to skill attainment activities.
When workers lack needed training and businesses experience skill gaps, the company’s ability to compete, expand, and retain workers can be compromised. North Carolina’s Incumbent Workforce Development Training Program (IWDP), funded by the Federal Workforce Investment Act (WIA), addresses such needs. The purpose of the program is to help established North Carolina businesses provide training and education for current workers, which may result in improved employee productivity, reduced employee turnover and increased business competitiveness. The specific objectives of the IWDP include upgrading employee skills, increasing employee wages, providing training in portable (transferable) skills and promoting business retention and competitiveness efforts. North Carolina has extensive guidelines and policies to address the selection criteria. Some of the guideline criteria are as follows:
• Maximum funding allowed per grant; indicate maximum lifetime per company;
• Local Program Focus/Priorities Narrative (examples, certain industry sectors, size of busi­ness);
• Program Outcome Measures;
• Application Process;
• Applicant Criteria: qualifications, eligibility and any restrictions for the business and em­ployees;
• Project Requirements (examples, description of training to be provided, duration of train­ing, eligibility for individuals - age, citizenship, Selective Service registration);
• Reimbursable and Non‐reimbursable costs;
• Evaluation Procedures; and
• Layoff aversion: Layoff aversion is a primary focus of IWT since the changes in guidelines during PY 2009. An applicant business must explain how the proposed training will avert eminent layoffs.
The waiver benefits all local Workforce Development Boards and their customers – the businesses and job seekers of North Carolina. The positive impacts include: program participants will have program choices based on local needs; North Carolina will increase effective, efficient use of resources resulting in more customers served; and, local Workforce Development Boards will have the flexibility to move funds where they are most needed and can provide the greatest benefit in their regions.6
6
State Waiver Process
Waiver of WIA Section 101(31)(B) to increase the employer reimbursement for On-the-Job Training.
To provide a sliding scale of reimbursement to the employer based on employer size. Under the waiver, the following sliding scale will be implemented: up to 90% reimbursement for employers with 50 or fewer employees; up to 75% reimbursement for employers with 51 ‐ 250 employees; and for employers with more than 250 employees, the statutorily defined 50% limit will continue to apply. This waiver request has been developed in accordance with the WIA guidelines in Section 189(i)(4)(B) and the WIA Federal regulations at 20 CFR 661.420. The waiver is for use with WIA Adult and Dislocated Worker formula funds, and Statewide Activities funds.
As North Carolina continues to be negatively impacted by the lagging economy, the statewide unemployment rate remains above the national rate. This creates an urgent need to increase the ability to implement additional programs and services that best serve unemployed workers. The waiver allows North Carolina’s workforce system to continue to more effectively market WIA‐funded OJT to support job creation, while providing training and transitional employment opportunities for the unemployed. The waiver increases business usage of the local workforce system by providing added incentives for businesses, especially small businesses, to hire and train new workers.
The sliding scale is needed to increase business usage of the local workforce system by providing added incentives for businesses to hire and train new workers. The sliding scale will provide an additional marketing tool by providing attractive cost‐effective financial incentives to offset training costs, especially helpful to the small and mid‐size employers. Companies will be able to hire employees sooner than planned; thereby stimulating the local, and ultimately, the national economy. The sliding scale is also needed to provide an added incentive to employers to hire long-term unemployed persons who have exhausted unemployment benefits.
The waiver augments North Carolina’s ability to more effectively direct resources to individuals and businesses where need is greatest. It will benefit eligible WIA adults and dislocated workers, seeking employment and new and improved skill levels. The waiver has increased training options for participants. Local Workforce Development Areas are able to offer more OJT opportunities to WIA eligible adults and dislocated workers.
Small to mid‐sized businesses also benefit from the waiver. By providing attractive cost‐effective financial incentives, the sliding scale for reimbursement will persuade small and mid‐sized businesses to participant in the program. Companies will be able to hire employees sooner than planned, thereby stimulating the local, and ultimately, the national economy.
The waiver will be used to target small and mid‐size businesses with North Carolina’s fastest growing jobs. Skills training will be based upon specific high growth jobs in each local area. North Carolina’s high growth industries will be targeted including: Ambulatory Health Care Services, educational services, professional and technical services, nursing and residential care facilities. Certification will depend upon the targeted area for On-the‐Job Training. Career Readiness Certification will be encouraged for all On-the‐Job Training participants.7
Small and mid‐size employers in high growth industries will be targeted for use of the OJT sliding scale reimbursement. They will be selected if they meet the criteria as outlined on the On‐the‐Job Training Pre‐Award Analysis and successful completion of the employer agreement. General business practices in terms of working conditions (safety, health), the availability of health benefits, sustainable wage structure, turnover rates, adequate staff and equipment to carry out the training, and the employer is compliance with Federal, State, and local laws, are factors that will be considered while completing the OJT Pre‐Award Analysis form.
Waiver to enable Local Workforce Development Boards to expand statewide training activities by allowing up to 10 percent of local Adult and up to 10 percent of local Dislocated Worker formula funds, as described by WIA Section 133(b)(2), to be expended on Incumbent Workforce Development activities in accordance with statewide activities described by WIA Section 134(a)(3) as part of a lay-off aversion plan.
The option of using Local Workforce Development Area funds for Incumbent Workforce Development Training will advance North Carolina’s ability to assist citizens and businesses in partnership with Local Workforce Development Areas and strengthen both Local Workforce Development Areas and the State workforce system.
The intent of Local Incumbent Workforce Development Training is to provide services for current workers in established North Carolina businesses. Participating businesses must be current on all tax obligations. The Local Workforce Development Area Incumbent Workforce Training Policy should be designed to enhance the skills and earnings of employees and position employers to realize increased competitiveness and profitability, thereby averting a potential lay-off. Local Area Workforce Development Boards must develop a local Incumbent Workforce Development Training Policy and submit it to Business Services within the Division for review and approval prior to implementing a local program.
As a reference, the State’s most recent Incumbent Workforce Development Policy is available as a template/guideline. The Local Workforce Development Area Incumbent Workforce Training Policy must address, at minimum, the following elements:
• Provide amount designated as available with Local Area funds must be identified (Not to exceed 10 percent of local Adult and Dislocated Worker allocated formula program funds each);
• Maximum funding allowed per grant; indicate maximum lifetime per company;
• Local Program Focus/Priorities Narrative (examples, certain industry sectors, size of busi­ness);
• Program Outcome Measures;
• Application Process;
• Applicant Criteria: qualifications, eligibility and any restrictions for the business and em­ployees;
• Project Requirements (examples, description of training to be provided, duration of train­ing, eligibility for individuals ‐ age, citizenship, Selective Service registration);
• Reimbursable and Non‐reimbursable costs; and
• Evaluation Procedures.
State Waiver Process8
8
Additional goals of the waiver include:
• To provide more funding flexibility to meet the workforce demands and challenges North Carolina encounters.
• To enhance the skills and earnings of employees and position employers to realize in­creased competitiveness and profitability, thereby increasing the retention of existing jobs.
• Target industries: The relevant sectors are determined at the Local Workforce Develop­ment Board level; the business determines the necessary skills, training and certifications needed to avert layoffs. North Carolina believes its partners and Local Workforce Devel­opment Boards are ready to embrace Incumbent Worker Training as an activity integrated into the State’s industry sector / layoff aversion strategies. The State expects Incumbent Worker Training funds to benefit key industries and local economies by providing a means to upgrade the skills critical to employers. By building business partnerships within re­gions and within industry sectors, the State expects that there will also be substantial savings in training expenses. Local Boards will be required partners at the regional level. The partnerships of Sector Strategies Initiatives across North Carolina’s Local Areas will ensure that critical skills within key industries will be upgraded. If granted, this waiver will allow Local Areas to utilize IWT funding for a variety of industries and sectors that will be determined by labor market information, as well as employer identification of needed skills. In recent years, sectors have included manufacturing, healthcare, and information technology. Having more flexibility within WIA regulations through this waiver is critical to this effort.
• To serve as a bridge between the workforce development community and economic devel­opment community.
• Layoff aversion: Layoff aversion is a key component of the IWT program. An applicant business must justify how the requested training will avert eminent layoffs. Layoff aver­sion is when a worker’s job is saved with an existing employer that is at risk of downsizing or closing, or when a worker at risk of dislocation transitions to a different job with the same employer or a new job with a different employer and experiences little or no unem­ployment. Local Workforce Development Areas will be able to utilize the IWT program to provide businesses and individuals with needed resources to train existing employees in an effort to retain them. Also, the program will benefit individuals as they will receive additional training that will help them retain employment and not be on unemployment compensation. If granted, this waiver will ultimately enhance the State’s efforts at job retention, thereby avoiding layoffs. The State and national economy will benefit from the increased productivity and upward mobility of workers. The State of North Carolina knows from experience that there is a deep reservoir of demand for Incumbent Worker Training. This waiver will provide additional resources for a key State initiative to boost creativity and innovation in Incumbent Worker Training and to supply the skills that chal­lenge North Carolina employers.
The State has utilized this waiver to create a bridge between economic development and workforce development. The waiver will benefit all Local Workforce Development Boards and their customers – the businesses and job seekers of North Carolina. The positive impacts will include: program participants will have program choices based on local needs; North Carolina will increase effective, efficient use of resources resulting in more customers served; and, Local Workforce Development Boards will have the flexibility to move funds where they are most needed and can provide the greatest benefit.
State Waiver Process9
Commission
The N.C. Commission on Workforce Development recommends policies and strategies that enable the state’s workforce and businesses to compete in the global economy.
The Commission is designated as the state’s Workforce Investment Board under the federal Workforce Investment Act. Led by a private sector chair, the Commission includes representatives from the business community, heads of state workforce agencies, educators, community leaders and representatives from organized labor. All members are appointed by the Governor.
Mission: To establish and guide a world-class workforce development system for North Carolina that will be comprehensive, integrated, relevant, and effective. This system will produce well-educated, highly skilled workers who perform at high levels and work in economically viable enterprises that provide good jobs at good wages.
The Commission on Workforce Development believes:
• The Commission is accountable for providing leadership in building and maintaining a quality workforce de¬livery system. This leadership will advocate for the policies and resources needed to strengthen the system.
• The workforce delivery system includes all agencies and organizations involved in increas­ing the quantity and quality of workers in the State, improving worker access to jobs and increasing worker access to information about the availability of jobs and training oppor­tunities.
• Access to the system must be universal. The Commission will advocate for such access, identify barriers to that access, whether geographical, financial, cultural, or political, and make recommendations as how best to overcome those barriers.
• North Carolina workers and the workforce delivery system must be able to adapt quickly to the demands of the 21st Century economy and embrace continuous learning.
• Maintaining and growing a strong economy depends upon having a supply of educated and well-trained workers who possess the skills needed to make our state’s businesses and industries globally competitive.
• A strong economy also depends on workers earning family-sustaining wages; therefore, the workforce system will strive to move workers into good jobs that pay good wages.
• Public institutions and public resources play a critical role in the development of an edu­cated, well-trained workforce.
• Improvements to the workforce delivery system must focus on the needs of job seekers and employers and be based on factual, relevant and timely data.
• The JobLink Career Center System is the primary portal that directs jobseekers, workers and employers to employment and training services.
ON WORKFORCE DEVELOPMENT NORTH CAROLINA COMMISSION 10
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Enhanced Outreach and Employment Services for Ex-Service Members
The North Carolina Division of Workforce Solutions received a two-year Workforce Investment Act Dislocated Worker National Reserve Demonstration Federal grant to develop collaborative strategies to support improved outreach to veterans receiving unemployment benefits, referred to as Unemployment Compensation for Ex-Military Members (UCX). The Enhanced Outreach and Employment Services for Ex-Service Members Initiative specifically targets Army veterans receiving unemployment benefits and is a pilot program offered in four states. This initiative targets veterans from the Active Army, as well as those who meet veteran criteria from the Army Reserves and the North Carolina National Guard.
The project’s main goal is to reduce the claim duration for Army veterans who are receiving unemployment benefits by providing re-employment services, job referrals, and job development contacts commensurate with the veterans’ skills, experience and interests in order to obtain suitable employment.
North Carolina’s outreach efforts began March 2013 and has already contacted over 3,200 unemployed Army veterans. The UCX Initiative provides an opportunity for the North Carolina Workforce System to “serve those who served for us.”
State Initiatives Funds
Photo and logo courtesy of US Department of Veteran Affairs 11
State Initiatives Funds
Incumbent Workforce Development Program
The North Carolina Incumbent Workforce Development Program (IWDP) is a competitive grant opportunity that provides funding to businesses for implementation of a layoff aversion strategy through training of its incumbent workers. The program has awarded almost $24 million in training funds to hundreds of established North Carolina businesses to train thousands of workers since 2002.
During PY 2012, the training focused skill attainment for employees which helped retain jobs and maintain company competitiveness. The North Carolina Commission on Workforce Development announced more than $166,000 in grant awards through the program. IWDP funds are impacting over 240 North Carolina based employees from 16 companies.
Statewide Biz Boost
Client Businesses Served:
465
Total Jobs Created or Retained:
1040
# Loans Obtained:
120
Biz Boost
The Commission on Workforce Development is committed to the retention of existing jobs through the allocation of resources and technical assistance for small to mid-sized businesses, helping them sustain and grow their operations. Workforce Investment Act (WIA) funds support lay-off aversion strategies through partnerships between the Commission, the NC Department of Commerce’s Business and Industry Division and the Small Business and Technology Development Centers (SBTDC) across the state. Partners to this innovative strategy identify small to mid-sized businesses that might benefit from this initiative, assess their needs, and provide the appropriate services.
The impact of Biz Boost for Program Year 2012 is: 12
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State Initiatives Funds
Incumbent Workforce Development Program Grant
Capital Area WDB
Founded in 2003, 3 Phoenix Inc. (3Pi) is a small Wake Forest based business focused on providing technology products and services to the Department of Defense and prime contractors. 3 Phoenix has core competencies in the following areas: real time system architecture, sonar signal processing, imaging, sonar and radar systems, and telecommunications. In 2012, 3 Phoenix realized they had a need to better train its technical staff but were limited in their training funds since it was not negotiated and included in their most recent contracts. The area of need involved the repair of printed circuit boards and the installation or removal of components from the boards. The company turned to its local workforce development board, the Capital Area WDB, for assistance and applied for an incumbent worker training grant. In the Fall of 2012 the company was awarded an Incumbent Workforce Development Program Grant and 6 Engineering Technicians completed a 2 day training course and gained IPC certifications for IPC standard 7711/7721 (Requirements for Rework, Modification and Repair of Electronic Assemblies). The course was taught by Angel DeLuna from Circuit Technology Inc.
Brandon Waters, Manufacturing Engineer at 3Pi, stated “The instructor demonstrated in-depth knowledge and experience in the course and his teaching style was a perfect fit for the technicians in our group. The instructor kept everyone engaged and interested throughout the 2 day course.” The course was mostly hands on and many technicians commented that this training was some of the most beneficial training they have received at 3Pi.
Angel DeLuna from Circuit Technology Inc. teaching technicians at 3 Phoenix Inc. for IPC certification.
Photo and logo courtesy of 3 Phoenix Inc.13
State Initiatives Funds
State Energy Sector Partnership Training Grant (SESP)
In January of 2010, the North Carolina Department of Commerce’s Division of Workforce Solutions embarked on a unique challenge. Their mission was to turn “green into gold.” The grant ended on a very successful note in June 2013 by exceeding the expected performance.
The State Energy Sector Partnership Training Grant (SESP) was awarded $5.9 million dollars in American Recovery and Reinvestment Act funds from the U.S. Department of Labor Employment and Training Administration. Through the SESP grant, more than 1700 participants were trained for success in our state’s fast growing green industries in the emerging energy efficiency and renewable energy fields. 1250 Participants received an industry recognized certification and 978 participants became gainfully employed as a direct result of the SESP grant.
Four regional teams representing six Local Area Workforce Development Boards and comprised of 38 rural counties participated in this sector initiative. Lumber River Workforce Development Board, Region Q Workforce Development Board, Northeastern Workforce Board, High Country Workforce Development Board, Region C Workforce Board and Western Piedmont Workforce Board participated in the three-year initiative. The teams represented training and certification in the areas of weatherization, solar voltaic installation, sustainable agriculture or green construction and deconstruction.
Enhanced WIA and TANF Work First Collaboration
The North Carolina Department of Commerce - Division of Workforce Solutions (DWS) and the North Carolina Department of Health and Human Services (NCDHHS) - Division of Social Services - Economic and Family Services are working together to support ways to improve employment outcomes for Workforce Investment Act (WIA) and Temporary Assistance to Needy Families (TANF) clients.
The two State agencies have formed a State workgroup that meets quarterly to collaborate, exchange information, and promote sharing best practices throughout the State to effectively serve participants. The workgroup consists of staff from State and local agencies who also participate in conferences and webinars sponsored by U.S. Department of Labor and U.S. Department of Health and Human Services. The workgroup communicates with their constituent organizations to broaden awareness and interactions.
Workforce Development Boards, DWS local offices and One-Stop Career Centers are encouraged to continue their work with local Departments of Social Services to serve public assistance recipients and to collaboratively establish protocols to help facilitate referrals that assist residents who could benefit from TANF and WIA. 14
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Businesses
— “We are very proud of the jobs we are creating,” said Markus Wilhelm, CEO, Strata Solar. —
STRATA SOLAR Hires 51 for solar energy installation
Cape Fear Workforce Development
Columbus County Career Center hosted a job fair/hiring event for Strata Solar at Southeastern Community College in Whiteville. Strata Solar, located near Whiteville, is a solar energy installation that is producing enough power to serve electricity to 750 homes in Columbus County. It is a project of Strata Solar, a Chapel Hill-based solar power producer. One hundred eighteen jobseekers attended the job fair, 51 were hired on the spot and 10-15 were placed on a list of alternates with a high probability that they will be called to work before the project is completed. The group from Strata Solar was very pleased with the jobseekers and their qualifications. Staff member Jackie Freeman is to be congratulated on organizing the event, going from initial contact through resume collection to interviewing/hiring in 13 working days.
About Strata Solar LLC
Strata Solar LLC is a leading provider of complete solar energy systems and installations. In addition to turnkey services for the complete design, construction and installation of utility, commercial and residential photovoltaic and solar thermal systems, Strata Solar provides a full array of engineering, procurement and construction (EPC) services, separately, as needed, to solar developers and companies interested in clean renewable energy. Headquartered in its LEED Silver certified office and showroom in Chapel Hill, NC and expansive warehouse nearby, Strata Solar also has operations in California. Visit http://www.stratasolar.com for more information.
Photo and logo courtesy of Strata Solar15
Businesses
Capital Area Workforce Development
Raleigh Precision Products is a custom manufacturer of injection molded plastic materials and components in Kenly, NC. They have been in business for over 20 years and tout themselves as one of the Mid-Atlantic’s most cost effective suppliers of injection molded plastics. The custom injection molding machines they use range in capacity from 20 to over 400 tons and feature the latest digital processing controls and statistical data gathering software. Needless to say, incorporating advanced technology in their business model has allowed Raleigh Precision Products to consistently deliver high quality products to companies, including Andromeda Training, Inc., Stanley Hand Tools, Del-Tec, Hampton Rubber, Screen Tight, The Godfrey Group, and the U.S. Historical Society.
In the fall of 2012, Capital Area Workforce Development Board (CAWDB), Johnston County Economic Development and Johnston Community College began hosting Industry Roundtable Meetings with area manufacturers to better understand industry workforce trends, challenges and opportunities. The owners of Raleigh Precision Products attended the first meeting held at Johnston Community College’s Workforce Development Center in Clayton.
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Photo and logo courtesy of Raleigh Precision ProductsCAWDB has continued to support Raleigh Precision Products with a multitude of services they did not know existed.
CAWDB, through the One-Stop Career Center in Smithfield, NC, has worked closely with Raleigh Precision Products to successfully refer qualified talent to support their hiring needs, including customer service positions and other hi-tech positions. In addition, One-Stop staff referred them to Johnston Community College’s DALT program professionals (Developing a Lifelong Trade) to help them take advantage of the college’s student talent pool, and CAWDB has since facilitated an internship experience for a graduate of the DALT program at Raleigh Precision Products.
Since the fall, Johnston County Economic Development has also had multiple follow-ups with Raleigh Precision Product’s owners to stay abreast of their growth plans. As well, Johnston Community College has been successful in providing training to Raleigh Precision Products employees. Through the collaboration taking place amongst CAWDB, Johnston County Economic Development, and Johnston Community College, this partnership model is working to stay attuned to the needs of area businesses to provide them with timely and customized workforce solutions.16
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Businesses
Greensboro/High Point/Guilford County Workforce Development
In an industry that has seen its ups and downs, Machine Specialties, Inc. (MSI) is providing a major spark for the Advanced/Innovative Manufacturing Industry in Guilford County. MSI has been recognized as one of the fastest growing private sector companies in Greensboro, NC; and with this growth, they recognized the need to create a pipeline for skilled workers in the area of CNC machining. This huge demand for skilled workers helped MSI jump start the collaboration with the Greensboro/High Point/Guilford County Workforce Development Board, along with Guilford Technical Community College (GTCC). These entities created the intial customized entry-level CNC Machinist Operator curriculum and model. MSI has been the primary employer hiring WIA participants from this training program. This year, MSI has employed and/or provided work experience opportunities for WIA particpants, including direct hires and work experience opportunities. The work experience participants continue to participate in training, while also getting some on-the-job experience. Matt Edwards, MSI HR Manager says, "Due to our highly skilled workforce, we were able to grow our business from $25 million in annual sales to approximately $30 Million. We hired an additional 10+ employees this year, with the majority coming from our partnership with Workforce Development/JobLinks/GTCC."
Machine Specialties, Inc. (MSI) currently sits on an advisory board and participates in employer panels for the selection of candidates for upcoming CNC machining classes. MSI continues to be instrutmental in its involvement and feedback with the Greensboro/High Point/Guilford County WDB and GTCC on ways to enhance the training as industry needs change. Most recently MSI participated in "A Salute to Manufacturing" breakfast sponsored by the Greensboro/High Point/Guilford Workforce Development Board with other area employers from the industry to provide feedback on their hiring practices and needs, as well as feedback in regards to the training participants they have hired recently. This feedback from the employer's perspective has played a vital role as this model continues to evolve into a regional program with other area Community Colleges and Workforce Development Boards starting to adopt it.
Matt Edwards with Machine Specialties, Inc. (MSI)
Logo courtesy of Machine Specialties, Inc. (MSI)17
Businesses
Mountain Area Workforce Development
The Henderson County JobLink Career Center and Blue Ridge Community College, along with other partners provided services in prescreening applications, enrolling potential applicants in the Career Ready 101 software (for the required Career Readiness Certificate), contacting the selected applicants to schedule Sierra Nevada specific testing sessions, and scheduling pre-hire classes.
Legacy Paddlesports, services included assistance with a very quick employee ramp up by managing application completion/resume submission, I-9 verification, background checks, and scheduling weekly interviews and an eight hour pre-hire class entitled “Pathway to Advanced Manufacturing.” Through this assistance, Legacy Paddlesports interviewed approximately 1,000 people and hired 88, which included 51 Dislocated Workers.
Photo and logo courtesy of Sierra Nevada18
18
Businesses
Triangle South Workforce Development
Located in Research Triangle Park, Cree is a market-leading innovator of LED lighting and semiconductor solutions for wireless and power applications. As Cree began to expand their product lines, the need arose for dozens of additional employees to fill their growing production needs. Cree reached out to the Triangle South Workforce Development Board (TSWDB) for assistance. In collaboration with the Board’s Business Services Coordinator, Mike Peluso, Chatham County JobLink Career Center, hosted by Central Carolina Community College, Cree was able to hire the employees needed for their product expansion.
Cree’s workforce requirements were specific: the company was looking for employees with a high dexterity level, a manufacturing background, a high school diploma, and the willingness to work 12-hour days. To meet these requirements, Mike Peluso worked in conjunction with the Chatham County JobLink Coordinator to host multiple job fairs. Each attendee received a background check, a pre-screening interview, and a dexterity assessment. The pre-screening interview included confirming the prospective employee’s willingness to travel to the worksite in Durham, and their ability to meet the shift demands of the position. The Minnesota Manual Dexterity Test that was administered confirmed if the prospects would be efficient on the high speed manufacturing lines at Cree’s plant.
Several area residents possessed a high speed manufacturing background; however, the numbers of individuals hired from the Chatham County area were limited due to language barriers and the lack of a high school diploma or GED. Upon reanalysis of the workforce pool, it was determined that adjusting the hiring criteria to better fit the demographics of the area would increase the chances of finding qualified employees. It would also serve as a catalyst for the reemployment of many members of Chatham County’s population, who after the closing of several high-speed food processing plants, were looking for manufacturing jobs. Subsequent job fairs were held, producing higher numbers of candidates from the community, and increased the number of individuals hired by Cree as a whole.
At current count, the TSWDB and the Chatham County JobLink Career Center facilitated five job fairs for Cree, with an average of 10 to 25 being hired from each fair. In the past, Cree has used staffing agencies to meet its workforce recruitment needs. Thanks to the success of their collaboration with the TSWDB, they are now using Local Area Workforce Boards almost exclusively.
Photo and logo courtesy of Cree LED Lighting19
Northeastern Workforce Development
The recession starting in 2008 had a devastating impact on the boat building industry in northeastern North Carolina. Some companies, like Regulator Marine of Edenton, NC, managed to stay open with a drastic workforce reduction.
In late 2012, an increase in boat orders created a need for Regulator Marine to add staff. Northeastern Workforce Development Board (NWDB) Business Services Representative, Sarah Horejsi, and Edenton Division of Workforce Solutions (DWS) Veterans Representative, Phil Thomason, visited Regulator Marine. They were able to talk about the On-the-Job Training (OJT) Program and services DWS can provide to businesses to help with recruitment. As a result, Regulator Marine Vice President of Operations, Bobby Densmore, asked for assistance with recruiting Boat Assemblers and Boat Laminators and was also interested in OJT and other DWS services.
Phil Thomason became the main contact. Since Regulator Marine does not have a Human Resources Department, Densmore quickly saw the value of the services provided. These services included recruitment assistance, scheduling drug tests/background checks, scheduling interviews and pre-screening candidates. Also, anyone interested in applying for the positions were screened for OJT eligibility and sent to an OJT jobseeker orientation. Kathy Nixon, NWDB Training and Employment Specialist, was the contact for all eligible OJT candidates who wanted to apply for a position at Regulator Marine.
Since then, Regulator Marine has hired six employees – of which four were hired through the OJT program. These four OJT contracts will reimburse Regulator Marine approximately $22,000 for providing occupational training to these new employees. All employees are still in their OJT contracts and Regulator Marine has been very pleased with the employees and the process.
According to Densmore, “The OJT program has provided us the opportunity to reach out to some very talented people who just needed a little extra training. Each time the process has been smooth and flawless.”
In addition to recruiting and training new employees, Regulator Marine had a need to provide training to incumbent workers. Dave Whitmer, NWDB Director of Business and Career Services, worked with Densmore to understand his training needs and identified solutions. Whitmer was able to connect Densmore with an agency who is currently working with Regulator Marine to provide this needed training.
There are a lot of people involved in the Workforce System with different roles and responsibilities – but when everyone works together as a team, the benefits to local businesses are tremendous.
Photo and logo Courtesy of Regulator Marine in Edenton, NC.
On-the-Job Training Success Story20
20
Program Success Story
Western Piedmont Workforce Development Board
Western Piedmont WDB partnered with Burke County organizations to address the challenge that manufacturing industries were finding it difficult to locate skilled workers. The partnership included WPWDB, Burke Development, Inc. (BDI), Western Piedmont Community College, Burke County DWS, JobLink and the Cognitive Connection. RENEW was funded initially by the NC Rural Center and was developed to address gaps in manufacturing skills. A Manufacturing Training Program was launched to assist in building a more highly skilled workforce for manufacturing companies in Burke County. Seven Burke County manufacturing companies made the commitment to partner on the project. They aided in the development of the program to ensure that graduates would meet requirements for both technical skills and soft skills. The 4th RENEW class began on May 7th, 2013 thanks to a grant secured through the NC Department of Commerce - DWS. Over the next two years an additional 300 participants will graduate.
The success of the first training program exceeded expectations of participating companies, community leaders and graduates alike graduating 44 of the inagural class of 50. 38 graduates found employment by October 2012. “We have been able to find work for 38 graduates after just the first program and we are holding two more programs before the year’s end. I think that is tremendous.” The third class began on April 26th, 2013 with a success rate of 88% with 22 participants out of 25 graduating. The fourth program began on May 7th, 2013. When the RENEW program was awarded the additional grant funding from the DWS, Assistant Secretary, Roger Shakleford, stated, “We are looking forward to learning more about Project Renew’s approach of engaging employers to define the skills needed by the employers, and retraining dislocated workers with curriculum designed by employer groups. We feel that it is this type of community collaborative that will spur solutions to skill issues in North Carolina.”
As approximately 2.7 million manufacturing employees retire over the next decade there will be a significant demand for a new, more highly skilled workforce. By covering topics such as Six Sigma, Lean Manufacturing, ISO 9000, CNC Machining and Metrology, the class prepares RENEW graduates for the modern manufacturing environment. RENEW graduates complete the program with four nationally recognized certifications including OSHA 10 and Career Readiness Certification. Project RENEW has shown how creating meaningful partnerships can result in success for a community. 21
Workforce Development Services
Workforce Development Boards
North Carolina has 23 local Workforce Development Boards (WDBs) serving all 100 counties in the State. Appointed by local elected officials, WDBs are comprised of individuals representing Business and Industry, Economic Development Agencies, Community-Based Organizations, Educational Agencies, Vocational Rehabilitation Agencies, Organized Labor, Public Assistance Agencies, and the Public Employment Service. A majority of the members represent businesses in the local area. WDBs are charged with planning, overseeing, and coordinating local workforce initiatives, including the JobLink Career Center(s) in their areas.
North Carolina’s Career Center System
The Commission on Workforce Development and Division of Workforce Solutions (DWS), in partnership with local Workforce Development Boards and state and local agencies, oversee the workforce delivery (career center) system in North Carolina. Career centers are the primary touch points that direct job seekers, workers, and employers to employment and training services. Each career center is staffed by state and local agency partners who collaborate to meet customer needs.
This year, Session Law 2012-131 was passed expanding the responsibilities of the Commission on Workforce Development. One charge in the new law is to set criteria and standards for North Carolina’s career center system, while another is to review and revise the Memorandum of Understanding (MOU) among state partners within this system. A task force of Commission members and an Advisory Group of workforce agency representatives was assembled to address these two charges in the law.
In May 2013, a revised MOU establishing areas of collaboration, and new criteria for quality service were approved by the Commission. The MOU took effect July 1, 2013 and the new criteria will be used to certify career centers during the 2013-2014 fiscal year. The criteria will lead to a customer-centric, integrated workforce delivery system resulting in quality customer service.
North Carolina is in the process of revamping and improving how workforce services are delivered through an integrated services delivery approach. Integrated services delivery will better serve the state’s citizens and businesses by responding to customer needs, not just program requirements.
Haywoo
dYanceyAveryWataugaWilkesAlleghanyAsheGrahamMadisonSwainClevelandCherokeeRutherfordMcDowellBuncombePolkHendersonTransylvaniaJacsonMaconClayGastonLincolnRowanIredellAlexanderCatawbaBurkeCaldwellDavidsonDavieYadkinSurryCabarrusStanlyAnsonUnionMecklenburgMoreHokeScotlandRichmondMontgomeryPersonVanceGranvilleDurhamOrangeAlamanceRandolphGuilfordRockinghamStokesCaswellCumberlandColumbsPenderWakeWarrenPittHarnettRobesonBladenNewHanoverFranklinEdgecombeLeeBrunswickOnslowNashChathamPamlicoCarteretBeaufortHydeTyrellWashingtonMartinJonesCravenChowanPerquimansPasquotankCamdenCurrituckHertfordGatesHalifaxBertieForsythWayneLenoirDuplinSampsoJohnstonWilsonGreeneDareMitchellNorthamptonCape FearEastern CarolinaTriangleSouthCapitalAreaKerr-TarNortheasternRegion QTurningPointDurhamRegionalPartnershipDavidsonWorksGreensboro/High Point/GuilfordNorthwestPiedmontCharlotte/MecklenburgGastonCountyCentralinaWestern PiedmontHigh CountryMountainSouthwesternRegion CCumberland CountyLumberRiver2
22
Workforce Development Services
CNDislocated Worker UnitGovernor’s Rapid Response Team
Dislocated Worker Unit
The Dislocated Worker Unit continued to publish The Rapid Responder e-bulletin, which highlighted job and community resource fairs and effective rapid response service strategies from around the state. Also featured in the newsletter were articles on local area sponsored workforce development conferences and employer symposiums, employment and training programs and services available to veterans, WIA and TAA integration, integrated service delivery, and best practices utilized throughout the year. The quarterly Rapid Response Best Practices webinars continued to provide cost effective state-wide training to field staff, partners and other agencies. The webinars shared valuable resources and services available to transitioning workers and job seekers. Webinar topics included: Web Based Resources for the 50 plus job seeker available through AARP, Financial Resources for Dislocated Workers, available through the National Foundation for Credit Counseling and ERISA Benefits, presented by the US DOL Employee Benefits Security Administration (EBSA), regional office in Atlanta. The live webinars were recorded and made available for future access at the NC Mobile JobLink website. The Dislocated Worker Unit continued to promote the customized web portal product, EZ Link, which provides access to employer separation benefits and worker transition information. EZ Link currently provides transitional information and support to 664 workers at T-Connectivity in High Point, impacted by a phased facility closure scheduled for completion in January 2014.
The NC Mobile JobLink was widely utilized throughout the program year. The unit not only supported large local area rapid response activities and job/resource fairs, but also served as an extension of the local Job Link Career Center network through a number of community outreach deployments to include: community college marketing activities, targeted events for the homeless, veterans and their families, youth correctional facilities, ex-offender populations and a United Way Financial Capabilities Initiative.
This Dislocated Worker Unit also produced a recorded webinar, in conjunction with the Workforce Development Training Center, to orient and educate new staff and workforce partners to the Dislocated Worker Unit and Rapid Response process.23
Workforce Development Services
Chart below shows number of WARN notices from PY2002 - PY2012
129
184
121
117
117
175
80
119
02-03
03-04
04-05
05-06
06-07
07-08
08-09
09-10
0
50
100
150
200
250
10-11
76
11-12
142
0
50
100
150
200
250
Worker Adjustment Retraining Notifications (WARN)
During Program Year 2012, the state’s Dislocated Worker Unit responded to a total of 83 Worker Adjustment Retraining Notifications (WARN), from across the state, which covered 9,619 workers. The unit also responded to 6 company layoffs which impacted an additional 350 workers, although these dislocations did not meet the WARN threshold. The substantial increase in the number of worker dislocations during the year is largely attributed to mass layoffs/facility closures at Freightliner, TE Connectivity and House of Raeford, which impacted a combined total of 2,924 workers.
In addition to the significant layoffs which occurred in the commercial vehicle, communications technology manufacturing, and poultry production industries, NC continued to experience job losses in the government and defense contracting areas of aviation, logistics, tactical training, transportation, maintenance and military combat and apparel manufacturing. Other sectors heavily impacted by job losses include industrial polyester and resin manufacturing suppliers, electromechanical instrumentation technology manufacturing, automotive industry parts suppliers, commercial, industrial and residential tool manufacturing, home appliances, consumer affairs, customer care and fulfillment call centers, health claims processing and utilization management, grocery and department stores and discount retail establishments, as well as NC’s traditional industries of textiles, hosiery and apparel.
12-13
83Table 1. WARN Notice Summary 1997-2012TimePeriod# of WARN Notices# of Employees Affected97-9811016,905
98-99
140
22,61099-0010815,110
00-01
163
27,80601-0220328,172
02-03
184
24,37803-0412921,479
04-05
121
16,05905-0611716,465
06-07
119
18,02807-08117
15, 366
08-09
175
25,12609-10807,683
10-11
76
818611-12142
9437
12-13
83
9,619Total2067
282,42924
24
Workforce Development Services
Workforce Development Training Center (WDTC)
The NC Workforce Development Training Center (WDTC) - The Training Center provides a comprehensive array of training options tailored to meet the dynamic needs of the state’s twenty-three local Workforce Development Boards, the One-Stop Career Centers, the Division of Workforce Solutions, and staff of partner agencies. Staff development is offered through a combination of core workshops by professional and peer trainers conducted regionally during the calendar year, customized events requested by system partners, webinars for easy access by larger numbers of staff, and seminars in response to new, relevant topics that arise on the workforce development scene.
During this program year, the WDTC offered over 139 workshops, events, and webinars serving 5,923 participants, an increase of 132% over the previous program year. In addition, the Career Development Facilitator professional certification course produced 169 graduates, for an annual increase of 15%.
The WDTC has been a key player in the DWS mission to redesign the system based on the concept of fully integrated services delivery. Beginning in January 2013, the WDTC handled the logistics of six events with a total of 601 participants as DWS and local leadership teams launched a cohesive and collaborative effort to revamp operations of the state’s one-stop system.
To meet the greater demand for staff training that resulted from the merger of Workforce Investment Act and Wagner-Peyser programs and funding, the WDTC developed a statewide peer training team. This group of twenty-four trainers, all staff of DWS and located across the state, make it possible to offer workshops in multiple locations, reducing staff travel while training large numbers simultaneously. The peer training team facilitated 97 sessions with 2,594 participants during the year. Team capacity has continued to grow with the inclusion in the spring of another twenty staff 25
Workforce Development Services
C N PARTNERSHIP
CONFERENCE
workforce
development
members of the local Workforce Boards.
This versatile, dynamic team has provided a
new dimension to the WDTC services and is
proving to be a successful training approach,
while demonstrating the new integrated
services delivery strategy and presenting a
positive role model to local staff.
The WDTC manages the NC Workforce
Development Leadership Academy. The
goal of the Academy and its accompanying
Learning Network is to maintain an effective,
efficient, and visionary team of local Workforce
Board leaders for North Carolina, each
working to full capacity to build and sustain a
high quality system of workforce services for
our citizens. The graduates attend quarterly
Learning Network events to maintain a strong
peer network, to stay current on workforce
issues, and to hone new skills as they tackle
new challenges. To date there have been four
classes of the Leadership Academy, with fifty-one
graduates.
The 2012 North Carolina Workforce
Development Partnership Conference,
planned and hosted by the WDTC, offered
opportunities to attend workshops by
professional trainers and peers from within
the state. The conference – The Changing
Partnership: 25 Years Later! – celebrated
25 continuous years of the conference with
over 885 attendees that included Workforce
Board members, frontline staff, Workforce
Board Directors and staff, private sector
business representatives, and staff and
management of partner agencies and
non-profit organizations. The highlights of
the conference were the keynote address
by Bob Knight, nationally renowned
workforce expert and the traditional
Governor’s Awards Banquet, during which
individuals and businesses are recognized
for their excellence in and contributions to
workforce development programs.
The staff of the WDTC strives continually
to stay ahead of the workforce development
trends and issues, both at the state and
national levels. As new topics arise and
training is indicated, the WDTC identifies
needs, develops products, plans events,
handles logistics, and contributes to the
Division’s and the workforce system’s
success.
26
26
Youth Program
North Carolina served 5,685 Workforce Investment Act (WIA) youth participants during
Program Year 2012. WIA Youth participants must be low income in addition to having one of six
barriers as identified by the Act. At a minimum, thirty percent of youth funds received by a local
workforce area must be spent on out-of-school youth. In addition to receiving valuable exposure
to mentoring, leadership development, tutoring, and other comprehensive services, youth often
have the opportunity to participate in paid and non-paid work experience to include occupational
skills training and other employment services. Work experience directly links to the young
person’s academic and occupational interests and contributes to making the youth career ready.
The economic recession and slow recovery period has had significant impacts on all of North
Carolina’s demographic subpopulations. Unemployment rates of all demographic subpopulations
increased during the economic downturn and still continue to exceed pre‐recessionary levels.
Despite declining 6.6 percentage points from 2011, unemployment rates among 16 to 19 year
olds remained highly elevated at 25.4 percent in 2012 while the unemployment rate of those aged
20 to 24 years also remained high at 16 percent in 2012 after falling from 19.6% in 2011.
Shanell Luckey enrolled into the Get REAL Program below basic
skills level and needing 14 credits to complete her Adult High
School Diploma. Before enrolling at Get REAL, she had been
in the 9th grade for two years and had a poor attitude towards
school. It took several months for Luckey to adjust to Get REAL
and the structure provided there. However, after several months
in the program and support from the instructors, WIA staff, and
her peers, her attitude and attendance began to improve.
As her relationships, learning, and attitude towards school
improved, staff began discussing a work experience. Luckey and the
instructor decided that Goodwill in Thomasville would be a good fit
for her. Luckey was interviewed and offered a work experience at
Goodwill Industries. The job built Luckey’s self-esteem a great deal
and gave her the courage to excel in other aspects of her life. Luckey’s
positive outlook even prompted her classmates to nominate her to be a
part of the Student Government Association at Get REAL. After some
struggles in the beginning, Luckey has begun to earn credits towards
her High School Diploma as her test scores improve. With the success
she has achieved and the change in her attitude, she will continue to
reach her goals.
Luckey is now working for Goodwill Industries part-time. With her
tremendous work ethic, they decided to hire her before her work
experience was over. She was also selected to attend the 2013 Youth
Summit, held in Greensboro, NC, on April 5th - 6th, 2013. Luckey
has maintained a positive attitude in the Get REAL program and she
now knows that her destiny is in her hands.
DavidsonDavidsonWorks
Shanell Luckey at the cash register
assisting a Goodwill customer.
27
Youth Program
James Myrick Jr. graduated from high school in Beaufort NC and returned to his home county of Alamance, to become a barber, by attending Beyond Measure Barbering Institute. Due to financial issues within the family, money became tight and Myrick was at risk of dropping out of school. He was referred to Building Futures Youth Center and was enrolled in April of 2011. Building Futures was able to step in and provide occupational skills assistance and supportive services to Myrick, which enabled him to complete his barber training. While Myrick was in Occupational Skills Training, he attended workshops and activities at the youth center on various topics such as employment skills, life skills, leadership opportunities and peer group activities. During this time, he matured and his self esteem improved as his knowledge base increased.
Myrick was basic skills deficient at the time of enrollment, but worked hard to improve his basic skills through increasing his self confidence and self empowerment, as he knew the information, but just needed the confidence to bring it out. In one short year, Myrick improved his basic skills over 4 grade levels, which he proudly showed his father his test results with a bright smile. He was given the Work Keys Assessment while participating in WIA activities and received a silver CRC. His improvement in basic skills and his classroom knowledge enabled Myrick to receive high scores on his barbering exam. At that time, he needed to complete a 1 year apprenticeship. He chose to work his apprenticeship hours at Kirk’s Barbershop in Beaufort, NC.
During the apprenticeship, Myrick kept in contact with his case manager on a regular basis through phone, text, facebook and personal visits. He updated his case manager when new and exciting happenings occurred, such as becoming a small town hero when he rescued a man attempting to reach a fallen item, but fell from the truck, releasing the brake, and running over himself. Myrick was there to free the man from under the vehicle and provided assistance until medical help arrived.
With the assistance of supportive services for supplies, mileage reimbursement, license and exam fees, Myrick completed his apprenticeship in October of 2012. In March of 2013, Myrick utilized his education when he immediately opened his own barbershop in Davis NC, called Graham’s Barbershop, honoring the name of the previous barber who had passed away. At the time he became licensed, Myrick was then the youngest registered barber in NC. Myrick graduated from the WIA Youth program in March of 2013 with a barber license, his own business, and pride.
Owner, James Myrick Jr. working at Graham’s Barbershop with a young customer.
MooreMontgomeryAlamanceRandolphOrangeRegionalPartnership28
28
Youth Program
Cost Per Participant
Program Total
Participants
Cost Cost per
Participant
Adult 6,234 $20,449,767.67 $3,280.36
Dislocated Worker 5,918 $19,318,807.40 $3,264.41
Youth 5,685 $20,587,505.55 $3,621.37
Average Cost $20,118,693.54 $3,388.71
* total costs excludes rapid response and statewide activities
In August 2012, Michael Sosa joined ResCare
Workforce Solutions’ Inspire Youth Program,
funded in part by Charlotte Works. “When
I came to ResCare, things were crazy. I didn’t
know if I wanted to stay,” says Sosa. “I was
immature, I wasn’t doing what I needed to get
done.” He participated in its work-readiness
program, which included coaching in resume
development and interviewing skills and
instruction in math, reading and computers.
Following completion Sosa attended
ResCare’s GED program. In January 2013 he
earned his GED.
Sosa has been interested in computers since
childhood, so he contacted ITT Technical
College’s Charlotte campus. In March
Sosa started in its two-year network system
administrator program. After learning
programming, hardware and wiring, Sosa
hopes to enter the IT field and perhaps work
internationally (i.e., China and Japan) after
graduation.
Michael Sosa, client of Charlotte Works’ Youth Works program,
landed a job as a server at a local restaurant and began working
toward a two-year computer degree after completing a career
readiness program and earning his GED in spring 2013.
Sosa credits ResCare with his success. “I learned how to
respond to employers’ questions in interviews, how my posture
needs to be: head held high, shoulders up, be confident. You’re
learning how to get in the employer’s head.” “But you’ve
got to pull yourself together and do the work yourself,” Sosa
continues. “This is a professional environment. You come here
to learn professional skills to give you an extra step up.”
Mecklenburg
Charlotte/
Mecklenburg
29
Youth Program
Divante Blackwell set
goals to attain his GED
and entered in the
Workforce Investment
Act Youth Program.
He completed an
occupational skills training
course thereby improving
his employability skills
to gain employment.
After attending GED classes at Mitchell
Community College (MCC) and on-site
tutoring at I-CARE to address areas of
weakness, in December 2012 Blackwell
passed the GED exam.
Blackwell is mechanically inclined and
thrives with manual tasks. I-CARE
assisted Backwell to enroll in Occupational
Skills Training, Welding certificate program
at MCC. Determined and focused, he
accomplished a Welding certification on
March 29, 2013. I-CARE sponsored
tuition and materials cost of $226.
In June 2013, Blackwell was recognized
for his efforts and entered a Limited
Internship with Bill’s Welding, LLC.
The internship has allowed Blackwell
an opportunity to learn and improve
employability skills such as; measurement,
Lincoln
Rowan
Iredell
Cabarrus
Union Anson
Centralina
Stanly
cutting, cleaning, and welding
metals for a final product. He is
also responsible for machine set-up
and work area cleanliness. Thus far,
his performance, evaluations, and
feedback have been positive.
Blackwell has been committed to
skill development and prosperity.
He’s attended numerous
Leadership Development for
skills and character development
activities. He recently completed
“Rites of Passage for Males” through
“Steps By Dezign” and “Anger is
a Choice” facilitated by Piedmont
Mediation. Blackwell is optimistic
that his progress will eventually lead
to full-time employment.
Divante Blackwell at Bill’s Welding, LLC performs measurement, cutting,
cleaning, and welding metals for a final product.
30
30
Youth Program
Isheima Carr enrolled in the Gaston County WIA YouthWorks program
in September 2010 as an out-of-school, parenting youth. She had very
low TABE scores and attended review classes at Gaston College from
October 4, 2010 until July 2012, at which time she changed to the GED
class at the Gaston WIA Youth Vocational Center. It has taken three
years, but Carr studied hard and passed all five tests required to obtain
her GED between January 2013 and May 2013.
Carr has overcome many obstacles during her time in the Gaston YouthWorks program. She
quit school because “it was too hard.” She was shy, had low self-esteem and did not want to ask
questions. She did not see herself graduating, much less becoming gainfully employed. She
struggled to improve her TABE scores and obtained her GED. She is in the process of enrolling
in Gaston College and plans to begin classes in January 2014. She attended adolescent parenting
classes offered through the Crisis Pregnancy Center as a single parent. She is currently the front
desk receptionist for StaffMark Employment Services.
Gaston Gaston
County
Terrance Bridgers has stayed committed
to his plan to get his GED and develop
the necessary skills which will allow him
to help not only himself, but his family
and community as well. He believes the
Workforce Investment Act (WIA) Youth
Services Program has been a tremendous
help provided to him by the Guilford County
Workforce Development Youth Services
program.. According to Bridgers, the WIA
has guided him out of a path of homelessness
and hopelessness into a career path of his
dreams. Bridgers expressed that the services
and opportunities provided to him by the
WIA Youth Services Program has been a life
changing experience.
After earning his GED, he enrolled at
Guilford Technical Community College
where he is working hard to maintain a
respectable 2.75 grade point average. This
summer he is attending summer school and
participating in a Youth Work Experience
Program with Handicable, a non-profit
computer learning center for people with
developmental disabilities. This experience
will facilitate the application and development
of skills he has learned while attending
school.
Guilford Greensboro/
High Point/
Guilford
Terrance Bridgers working on a computer with
Handicable, a non-profit computer learning center for
people with developmental disabilities.
31
Youth Program
Jessica Teague came into the Get REAL WIA Youth
Program uncertain of her career path and in the midst
of completing her Adult High School Diploma after
dropping out.
Teague has worked hard to complete her High School
Diploma, earn a Silver Career Readiness Certificate,
hold a part-time job in fast food, and enroll in Wilkes
Community College. She has successfully completed two
work experiences while in the program helping to clarify
her career path and prompt her determination to complete her Associate’s Degree and then pursue a
Bachelor’s Degree.
Teague is one of three Get REAL participants who have successfully passed the pre-employment
assessments Brock & Scott, PPLC requires for their data entry specialist positions and is now getting
paid for 30 hours per week through the Get REAL work experience program. Teague demonstrated
the skills necessary, and coupled with her interest working in human resources, is now the receptionist
for Brock & Scott. Brock & Scott, PLLC is a full-service law firm serving the financial sector. With
offices across North Carolina, South Carolina, Tennessee, Georgia, Virginia, Maryland, and Florida, it
is fortunate they have laid their roots in Wilkesboro, North Carolina employing over 100 employees.
Teague had this to say of her experience when asked what skills she has acquired at Brock & Scott,
“I’ve learned about the importance of confidentiality, ensuring my computer is always locked, and that
professionalism includes both attire and words I choose.” Teague has demonstrated true success as a Get
REAL participant. She has actively engaged to complete her goals, inspires other participants, and is
a positive ambassador on work sites for the Youth Program.
Successful work experiences
open doors for young
adults to gain practical
skills in their chosen career
field or in this case, assist
individuals to determine
a career path. “I am very
pleased with the professionalism
and dedication that every Get
REAL participant has brought
to Brock & Scott. Their work
ethic is outstanding and shows
the Get REAL program is a
great experience,” said Tim
Kessler, Senior Operations
Manager.
Yancey
Avery
Watauga
Wilkes
Ashe Alleghany
Mitchell
High Country
Jessica Teague, Get REAL
WIA Youth Participant,
answers the phone at her job at
Brock & Scott, PLLC.
32
32
Youth Program
“Strength doesn’t
come from what you
do; it comes from
overcoming the things
you once thought you
couldn’t.” This quote
is the perfect way
to describe Pierce
Godley, a 21 year-old
young man from
Washington, NC.
Godley was blessed
with a large adopted
family of four
brothers and two sisters. Even though Godley
was blessed with a loving adoptive family, he still
faced multiple barriers and struggles for creating
relationships with his biological family.
In high school, Godley began to hang out with
older youth in the wrong crowd and got involved
in disruptive activities in the classroom and illegal
activities outside school. His lack of effort in the
classroom forced him to seek out an education
at the Beaufort County Ed Tech Center to catch
up on the credits needed for graduation. After
graduation, Godley lacked confidence, career
direction, work experience and employment
and, therefore, enrolled in the Beaufort County
Youth@Work program in October 2011. After
weeks of work readiness training, Godley
was placed in work experience at the City of
Washington Public Works Division. Throughout
the entire work experience opportunity, Godley
was asked how things were going and he always
replied, “Great, I love my job.” His worksite
supervisor reported that Godley has renewed his
faith in this generation and expressed how Godley
is a large asset to their team.
Godley began employment with the City of
Washington in December 2012 as a full-time
Utility Maintenance Worker, earning a good wage
and has benefits.
Pitt
Beaufort
Martin
Hertford
Bertie
Region Q
Pierce Godley digging at a site as an Utility Maintenance
Worker for the City of Washington.
33
Anthony Mitchell was completing high school and starting
college, until his mother was injured on the job and was no
longer able to provide for their family. Hoping to supply
additional income, Mitchell dropped out of high school,
and began working full time at a fast food restaurant. His
hard work and dedication, led to a quick promotion as an
Assistant Manager, but he was still unable to make ends meet
and relocated to Sanford to stay with his two sisters and their
mother.
Mitchell’s sisters told him about the Lee County Department
of Youth and Family Services, and their WIA Case Manager,
Geraldine Meadows. He enrolled in the program in hopes
of completing his high school education, and to gain work
experience in the field of business, the career field he wanted
to pursue. Unfortunately, shortly after his WIA enrollment,
his entire Sanford family was evicted from their two-bedroom
apartment and was forced to live in a local shelter.
Despite homelessness, Mitchell still continued to pursue
his education, and successfully earned his GED in October
of 2012. He also completed a career exploration internship
as an Office Assistant with the Triangle South Workforce
Development Board. Throughout his internship,
Mitchell exuded excellence with every task he
was given. He served the Program Coordinators,
Accountability Specialist, and Program
Director to the best of his ability and left a
lasting impression upon the entire Workforce
Development Department and the Economic
and Community Development Division at
Central Carolina Community College. Mitchell
was the first individual selected to receive the
Triangle South Workforce Development Board
Older Youth Award of Excellence in December
of 2012. In January of 2013 Mitchell was even
selected as the speaker for the Continuing
Education Graduation Ceremony.
Mitchell is now enrolled as a freshman at
Chowan University in Murfreesboro, NC,
studying Business Administration with a 3.0
GPA. During his summer break, Mitchell
returned to Sanford and works a full-time
seasonal position as an Assistant Shift Leader at
the local Sonic Drive-In making $8.00 an hour.
Anthony Mitchell Assistant Shift Leader at Sonic Drive-In delivering customer’s order.
Harnett
Lee
Sampson
Triangle
South
Chatham
Youth Program
34
34
In July 2011 Patrick Springs enrolled in
the Durham YES program. He came to the
Achievement Academy the following month to
start our pre-GED reading program. Almost
twenty-one years of age and having remained
in school until 11th grade, Springs was reading
at a fifth grade proficiency level when he joined
our program. With two months of intensive
tutoring, Springs’s basic reading proficiency was
at a high school level, but we could tell he was
having difficulty with the sort of higher level
interpretive tasks that appear on the GED
but are not assessed on the TABE. Springs
work with a tutor when he began his GED
studies and found that his reading skills
really improved when we integrated literature
and science instruction. In September 2012
Springs passed both his GED literature
and science tests. Springs is interested in a
career in computer forensics.
Amy Hensley initially visited McDowell JobLink Career Center through
the Career Start Food and Nutrition Program to receive eligibility for
benefits. She expressed interest in receiving her GED, and became an
active student immediately, taking several HRD classes with the college
(Career Planning and Assessment, Workplace Computer Literacy and
Pre-College Training). Her academic appetite became insatiable.
She completed her GED and identified a desire and aptitude for the
veterinary science field.
Hensley was enrolled in the WIA Out-of-School Youth Program and
performed 20 volunteer hours at the Animal Hospital of Marion.
Her passion, intelligence and commitment became evident to the
Veterinarian and staff of the hospital and they quickly hired her.
Hensley completed general education and competed for a seat in the
Veterinary Medical Technology Program with AB Tech. Hensley’s
interests have always surrounded animals, which contributed to a
successful volunteer experience at the Animal Hospital of Marion.
Hensley is scheduled to complete an xternship with AB Technical
Community College this summer semester, earning her an Associate
of Applied Science Degree in Veterinary Medical Technology. She
is employed full time with Animal Hospital of Marion, Incorporated
as a Vet Assistant. Her rate of pay is $11.50 per hour. Following
completion of her xternship, she is expecting a pay raise.
Durham
Durham
Cleveland
Rutherford
McDowell
Polk
Region C
Youth Program
35
Youth Program
James Byrum, left, a long-time Mini Mart employee, sells some bread to a customer of Conway. Photo and story courtesy of The Daily Herald - Roanoke Rapids.
Turning Point Workforce Development Board
James Byrum, with help from his parents and fiancee, is now running Kay’s Mini Mart after the previous owner had some financial troubles. The store closed June 18 and James Byrum reopened it June 19. “I hated to see people drive to Conway when they could just stop at the Mini Mart,” said James Byrum, who had worked at the store for two years. He borrowed nearly $3,500 to buy the stock in the store. Since reopening, Byrum doesn’t have operating funds. Any money made is put back into restocking the store. So far, Byrum hasn’t been able to pay himself. At age 20, Byrum had to put the store in his mother’s name because of his age. “And on Tuesdays and Thursday, I have to come and sign for the beer,” said Roy Byrum, James’ father. “He can sell it but can’t buy it.” Grocery items, cigarettes, alcohol and fresh fish are sold at the store. “We sold gas, but we ran out of money to replace what we had,” James Byrum said. This is one of the difficulties his son faces, said Roy Byrum. “It’s either buy gas and no drinks or have drinks and no gas,” he said. Roy Byrum is on disability and uses past experience as service manager for Bryant and Lassiter in Potecasi to help his son. He said this is a good opportunity for his son to learn and have his own business.
James Byrum agrees, adding he has always wanted his own business. “I thought I would be just working here,” he said. “I never thought I would run it.” Phyllis Branch, Workforce Investment Act year-round youth counselor for Choanoke Area Development
Edgecomb
eNashHalifaxWilsonNorthamptonTurningPointAssociation, helped Byrum find his first job three years ago in the program. The year-round program, funded by The Turning Point Workforce Development Board in Rocky Mount, is designed for youth ages 16-21 to help them find employment. Branch wasn’t surprised by what he has done. In 2012 when there was a problem with him graduating from his school, Byrum didn’t let it stop him. He went to Roanoke Chowan Community College and earned his GED in two weeks and was able to graduate with his class. “I think it is remarkable what he is doing by giving back to the community,” she said. Branch hopes someone in the Roanoke Valley will come forward with financial advice or ways he could get additional funding. “We are going to pray he will get the financing he needs to keep the store open,” Branch
said. Despite some hardships, Byrum doesn’t regret what he has done, because the store is a meeting spot in the community. “It’s a fun experience,” he said. “People stand around and talk.” With a baby on the way with his fiancee, Byrum is renting the store currently and hopes to buy it in the future. Roy Byrum added they want to also be able to get the store nice and stocked.36
36
Adult
Program
Adult Program
In Program Year 2012 a total of 6,234 adults were served in the WIA Adult Program in North Carolina. Eligible adults included individuals aged eighteen and over, registered with the Selective Service, and in need of training or assistance with employment or both. North Carolina workers and jobseekers look to increase their skills by earning industry recognized credentials and/or completing education beyond high school. WIA places an emphasis on universal service, accountability, customer choice, and integration of services through a one-stop approach where service partners join together in the North Carolina career centers.
Through North Carolina’s career centers, Workforce Development professionals assisted adults with identifying and resolving barriers, assessing job search and career path needs, skill assessment, career readiness training, basic skills training, basic education skills improvement and assistance, on-the-job training, and occupational skills training to meet employers’ needs.
When Brenda Leal first visited the WIA office at the Stokes Resource Center, she had just moved from Fayetteville where she had been working for a local food bank. She had a four-year degree in Business Administration and was looking for a service-oriented job. So when the WIA staff referred her to a job at Monarch, Inc., working with adults with intellectual disabilities, she applied immediately.
After completing her WIA enrollment Leal is using her skills and positive energies to assist clients at the Stokes Opportunity Center to obtain community jobs. She is also a liaison to the County schools and businesses to promote more employment for this population.
Leal said, “As soon as I walked into the Stokes Opportunity Center, I felt at home. I knew this would be a great fit for me.”
Leal at Monarch, Inc., working with adults with intellectual disabilities.
Ya
dkinSurryRockinghamStokesForsythNorthwestPiedmontDavie37
Adult Program
Jon-Paul Jones was laid off from an auto parts store after seven years and came to Charlotte Works in January 2013 on the recommendation of a friend who serves as an instructor at TransTech’s Charlotte Diesel Driving School. He met with Sylvia Jones (no relation), Senior Training Coordinator. “Jones was very detailed and enthusiastic,” she says. “Everything I asked of him, he went over and beyond.” “Sylvia Jones was super-helpful,” says Jones. “I am full of questions, so I would send her an email and she’d get right back to me. She would set up appointments during my lunch breaks from school and got me processed as quickly as possible. The WIA process couldn’t have been easier.”
TransTech’s program involves four weeks, or 160 hours, of training. The first week is spent in the classroom, learning Department of Transportation rules and laws and gleaning helpful hints from experienced driver-instructors. The second week the student drives in “the yard,” learning how to maneuver the big rigs. The final two weeks is on the road actually driving the trucks. Students take the driving test on the final day.
Jones has been driving OTR (over the road) for Schneider National since earning his Commercial Driver’s License at the end of May with the help of WIA training funds from Charlotte Works. Jones has driven to Ohio, South Carolina, Florida, Indiana and Illinois. His father was a truck driver and his brothers are diesel mechanics, so he knew the lifestyle he was choosing – and loves it. “If you’re willing to put in the time and do the process right, truck driving has come a long way in terms of technology and benefits and it’s a great-paying job,” he says. “And there are jobs available – more than 140,000 nationwide.”
More than 140,000 truck driving jobs available nationwide!
Jon-Paul Jones boards his big rig at Schneider National in Charlotte. He earned his commercial driver’s license with WIA training funds from Charlotte Works.
MecklenburgCharlotte/Mecklenburg38
38
Adult Program
Aaron Carr had recently separated from the military and joined the nearly 844,000 unemployed veterans looking for work. Carr was faced with the challenge of not only transitioning from military to civilian life, but he was also confronted with overcoming the obstacles many veterans face in the tight, unyielding labor market. To give himself an edge, Carr came to the Workforce Development Center for re-employment services. His goal was to acquire the training and certifications needed to obtain a position overseas.
The positions Carr was seeking required a minimum of an Associate’s Degree in Networking Technology, or he had to be certified in certain internet technology (IT) classes. Carr attended InovaTech College of Business and Technology from May 2012 through August 2012. Carr did his part; he never missed an appointment or a class, and unlike most students, he never had to retake a course or certification exam. Carr kept in regular contact with his Case Manager, which allowed her to focus her efforts on making certain that she was providing the best mix of services to help him reenter the workforce as quickly as possible.
Carr maintained his determination and focus, and he completed training with the assistance of Workforce Investment Act (WIA) sponsorship in August 24, 2012. Upon completion of his training, Carr was offered a full-time position with Emergent, Inc., as an Intelligence Analyst overseas. He accepted the position, with an annual salary of $93,474, and left for Afghanistan on September 23, 2013. CumberlandCumberland County
Potos and logos courtesy of Veterans Department39
Adult Program
In 1990, Robert Price lost his left hand in a
machining accident while on the job at a local
manufacturing company. Price did not let the loss
of one hand get in the way of future employment.
Following the accident, Price worked the next 12
years as a plumber for a commercial plumbing
company. When he was laid off for the second time
in 2012, Price decided that he would pursue his
lifelong dream of becoming a truck driver.
The only setback for Price was that he was not able
to drive a truck with only one hand. Price began
contacting the State and Federal Transportation
Offices regarding truck driving guidelines as it
pertained to his disability. After countless hours on
the phone with transportation offices, he was ready
to move forward with his truck driving dream.
Price was enrolled into a truck driver training
DavidsonDavidsonWorks
program. He located a biotech company
in Winston-Salem to design a prosthetic
that would allow him to drive a truck with
one hand. After many months of waiting,
a prosthetic was ready and designed to
help Price swivel the knob of a truck wheel.
During this time, Price began working with
DavidsonWorks/WIA program and enrolled in
the DCCC Truck Driver Training program.
Price graduated fourth in his class and then
received his Federal and State waivers allowing
him to drive across the country with his
prosthetic. Months of determination, patience
and persistence paid off. Price has purchased
his own truck and hauls loads all over the
United States.
Robert Price sitting in his cab of his truck using his
prosthetic on his left hand. Price uses his prosthetic to move
(swivel) the wheel.
Cost Per Participant
Program Total
Participants
Cost Cost per
Participant
Adult 6,234 $20,449,767.67 $3,280.36
40
40
Adult Program
Kebin Robinson previously worked at US Flue Cured
Tobacco in Roxboro, NC for three years as a Stem Line
Press Operator. The positions at US Flue Cured are
typically seasonal and employees receive a layoff at the
end of each season. Robinson wanted to be trained in
logistics so that he could find a full-time position and no
longer be laid off from his job every December. Even
though Robinson had some manufacturing experience,
his limited skills seemed to be preventing him from
moving forward in obtaining full-time employment.
Robinson attended the Orientation to Certified Logistics
Technician class in January 2013 and received his Gold
North Carolina Career Readiness Certificate, successfully
completed his computer assessment, and developed new
cover letters and a resume. Upon successful completion
Person
Vance
Granville
Caswell
Warren
Franklin
Kerr-Tar
of the Orientation to Certified Logistics
Technician class, Robinson was funded
through WIA and enrolled in the Certified
Logistics Technician class. The CLT class
was held during the month of February
2013. Robinson scored 81 in the Certified
Logistics Associates assessment and 82
in the Certified Logistics Technician. He
attended forklift training and received
his forklift certification while also
participating in Job Search classes at the
Workforce Training Center.
Robinson gained employment with
RandStaff/GKN as Material Handler
in Mebane, NC in March 2013 making
$10.00 per hour and working 40 hours
each week. He found that the travel back
and forth to Mebane from Roxboro to
be a real hardship so he worked with
company officials to obtain another
position with Adecco/GKN in Roxboro in
April 2103 with the same rate of pay and
hours. He is now eligible for full benefits
with GKN.
Adult Performance (Table B)
Program Year Adult Entered
Employment
Rate
Adult
Employment
Retention
Rate
Adult Average
Earnings in
Six Month
PY2007 76.6% 85.8% 11,634
PY2008 76.7% 86.7% $12,450
PY2009 65.3% 84.7% $11,715
PY2010 62.8% 83.7% $10,774
PY2011 67.1% 84.1% $11,014
PY2012 70.9% 85.8% $11,731
41
Adult Program
Ashley Giddens Legal Office Assis-tant
at the Law Office of Christopher
Wood
Ashley Giddens worked part-time as a waitress at a local eatery
to support her family and pay for school expenses. She was
looking forward to a career in Paralegal, but did not have the
hands-on experience that would make her more marketable.
As a result, she sought assistance at the Scotland County
JobLink Career Center. There she enrolled in the Workforce
Investment Act Adult Program and began work experience at
the Law Office of Christopher Wood in Laurinburg, NC. This
opportunity allowed her to practice her paralegal studies on
a daily basis and the opportunity increased her employability
skills, as well as enabled her to broaden her knowledge of the
field.
On September 28, 2012, Ashley accomplished one of her
goals when she graduated with honors from ITT Technical
Institute and earned an Associate Degree in Paralegal Studies.
She continued gaining work experience at the law office and
made such an impression with her skills and work ethic that
the firm hired her as a Legal Office Assistant. Giddens finally
accomplished her second goal and attributes it all to WIA. “I
love my job and would not be where I am today without the WIA
program,” commented Giddens.
Hoke
Scotland
Richmond
Robeson
Bladen
Lumber
River
42
42
The following table displays the participants in traininmg and percentage of training in rela­tionship to business industry. The highest occupations for training is the Healthcare Sup­port Occupations and Healthcare Practtitioner and Technical Occupations industries that make up 40.2% of participants training occupations.
Adult Program
O*Net FamilyO*Net DescPart in TrainingPercent of Training00* Other/General Education or Training1561.6%11Management Occupations(11)2382.4%13Business and Financial Operations Occupations(13)6406.5%15Computer and Mathematical Occupations(15)5735.8%17Architecture and Engineering Occupations(17)1932.0%19Life, Physical, and Social Science Occupations(19)1201.2%21Community and Social Services Occupations(21)2622.7%23Legal Occupations(23)1131.1%25Education, Training, and Library Occupations(25)2712.7%27Arts, Design, Entertainment, Sports, and Media Occ(27)520.5%29Healthcare Practitioner and Technical Occupations(29)182918.5%31Healthcare Support Occupations(31)214121.7%33Protective Service Occupations(33)1741.8%35Food Preparation and Serving Related Occupations(35)850.9%37Building and Grounds Cleaning and Maintenance Occu(37)340.3%39Personal Care and Service Occupations(39)1011.0%41Sales and Related Occupations(41)320.3%43Office and Administrative Support Occupations(43)7017.1%45Farming, Fishing, and Forestry Occupations(45)200.2%47Construction and Extraction Occupations(47)1621.6%49Installation, Maintenance, and Repair Occupations(49)6246.3%51Production Occupations(51)6416.5%53Transportation and Material Moving Occupations(53)7027.1%9864100.0%43
Michael Medford after being laid-off from his job at Arvato Digital Services in Weaverville, NC, sought assistance to reenter the workforce through the JobLink in Marshall, NC. In an effort to enhance his skills and marketability, Medford utilized JobLink’s Workforce Investment Act tuition assistance funding to complete the Fundamentals of Automated Machining class at Asheville-Buncombe Technical Community College.
Medford was later referred to the JobLink’s On-The-Job Training (OJT) program and accepted a grinding machine operator trainee position at Advanced Superabrasives Inc. in Mars Hill, NC. This opportunity enabled Medford to invest in his own tools and to develop additional skills such as manual lathe operation, a specialty that he enjoys. The OJT program has been instrumental in securing a new career path for Medford and a well trained employee for Advanced Superabrasives Inc.
Adult Program
Michael Medford operating a Grinding machine that is used to finish the abrasive grinding wheels that Advanced Superabrasives, Inc. manufactures.
MadisonBuncombeHendersonTransylvaniaMountain4
44
Dislocated
Worker
Program
Dislocated Worker Program
Dislocated Worker
North Carolina served 5,918 dislocated worker jobseekers in
the WIA Dislocated Worker program in Program Year 2012.
Eligible jobseekers included individuals who were unemployed
due to being terminated or laid off, or had received notice of
termination or layoff, those who were no longer self-employed
due to a natural disaster or economic conditions, or displaced
homemakers. Workers in today’s labor force are at an advantage
when they are capable of doing multiple jobs. Using federal
Workforce Investment Act Title I funds and other leveraged
resources, the local workforce development areas support
programs and activities that upgrade skills and reconnect
dislocated workers to the workforce. The goal of these activities
is to prepare workers to meet the job demands of new and
existing businesses, thereby, increasing employment, providing
higher earnings, improving educational and occupational skills,
and promoting a more competitive business market.
Dislocated Worker Performance (Table E)
Program Year Dislocated
Worker Entered
Employment
Rate
Dislocated
Worker
Employment
Retention
Rate
Dislocated
Worker
Average
Earnings in
Six Month
PY2008 83.2% 91.3% $13,594
PY2009 74.4% 87.8% $13,559
PY2010 73.2% 89.4% $14,093
PY2011 77.2% 90.5% $15,212
PY2012 79.6% 90.8% $14,992
Cost Per Participant
Program Total
Participants
Cost Cost per
Participant
Dislocated Worker 5,918 $19,318,807.40 $3,264.41
45
Dislocated Worker Program
In 2010, after being laid off as an
administrative assistant for a local sign
company, Jamey Jones decided to fulfill my
lifelong dream of being a nurse. Jones started
at Surry Community College in 2010 taking
prerequisite courses and began in January
2012 the nursing program.
Jones made the decision to first obtain her
Licensed Practical Nursing Diploma so that
she could maintain work as a nurse, while
furthering her education as a nurse. She
had the support of the staff at the Northwest
Piedmont Workforce Development Program
and the instructors at Surry Community
College. While Jones attending her last
semester of the LPN program Jones was
offered a position in the Neuro Critical
Care unit at Forsyth Medical Center. In
December 2012 Jones graduated from the
Jamey Jones at Neuro Critical Care unit Forsyth
Hospital
Yadkin
Surry Stokes Rockingham
Forsyth
Northwest
Piedmont
Davie
LPN program. In February 2013 Jones completed
the NC State Board Exam. She is currently
enrolled at Surry Community College working
towards my Associate’s Degree in Nursing.”
Jones’s story starts out being all too common
nowadays. People are facing job losses that are
scary for them and their families. But with change,
as Jones discovered, we can sometimes find – and
seize – opportunity! Jones immediately acted
upon notice of layoff. The WIA staff, based at the
JobLink Career Center at Jones Family Resource
Center in Mt. Airy, worked with Jones and set up a
plan for her to accomplish this goal. Jones received
assistance with applying for financial aid, received
vouchers for payment of her classes when the aide
did not get there in time for her start date. She
also received assistance with job search, resume
development, paying for supplies for school and
gas cards to pay for her transportation costs for her
school and clinical commute.
46
46
Dislocated Worker Program
Troy Burt had worked steadily since
dropping out of high school in 1986 at the
end of his tenth grade year. He went on
to manage a roofing company in Macon
County, North Carolina for eleven years. In
November 2011 he received the news that
he was being laid-off. His employer told
him that “On a scale of 1 to 10 you are an
11.” Although his employer hated to let him
go, he had no choice because of the poor
economic conditions.
Burt filed for unemployment benefits
and thought seriously about his future
employment options. While he looked for
another job he decided he would complete
his GED. “I was scheduled for an appointment
with the REA program for unemployment
“Without the WIA
program, I would not
have been able to even
consider going back to
school. With WIA’s help
and assistance I was
able to complete the
BLET program, was
successful in my job
search and I am now a
School Resource Officer
with the Macon County
School System. It is not
just a job but a career.”
-- Troy Burt
Haywood
Graham
Swain
Cherokee
Jackson
Macon
Clay
Southwestern
Troy Burt arriving at Franklin High School to begin his day as
the School Resource Office
assistance. We discussed my GED and that I expressed an
interest in going to school for Law enforcement.” The REA
Job Coach went on to explain the benefits of the WIA
program and how it could assist him with training after
he finished his GED. Burt then met with the Macon
County WIA Case Manager for more information on
the program. After meeting the eligibility requirements,
he was enrolled into the WIA Dislocated Worker
program. His WIA case manager authorized Basic
Law Enforcement Training (BLET) for Burt and he
registered classes at Southwestern Community College.
In March 2012 Burt entered the BLET program. With
the help of his WIA case manager, Burt also applied for
assistance from the North Carolina Home Foreclosure
Assistance Program. In August 2012 Burt was approved
for and received mortgage assistance from the North
Carolina Home Foreclosure Assistance Program until
his graduation from BLET.
On November 9, 2012, Burt was hired as a deputy by
the Macon County Sheriff ’s Department. He currently
serves as a School Resource Officer in the Macon
County School System and is assigned to Franklin High
School.
47
Dislocated Worker Program
Myra Cabot's success story is not like any other. She is a single parent of nine children. Cabot had her first child at a very young age, but never lost sight of her dream of pursuing a career in the Healthcare Industry. As her children grew older and started to leave home, Myra finally had an opportunity to work. Cabot drove a bus for Triangle Transit for four years, but she always knew she had the ability to do more.
After enrolling in the WIA Dislocated Worker Program through Capital Area Workforce Development Board, in July 2012 Cabot started CNA I training at Care One Health Training Institute. After completing the CNA I training and talking it through with her WIA Case Manager, Cabot continued to pursue trainings to increase her chances of gaining employment at a livable wage. Cabot received the necessary tools and support and went on to complete CNA II, and Medication Aide training.
While continuing to meet with her Case Manager on a regular basis, Cabot really began to take ownership of her career. She researched different career paths, labor market information, and made full use of the resources available to her at her local Career Center in Cary, NC. After researching her available options, Cabot decided she wanted to study to be a Certified Medical Assistant (CMA), which would enhance her chances of employment and earning potential significantly. Cabot’s Case Manager, seeing her drive and desire to reach her career goals, approved the training.
Cabot was committed to doing whatever it took to complete the training, including studying late nights, during lunch breaks, or whenever she had a moment to spare; all while she was working two part-time jobs as a CNA I. No matter what obstacles came her way; she found the strength and courage to persevere. With the support of the WIA Dislocated Worker Program, Cabot learned it’s never too late to pursue your dreams and hard work does pay off in the end. Cabot is currently employed by WakeMed Health and Hospitals as a Nursing Assistant; she thoroughly enjoys her work and makes a livable wage that can provide for her family. Cabot’s supervisor Sandra Wheaton, MSN, RN, Clinical Educator at WakeMed Health and Hospitals is delighted with Ms. Cabot’s support, and she said, “It is workforce development programs like these that continue to feed the hospitals with qualified healthcare workers.”
Myra Cabot working full-time as a Nurse Aide in the Cardiovascular Care Unit at WakeMed Health and Hospitals.
W
akeJohnstonCapitalArea48
48
Dislocated Worker Program
Judy Snowden was laid off from her job in
manufacturing due to reduction in workforce,
with limited skills and only a High School
Diploma. She knew she had to retrain into
another field that would lead into a lasting
career. She majored in Medical Assisting at
Lenoir Community College. Snowden takes
care of her elderly mother. Snowden overcame
the challenges and completed the program. On
May 7, 2012, Snowden received her Medical
Assisting Pin at LCC’s Class of 2012 Pinning
Ceremony. On May 10, 2012 Snowden
graduated with an AAS Degree in Medical
Assisting. Snowden was ecstatic and pleased
she had received such an accomplishment.
Her next goal was to pass the State Exam.
Snowden was relieved school had ended but
still faced another obstacle. She had to prepare
for the State Exam and again she was battling
with studying and caring for her mother both
day and night. Snowden did not pass the
State Exam on her first attempt. Nevertheless,
Snowden wasn’t going to let that get her down.
She knew she didn’t have to be certified to get
a job in this field. She submitted her resumes
and cover letters to employers in Greene,
Lenoir, and Pitt Counties. She preferred to
work in Greene County, so that she will be
closer to her mother if needed. A job didn’t
come through right away. Snowden decided
to volunteer at K.B. Reynolds where she did
her clinical assignments while in the Medical
Assisting Program at LCC. A few months later,
Snowden was given the opportunity to apply
and interview for a Medical Assisting position
at K.B. Reynolds Medical Center.
Onslow
Pamlico
Carteret
Jones
Craven
Wayne Lenoir
Duplin
Greene
Eastern
Carolina
Judy Snowden taking patient’s blood pressure at Kate B.
Reynolds Medical Center
On July 25, 2012, Kate B. Reynolds Medical Center
hired Snowden for a full-time Medical Assistant
position. Her duties includes: taking and recording
patients’ vital signs, performing lab testing, notifying
patients of lab results, inputing patient data in
computer, preparing patients for examination,
taking medical history and assisting physician as
needed, assisting providers with pelvic and breast
examinations, performing health and preventative
screenings such as vision, hearing, and/or TB
Sking tests, and may assist with scheduling referral
appointments and sending patient records to referral
physician. Snowden is currently making $10.00 per
hour and will make more once she re-tests for her
State Exam.
49
Dislocated Worker Program
Joshua Shreve was unable to complete high school in Virginia and he worked as a cashier to help support his family. After moving to Western North Carolina, Shreve approached one of the Mountain Area Workforce Development Board’s JobLink Career Centers for career guidance.
The JobLink Career Center staff conducted several assessments and determined that Shreve possessed high mechanical reasoning and spatial relation skills. As a result, the On-the-Job Training (OJT) program placed him in employment as a machine operator with MetalCraft, Inc.
Joshua Shreve, a Machine Operator at MetalCraft, Inc., is operating a Mori Seiki twin spindle CNC Lathe.
Madison
BuncombeHendersonTransylvaniaMountain50
50
The following chart and table displays the total WIA participants (in the Adult,
Dislocated Worker and Youth Programs) from Program Year 2008 to Program Year
2012. The comparison displays PY2012 Adult, Dislocated Worker and Youth Programs
comparable to PY2008 levels.
0
2000
4000
6000
8000
10,000
12,000
14,000
16,000
PY2008 PY2009 PY2010 PY2011 PY2012
6,567
7,790
4,611
10,638
14,482
5,052
Table M 5-Year Performance
6,507
7,375
5,779
7,815
11,444
5,371
Adult
Dislocated Worker
Youth
PY2012
6,234
5,918
5,685
Table M 5-Year Performance
Program
Year
Adult Dislocated
Worker
Youth (14-21) Total
PY2008 6,567 7,790 4,611 18,968
PY2009 10,638 14,482 5,052 30,172
PY2010 7,815 11,444 5,371 24,630
PY2011 6,507 7,375 5,779 19,661
PY2012 6,234 5,918 5,685 17,837
6,234
5,918
5,685
51
North Carolina
Local Area Map
Cape Fear Workforce Development Board
Capital Area Workforce Development Board
Centralina Workforce Development Board
Charlotte/Mecklenburg Workforce Development Board
Cumberland County Local Area Workforce Development Board
DavidsonWorks Workforce Development Board
Durham Local Area Workforce Development Board
Eastern Carolina Workforce Development Board
Gaston County Local Area Workforce Development Board
Greensboro/High Point/Guilford Workforce Development Board
High Country Workforce Development Board
Kerr-Tar Workforce Development Board
Lumber River Workforce Development Board
Mountain Local Area Workforce Development Board
Northeastern Workforce Development Board
Northwest Piedmont Workforce Development Board
Region C Workforce Development Board
Region Q Workforce Development Board
Regional Partnership Workforce Development Board
Southwestern Workforce Development Board
Triangle South Workforce Development Board
Turning Point Workforce Development Board
Western Piedmont Workforce Development Board52
52
PerformanceMeasureOutcomes
Table of Contents:
Performance Measure Outcomes
List of Tables
Table B - Adult Program Results
53
Table C - Outcomes for Adult Special Populations
53
Table D - Other Outcome Information for the Adult Program
53
Table E - Dislocated Worker Program Results
54
Table F - Outcomes for Dislocated Worker Special Populations
54
Table G - Other Outcome Information for the Dislocated Worker Program
54
Table H.1 - Youth (14 – 21) Program Results
55
Table L - Other Reported Information
55
Table M - Participation Levels
55
Table N - Cost of Program Activities
56
Table O - Local Areas’ Performance
57-7953
Table B
Adult Program Results
Reported Information
Negotiated Performance Level
Actual Performance Level
Entered Employment Rate
69.0%
70.9%
1,599
2,256
Employment Retention Rate
86.0%
85.8%
2,088
2,433
Average Earnings
$11,400.00
$11,731.30
23,837,935
2,032
Table C Outcomes for Adult Special Populations
Reported
Information
Public Assistance Recipi­ents Receiving Intensive or Training Services
Veterans
Individuals With
Disabilities
Older Individuals
Entered Employment Rate
68.1%
788
67.5%
129
71.9%
69
63.3%
93
1,157
191
96
147
Employment Retention Rate
83.6%
975
87.1%
135
74.1%
60
85.3%
93
1,166
155
81
109
AverageEarningsRate
$10,392.50
9,872,871
$14,322.60
1,861,937
$8,883.40
506,355
$11,342.70
986,815
950
130
57
87
Table DOther Outcome Information for the Adult Program
Reported Information
Individuals Who Received Training Services
Individuals Who Received Only Core and Intensive Services
Entered Employment Rate
70.8%
1,265
71.1%
334
1,786
470
Employment Retention Rate
86.8%
1,782
80.3%
306
2,052
381
Average Earnings Rate
$12,009.50
20,788,419
$10,131.30
3,049,516
1,731
30154
54
Table FOutcomes for Dislocated Worker Special Populations
Reported
Information
Veterans
Individuals With
Disabilities
Older Individuals
Displaced
Homemakers
Entered Em­ployment Rate
78.5%
248
67.9%
36
71.1%
345
80.0%
16
316
53
485
20
Employment Retention Rate
88.0%
314
90.2%
37
88.1%
349
92.3%
24
357
41
396
26
Average
Earnings
$16,953.50
5,255,573
$12,825.70
461,724
$14,257.20
4,918,718
$12,394.60
285,075
310
36
345
23
Table G Other Outcome Information for the Dislocated Worker Program
Reported Information
Individuals Who Received Training Services
Individuals Who Received Only Core and Intensive Services
Entered Employment Rate
80.2%
2,399
75.9%
363
2,990
478
Employment Retention Rate
91.1%
2,979
89.0%
390
3,271
438
Average Earnings Rate
$14,979.20
43,739,266
$15,092.50
5,825,708
2,920
386
Table EDislocated Worker Program Results
Reported Information
Negotiated Performance Level
Actual Performance Level
Entered Employment Rate
79.0%
79.6%
2,762
3,468
Employment Retention Rate
91.0%
90.8%
3,369
3,709
Average Earnings
$15,500.00
$14,992.40
49,564,974
330655
Table LOther Reported Information
Reported
Information
12 Month
Employment
Retention Rate
12 Months Earnings Increase (Adults and Older Youth)
or
12 Months Earnings Replacement
(Dislocated Workers)
Placements in
Non-traditional
Employment
Wages At Entry Into Employment For Those Individuals Who En­tered Employment
Unsubsidized
Employment
Entry Into Unsubsidized Employment Related to the Training
Received of Those Who Completed Training
Services
Adults
83.7%
2,138
$5,522.40
13,833,491
1.8
29
$4,660.80
7,298,761
50.8%
643
2,554
2,505
1,599
1,566
1,265
Dislocated Workers
90.7%
3,741
$126.90
56,725,087
1.8
49
$6,589.00
17,895,732
55.2%
1,323
4,123
44,689,513
2,762
2,716
2,398
Table MParticipation Levels
Reported Information
Total Participants Served
Total Exiters
Total Adult Customers
12,120
6,126
Total Adults (self-service only)
0
0
WIA Adults
6,234
2,999
WIA Dislocated Workers
5,918
3,149
Total Youth (14 – 21)
5,685
2291
Out-of-School Youth
3,245
1,407
In-School Youth
2,440
884
Table H.1Youth (14 – 21) Program Results
Reported Information
Negotiated Performance Level
Actual Performance Level
Placement in Employment
or Education
63.3%
62.4%
1,281
2,054
Attainment of Degree or Certificate
63.4%
64.4%
1,261
1,957
Literacy and Numeracy Gains
46.0%
45.8%
559
1,22156
56
Table NCost of Program Activities
Program Activity
Total Federal Spending
Local Adults
$20,449,767.67
Local Dislocated Workers
$19,318,807.40
Local Youth
$20,587,505.55
Rapid Response (up to 25%) Sec.134 (a)(2)(A)
$11,103,384.80
Statewide Required Activities (up to 15%) Sec.134(a)(2)(B)
$569,166.21
Program Activity Description
Statewide Allowable Activities
Sec.134(a)(3)
Capacity Building and Technical Assistance
-
Incumbent Worker
$93,414.65
Pilot/Demonstration
$237,741
Option Initiatives
$133,345.78
Other
$250,992.44
Total of All Federal Spending Listed Above
$72,744,126
Table N Cost of Program Activities
Youth
28.3%
Dislocated
Workers
26.6%
Rapid Response
15.3%
Statewide
Required
Activities
.78%
Statewide
Allowable
Activities
.99%
Adult
28.1%
Pilot/Demonstration
.33%
Incumbent
Worker
.13%
Other
.35%
Option Initiatives
.18%
The following graph shows the cost of the Program activities for PY2012. The mix of services within North Carolina is proportional with the total spending in the Youth, Adult, and Dislocated Worker activities.57
Table O – Local Performance
Local Area Name Adults 298
Cape Fear Workforce
Development Board (33) Total Participants Served
Dislocated Workers 140
Youth 424
ETA Assigned#
37120 Total Exiters
Adults 22
Dislocated Workers 25
Youth 62
Reported Information Negotiated
Performance
Level
Actual
Performance
Level
Entered Employment Rates Adults 62.0% 70.8%
Dislocated Workers 73.4% 84.6%
Retention Rates Adults 81.7% 85.1%
Dislocated Workers 89.7% 91.5%
Average Earnings (Adults/DWs) Adults $9426.40 $9790.00
Dislocated Workers $12,763.30 $12,763.50
Placement in Employment or
Education
Youth (14 - 21) 57.1% 65.5%
Attainment of Degree or Certificate Youth (14 - 21) 47.0% 58.8%
Literacy or Numeracy Gains Youth (14 - 21) 27.9% 36.1%
Overall Status of Local Performance Not Met Met Exceeded
X
For PY12, if the Local Area attained a performance variance (actual divided by negotiated) of at least 80% on nine
goals, it is considered to have met performance goals.
Cape Fear Workforce Development Board
1480 Harbour Drive
Wilmington, NC 28401
Counties: Pender; New Hanover;
Columbus; Brunswick
Director: Margie Parker
mparker@capefearcog.org
http://capefearcog.org/wfd_main.htm
Table O – Local Performance
Columbus New
Hanover
Brunswick
Pender
58
58
Capital Area Workforce Development Board
2321 Crabtree Blvd., Suite 200
Raleigh, NC 27604
Counties: Johnston; Wake
Director: Pat Sturdivant
pat.sturdivant@wakegov.com
http://web.co.wake.nc.us/capitalarea/
Table O – Local Performance
Local Area Name Adults 781
Capital Area Workforce
Development Board (34) Total Participants Served
Dislocated Workers 904
Youth 549
ETA Assigned#
37215 Total Exiters
Adults 380
Dislocated Workers 441
Youth 274
Reported Information Negotiated
Performance
Level
Actual
Performance
Level
Entered Employment Rates Adults 67.4% 79.9%
Dislocated Workers 81.0% 88.8%
Retention Rates Adults 93.1% 84.9%
Dislocated Workers 91.7% 90.6%
Average Earnings (Adults/DWs) Adults $10,587.20 $12,842.90
Dislocated Workers $19,460.70 $17,078.10
Placement in Employment or
Education
Youth (14 - 21) 79.0% 58.7%
Attainment of Degree or Certificate Youth (14 - 21) 59.7% 64.0%
Literacy or Numeracy Gains Youth (14 - 21) 64.0% 43.2%
Overall Status of Local Performance Not Met Met Exceeded
X
For PY12, if the Local Area attained a performance variance (actual divided by negotiated) of at least 80% on nine
goals, it is considered to have met performance goals.
Table O – Local Performance Wake
Johnston
Capital
Area
59
Centralina Workforce Development Board
525 North Tryon Street 12th Floor
Charlotte, NC 28202
Counties: Union; Stanly; Rowan;
Lincoln; Iredell; Cabarrus; Anson
Executive Director: David Hollars
dhollars@centralina.org
http://www.centralinaworks.com
Table O – Local Performance
Local Area Name Adults 343
Centralina Workforce Development
Board (36) Total Participants Served
Dislocated Workers 463
Youth 204
ETA Assigned#
37225 Total Exiters
Adults 229
Dislocated Workers 298
Youth 115
Reported Information Negotiated
Performance
Level
Actual
Performance
Level
Entered Employment Rates Adults 51.6% 63.8%
Dislocated Workers 58.6% 75.1%
Retention Rates Adults 70.6% 79.5%
Dislocated Workers 84.5% 86.4%
Average Earnings (Adults/DWs) Adults $7,973.50 $10,793.60
Dislocated Workers $14,018.40 $15,250.70
Placement in Employment or
Education
Youth (14 - 21) 66.2% 58.8%
Attainment of Degree or Certificate Youth (14 - 21) 64.9% 55.7%
Literacy or Numeracy Gains Youth (14 - 21) 23.9% 68.1%
Overall Status of Local Performance Not Met Met Exceeded
X
For PY12, if the Local Area attained a performance variance (actual divided by negotiated) of at least 80% on nine
goals, it is considered to have met performance goals.
Table O – Local Performance
Lincoln
Rowan
Iredell
Cabarrus
Union Anson
Centralina
Stanly
60
60
Charlotte-Mecklenburg Workforce Development Board
1401 West Morehead Street Suite 100
Charlotte, NC 28208
County: Mecklenburg
Director: Steve Partridge
spartridge@charlotteworks.com
Table O – Local Performance
Local Area Name Adults 144
Charlotte-Mecklenburg Workforce
Development Board (37) Total Participants Served
Dislocated Workers 317
Youth 408
ETA Assigned#
37045 Total Exiters
Adults 96
Dislocated Workers 168
Youth 231
Reported Information Negotiated
Performance
Level
Actual
Performance
Level
Entered Employment Rates Adults 70.7% 63.8%
Dislocated Workers 76.3% 75.6%
Retention Rates Adults 89.5% 86.4%
Dislocated Workers 89.5% 88.4%
Average Earnings (Adults/DWs) Adults $11,710.70 $12,956.20
Dislocated Workers $19,527.40 $18,143.30
Placement in Employment or
Education
Youth (14 - 21) 44.6% 57.5%
Attainment of Degree or Certificate Youth (14 - 21) 34.1% 59.9%
Literacy or Numeracy Gains Youth (14 - 21) 59.7% 66.0%
Overall Status of Local Performance Not Met Met Exceeded
X
For PY12, if the Local Area attained a performance variance (actual divided by negotiated) of at least 80% on nine
goals, it is considered to have met performance goals.
Table O – Local Performance
Mecklenburg
Charlotte/
Mecklenburg
61
Cumberland County Workforce Development Board
Post Office Box 1829
410 Ray Avenue
Fayetteville, NC 28302
County: Cumberland
Director: James Lott
lottj@faytechcc.edu
Table O – Local Performance
Local Area Name Adults 315
Cumberland County Workforce
Development Board (38) Total Participants Served
Dislocated Workers 195
Youth 263
ETA Assigned#
37015 Total Exiters
Adults 182
Dislocated Workers 106
Youth 101
Reported Information Negotiated
Performance
Level
Actual
Performance
Level
Entered Employment Rates Adults 45.0% 54.2%
Dislocated Workers 50.9% 73.6%
Retention Rates Adults 79.9% 84.0%
Dislocated Workers 85.8% 81.8%
Average Earnings (Adults/DWs) Adults $8,855.30 $9,461.60
Dislocated Workers $11,364.90 $11,255.80
Placement in Employment or
Education
Youth (14 - 21) 56.3% 57.8%
Attainment of Degree or Certificate Youth (14 - 21) 57.2% 49.2%
Literacy or Numeracy Gains Youth (14 - 21) 56.6% 34.1%
Overall Status of Local Performance Not Met Met Exceeded
X
For PY12, if the Local Area attained a performance variance (actual divided by negotiated) of at least 80% on nine
goals, it is considered to have met performance goals.
Table O – Local Performance
Cumberland
Cumberland
County
62
62
DavidsonWorks Workforce Development Board
Post Office Box 1067
555 West Center Street Extension
Lexington, NC 27293-1067
County: Davidson
Director: Pam Walton
Pam.Walton@DavidsonCountyNC.gov
http://www.davidsonworks.org
Table O – Local Performance
Local Area Name Adults 136
DavidsonWorks Workforce
Development Board (39) Total Participants Served
Dislocated Workers 179
Youth 99
ETA Assigned#
37020 Total Exiters
Adults 61
Dislocated Workers 119
Youth 56
Reported Information Negotiated
Performance
Level
Actual
Performance
Level
Entered Employment Rates Adults 84.0% 75.9%
Dislocated Workers 93.5% 89.2%
Retention Rates Adults 93.4% 88.3%
Dislocated Workers 93.5% 91.7%
Average Earnings (Adults/DWs) Adults $16,265.60 $12,857.60
Dislocated Workers $16,685.80 $13,446.90
Placement in Employment or
Education
Youth (14 - 21) 48.1% 52.3%
Attainment of Degree or Certificate Youth (14 - 21) 53.9% 51.1%
Literacy or Numeracy Gains Youth (14 - 21) 63.7% 50.0%
Overall Status of Local Performance Not Met Met Exceeded
X
For PY12, if the Local Area attained a performance variance (actual divided by negotiated) of at least 80% on nine
goals, it is considered to have met performance goals.
Table O – Local Performance DavidsonDavidsonWorks
63
Durham Local Area Workforce Development Board
302 E. Pettigrew Street, Suite 190
Durham, NC 27701
County: Durham
Director: Kevin Dick
kevin.dick@durhamnc.gov
Table O –