ARRA Plan

October 2009

Labor Market Analysis

1. Provide an Overarching description of your regional and local economy

Nationally the economy has seen unprecedented numbers of individuals losing their jobs, businesses closing and personal wealth shrinking to an all time low since the “great depression”.

Camden County and the region are not immune and have seen business closures and layoffs resulting in workforce challenges as described within.  

1. Impact of recession and present local unemployment levels:

Unemployment rates for the county are fluctuating between 9-10%, and in Camden City almost double this amount at 18.5%.  Camden City has long suffered in an attempt to redevelop and upgrade the infrastructure.  The average household lives at or below the poverty level and possesses a less than high school equivalent education.  Already challenged, Camden City residents are now challenged with competing against individuals with post secondary educational levels for entry level positions.  Many city residents have or will exhaust unemployment benefits and find themselves with limited opportunities for suitable employment based on their skills.  We expect to see unemployment rates within the city continue to grow until economic recovery is reached and sustained.

2. Industries and their occupations to be targeted for training including emerging trends, projected openings.

• Healthcare (Top 10 listed on Real Time-In Demand)

Registered Nurse, physical therapist assistants, medical and clinical laboratory technicians, medical records and health information technicians, occupational therapist assistants

• Technology (Top 10 listed on Real Time-In Demand)

Computer programmers, hardware engineers, network systems and data communications analyst, computer systems analyst, computer and information systems managers, computer hardware engineers, network and computer systems administrators, data base administrators, computer support specialist

• Education (Top 10 listed on Real Time-In Demand)

Educational, vocational and school counselors, computer science teachers, psychology teachers (post secondary), chemistry teachers (post secondary), engineering teachers (post secondary), Administration and administrative support for adult & continuing education

See http://lwd.dol.state.nj.us/labor/lpa/content/RealTimeJobsinDemand.html  for  additional  listings. 

• Career Paths (Specific to Individual Customers)

Although a specific training program may not be listed in demand, it may be approved with a WIB individual exception provided entry level employment is available in the local job market.  Because most of the job projections require post secondary degrees and approximately 65% + of our population do not have that level of educational attainment, it is necessary for us to work with each customer to find an entry point.  One example of this is in the Health field where Certified Nursing Assistants and Home Health Aides are listed as no longer in demand yet locally we have a Workfirst contract with our County Health Services Center that is placing 85-90% of each graduating class into jobs.  Many of these individuals have subsequently taken advantage of Career Advancement Vouchers and the ADVANCE grant to pursue additional skills training in the better paying “next steps” such as college enrollment for RNs.  This approach will be used for ARRA funding in cases where a WIA Adult has no clear “demand” option for employment due to lack of job experience/education.  We have added to our current career plan process a work search checklist wherein a customer will also explore with an employer that they have reasonable expectation of consideration for employment if they are successful in attaining the skills they are considering through training. 

• Additional Skill Attainment (Specific to Individual Customers)

Using the same process described above, an individual may be approved for training in a non-demand course if they have researched and demonstrated that this is a missing skill; the attainment of which will garner them gainful employment.  One example of this is in the higher paying area of management where a customer may need specific human resource management certification in order to be reemployed. 

3. Occupations/Industries with high levels of unemployment.

Nationally employment in construction declined by 76,000 in July, about in line with the average for the past 3 months (-73,000). Employment had decreased by 117,000 a month on average from November to April.

Manufacturing employment fell by 52,000 in July and has declined by2.0 million since the recession began. In motor vehicles and parts fewer workers than usual were laid off in July for seasonal retooling. As a result, the estimate of employment for the industry rose by 28,000 after seasonal adjustment. In large part, July's seasonally- adjusted increase reflects the fact that previous job cuts had been so extensive that there were fewer workers to lay off during the seasonal shutdown. Elsewhere in manufacturing, several industries continued to lose jobs in July, including machinery (-15,000) and

fabricated metal products (-14,000).

In July, retail trade employment declined by 44,000. Job losses in the industry had averaged 27,000 per month over the prior 3 months. Employment in wholesale trade fell by 19,000 in July, with the majority

of the decline occurring among durable goods wholesalers.

Employment in professional and business services continued to trend down in July

(-38,000); the industry has shed 1.5 million jobs since the start of the recession. Within professional and business services, employment in the temporary help industry edged down in July. While temporary help has lost 844,000 jobs since the recession began, the declines have lessened substantially over the past 3 months.

Transportation and warehousing lost 22,000 jobs in July. Since May, the average monthly job loss was half the average monthly decline for November through April (-17,000 versus -34,000).

Financial activities employment continued to trend down in July (-13,000). The average monthly decline for this industry was 23,000 over the past 3 months compared with 46,000 per month from November through April. Since the start of the recession, the financial activities industry has lost 501,000 jobs.

4. Green jobs expected to be created or expanded as a result of the ARRA.

Camden County has identified opportunities to create green jobs for construction workers, sealer/insulator, building analyst, energy rater, home energy auditor and energy efficiency assistant, weatherization specialist, as long as their jobs has something to do with energy conservations or increasing the supply of renewable or clean energy sources.  These will not be new occupations, but rather traditional occupations requiring another “layer of knowledge.”  The WIB met with IBEW Local 351 to discuss training opportunities for green jobs applications, followed by a tour of the Atlantic City Convention Center solar panel roof installation project, which will create jobs in this green industry.

2. Provide a brief description of the labor pool in your local area.  What are the key populations you will be serving?  What are their characteristics, skills and needs that impact your service delivery strategies?

Just as outlined in the ARRA guide, Camden County is seeing a diverse population needing assistance during this recession.  While those with advanced degrees in specialized fields need to locate employment opportunities where they can transfer their skills to obtain employment; and often will settle for lower paying positions than before the recession; whereas those individuals with limited education or skill are in need of adult basic education or occupational training. Area youth disconnected from school need to reengage the educational sector and/or occupational training.  Dislocated workers, adults, youth and residents receiving public assistance will need assistance through this economic recovery.

3. What data sources were used to obtain this labor market information? 

U.S. Bureau of Census, Department of Labor and Workforce Development statistics including Real Time In- demand and New Jersey Department of Labor and Workforce and development 210 Report

II             ARRA Planning-In this section, please provide a brief description of your planning process, your key goals and activities and the structures you have put into place to support ongoing planning.

A.      Identify all stakeholders/groups participating in the local planning process.

The Camden County WIB has a 36 member board of trustees, 19 private sector members, 8 public, 8 labor/Community Based organizations and an economic development representative.

The WIB has convened the local NJ State Business Service Representative, One-Stop Partners and all WIB Board and committee members to participate in the planning process.  Recognizing the need to customize and implement strategies based on industry specific needs and opportunities, an aggressive employer outreach is being utilized in conjunction with the Cherry Hill Regional Chamber of Commerce and the WIB’s Faith Based liaison working with Community Based and Faith Based agencies.

Monthly meetings are held with committee Chairpersons to discuss the accomplishments of each committee addressing and participating in the ARRA funding; in particular the Youth Committee, Systems Performance Committee and the newly established ARRA Oversight Committee.

The WIB Youth Committee discussed the need to develop an outreach program for working with schools and students, specific to the in-demand industries.   The committee is currently compiling information for an up-to-date Youth Services Directory being published by a local community based agency Community Planning Advocacy Council (CPAC).  They are researching mentoring programs operating within the county and would like to capture these youth and youth participating in the Summer HEAT program before they return to school in the fall. The committee  intends to take a coordinated and comprehensive approach using NJ Next Stop materials as well as information specific to Camden County in these outreach efforts. 

The committee envisions the establishment of a Youth One-Stop Center that would be a hip and modern environment that caters to youth needs offering services that appeal to in-school and out-of-school youth including resources that address challenges and solutions related to education and workforce options particularly jobs in the new green energy economy. Recent legislation paves the way for the green jobs and renewable energy industries to flourish along with youth entering adulthood and the workplace.  Real Time Jobs in Demand will guide youth through these complicated times allowing youth to make informed decisions on their future. 

The WIB Camden City Initiatives Committee is responding to customers’ needs for transportation that will affect their ability to obtain and retain employment.  The WIB was awarded $700,000 by the US DOT to implement a Travel Management Coordination Center that will essentially be a One-Stop call center and website that enables customers to schedule trips using all local and regional modes of transportation and community and faith-based organizations.  Working with local transportation providers the WIB will leverage existing resources in Camden County to expand access to service and increase the number of options for our transportation disadvantaged county residents. Camden County’s model is unique in that it is locally-based, leveraging local partnerships, but has the potential to be replicated regionally and even statewide.

The Mission of the WIB Literacy Committee of the Camden County Workforce Investment Board is to: promote the awareness and communicate the impact of literacy; enhance coordination among residents, employers and service providers; advocate for lifelong learning with the goal of leading Camden County residents to become economically self-sufficient individuals, responsible family members and contributing members of the community. The committee is currently working with ShopRite Super Markets to focus attention on the ShopRite applicants that are not hired due to their inability to pass a 3^rd-4^th grade math proficiency test.  The committee agreed to implement a pilot program using Shoprite applicants and will launch a four month pilot program where ShopRite will provide the applicant with information on available services at the One-Stop Career Center to assist them in increasing their skill set and Shoprite has agreed to retest and interview the applicant again if they avail themselves to the services.  Upon completion of the data the committee will work with other area employers experiencing high turn-over such as Home Depot, Lowes and Wal-Mart once the data from ShopRite has been evaluated.

The WIB’s Systems Performance Committee has responsibility to develop the standards and criteria for the One-Stop partners, programs and vendors, along with customer satisfaction and continuous improvement, while the WIB Operations committee works simultaneously to implement and coordinate the day-to-day operations of the One-Stop Career Center.   Based on the responsibilities as outline in the ARRA guidelines, the WIB envisions the ARRA funding while separate from PY’09 funding should be monitored by Executive or System Performance committee members creating our ARRA Oversight Committee responsible for tracking the full expenditure of ARRA funds by the end of the stimulus. 

ARRA Oversight Committee Members Include:

§  Janet Moran, Chair, Vice President of Human Resources, Our Lady of Lourdes Hospital

§  Ellen Crain, Sr. Vice President, Susquehanna Bank

§  Gregg DeBaere, President, Atlantic Coast Communications

§  Gary Finger, Executive Vice-President, C.S.S. Test Inc.

§  John J. Gallagher Jr., President, Delaware Valley Benefit Advisors Inc.

§  Carla Janoff, President, Careers U.S.A

§  Paul Toepel, Human Resources Director, Holman Automotive Group, Inc.

§  Robert Weil, Assistant Vice-President, Conner Strong

The ARRA Oversight Committee will ensure that obligations/expenditures are in line with requirements by coordinating the effective utilization of all funding sources.  The WIB plans to have each of its other committees  meet with the ARRA Oversight Committee to collaborate and share in the development of strategies for outreach with key employers; by leveraging existing relationships to create new relationships with key employers the One-Stop will secure training and placement opportunities leading the way in customer satisfaction and continuous improvement.

Our Abilities Committee will increase the WIB’s leadership and coordination efforts by increasing public understanding and awareness and engage and educate employers on people with disabilities and their ability to work.

The WIB will reinforce the coordination and leveraging of resources through public and private partnerships at all levels of state government as a means to maximize employment opportunities and services for individuals with disabilities. The WIB promotes supports for working people with disabilities and refers disabled customers to partners and agencies to better prepare them for work and offer more effective connections to jobs.

In addition to the WIB structure defined in this section, ARRA planning has been an integral item of the One- Stop Partners Management group.  Particularly managers from the local WIA deliverer have met consistently with the Operator to develop and implement the strategies necessary to move increased numbers of individuals through our oftentimes over- bureaucratized system.  We are implementing a coordinated counseling effort with our state workforce partner counselors to uniformly assess, counsel and approve customers for training in a much quicker fashion than the locals alone can do. 

B.      Describe the local and regional planning processes.  How many planning meetings were held?  What was discussed during these planning meetings and what were the results?  Describe the opportunities for public input.

Please see A

C.      What structures and processes have you put into place to support ongoing planning that will allow you to respond to changing needs and economic trends?

Please see A. above.  All processes and progress is reviewed daily.  In addition to regular monthly meetings, ad hoc meetings are being held as necessary on a variety of topics pertinent to the successful use of ARRA funding.   

D.      Describe your intention for planning efforts concerning green jobs.

The WIB has developed a convening process that notifies and brings together appropriate potential providers for specific grant availability.  The potential providers work together as a consortium to develop proposals appropriate to the proposal and our local area.  This process has been tested and proven to be inclusive and effective in defining and coordinating necessary services and providers, including lead agencies. The One-Stop will use these planning sessions as the mechanism to determine resources necessary for supporting the grantees and/or developing and funding additional areas of training.

CCWIB continually seeks opportunities to support the development and implementation of green jobs and maintains contact with local non-profit and for profit agencies offering such training.  All grant applications made by local agencies are reviewed and the WIB has supported green jobs grant applications from the following:

Generations Inc. 10 Foster Ave, Gibbsboro, NJ

§  Generations in partnership with PSE&G (Public Service Electric & Gas Company) will provide a program for ex-offender to work with PSE&G to install green meters.

American Community Partnerships, 1535 Broadway, Camden, NJ 

§  ACP’s project will address the need of Camden’s economic development by bringing a state of the art, green manufacturing plant to the city providing employment opportunities.

Parkside Business and Community in Partnership, Inc., 1487 Kenwood Ave., Camden, NJ  08103

§  Parkside Business & Community will assist in economic revitalization creating a three story 24,000 sq ft. LEED certified mixed use facility in the city.  The construction of the building will serve as a training facility and offer the city’s residents employment opportunities.

§  The WIB supported the Philadelphia Shipyard Development Corporations Small Business Training program funded through DOL and has worked with them to develop a pipeline of workers using registered ex-offenders of the One-Stop System. 

§  Camden supports a regional approach in creating  green jobs and recently supported the Joint Apprenticeship Training Committee of IBEW Local 351, National Electrical Contractors Association, SJ Industries, Atlantic Electric, Richard Stockton College, Cumberland County College, and Union Organization for Social Service submitted an application for Green Jobs Energy Training Partnership funded by the American Recovery Act. This grant is very valuable to the continuing efforts that we are making to develop the skill, expertise, experience, and proficiency to safely, efficiently and expertly construct solar voltaic energy projects, on-shore and off-shore wind energy facilities, complete high energy efficiency retro-fitting of commercial and government facilities, and work on other energy construction like co-generation, bio-mass, and bio-diesel in the seven southern counties of New Jersey: Burlington, Camden, Gloucester, Atlantic, Cumberland, and Cape May. The project will train 400 apprentices and journeymen in safety and construction techniques for these jobs.

§  Additionally, the WIB supported the application for the Hispanic Family Center of Southern New Jersey. HFC was one of four LWD grantees who operate the Green Jobs Training Program (GJTP) HFC is responsible for recruiting, preparing, and training qualified candidates to fill green jobs in the New Jersey area. To effectively address the development of these types of programs, industry and education partners need to work together to design curriculum. The training will equip workers with the skills necessary to obtain meaningful careers in green jobs occupations with meaningful career growth tracks. 

GOALS-

1. The ARRA requires local areas to work with three priority populations-Dislocated workers, low-income adults and individuals on public assistance, and Youth who are disengaged from education and the workforce.  Please describe the goals you have established for serving each of these key groups.

The goals are simple; provide comprehensive customized service to all populations eligible for ARRA funding.  The primary goal is to quickly address those unemployed regardless of age, race, and religion, or educational level, social/economic status. Camden County predicates its service strategy based on a holistic and common sense approach by determining the client’s eligibility and will exhaust every available avenue before determining ineligibility.  The goal is to service everyone without adding additional staff.  Worthy of mention, is the fact that “real time” information is often lagging and results in confusion for local areas.  For instance, by the time the federal government passes legislation and sends the information to the state, the state must then interrupt, disseminate, and then review with local areas.  Even with the best of technology it can be difficult to respond within the set time frames; with the disparities in the operating systems and local hiring freezes; it becomes difficult to set one priority over another, often making implementation challenging.

2. The ARRA is expected to “retool, reinvigorate and create a more innovative public workforce system capable of spurring economic growth”. Please describe how all the partners will re-tool the One-Stop Career Center to better serve the needs of local businesses, as well as the needs of the three priority worker populations.

Information from Real time jobs clearly defines that job and skill requirements are constantly changing and that we need to develop training curricula and programs to address skill gaps. Using information on unmet skill needs, the County College, Vo-Tech, One-Stop Career Center and other key stakeholders are prepared to develop the necessary training curricula to address skill gaps.  The WIB continues its work in the identification of skill gaps to meet the local demand of employers.

Partners of the One-Stop meet monthly to discuss service strategies and best practices.  The transformation mandate of ARRA has spurred renewed efforts among the State Workforce and Local One-Stop staff to better utilize our combined human capital to provide more comprehensive services for our customers while minimizing any duplication and inefficiencies. The local BSR (Business Services Representative) works with local businesses scheduled to open and/or close to address human resources and the available services of the One-Stop; often joined by the WIB Executive Director who has more than 25 years experience in economic development and maintains industry contacts, this approach is well received by developers and newly established business throughout the county.   Positive Recruitments are held at employer’s request, allowing a customized approach to filling a particular employer’s needs.  The WIB attends local Chamber events and participates in workforce development conferences targeting priority populations.

3. Describe any new projects and/or expansions of existing projects you and/or your partners are planning that will be innovative and transformational.

The WIB held a meeting of key stakeholders intending to submit a proposal request for 4 million to provide green jobs training through the Pathways out of poverty grant.  The application is due September 29, 2009.  Due to the ongoing relationship and frequent meetings with local agencies; the WIB was contacted by several agencies intending to submit proposals independently.  The WIB convened a meeting of all interested parties and after extensive discussion identified the lead agency with others prepared to engage as program partners to address the needs of residents and create a greener environment locally and regionally.

Renewed One-Stop efforts are being dedicated to maximizing our staff resources, ensuring common processes and information for staff and customers, and instituting a more common sense approach in determining what training opportunities make sense for any individual customer.

II             Program Planning

There are four categories: Dislocated worker, Adult, Youth, and planning activities related to identifying Green jobs.  

Week over week the One-Stop Career Center has seen a growing number of unemployed citizens from the four populations above.  Each is provided with support to reenter the job market.  Those with skill sets that can be matched with employment opportunities are matched.  Those needing additional training whether occupational skills training, skill upgrades, apprenticeship, or adult basic skills training, all are assessed and coached to take the next step needed to obtain employment.  In the last three months, the One-Stop has seen over 1500 customers participate in the Training Orientation.  Of this number, 238 have already received Individual Training account authorization and have begun or are scheduled to begin training.  These numbers are taken directly from sign in sheets for the workshops and ITA’s processed.

Dislocated Workers

A.      Describe the planning process (level of WIB and/or Committee participation, planning with Community Colleges and other educational entities including vocational technical schools, high education, organized labor and business/industry).

Please see Section C. II. A.

B.      Describe any innovative and/or transformational projects and/or activities you are presently planning.

Activities for dislocated workers are described throughout this section.

C.      Describe any regional planning and/or regional projects you are presently planning.

Currently we have no regional projects underway.

D.      Describe specific populations to be served under this funding stream including specific outreach efforts to ensure all population segments are knowledgeable about accessing services. Also address how you will re-tool the One-Stop Career Center services to meet the needs of Veterans and higher-skilled dislocated workers.

The specific population is Dislocated Workers, comprised of those who are collecting unemployment insurance, those who are reaching (or have reached) the end of all UI unemployment insurance, returning veterans and displaced homemakers who may no longer have the financial support they are accustomed to based on their own job loss or that of their current or former spouse.

E.       Describe your allocation of funds on the chart provided by LWD Budget and Accounting (AppendixA)

ARRA Dislocated Workers funds are planned to be utilized for both bulk training and individual training accounts.  As stated earlier, we will work with skilled customers to build upon existing skills in order to move them quickly back into the labor market.

F.       Please indicate how the WIB and their partners intend to structure One-Stop Career Center services and programs to meet the needs of the dislocated workers and adults in line with the vision and expectations of ARRA.  For each of the following 5 items:

1.       Use of LWD bulk contracting for training-

Camden County has made an initial commitment of 20% of its ARRA funding for various bulk training opportunities.  We are currently still waiting for NJ LWD process and agreement information although we have been notified that the first class will begin at our local community college on October 5, 2009.  The scheduled class is geared to a lower skilled adult population.  We had originally planned to begin these programs prior to September 30, 2009.

2.       Use of local WIB developed contracting for training with specific industry sectors- Although there is nothing planned at this time, we are aware of this opportunity and will utilize it for appropriate training opportunities that may be identified.

3.       Use of Individual Training Accounts- Individual Training Account usage accounts for the majority of our funded service activity.  Following a training orientation, customers participate in a Career Club in order to research their occupational choices so that each customer is aware of what jobs are available, what the jobs pay, what skills are required and what training providers offer the training if necessary.  Once the Career Plan is completed, the customer meets individually with a Career Counselor who will determine eligibility if not already complete, review customer choices, complete the EDP and enter the comprehensive assessment into AOSOS.  The customer then takes a Request for Training Voucher to the training provider for completion and, once returned, is authorized to begin training.  This process would normally take approximately two (2) weeks depending upon the customer’s progress but, due to volume we are struggling to complete the process within the two week period.  The One-Stop has increased the service hours to accommodate the increased demand. The One-Stop is open late two evenings per week as needed.

4.       Use of On-the-Job Training- Not currently available with WIA/ARRA.  Need waiver of credential requirement in order for this to work.

5.       Use of Apprenticeships- Working with the NJ Apprenticeship Coordinator through the Camden County Technical and interested union organizations, we will use this option where appropriate. 

6.       Use of other initiatives-

While the state has indicated the funds are to be given priority in spending, Camden County is finding it difficult to spend the funds based on conflicting information on in-demand occupations.  The guide refers to giving consideration to how assessment and data-driven career counseling is to be integrated into service strategies that align with areas of anticipated economic and job growth.  Several occupational categories have been eliminated from the in-demand list, making it difficult to approve clients requesting training in areas expected to recover with the economy.  The fact is that many of the training programs will take between 3-12 months to complete. Based on the level of economic recovery, we will face the possibility that the particular sector may not have rebounded to the level of mass hiring. Alternatively, the positive effect would be a pipeline of qualified workers ready to meet the demand of the respective industry sectors.  Examples of this would be commercial truck driver training and Medical Billing and coding.  Locally we have providers with a near perfect employment placement rate, but currently we cannot fund this training.  National, regional and local reports indicate a recovery is near suggesting that it makes sense to fund these occupations.  Truck drivers will certainly be necessary upon recovery and Medical Billing and Coding will be necessary if Health Care Reform (HCR) receives legislative approval, it is anticipated that this occupation will reach high-demand. The uncertainty of recovery and frequently changing data make servicing this population challenging.

Level of Service-Dislocated Workers

Adult Workers

G.     Describe the planning process (level of WIB and/or Committee participation, planning with Community Colleges and other educational entities including vocational technical schools, high education, organized labor and business/industry).

See Section C. II. A.

H.     Describe any innovative and/or transformational projects and/or activities you are presently planning.

Projects and activities are described throughout this section

I.        Describe any regional planning and/or regional projects you are presently planning.

Currently we have no regional projects underway.

J.        Describe specific populations to be served under this funding stream including specific outreach efforts to ensure all population segments are knowledgeable about accessing services. Also address how you will re-tool the One-Stop Career Center services to meet the needs of Veterans and higher-skilled dislocated workers.

The specific population is WIA eligible Adults, comprised of those who are income eligible, may be collecting unemployment insurance (including Exhaustees), may be returning veterans, welfare recipients, ex-offenders, and young people ages 22 through 24 who are in need of occupational skills training after participating in the ARRA Summer Youth & Transition Program.

K.      Describe your allocation of funds on the chart provided by LWD Budget and Accounting (AppendixA)

ARRA Adult funds are planned to be utilized for both bulk training and individual training accounts.  As stated earlier, we will work with customers to build skills in order to move them quickly into the labor market.  This population may need additional supportive services in order to successfully complete training.  These referrals will be made on an as needed basis.  Such factors as transportation, child care and health services will be addressed.  There is also a greater likelihood that many will need to participate in our Workforce Learning Links in order to attain the basic skills level necessary to enter full time skills training.

L.       Please indicate how the WIB and their partners intend to structure One-Stop Career Center services and programs to meet the needs of the dislocated workers and adults in line with the vision and expectations of ARRA.  For each of the following 5 items:

7.       Use of LWD bulk contracting for training-

Camden County has made an initial commitment of 20% of its ARRA funding for various bulk training opportunities.  We are currently still waiting for NJ LWD process and agreement information although we have been notified that the first class will begin at our local community college on October 5, 2009.  The scheduled class is geared to a lower skilled adult population.  We had originally planned to begin these programs prior to September 30, 2009.

8.       Use of local WIB developed contracting for training with specific industry sectors-

9.       Use of Individual Training Accounts- Individual Training Account usage accounts for the majority of our funded service activity.  Following a training orientation, customers participate in a Career Club in order to research their occupational choices so that each customer is aware of what jobs are available, what the jobs pay, what skills are required and what training providers offer the training if necessary.  Once the Career Plan is completed, the customer meets individually with a Career Counselor who will determine eligibility if not already complete, review customer choices, complete the EDP and enter the comprehensive assessment into AOSOS.  The customer then takes a Request for Training Voucher to the training provider for completion and, once returned, is authorized to begin training.  This process would normally take approximately two (2) weeks depending upon the customer’s progress but, due to volume we are struggling to complete the process within the two week period.  The One-Stop has increased the service hours to accommodate the increased demand. The One-Stop is open late two evenings per week as needed.

10.   Use of On-the-Job Training- Not currently available with WIA/ARRA.  Need waiver of credential requirement in order for this to work.

11.   Use of Apprenticeships- Working with the NJ Apprenticeship Coordinator through the Camden County Technical and interested union organizations, we will use this option where appropriate.   

12.   Use of other initiatives- While the state has indicated the funds are to be given priority in spending, Camden County is finding it difficult to spend the funds based on conflicting information on in-demand occupations.  The guide refers to giving consideration to how assessment and data-driven career counseling is to be integrated into service strategies that align with areas of anticipated economic and job growth.  Several occupational categories have been eliminated from the in-demand list, making it difficult to approve clients requesting training in areas expected to recover with the economy.  The fact is that many of the training programs will take between 3-12 months to complete. Based on the level of economic recovery, we will face the possibility that the particular sector may not have rebounded to the level of mass hiring. Alternatively, the positive effect would be a pipeline of qualified workers ready to meet the demand of the respective industry sectors.  Examples of this would be commercial truck driver training and Medical Billing and coding.  Locally we have providers with a near perfect employment placement rate, but currently we cannot fund this training.  National, regional and local reports indicate a recovery is near suggesting that it makes sense to fund these occupations.  Truck drivers will certainly be necessary upon recovery and Medical Billing and Coding will be necessary if Health Care Reform (HCR) receives legislative approval, it is anticipated that this occupation will reach high-demand. The uncertainty of recovery and frequently changing data make servicing this population challenging.

Veterans

Veterans are given priority in job placement per the veteran’s guidelines in good economic times; they continue to receive priority service.   In addition to working directly with the Federally funded State veterans’ representatives, we are also closely aligned with the Camden County Office of Veterans’ Affairs.  Interested veterans are given top priority.

Identify the intended methods to be utilized to serve populations, and the details where applicable specifying:

a.       Description of project- There are a number of grant applications in process in the Camden County Workforce area.  As stated earlier, the WIB convenes interested providers in order to develop the application and determine roles and responsibilities.  One-Stop services are not duplicated but are worked into the plan of service for each project.

b.      Key partners/description of each of their roles/responsibilities

Identified and agreed to for each project in MOU.

c.       List industry sectors/occupations including a description of outreach activities with those industries.

d.      Describe specific activities provided by the One-Stop Career Center in support of this project area, including but not limited to: assessment, job development, job matching and retention, and any other relevant activities to this project area. Describe any programs/policies for assessing and distributing need-related payments and support services.

The WIB and its One-Stop Career Center staff understand the vital and important role veterans’ play.  Recently the WIB and One-Stop personnel attended the New Jersey Army National Guard Yellow Ribbon Reintegration event in Atlantic City.  Over 3,000 returning veterans from Afghanistan attended workshops and met with service providers and potential employers.  WIB and One-Stop staff directed veterans and provided information about the available services at the One-Stop Career Center.

e.      Describe any leveraged resources to be used to carry out the project areas and in what ways these resources will be used in support of the project.  Leveraged funds are in addition to ARRA and could include, but not be limited to:  WIA annual allocation funds, local resources, partner resources, foundation and/or private sector funds.  WIRED, REDI and the National Emergency Grant funds where applicable.  Provide a statement of assurance that ARRA funds are supplementing and not supplanting normal WIA funding.

Leveraged resources will be determined per project.  Camden County assures that ARRA funds are supplementing not supplanting normal WIA funding.

f.        Anticipated challenges/ideas to overcome

g.       Projected numbers of individuals to be served by this means by quarter. –

This information is not available at this time but, as noted, upon grant approval a work flow chart will be developed and shared among all appropriate partners for each project.

Youth-

1.       Description of the planning process (level of WIB/or Youth Council participation planning with community-based organizations, Community Colleges, other educational entities including vocational technical schools, higher education, organized labor and business/industry).

The WIB Youth Investment Council met on April 24, 2009, see below:

Attendees:

Stewart Rosenberg, Chair

Diana Crone, CPAC

Bonnie Donegan, Adventure Aquarium

Sean Dougherty, Hopeworks’ N Camden

Maritza Gonzalez, HACC

Jane Guillard, Juvenile Justice Commission

Siobhan Kelly, Camden County Technical Schools

Evelyn Nieves, HACC

Harry Segner III, Ewing Cole

Don Wittrock, NJ AAS

Kendra Wright, Camden Center for Youth Development Inc.

Staff:

Sherriea Gorden, WIB

Kathleen Mayfield, CCOS

Carole Misinkavitch, WIB

Jeffrey S. Swartz, WIB

Tony Teti, CCOS

The Camden County One-Stop Operator advised attendees that for the first time in almost a decade, funding for a summer youth program will be available.  The initial allocation was nearly 1.5 million.  The Camden County One-Stop has extensive knowledge with such programs and will manage the ARRA program and Summer H.E.A.T. simultaneously.

• Funding is forthcoming however, original allocations are being recalculated.  There is an allowable 10% administrative fee to offset associated administrative costs.  In the event the entire 10% is not utilized, the remainder may be redirected back to the grant to serve additional youth
• ARRA funding can only be used to serve out of school youth who are not attached to a school system including those graduating in June 09, not college bound
• A non-financial RFP was mailed directly to approximately 400 qualified agencies to obtain worksites
• Outreach will include unemployed youth utilizing the unemployment system.
• Municipalities, non-profit agencies and educational providers will outreach directly and Public Service Announcements  will be utilized to connect with the entire county
• Each worksite will be responsible for providing youth with work experience that will that will reinforce the real-life demands of employment
• Participants must meet the WIA criteria, Low income based on the 70% lower living standard, and possess one or more of the following challenges:

1.       Basic skills deficient (Computes or solves problems, reads, writes, or speaks English at or below the 8^th grade level on a generally accepted standardized test.)

2.       School dropout

3.       Disabled

4.       Resident of an Abbott School District

5.       Homeless, runaway or foster child

6.       Pregnant or Parenting

7.       Citizenship or alien and draft registration

• Program period is June 15-August 30 and no later than September 30

• Youth will be paid the minimum wage of $7.25 per hour and 12 temporary staff will earn $12 per hour.
• Currently the Fiscal agent anticipates spending 100% of the allocation prior to September 30, 2009

Since the original submission of the plan, it became apparent that we would not get sufficient numbers to serve only out of school youth.  In-school youth have been enrolled into appropriate work experience positions upon completion of work readiness/financial literacy training.  We have worked with youth in foster care, partnered with the Juvenile Justice Commission, and our County Technical Schools for youth who have completed high school but have not yet determined what their next step should be.

The current emphasis is on developing a transition plan for out of school youth only in order to continue work experience while also further developing fundamental work skills, resolving barriers to full employment, assessing for necessary skill interest and development, and determining and providing support services necessary for the youth to successfully transition to either employment or full time skills training.

Attendees were requested to share with other agencies they partner with and to obtain a copy of the RFP and submit a proposal to employment youth. 

2.       Describe your goals for your Summer Youth Program.

The Camden County One-Stop Career Center has received funding under the American Recovery and Reinvestment Act of 2009. The purpose of the funds is to provide a Summer Youth Employment Program for approximately 550 eligible “out-of-school” youth from Camden County. The Program must provide the youth with meaningful work experience that will introduce and reinforce the rigors, demands, rewards and sanctions associated with holding a job.

Therefore the Camden County One-Stop Career Center is requesting that all submitted Proposals clearly define justification of need, delivery of services, participant to supervisor ratio, and names of adult supervision available, expected results, and benefits of the program.  In addition, the proposal will be evaluated based upon the offeror's ability to meet the goals below.

GOALS:

Summer activities should be designed to encourage participants    to take responsibility for their learning, to understand and manage their career options, and to develop social skills and a maturity level that will help program participants interact positively with others. 

To assist youth in becoming responsible and self-sufficient by acquiring good work habits in order to improve their future employability.

EXAMPLES OF PROPOSALS:  It is important to emphasize that approved work/activity sites must take complete responsibility for the supervision of their programs.  In addition to the traditional work experience the Camden County One-Stop Career Center will also consider proposals for innovative and creative work opportunities in the field of Community and Social Services.  The following are examples* of the types of activities that may be offered for the 2009 Summer Youth Employment Program.

    1. COMMUNITY SERVICE ACTIVITIES:  Municipalities or Non-Profit groups could provide specific services to persons with disabilities or senior citizens.  Services could include lawn care, window washing, or minor repairs. Other activities might include the gathering of data or           performing a survey for future action.

2. SUPPORTIVE SERVICES TO THE COMMUNITY:  Non‑profit, community based groups or County agencies could assign youth to assist with their full‑time programs or functions. This would provide actual participation in the operation of County or Municipal government or Non-Profit agencies.

* The above examples are only suggestions for the WIA Summer Youth Employment Program. These examples should not limit the offeror from initiating their own ideas.

·         Section 1604 of Division A of the Recovery Act states, “none of the funds appropriated or otherwise made available in this Act may be used by any state or local government, or

any private entity, for any casino or other gambling establishment, aquarium, zoo, golf course, or swimming pool.” Therefore, states and local areas should not use Recovery Act funds to place youth in summer employment or work experiences outside the summer months in any of these facilities.” (USDOL TEGL 14-08)

*             “Attention should be given to ensure that work experience arrangements do not unfavorably impact employees and do not impair existing contracts for services or collective bargaining agreements. In addition, the work experience of the participants should not replace the work of employees who have experienced layoffs (see 20 CFR 667.270 for non-displacement requirements). Youth summer employment should be a work experience intended to increase work readiness skills of participants and not impact the profit margin of a for-profit company. ETA recommends adopting selection criteria to ensure that one employer is not favored at the expense of another employer.” (USDOL TEGL 14-08)

SUPPORTIVE SERVICES:  The Camden County One-Stop Career Center will provide, but not be limited to the following:  

1.       Outreach and Recruitment

2.       Intake, Eligibility Determination, and Referral

3.       Career Assessment and Individual Service Strategy

4.       Work Readiness and Financial Literacy Training

5.       Service Representative Coordination (WIA Summer Youth Employment Program personnel will act as liaison between the work/training sites and the Summer Youth Employment Program.)

6.       Transportation Assistance

3.       Describe specific populations to be served through your summer program including specific outreach efforts to ensure all priority youth populations are aware and have access to the summer youth program.  These populations should include, but are not limited to youthful offenders, aging-out youth, young veterans, and youth with disabilities.  Describe any innovative, transformational projects and/or model activities you are presently planning.  Include in the description of each of the projects, the specific roles and responsibilities of partnering organizations including community college, vocational school, higher education, public agencies, One-Stop Centers and others.

Please see description above regarding mailings, information sessions, letters sent to all unemployment assistance recipients in the 16-24 year old age range, connection with our co-located County welfare agency and posters and flyers distributed and posted in all municipalities, non-profits/faith based agencies and educational agencies in the County.  We strongly encouraged agencies to serve as a work site for their specific youth population (example; Juvenile Justice Commission).

4.       Describe your outreach to employers in order to access private sector and/or organized labor summer jobs and/or work experience.  In what industry sectors are you targeting?  How will these work experience slots be matched to summer youth participants?  Include in the description of each of the employer projects the specific roles and responsibilities of partnering organizations including community college, vocational school, higher education, public agencies, One-Stop Centers and others.

Worksite and out-of-school applications have not met the expectations of the WIB. Aggressive recruitment efforts are underway to obtain the needed worksites and participants to expend funds within the allotted time frame.  Outreach efforts INCLUDE:  The One-Stop with NJLWD performed targeted mailing to all UI recipients under the age of 25 and received little to no response, the One-Stop also targeted the juvenile offender population and agencies serving them as well as  outreach with interested municipalities providing on-site participant eligibility interviews.  This on-site strategy proved successful in Winslow Township and yielded 65 additional potential applicants, other large municipalities will be contacted to access their interest in holding on site recruitments and outreach efforts will then be extended to smaller municipalities throughout the remainder of the county.  In lieu of being able to attract the necessary number of out of school participants, strong consideration is being given to eager ELIGIBLE IN-school applicants looking for summer employment opportunities.  While enrollment levels are lower than anticipated.  Contributing to the slow start up is the fact that our One-stop is diligent in providing work readiness, financial literacy training and placement of participants in worksites that support their career aspirations. Camden County is experienced with servicing populations that face challenges and will continue our outreach efforts to obtain the level of service we desire.

5.       Describe your planning and implementation process for securing work experience slots in Faith Based/Community Organizations (FBCO), government, and not-for-profit organizations.

See answer to question #1

6.       Describe your planning efforts and how programs will be structured to include work readiness preparation and/or academic learning.  What are the outcomes measures you will use to define work readiness?

Each youth will participate in 8 hours of Adkins life skills training plus financial literacy training prior to being matched to non-profit, government, or educational worksites.  Pre and post tests of progress plus worksite supervisor assessments have provided the documentation with which to measure increased workplace skill attainment.

7.       Describe any regional planning and/or regional projects you are presently planning for summer youth.

None

8.       Please indicate how you and/or your partners intend to structure One-Stop Career Center services and programs to meet the needs of youth in line with the vision and expectations of ARRA including, but not limited to: outreach and recruitment, testing, eligibility, assessment, job development, job matching and retention, and any other relevant activities.

Please see above

9.       Describe any resources being leveraged in support of summer youth including, but not limited to private sector funds, foundation funds, WIRED Grant funds and any other grant funds.  Note that ARRA funds are to be used to supplement, not supplant, regular WIA funds.

10.   Describe what services you will offer summer youth in transitioning to permanent employment and/or education, how the transition will be done, and how it will be funded?

Contingent upon approval of the federal waiver to utilize ARRA funds, Camden County is planning an intensive transition program for all out of school youth working in the summer program.  We recognize that the minimal work readiness training received at the front end of the summer program is not sufficient for youth who need to move into the labor market. 

It is our intention to:

1.       Continue to subsidize work experience positions with selected sites that can provide valuable, meaningful work for the young people.  In some cases, the site may be hiring the youth upon successful completion of necessary skill attainment.  The work site supervisors’ will participate in continued assessment of the youth, addressing skill development areas and potential for employment.

2.       Career counselors will assess each youth for interests, aptitude and basic skill level to determine appropriate placement in basic skills/GED programs, basic workplace skill development, specific job skills training or immediate full time job placement.

3.       The WIB will form a subcommittee of the Youth Investment Council comprised of the County Technical School, the NJLWD Business Service Rep, Local Labor Rep, and Shop-Rite representative as well as the One-Stop Operator and the One-Stop Youth Manager.  The purpose of this subcommittee will be to develop appropriate pathways for the diverse skill and interest levels of the youth and to develop training and employment opportunities that will quickly and efficiently match the youth with an individualized course of action.

Camden County had two (2) representatives from the Federal ARRA Youth Technical Assistance Team spent two days with us reviewing our summer program.  It is at their strong suggestion that we will have several options for the youth.  The point was well made a cookie cutter approach only causes frustration and disengagement of the youth.  We will also streamline our One-Stop system so that the youth have a single point of contact.  Another valid criticism of our summer program was that there were too many different people involved and it got very confusing and frustrating for the youth to the maneuver through the system.   Although we do not know to what degree, we recognize that this fact probably had an impact on the low numbers served in the program.

4.       Funds to be used will be ARRA for the work experience and the assessment and work skill development activities.  At the point that the youth may participate in full time occupational skills training, whether WIA youth funds or ARRA Adult funds will be used for ITA’s.  ARRA youth funds may be used for short term employer specified training in conjunction with unsubsidized full time employment.

5.        Additional Information:

Level of Service for Transition Program:  approximately 125 out of school youth.

The waiver request is limited to out of school youth ages 18-24.

As of 9/14/09, 145 youth are still working.   This group will be assessed to determine if any further services are needed.  At a minimum, the One-Stop will assist with finding part-time employment opportunities if the youth is interested.

Youth out of school but under the age of 18 will be assessed to determine what, if any, services they may need that we offer through our “regular” WIA Youth program.  The options may include referrals to our NJ Youth Corps at the Workgroup, Genesis School of Business youth program or Welcome NJ out of school youth program. 

Finally, those youth ages 18-24 may continue working at approved sites from October 1, 2009 through February 28, 2010.  In order to continue working, each youth will meet with a Career Counselor in order to review, further develop and refine their employability development plan, and agree upon specific action steps and timeframes for each step.  Again, the goal is that they successfully transition to either full time employment or further skill training opportunities. 

11.   Projected numbers of individuals to be served and the spending plan for those funds.

The ARRA youth funds will be utilized to provide a summer employment program for approximately 600 WIA eligible youth ages 16-24.  Highest priority is for out of school youth which includes returning veterans, youth aging out of foster care, juvenile offenders reentering the labor force, high school dropouts, and high school graduates who have not yet determined a career path.  The sites are secured via request for proposal published by the WIB and rated according to specific criteria to ensure a valuable work experience for the youth.  See Website ccwib@ccwib.com under RFP’s for specifications.

PROGRAM PLANNING

Youth 

The WIB released an RFP soliciting services beginning approximately June 15, 2009 and ending    by September 30, 2009.

Camden County intends to identify more than one Provider in order to insure that the diverse needs of the population are addressed and there is reasonable geographic access for all County residents.

The Camden County One-Stop Career Center has received funding under the American Recovery and Reinvestment Act of 2009. The purpose of the funds is to provide a Summer Youth Employment Program for approximately 600 eligible “out-of-school” youth from Camden County. The Program must provide the youth with meaningful work experience that will introduce and reinforce the rigors, demands, rewards and sanctions associated with holding a job.

Therefore the Camden County One-Stop Career Center is requesting that all submitted Proposals clearly define justification of need, delivery of services, participant to supervisor ratio, and names of adult supervision available, expected results, and benefits of the program.  In addition, the proposal will be evaluated based upon the offeror's ability to meet the goals below.

GOALS:

Summer activities should be designed to encourage participants to take responsibility for their learning, to understand and manage their career options, and to develop social skills and a maturity level that will help program participants interact positively with others. 

To assist youth in becoming responsible and self-sufficient by acquiring good work habits in order to improve their future employability.

EXAMPLES OF PROPOSALS:  It is important to emphasize that approved work/activity sites must take complete responsibility for the supervision of their programs.  In addition to the traditional work experience the Camden County One-Stop Career Center will also consider proposals for innovative and creative work opportunities in the field of Community and Social Services.  The following are examples* of the types of activities that may be offered for the 2009 Summer Youth Employment Program.

    1. COMMUNITY SERVICE ACTIVITIES:  Municipalities or Non-Profit groups could provide specific services to persons with disabilities or senior citizens.  Services could include lawn care, window washing, or minor repairs. Other activities might include the gathering of data or performing a survey for future action.   

    2. SUPPORTIVE SERVICES TO THE COMMUNITY:  Non‑profit, community based groups or County agencies could assign youth to assist with their full‑time programs or functions. This would provide actual participation in the operation of County or Municipal government or Non-Profit agencies.

        * The above examples are only suggestions for the WIA Summer Youth Employment Program. These examples should not limit the offeror from initiating their own ideas.

·         Section 1604 of Division A of the Recovery Act states, “none of the funds appropriated or otherwise made available in this Act may be used by any state or local government, or

any private entity, for any casino or other gambling establishment, aquarium, zoo, golf course, or swimming pool.” Therefore, states and local areas should not use Recovery Act funds to place youth in summer employment or work experiences outside the summer months in any of these facilities.” (USDOL TEGL 14-08)

*             “Attention should be given to ensure that work experience arrangements do not unfavorably impact employees and do not impair existing contracts for services or collective bargaining agreements. In addition, the work experience of the participants should not replace the work of employees who have experienced layoffs (see 20 CFR 667.270 for non-displacement requirements). Youth summer employment should be a work experience intended to increase work readiness skills of participants and not impact the profit margin of a for-profit company. ETA recommends adopting selection criteria to ensure that one employer is not favored at the expense of another employer.” (USDOL TEGL 14-08)

SUPPORTIVE SERVICES:  The Camden County One-Stop Career Center will provide, but not be limited to the following:  

7.       Outreach and Recruitment

8.       Intake, Eligibility Determination, and Referral

9.       Career Assessment and Individual Service Strategy

10.   Work Readiness and Financial Literacy Training

11.   Service Representative Coordination (WIA Summer Youth Employment Program personnel will act as liaison between the work/training sites and the Summer Youth Employment Program.)

Level of Service

Worksite and out-of-school applications have not met the expectations of the WIB. Aggressive recruitment efforts are underway to obtain the needed worksites and participants to expend funds within the allotted time frame.  Outreach efforts INCLUDE:  The One-Stop with NJLWD performed targeted mailing to all UI recipients under the age of 25 and received little to no response, the One-Stop also targeted the juvenile offender population and agencies serving them as well as  outreach with interested municipalities providing on-site participant eligibility interviews.  This on-site strategy proved successful in Winslow Township and yielded 65 additional potential applicants, other large municipalities will be contacted to access their interest in holding on site recruitments and outreach efforts will then be extended to smaller municipalities throughout the remainder of the county. Posters and flyers have been delivered to agencies servicing youth and UOSS the local “211” provider has been notified of the program and City of Camden City Hall canvassed for delivery of the program information to each eligible department.  CPAC, The county Community Planning and Advocacy Council partners published a “Super Summer Service Directory” and notified all agencies of the    In lieu of being able to attract the necessary number of out of school participants, strong consideration is being given to eager ELIGIBLE IN-school applicants looking for summer employment opportunities.  While enrollment levels are lower than anticipated.  Contributing to the slow start up is the fact that our One-stop is diligent in providing work readiness, financial literacy training and placement of participants in worksites that support their career aspirations. Camden County is experienced with servicing populations that face challenges and will continue our outreach efforts to obtain the level of service we desire.

Level of Service-Youth

Youth are also eligible for Green jobs ranging from low-skill, entry-level positions to high-skill, higher-paid jobs. Accordingly, participants must possess the following requirements to ensure successful completion of the Hispanic Family Center program:

§  Be at least 20 years of age at the time of enrollment in the Green Job Training Partnership Program;

§  Possess a high school diploma or equivalent ;

§  Possess a valid driver’s license or be able to obtain one prior to graduation from the program;

§  Remain drug free throughout the entire program and submit to drug testing;

§  Score a minimum of 7^th grade level on standard or Adult Basic Education (TABE) test;

§  Demonstrate a legitimate interest in pursuing a career in the targeted industries.

Green Jobs

Generally, green jobs involve environmentally friendly products and services or businesses and organizations that concern themselves with improving the environment.  Through ARRA, a number of other federal programs will receive large investments in programs and projects that could create green jobs.  These include investments in renewable energy infrastructure, energy efficiency home retrofitting, bio-fuel developments, and advanced drive-train/vehicle development and manufacturing.  It is important that local Workforce Boards engage in planning and outreach to identify opportunities to prepare and train workers for green jobs that are either emerging in their regional and local economy or are as an outcome of other sources of ARRA and other federal funding.  Locals are also encouraged to expand existing training programs, such as registered apprenticeship programs that have the potential to prepare workers for careers in the renewable energy sectors and for other green jobs.

1. Description of project.
2. Describe specific populations to be served by this project area including specific outreach efforts to ensure all population segments are knowledgeable about accessing services.
3. Please indicate how you and/or your partners intend to structure One-Stop Career Center services and programs to meet the needs of the youth and/or adults in line with the vision and expectations of ARRA.
4. Key partner/description of each of their roles/responsibilities List industry sector/occupation including a description of outreach 

Green JOBS

The WIB continues to identify green jobs opportunities and works with local unions and private sector and community based agencies to train qualified candidates to fill green jobs in Camden County.  Recently, the Hispanic Family Center of Southern New Jersey (HFC) was one of four LWD grantees who operate the Green Jobs Training Program (GJTP).  As a LWD grantee, HFC is responsible for recruiting, preparing, and training qualified candidates to fill green jobs in the New Jersey area.  This program has a special focus on recruiting a diverse group of men and women from the Camden area who have had difficulties attaining meaningful employment in the past.  Potential trainees often have barriers to employment such as lack of job skills, lack of education, or language/cultural barriers.  Consequently, the Hispanic Family Center provides these individuals with access to education and supportive services which will increase their chances of successful employment. The GJTP offers jobs which pay a living wage and offer opportunities for growth.  This type of employment offers individuals a “pathway out of poverty” and “road to self-sufficiency.” To effectively drive the development of this program, industry and education partners will work together to design a curriculum infrastructure that will result in a standardized workforce training model. Workers will develop workforce readiness skills, learn about environmental sustainability and develop occupation specific skills.  The training will equip workers with the skills necessary to obtain meaningful careers in occupations with meaningful career growth tracks.  New Jersey businesses will be able to fill their workforce needs and compete with surrounding states that are further along in their green workforce initiatives. Additionally, New Jersey will have a skilled green workforce that will attract and retain companies throughout the region. 

Other Green Jobs Initiatives

ACP Project

The WIB and One-Stop Career Center have provided suportó for a grant application made by American Community Partnerships, their proposed project will address the need of Camden’s continuing economic development revitalization, bringing a state of the art, green manufacturing plant to the city.  The LED (Lighting Emitting Diode) technology will be manufactured at the plant and will provide needed technology for military and commercial applications. The WIB is hopeful they will receive funding as American Community Partnerships proven record of training and their mission to partner with many other Camden stakeholders will ensure collaboration and success and supports the WIB’s mission of the development and retention of a world class workforce. The WIB speculates approximately 25 individuals will gain employment.

Rutgers University Project

In partnership with Rutgers University and the Philadelphia Workforce Investment Board, Rutgers would deliver a program in the southern New Jersey/Philadelphia region for a minimum of 15 students in 3 hour modules in a format* to be determined.  Twelve modules will be chosen from the following:

The Rutgers Mini MBA features focused learning experiences and case studies on subject areas vital to leaders in today’s rapidly changing business environment. Twelve sessions will be delivered in three-hour sessions:

1. Globalization and Innovation: New Technologies, New Talent, Competitors Successful history, future challenges

This session provides a global context for understanding the evolving new technologies that will shape the healthcare system and healthcare service delivery.  The changing business models of pharmaceutical, biotech and medical device companies, and the implications for new therapies reaching hospitals will be discussed.  The shifts toward personalized medicine and the major changes this would entail for hospitals and the bioscience industry will be explored.

2. The Economic Policy Context

This module helps to demystify the effects of macroeconomic policies while formulating strategy for periods of recession as well as recovery. Participants will study the policies of the United States, the European Union, Argentina, China, Japan, and India to understand how fiscal and monetary policies such as tax rates, interest rates, and deficits influence employment, earnings, and output. This session will examine the role of deregulation, productivity and technology in medical research breakthroughs.  In particular, the Product Life Cycle hypothesis and the roles of outsourcing and intellectual property (IP) protection will be discussed and analyzed.

3. Intellectual Property

Intellectual property rights (both inside and outside the U.S.) are key subjects covered in this class. Specific topics include: patents, copyrights, and trademarks; in– and out– licensing, materials transfers, and cross licensing; technology management; and enforcement. Participants will also discuss FTC/anti-trust laws, patent reform and challenges to exclusivity, technology licensing, and identifying critical Go/No Go decision points for IP.

4. The FDA & the Regulatory Process

The ability to negotiate within the constraints of established FDA regulatory procedures can determine the success or failure of any drug product – and, in the case of small companies, the success or failure of the company. Participants will outline the steps toward marketing approval for drugs in US development, discussing components of the development Phases (1-4), associated timelines for meetings and submissions (pre-IND, IND, NDA/BLA), and the associated development costs. Key distinctions between the regulatory procedures for small molecule drugs and biopharmaceuticals will be highlighted as well as the regulations governing pharmaceutical marketing. Chronic diseases such as Type II diabetes will serve as examples to emphasize specific points in drug development/ drug approval process.

5. Understanding the Marketplace: Evolving Healthcare Systems in the US and Abroad       

K                                                             Knowing and understanding the healthcare marketplace is very complex, both in the United States and Abroad. The fundamental differences that create the uniqueness of these markets are inherent in their drivers. The U.S. healthcare system is built on market justice and the healthcare systems abroad are built on social justice.  As a result, there is a primary focus on treatment in the U.S. and on prevention abroad.

                      6. Supply Chain Development

Participants will investigate the diverse aspects of supply chain development in this module including:

• A drug’s suitability for manufacturing (such as physical properties required for safe and convenient dosing of patients and manufacturing requirements for synthesis, scale-up, packaging, and shelf-life)
• Considerations that impact the manufacturing of pharmaceutical products (e.g. COGS, QC, regulatory guidelines, special handling for biologics, etc)
• Specific considerations for production and storage of biological products such as recombinant insulin.
• Identifying Go/No Go decision points for supply chain

7. Pharmacoeconomics, Pricing, and Reimbursement in Healthcare

The strategy and tactics of pricing are crucial to business success.  Quickly and correctly adjusting prices in response to changes in a firm’s competitive environment has become vital in today’s rapidly changing business settings.  After completing this module, class members will be able to set prices that maximize profits or earn target rates of return.  Class members will able to determine whether price increases or decreases will increase revenue, and to adjust price in response to changing business conditions.

8. Market Research and Financial Drivers

Companies employ a variety of analytical tools for researching, modeling, and predicting market opportunities. Participants will discuss the influence of market research on drug development strategies and the use of market forecasting as a key driver for Go/No Go decision-making. Case studies will be used to examine modeling that has succeeded and failed. The potential for new technologies (biotechnology, financial, and IT) to redefine market research will be explored.

        9. Strategic Alliances and Acquisitions 

The licensing of intellectual property rights for portfolio expansion and freedom to operate has been a well-established element of pharmaceutical development for decades. In recent years, increasing IP complexity, rising R&D costs, and declining product portfolios have driven companies to seek out opportunities for cooperative product development. Strategic alliances challenge competitors to become allies for certain projects while remaining competitors on others. A failed alliance can be devastating to a company’s potential for success, and understanding key factors that contribute to the success or failure of alliances is essential. The due diligence process for evaluating alliance opportunities will be explored.

10. Business Ethics & Social Responsibility

This module is structured as a multidisciplinary, interactive study of business ethics and social responsibility in the bioscience industry context.  The session provides an introduction to the different frameworks for ethical decision-making   and raises awareness of difficult ethical conflicts and dilemmas in the drug business.  Participants will use a case study of Novo Nordisk, one of the world’s leading firms in research and treatment of diabetes.

11. Innovation in the Pharmaceutical/Biotechnology Industry

Biotechnology has revolutionized our approach to drug development, as well as our vision for diagnostic and therapeutic solutions. Participants will review the impact of biotechnology on the traditional pharmaceutical industry and explore future innovative pathways. Discussion will highlight how the management of pharmaceutical innovation today differs from that of earlier years, and stimulate the vision for future innovation and its impact on the industry. Participants will brainstorm on the role innovative management practices can have on bringing together stakeholder needs and pharmaceutical business models.

12. Analysis of Financial Statements

Participants in this session will learn to read and understand the three basic financial statements: the balance sheet, the income statement, and the statement of cash flows. They will also acquire the fundamental analysis tools that will allow them to better assess their firm's competitive position within its product market.  There will be a particular emphasis on understanding the unique approaches in the financial statements of Biotech and Pharma firms.

13. Modeling the Return on Investment in R&D

This class will examine how pharmaceutical firms make critical high-risk investment decisions on R&D in an environment where most will fail and any financial returns may be 10 to 15 years into the future. Participants will be introduced to discounted cash flow models using Net Present Value (NPV) and Internal Rate of Return (IRR), decision trees, and Monte Carlo simulations. A case study will be used to consider options and make recommendations about whether a firm should in-license a compound that might or might not become a marketable drug fifteen years later – after the Phase I, II, and III trials have been completed.

14. Portfolio Strategy & Management

This module will explore biopharmaceutical portfolio strategy, including decisions on business model, lines of business (branded, Rx, OTC, generics, consumer health, etc.), disease areas, technologies, and programs. Although principles of financial portfolio management will be used as a starting point, unique considerations for R&D portfolio management will be highlighted. Participants will learn how to use tools and analytic techniques to value and optimize biopharmaceutical portfolios. Key topics include:

• Aligning management and shareholder objectives
• Interplay between strategic focus and diversification
• Techniques for valuing investment under uncertainty
• Distinguishing between project and portfolio risk and return
• Portfolio optimization

15. Designing Effective Organizations

This module focuses on the critical role of interdisciplinary knowledge in organizational productivity and quality. Participants will be exposed to changes in organizational design and coordination over the past 25 years and examine the latest research on the design and implementation of cross-functional teams and their role in high performance work organizations. Cases from the pharmaceutical, healthcare, and airline industries will be used to illustrate models of effective and ineffective collaboration through organizational networks.

16. Business Analysis of Future Business Models, Type II Diabetes, and Problem Solving with Interdisciplinary Teams                       

This final module is intended to be a dynamic, interactive session that ties together all of the topics covered in the course to create a comprehensive, insightful vision of the pharmaceutical industry’s future role in the management of Type II diabetes. By proposing their own innovative business models for sustainable disease management, participants will set the stage for conducting SWOT (strengths, weaknesses, opportunities, threats) analyses to assess the viability of each proposed model. This exercise will culminate in the selection of business models for managing Type II diabetes and recommendations for leveraging cross-functional teams in the assessment, introduction, and implementation of new business opportunities.

Another initiative with Camden County College

• Camden County College would provide 12 weeks of GED preparation, starting September 21, 2009 and ending December 23, 2009 with the content of the materials related to the DVIN’s Life Science Career Lattice, specifically in the job families of Discovery Research, Manufacturing, and Clinical Development.
• Within the Career Lattice, the job families could connect to the following jobs:

Manufacturing

·         Packaging Technician

·         Material Handler

·         Clinical Development

·         Clinical Document Assistant

Discovery Research

·         Animal Handler/ Caretaker

·         Glasswasher

·         Greenhouse Assistant

·         Laboratory Assistant

·         Animal Technician

The GED reading, writing, and math skills would be taught within the context of these jobs.  After the 12 weeks, the students could possibly obtain a job in the life science field or the students could move into one of the College’s certificate programs in the Life Sciences.

Although the initiatives above are funded from other grant sources, we anticipate that at least some slots will become available as we continue to develop additional programming and partnerships.

Level of Service-Green Jobs

IV.          Staffing

ARRA funds are “one-time funds,” New Jersey is establishing a policy to limit permanent hiring of new staff except on a case-by-case basis.   Existing staff should be charged to ARRA funding in line with their level of service using cost allocation methods.

Camden County One-Stop has and will continue to utilize existing staff to perform the necessary and challenging tasks ahead.  We will streamline work processes and work with all One-Stop Partners to maximize staff and resources. The County has hired 12 temporary seasonal staff to assist with the ARRA Summer Program.  In addition to determining eligibility, scheduling work readiness training and matching young people with appropriate employment, these service representatives will interface with assigned work sites on a daily basis to ensure proper supervision, time and attendance documentation, and paycheck distribution.

V.            Capacity Building

Due to the extreme time constraints inherent in the ARRA funding, capacity building for One-Stop staff has been limited to instruction on the purpose and parameters of the use of ARRA funds.  Temporary staff is being trained quickly to perform the functions of their seasonal positions. Regular staff has received all regulatory bulletins, WIB and Operator guidance regarding program initiatives and have participated in various meetings and conference calls being held to implement the programs.   The SETC will provide capacity building for the WIB ARRA Oversight Committee to insure understanding of their key role in the use of the funds.

VI.          Transparency/Reporting

The Camden County Workforce Investment Board will ensure compliance with instructions as described in TEGL 14-08 and complete the following:

• Conduct regular oversight and monitoring of WIA and Wagner-Peyser Employment Services activities and those of contractors in order to determine that expenditures have been made against the appropriate cost categories and within the cost limitations.
• Monitor compliance with programmatic, accountability, and transparency.

The Camden County Workforce Investment Board will monitor ARRA Funding as described above. Camden County WIB ARRA Oversight will include:

• Occupations selected for training are aligned to local and regional labor market demand as defined in this economy.
• On track for training enrollments by quarter as projected and placements.
• Ensuring substantial increases in One Stop services as well as training and placements.
• Youth Funds allocated to summer programs and transitional services to education and work.
• Transparency and accountability in reporting training, job creation and placements and expenditure of funds.
• On track for full expenditure of funds by end of stimulus.
• Oversight of ARRA budget, ensuring obligations/expenditures in line with requirements.
• Coordination and effective utilization of PY ‘09 WIA, WDP, TANF, adult education and other funding sources with ARRA.
• Development of strategies for industry sector involvement.
• WIB role in outreach, networking and developing relationships with key employers to secure training and placement opportunities.

Source Material

Referen Maziarz, Kevin Smith. "Mar-04-09 NJ's January 2009 Unemployment Rate at 7.3 Percent; Annual Benchmark   revision of 2008 Data Also Announced." State of New Jersey Department of Labor and Workforce Development 04 Mar 2009 1.

<http://lwd.dol.state.nj.us/labor/lwdhome/press/2009/030409_benchmark_release.html>.

                U.S. Bureau of Labor Statistics, "Unemployment." Google June 30 2009 1. Web.2 Jul 2009. <http://www.google.com/publicdata?ds=usunemployment&met=unemployment_rate&idim=county:CN340070&q=camden+county+unemployment+rate>.

                Simply Hired, "Camden Jobs." Simply Hired April 2009 1. Web.2 Jul 2009.          <http://siplyhired.com/a/local-jobs/city/1-Camden,+NJ>.

VII.         Sign-off              

The CCWIB submitted the draft plan electronically at Deborah.okane@dol.state.nj.us  on May 28th, 2009.  In order to adhere to the 30 day public comment requirement, CCWIB posted the draft plan on our website www.ccwib.com on May 29th, 2009.  As of October 14, 2009, no public comments were received.

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Janet P. Moran

WIB Chair

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Louis Cappelli, Jr.

Freeholder Director

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Jeffrey S. Swartz

WIB Executive Director

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Kathleen Mayfield

Camden County One-Stop Operator