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STATE OF NEW MEXICO

SENIOR EMPLOYMENT SERVICES

COORDINATION PLAN

For the Period July 1, 2012 to June 30, 2016

Introduction:

Amendments to the Older Americans Act signed into law on October 17, 2006 require

the Governor of each state to submit a four year Senior Employment Services Coordination Plan.

One option for the creation of this plan is to integrate it with the five-year State Plan required by

the Workforce Investment Act. Governor Susana Martinez has elected this option upon the

advice of the State Workforce Board.

The Governor’s vision for workforce development is to “Transform New Mexico into the

nation’s leader as a state of employability, where the workforce system supports the needs of

private, public, and non-profit employers by providing a trained and employable workforce

needed for businesses to grow and profit when appropriate, and allow all employers to become

more effective and efficient. This vision will meet the needs of New Mexico citizens by

delivering education and training programs which will result in meaningful employment, and

increased quality of life and per capita income.”1

There are four over-arching strategies that inform this Plan:

Asking private, non-profit and public employers for their input;

Educating employers about the demographic changes that are coming;

Training older workers according to requests from employers; and

Placing older individuals in high growth occupations--primarily Health Care

Support (HCS).

Background of Current Older Worker Programs:

Employment and training services are provided to older New Mexicans through three

government-funded programs and other community partners. The three core programs include:

The Senior Community Service Employment Program (SCSEP):

The SCSEP assists income-eligible persons, age 55 or older, in obtaining employment.

Enrolled participants receive:

work experience, on-the-job training, and skills development or enhancement; and

empowerment to overcome barriers to employment, such as lack of self-confidence,

lack of language fluency, or physical disabilities.

Participants are encouraged to take advantage of all available training offered by SCSEP

providers, the Workforce Investment Act (WIA) one-stop career centers and other training

sources. They are encouraged to apply for available jobs and cooperate with SCSEP staff in

seeking permanent employment. 1 Strategic Plan for Workforce Development, July 2012, page 8.

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Most trainees receive on-the-job training for 20 hours per week at minimum wage. Most

receive some benefits; benefit packages vary among sponsoring organizations. Trainees are

placed in community service positions within governmental entities or private, not-for-profit

organizations.

There are three organizations providing SCSEP services in New Mexico. Goodwill

Industries International (GII), the National Indian Council on Aging (NICOA), and New Mexico

Aging & Long-Term Services Department Senior Employment Programs (ALTSD, also referred

to as “the Department”). These three organizations work together serving older adults with low

incomes.

New Mexico Senior Employment Program (SEP):

This program is similar to the Senior Community Service Employment Program,

however, as the Program is state-funded, the Department may grant waivers of income, age,

hours, salary and training requirements. The State Legislature created this program with

recurring funds to provide increased employment options for older adults in New Mexico. The

program’s intent is to support the aging network through allocation of subsidized positions.

Aging Network organizations serve as host agencies for program enrollees. The majority of the

funding in this program is contracted to the Non-Metro Area Agency on Aging; the Department

administers the balance of the positions.

The 50+ Employment Connection:

The 50+ Employment Connection provides assistance to adults age 50 and older who are

seeking employment, as well as to employers wishing to hire them. Volunteer and older worker

program staff provide personal assistance to job seekers focused on career exploration, goal

setting, job applications and resume preparation. Staff also conduct job clubs, and engage in

employment counseling and mock interviewing, providing on-going support in the job search

process. Various training opportunities are offered to help job candidates become more qualified.

These include resume writing, interviewing skills, on-line job search and basic computer skills.

Services offered to employers include pre-screening of job seekers to assure they are

prepared and ready to go to work, access to experienced workers who require minimal training,

and consultation regarding how to attract and retain older workers. The program coordinates and

participates in job fairs. The 50+ Employment Connection places ads in senior publications and

creates and distributes posters and other collateral materials.

Economic and Workforce Data:

The Situation for Older Workers nationally:

Since 2007, unemployment rates doubled and remain higher than before the recession for

workers aged 55 or over. The median duration of unemployment tripled for older workers (from

11 weeks to 31 weeks) in the 3 years from 2007 to 2010. The proportion of adults 55-64

working or seeking work has increased from 56% to 65% between 1990 and 2010. Adults 65

and older who are working or looking for work have increased from 12% to 17% during the

same period. The Wall Street Journal reported in December, 2011 that 1.31 million people aged

75 or older were working; a 25% increase for that age group from 2005. In January 2012, 7.3%

of the oldest Americans had jobs, the highest level since 1966.

The financial crisis squeezed many older Americans as interest rates on bank accounts

plummeted below the rate of inflation; the housing bust erased any equity families had built over

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years and stocks fell. From 2007 to 2009 the average net worth in U.S. households headed by

someone 70 years or older shrank 27%, while net worth for households of all ages fell by 32%.2

Older adults have less time to recoup from the recession. Many individuals are re-evaluating

their plans for retirement, or deciding to work as long as they possibly can, having discovered

that they can no longer afford to retire.

As income fell, poverty rates increased, along with food and housing insecurity.

Estimates suggest that some 47 million people in the U.S., or 1 in 6, were poor last year. An

increase of one-tenth of a percentage point to 15.2 % will tie the 1983 rate, the highest since

1965. Demographers also say:

Poverty will remain above the pre-recession level of 12.5 % for many more years.

Suburban poverty, already at a record level of 11.8 % will increase again

Part-time or underemployed workers, who saw a record 15 % poverty in 2010, will rise

to a new high.3

Peter Edelman, Director of Georgetown Center on Poverty, Inequality and Public Policy, when

asked for the cause of these dynamics, pointed to the recent recession in addition to long-term

changes in the economy such as globalization, automation, outsourcing, immigration, and less

unionization.4 While Mr. Edelman is speaking of the nation as a whole, the situation is no

different here in New Mexico.

New Mexico’s Economy:

In 2010 New Mexico ranked second in the nation in poverty, with 20.4% below the

federal poverty level. However, poverty among people 65 and older remains at historically low

levels, buoyed by Social Security cash payments. In New Mexico 16% of adults over 65 years

old live in poverty, a significantly lower proportion than the population at large. When medical

costs are factored in, poverty rates for older adults are higher than rates based on official poverty

levels.5 The key to community services, then, is to keep the social safety net strong and

functioning.

Slower growth of the workforce will strain the safety net; as older workers retire in

record levels, first time workers are fewer. Targeted training for older workers and workplace

options, such as job sharing and flexible or part-time schedules, will allow older workers to stay

on the job. Employment opportunities for workers of all ages will help fund the safety net

through additional tax revenues.

New Mexico's total non-farm employment at its peak was 852,900 in September 2008.

In January 2011, it had fallen to 795,700, a loss of 57,200 jobs. By January 2012, the state had

recovered back up to 802,100 jobs; but still a difference of 50,000 lost jobs. The current

employment situation, seasonally adjusted, compares January 2012 with January 2011. Broadly,

the United States is currently at 8.3% versus 9.1% unemployment in 2011. New Mexico fared

better than the nation, reaching 8.7% unemployment in January 2011 but reducing that to 7.0%

by January of this year. Albuquerque is currently at 7.1% unemployment, compared to 9.0% last

January. Las Cruces is doing better, down from 8.6% in 2011 to 6.7% in 2012; Farmington

rallied from a high of 9.4% unemployed to 6.7% by 2012 and Santa Fe is the best yet, dropping

from7.3% to 5.1% by January 2012.6 Impacts on specific business sectors can be seen using

2 The Wall Street Journal; January 21-22, 2012; page A10.

3 Yahoo! News, Associated Press, “US Poverty on track to rise to highest since 1960s” Hope Yen, July 23, 2012.

4 Ibid. page 2

5 GAO-Income Security: Older Adults and 2007-2009 Recession, October 2011.

6 Ibid. Suzan Reagan, Labor Economist, NM DWS, March 2012.

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statistics from New Mexico's Quarterly Census of Employment and Wages, published by the

NM Department of Workforce Solutions. The report compares the first Quarter of 2007 to the

first Quarter in 2011. Construction lost more than 15,000 jobs, followed by Manufacturing,

which lost approximately 9,000 positions. The other big losers were Retail Trade reduced by

about 7,500 jobs, and Administrative & Waste Services reduced by 5,000. Wholesale Trade,

Transportation & Warehousing, Information technology, Finance and Insurance, Real Estate,

Professional and Technical Services, Arts, Entertainment and Recreation all lost fewer than

5,000 positions. The bright spot in New Mexico employment during this period is Health Care,

expanding by 12,000 positions.7

Extrapolating from the employment picture in New Mexico in 2009, by 2019 there will

be several strong growth areas in specific occupational groups for which older workers can be

trained. Health Care Support occupations, currently at 28,081, are expected to grow by 2.6%

annually. It is anticipated that training for Health Care Support positions will be an advantage for

older workers in all regions of New Mexico. A related category, Personal Care and Service

Occupations, at 38,534 jobs in 2009 will expand yearly by 2.1%. Other areas of expected growth

will occur in Business/Finance occupations, Computer/Math occupations, Education, Training

and Library services, at between 1.3% and 1.4% yearly through 2019.

The Recession’s Affect on each of the Workforce Investment Regions in the State:

The Central Region mimicked the state in terms of lost jobs. The bright spots were

expansions in Educational Services as well as Health Care and Social Assistance programs.

There was a small expansion in Public Administration positions and even smaller, but still

positive movement in Accommodation and Food Service. How to accomplish training and

senior internships in those areas will be discussed more fully in a later section.

The Eastern Region lost substantially in the Mining trades, losing over 1,000 jobs,

followed by Warehousing and Transportation, losing about 600 jobs. The bright spots in this

region were Construction, with a gain of 1,000; and Manufacturing, gaining about 400 positions.

As in the state as a whole, Health Care and Social Assistance expanded in the Eastern Region by

about 750 openings. Retail Trade, Educational Services and Public Administration positions all

expanded minimally by under 500 openings. Due to the recent boom in the oil industry, the

southeastern quadrant of New Mexico has virtually 0% unemployment.

The Northern Region was hardest hit in the Construction trades, losing 5,000 jobs.

Most of the northern counties continued to experience year-over-year employment losses in the

third quarter of 2011, after seeing losses in the second quarter as well. San Juan, San Miguel,

and Santa Fe counties have been the exception. The only bright spot in this region has been

growth in Health Care and Social Services sectors.

The Southwestern Region experienced a loss of more than 1,500 jobs in Construction,

which then adversely affected Manufacturing, Retail trade, Transportation and Warehousing.

Information Services, Arts, Entertainment, Recreation and Food Services, were reduced by fewer

than 500 positions in each category. Again, the bright spots, as in the other regions, were Health

Care and Social Assistance positions gaining more than 2,000, Professional and Technical

Services, and Public Administrative positions, all increased, but by under 1,000 openings each.

7 The Great Recession; the recovery has started, really. March, 2012, Suzan Reagan, Labor Economist, NM DWS.

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Plan Process and Methodology

In early May 2012, ALTSD Employment Programs Bureau identified organizations and

individuals, statewide, to survey via electronic instrument concerning services for older adult

workers and the Senior Community Service Employment Program (SCSEP). Fifty-eight (58)

surveys were sent to entities representing each of the groups identified as stakeholders in the

SCSEP regulations.8 Responses were received from around the state, representing each group

except Labor Organizations, which were contacted both locally and nationally. Of the 58

requests, 29 responses were received, representing a 50% response rate. A summary of the

responses received are attached as Appendix I.

Responses from Older Unemployed Adults

Organizations receiving Title III funding from the Older Americans Act

Workforce Investment Boards

Other Interested Parties

Public/Non-Profit Organizations

Social Service Agencies

Affected Communities

Community-Based/Faith-Based Organizations

Business Organizations

Labor Organizations

The SCSEP/Older Workers Programs portion of the plan will be available for public

comment on ALTSD’s website and at the 34th

Annual NM Conference on Aging in August in

Albuquerque. The SCSEP and Older Workers Programs portion will also be circulated for

public comment as part of the State Workforce Plan. Further comments will be included in the

final document.

Strategic Plan

A. Asking private, non-profit and public employers for their input:

Collaboration begins with listening. A primary responsibility of both SCSEP and 50+

Employment Connection staff is to listen closely to the requirements and concerns of business

owners. ALTSD seeks input from employers regarding their needs. As needs are expressed,

careful listening reveal where older worker involvement can be an asset. The benefits of

intentionally including older workers may include:

Access to new sources of job applicants; older workers are becoming more

plentiful.

No recruiting costs for employers; ALTSD’s Employment Programs charge no

fees to employers.

Higher retention rates compared to traditional hires; statistics bear this out.

Increased productivity; older workers actually take less sick time than younger

workers on average.

An enhanced reputation within the community; older workers are well-connected

and will often share their opinions appropriately but freely.

8 Federal Register, Part IV, Department of Labor, Employment and Training Administration, 20 CFR Part 641: Senior

Community Service Employment Program; Final Rule, page 53817.

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Adherence to “business-driven” concepts and services is of paramount importance in building a

network of employers pleased with the potential employees referred to them. The staff of

SCSEP, SEP and 50+ will be trained to use WorkKeys to measure job seekers’ skills and match

them with the skills required to successfully perform various jobs. Issuing WorkKeys certificates

for job seekers will assure employers that older adults referred to them are qualified for the

positions they are seeking. This ensures that older adults are job-ready, with the skills and

customer-service attitudes attractive to employers.

B. Educating private, non-profit and public employers about coming demographic

changes: Increasing engagement of businesses and employers is an integral part of the expansion

of the Senior Employment Programs and its collaborative partners. Partners include working

with AARP to update and expand a curriculum specifically tailored for New Mexico employers

on hiring and retaining older workers. The curriculum could also be offered to partners in each

Workforce Connection office in the state. This initiative will include a specific outreach program

soliciting input from employers to enable targeted training of job seekers, as well as to educate

them about the advantages of hiring older workers.

New Mexico, like all other states in the nation, will experience a decline in the growth of

the labor force; some estimates anticipate a drop to less than 20% of today’s growth. "Without

major increases in productivity or immigration, low labor force growth will ultimately lead to

slower economic and federal revenue growth. This in turn will accentuate the overall pressure

on the federal budget, which will face increased claims for Medicare and Social Security benefits

while relatively fewer workers pay into the benefits systems."9 An increase in the number of

older New Mexicans remaining in the labor force by retaining and hiring older workers will ease

some of the pressures the state and its businesses will face.

Approximately 75% of all employers in a 2009 “Talent Management Survey” have not

analyzed projections about the retirement rates of their employees. This is problematic,

considering the already-in-progress retirement of baby boomers that affects nearly every

business.10

“To adapt and possibly benefit from an increasingly aged world, businesses must shift

organizational structure, and practices. … [I]n an economy where knowledge rules, the

experience of older workers grows in value, and they can serve as role models for younger

workers.”11

Surveys of employers indicate that workers over 60 are seen as more experienced,

knowledgeable, reliable, and loyal than younger employees; practice should match this

perception.

Ongoing training can help older workers master new skills as the economy changes.

Longer working lives for employees provide employers with greater productivity gains from past

training investments. Investing in the health of all employees enhances productivity and avoids

unnecessary costs as the workforce ages. Changing from pay systems that are seniority-based to

performance-based will hasten a relaxing of current perceptions about age at retirement.

“Business…should anticipate, rather than await, this trend toward…older employees…. [S]ome

9 Highlights of a GAO Forum: Engaging and Retaining Older Workers; February 2007.

10 Talent Management and the Prism of Age; Executive Case Summary Series, Sloan Center on Aging & Work, Boston College,

March 2010, page 5. 11

Program on the Global Demography of Aging: Working Paper Series; Population Aging: Facts, Challenges, and Responses. Bloom, Boersch-Supan, McGee, and Seike, May, 2011, pages 8-9.

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adaptations…can be undertaken right now, to the benefit of both younger and older employees,

firms, and society – both now and in the future.”12

Four national companies, CVS Pharmacy, Deloitte LLP, Fidelity, and St. Luke’s Health

System are all recognized as “Employers of Choice” for older workers. These four companies

are using the concept of “the prism of age,” which includes not only chronological age, but

generation, life stage, career stage and tenure, as well.13

With four generations in today’s

workplace, these organizations are looking at the varying needs of their diverse employee

populations. As an example, “Fidelity has made a concerted effort to enhance their workforce

diversity, particularly in the area of attracting retirees and older workers into some of the

customer-facing roles.” CVS offers pharmacy and other store employees the opportunity to

work in different locations at different times of the year. Older workers can spend the winter

working in stores in Florida and work in their hometowns the rest of the year. This allows CVS

to maintain a precious body of institutional knowledge.14

Defining “career success” as getting promoted or advancing in pay, status, job title or

responsibility (“climbing the career ladder”) is no longer an adequate measure in the new world

of work. In contrast, the idea of “career lattices” is that movement in any direction can be a good

choice. Older workers who continue to have a deep sense of purpose but who are ready for jobs

with less stress and fewer hours challenge stereotypes of the ideal worker.

Many believe that full-time hours and constant face time are essential to effective job

performance. Moreover, they assume that the best reward for a job well done is promotion to a

post that’s even more demanding. These norms are reinforced by significant legal and financial

barriers to ramping down. Workers who aren’t interested in the scramble for power and prestige

are conundrums. Their bosses label them as uninterested or unengaged. This may, in fact, be the

furthest thing from the truth.15

It may be more important, and fruitful, to focus on what helps individuals develop their

employability, as well as their own motivation. When individuals are adequately assessed, and

more importantly, adequately informed and included in discussions of training opportunities to

improve their job skills, they have more self-investment in a future over which they feel they

have some control.

In a recent study of 2200 employees, from the Sloan Center on Aging & Work at Boston

College, the ages of those who self-reported as being in their early-career ranged from 17 to 61

years; mid-career, from 23 to 62; and late-career, from 28 to 81! The number of mature workers

aged 50 and older has grown from 6% in the 1990s to more than 18% today. Making

assumptions about an employee based solely on his/her generation or chronological age can be a

costly mistake; individual employees’ needs change over time.

C. Training Older Workers in Response to Input from Employers:

In response to the demographic shifts outlined above, ALTSD and its New Mexico partners plan

to build on relationships already existing in New Mexico.

ALTSD Relationships with other providers of workforce services: The SCSEP is

identified as a mandated partner in the Workforce Investment Act. As such, ALTSD has a

position on each of the four local workforce boards in New Mexico. The SCSEP collaborates

with the boards, with contracted operators of New Mexico Workforce Connection offices in each 12

Ibid p. 9. 13

Ibid. page 3. 14

Ibid. page 5. 15

Aging & Work: AGEnda, The Ideal Worker vs The Older Worker, Dr. Christina Matz-Costa, July 25, 2012, blog post.

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community and with the New Mexico Department of Workforce Solutions. Thus, the SCSEP is

well placed to represent and respond to the needs of older workers, particularly those with low

incomes, throughout the state.

ALTSD relationships with other providers of aging services: ALTSD is the designated

State Unit on Aging for New Mexico. Because the state SCSEP contractor is housed in this

Department, connections with aging service providers around the state are fostered and

enhanced. New Mexico’s four Area Agencies on Aging receive funding through ALTSD,

resulting in close working relationships among the great majority of New Mexico’s aging service

providers and the staff who manage the SCSEP.

New Mexico SCSEP National grantees: Goodwill Industries International and the

National Indian Council on Aging (NICOA) are the other SCSEP grantees operating in New

Mexico. The three New Mexico grantees meet quarterly to discuss equitable distribution of

positions and other long-term strategies for implementation of SCSEP in New Mexico. This

ongoing collaboration provides the opportunity for these providers to refocus, coordinate, and

redirect this important program to better achieve its goals.

NICOA executed a memorandum of understanding (MOU) in 2011 with the Workforce

Connection of Central New Mexico and secured letters of commitment in 2012 from the NM

Department of Workforce Solutions and the ALTSD. These agreements addressed coordination

and referral of potentially eligible SCSEP participants, information exchange, training and

supportive services, special projects and outreach initiatives. NICOA also plans to pursue written

MOUs with the Workforce Connections serving the Northern and Southern NM regions. NICOA

will be conducting a survey of its current host agencies and employers identified as potential host

agencies to develop an expanded list of community service assignments and potential employers.

The survey will also help NICOA to identify on-the-job experience and skill training needed for

participants to succeed in unsubsidized employment, particularly in expanding job growth

sectors such as health care, finance, security and personal care services.

ALTSD also plans to expand the 50+ Employment Connection in Albuquerque for

people age 50 and older who need assistance in finding employment. ALTSD is partnering with

other stakeholders and service providers in the central region of New Mexico to establish an

expanded physical location for the 50+ Employment Connection in Albuquerque.

When this location is firmly established, a third 50+ Employment Connection will be

developed using the best practices distilled from the existing sites in Santa Fe and Albuquerque.

If the plan progresses positively, ALTSD could open further sites in underserved areas of the

state.

D. Placing older individuals in high growth occupations—primarily Health Care Support

(HCS):

Employment in health care grew 16 percent in New Mexico between 2005 and 2010 (3.1

percent annually).16

The Health Care industry employs a wide variety of occupations, is the

largest employing industry in New Mexico and is projected to experience the largest amount of

growth of any industry between now and 2019. Ambulatory Health Care, specifically, which

focuses on services to ambulatory patients--not in facilities or needing special equipment--offers

many employment opportunities throughout the state. Ambulatory Health Care Services

employed 42,070 individuals in 2009. It is projected to grow to 55,440, a growth of 31.8% by

16

Note that at the time of this publication, the most current employment projection data available was for the 2009 to 2019 time period. All projected growth information is presented with 2009 as the initial year of employment date.

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2019. Other sectors of HCS will grow at similar levels, including hospitals and various levels of

long-term and in-home care.

This substantial growth will occur in all of New Mexico's WIA regions by 2019. DWS

predicts that this industry in:

the Central Region will grow by 18.5% from 53,360 in HCS to 63,250;

the Eastern WIA Region will grow from 16,080 employed individuals to 20,210, a

rate of 25.7%;

Southwestern New Mexico employed 13,890 people in 2009 and is projected to grow

by 30.5% to 18,130 by 2019; and

Northern New Mexico was at 27,260 and will grow 27.5% to 34,750.

"In 2010, there were approximately 122,600 people employed in 6,000 establishments in

the Health Care and Social Assistance industry (Health Care Industry) in New Mexico. The

Health Care industry comprises several sub-sectors, including Ambulatory Health Care Services,

Hospitals, Nursing and Residential Care Facilities and Social Assistance. It does not include

physicians, nurses and pharmacists, but all types of occupations that work in establishments that

provide health care services.17

The top three employing and large growth occupations for the Central Region are Home

Health Aides, Nursing Aides, Orderlies, and Attendants. Other employment projections for this

region are Accommodation and Food Services which are expected to grow by 21% over the next

10 years. Administrative and Support Services are projected to grow by 18% in the same time

period. Retail Trade will expand by 15%. To prepare older adults to obtain unsubsidized

employment, the Albuquerque Hispano Chamber of Commerce serves as a Host Agency for

SCSEP participants and offers free computer classes for all software applications in the

Microsoft Office Suite. SCSEP participants are able to return as often as necessary to reach a

level of proficiency in computer use.

The other WIA Regions in New Mexico will see strong growth in the same areas of

employment, that is, Health Care and Social Assistance, Accommodation and Food Services,

Educational and other services. Trends are projected to be 27% growth in HCS; 25% in

Accommodation and Food Services; and 20% in Educational/Other Services.

The remainder of this Plan deals specifically with improvements for SCSEP services and

providers within New Mexico. As the Plan is made available for public comment and comments

and recommendations are incorporated into the Plan, SCSEP staff expect a robust discussion of

issues, and a broadening of services available.

Basic Distribution of SCSEP Positions within the State

A. Location of positions: The national SCSEP competition has concluded. New Mexico will retain the same three

SCSEP service providers: Goodwill Industries International (GII), National Indian Council on

Aging (NICOA), and Aging & Long-Term Services Department (ALTSD). USDOL has issued

an equitable distribution chart which will be implemented, with some possible negotiated

changes. See the “Avoidance of disruptions in service” section below for plans to protect

participants during this process.

17

Ibid., page 5

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NICOA SCSEP is not subject to Equitable Distribution of SCSEP positions. This can result

in additional SCSEP participants in the state under the Older Americans Act Title V Set-Aside for

American Indian national aging organizations. Although NICOA is funded under a special

SCSEP category, it serves all eligible individuals in tribal areas and urban Indian locations.

NICOA shares information about counties served and coordinates services with Goodwill

Industries and ALTSD to best serve older New Mexicans with low incomes.

B. Rural and Urban Populations:

Using 2010 Census figures for New Mexico cities, the population of New Mexico is 77%

urban and 23% rural. New Mexico’s three providers combined served 28% rural clients and 72%

urban clients. Given the greater employment needs of rural New Mexico, this service level is

weighted toward those most in need.

C. Distribution of Specific Population Groups:

New Mexico has large populations of minorities. The 2010 Census identified Hispanic

persons as 47% of the population. White, non-Hispanic persons make up 40%, and Native

American Indians, 10%. It is also a poor state. In 2010 New Mexico ranked 2nd

in the nation in

poverty, with 20.4% below the federal poverty level. Sixteen percent of New Mexico’s adults

over 65 years of age live in poverty. Older Adults in need of SCSEP training and support

services are plentiful.

Table 1: Distribution of SCSEP Positions for Priority Individuals by Specific Population

Groups (July 1, 2010 through June 30, 2011)

Group ALTSD NICOA GII New Mexico

75+ 7%

8/112

9%

9/96

13%

54/404 12%

71/612

Disabled 11%

12/112

20%

19/96

45%

183/404 35%

214/612

Limited English/Low Literacy 10%

11/112

68%

65/96

29%

118/404 33%

204/612

Rural 26%

29/112

46%

44/96

24%

96/404 28%

169/612

Veteran/Spouse 21%

26/112

4%

4/96

23%

94/404 20%

124/612

Low Employment Prospects 31%

38/112

64%

61/96

100%

404/404 82%

503/612

No Success with WIA Title I 2%

3/112

6%

6/96

5%

21/404 5%

30/612

Homeless or at Risk 12%

13/112

3%

3/96

57%

228/404 40%

244/612

Greatest Economic Need 84%

102/112

100%

96/96

95%

382/404 95%

580/612

Minority Individuals 64%

72/112

100%

96/96

62%

250/404 68%

418/612

Greatest Social Need 100%

112/112

91%

87/96

79%

319/404 85%

518/612

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Table 1 shows the distribution of SCSEP participants by specific population group for

each grantee and for the entire state. The chart is based on year-to-date numbers from the

Quarterly Progress Report for the final quarter of Program Year 2010 (July 1, 2010 through June

30, 2011.) The chart includes figures for priority individuals, as well as other populations

identified in statute (individuals with “greatest economic need,” “minority” individuals, and

individuals with “greatest social need”).

D. Recruitment and Selection Techniques:

Given the economic climate since 2008, there has been no shortage of requests for job

search assistance from the public. Staff of the SCSEP, SEP and the 50+ Employment

Connection have received requests from more individuals than they are currently able to serve.

The SCSEP staff started a waiting list of applicants about 6 months ago, in January 2012.

Increasing Participant Placement in Unsubsidized Employment and Employer Outreach

The Strategic Plan as outlined in this document describes the primary methods for

increasing placement in employment and conducting employer outreach. Additional methods are

as follows:

A. Retention activities once participants enter the workforce:

SCSEP staff are dedicated to building relationships based on trust and mutual respect

with the participants with whom they work. This includes a continuing relationship even after a

participant has entered unsubsidized employment. Even with additional job and skills training,

older workers with limited incomes are often reticent to see their improvement in skill levels,

taking on new challenges, or assuming control over their lives. Those participants who have

entered unsubsidized employment are encouraged to stay in touch with their case managers,

particularly since SCSEP allows staff to assist them for at least one year following placement.

Participants often stop by the office to “touch base,” get a new monthly bus pass, or check in

about other possible job opportunities.

B. Increasing the level of SCSEP participants placed in unsubsidized employment:

SCSEP staff anticipate conducting more individual assessments of participants. Having

more knowledge about the aptitudes, attitudes, likes, dislikes, and available training

opportunities for participants will potentially make SCSEP participants more attractive to

employers. In particular, as staff market these individuals to employers with a “get acquainted

training period,” at no cost to the employer, and tailor training to meet employers’ requirements,

levels of placement should go up as the economy improves.

C. What the New Mexico state program is doing to meet its negotiated goal:

The ALTSD Senior Employment Programs Bureau is investigating all available options

to improve SCSEP, SEP and 50+ Employment Connection services to the diverse populations

served. All of the negotiated goals for PY ’11 were met except for the “most-in-need” measure.

Staff will ensure that all new enrollees have at least 3 documented “most-in-need” factors until

that measure is not only met, but exceeded.

SCSEP staff anticipate bolstering job development efforts through collaborative

relationships with potential employers. This is discussed in detail as one of the guiding

principles of this strategic plan. To develop more and better placements, staff will conduct more

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in-depth assessments, one-on-one interviews, and training for job-seekers. Additionally, staff

will follow up at quarterly meetings with other SCSEP providers, as well as with stakeholders

who responded to the survey for the 4-year state plan. Building collaborative relationships

across public and private sectors will strengthen all partners involved.

Coordination with Other Programs, Initiatives and Entities

A. SCSEP as an active partner in the one-stop delivery system:

The Senior Employment Programs Bureau Chief and Central Region SCSEP managers

are currently in discussions with the DWS Workforce Connection office in all regions of New

Mexico to expand services to older workers and employers.

B. Activities under other titles of the Older Americans Act and Collaboration with

programs providing aging services:

ALTSD is the designated State Agency on Aging for Older Americans Act Programs. As

such, collaboration with Area Agencies on Aging and their subcontractors is facilitated naturally.

C. Responses from the stakeholders in New Mexico elicited several suggestions:

One stakeholder suggestion that deserves particular attention is to break down the wall

between economic development and workforce development. This would complement the

State's four-year strategy as conceptually described by Gov. Susana Martinez. Integrating these

two activities would allow workers to be trained to meet the particular needs of employers in the

State; allowing employers to become more efficient and citizens to find meaningful employment

at sustainable wages. A first step toward aligning these two important and complementary

activities is to have SCSEP representatives on each WIA Regional Board and the State Board.

D. Collaboration with other partners:

A suggestion from a local SCSEP partner is to alter the existing model of assessment and

screening to identify older adults who are not computer literate. Assuming that an individual

meets all other “needs” criteria, we would enroll him or her in SCSEP immediately and send the

individual to a comprehensive computer training class at the Albuquerque Hispano Chamber of

Commerce (AHCC). AHCC currently serves as a Host Agency. The individual would start

receiving a stipend of $7.50/hour for attending training. Concurrently, each new participant will

register at the local Workforce Connection office to access Core Services, such as registering in

VOSS, creating a resume, and taking WorkKeys assessments to identify his or her individual

level of skills. Should remedial training be needed, DWS also offers “Prove It”, “Keytrain” and

other such tools.

E. Leveraging resources from key partners to support SCSEP activities:

One of the Senior Employment Program managers has developed job search/networking

guidance techniques. His efforts have been successful, with 36% of his clients finding

unsubsidized employment. He has continually refined his materials to help older workers focus

on transferrable skills, and identifying occupations they have the aptitude for, as well as what

they actually want to do. Using this program model, Senior Employment Program colleagues in

the Central Region will build on the teaching units he has developed.

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F. Avoidance of Disruptions in Service: Over-enrollment or transfer for contractual reasons in a particular region of the state, or

in the state as a whole, may occur. When this occurs, positions are reallocated to adjust

distribution to agree more closely with the formula in the Equitable Distribution Report. Every

effort is made to avoid disruptions in service. These changes are handled as attrition allows.

When such changes are necessary, they are not undertaken without obtaining the prior

permission of the US Department of Labor (USDOL). Currently, the USDOL has reconfigured

the Equitable Distribution formula for the state as a part of the competition for national grantees

(GII and NICOA in New Mexico.) This formula may be slightly renegotiated if all partners and

the USDOL agree.

Transfers of positions between grantees may be necessary to move toward the Equitable

Distribution Formula. The following process will be observed to avoid disruptions in service

during the transfer process.

(1) Participants will be notified in writing at least 30 days in advance of transfer to

another provider.

(2) If a participant is being transferred to a new provider, his/her initial application and

current eligibility information will be transferred. Confidential records, including

medical records, supervisory assessments and any personnel actions will not be

transferred.

(3) All other guidance concerning the transfer process issued by USDOL will be

followed carefully.

Improvement of SCSEP Services New Mexico’s SCSEP providers began meeting on a quarterly basis six years ago.

Currently, the group is meeting less frequently. A meeting of all NM SCSEP providers is

scheduled for August 10th in Albuquerque.

One meeting or several will be hosted by ALTSD with the entities that responded to the

electronic survey to provide input to the State Plan. Since each of the organizations responding

wished for additional funding, staff and training opportunities, it is clear that meeting to develop

collaborative relationships and leverage resources will be a win/win situation for all.

The project described in the last 4-year plan submitted in 2008 to USDOL, the 50+

Employment Connection, has been open since 2009. It has moved from the second story rooms

of the New Mexico Workforce Connection in Santa Fe to be housed with NM ALTSD in the

Toney Anaya Building on Cerrillos Road in Santa Fe. At present, “50+” has seen an increase in

older adults seeking job search assistance. A second center is operating in Albuquerque on a

smaller basis. A 4-week job search lab, with curriculum that has been tested over the last year

will be offered once a suitable site is found.

As described in the current 4-year State Plan, ALTSD anticipates partnering with other

agencies and stakeholders to open 50+ Employment Connection offices in underserved areas of

the state. Given the current economic climate, an early idea is to train volunteers to help older

adults learn computer skills, including use of computers to search for work.

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Appendices

APPENDIX I: Summary of Comments from

Senior Community Service Employment Program (SCSEP)

Providers and Other Stakeholders

I. Responses from Older Unemployed Adults:

Who do or did you work for? A. Senior Center cook and dishwasher

b. NM State Police receptionist

c. Albuquerque Hispano Chamber of Commerce in tourism and conventions/conferences

d. Quote-Unquote Television Studio receptionist

e. Housekeeper for a 157 room facility in Santa Fe

f. Resort & Spa in northern New Mexico as an engineer

What do or did you do?

a. Kitchen prep, kitchen and dining room clean-up.

b. Help the public in assisting them with safety information, data entry, keeping all public

information current.

c. Staff an information table for the AHCC at public events, learning to use the PBX system, help

in putting mailings together. Assist with greeting and registration at Chamber functions, prepare

and review materials for AHCC publications.

d. Currently serving as a receptionist, after receiving training in television studio production, can

now assist television crews and perhaps prepare my own shows for distribution on the public

access channel.

If there were no limits, what work would you like to be doing?

a. Studied and recently graduated to be a computer draftsman. I want to be working as a

draftsman.

I want to get hired here at my current training site.

d. I would like to become a consultant for television production.

e. I want to help people, something that I could earn a living doing, teaching older people or

young children computer skills, maybe tutoring school-age children to help them reach their

potential.

f. I want a job, to find a job, to make it a job.

Common responses: I want to work; I am currently applying for work. All respondents want to

be doing something useful that allows them to earn a wage.

What would it take for that to happen? Appreciate the training I've received through the SCSEP placements, I'm hoping my current

placement will become a full-time job. One respondent received training in Studio Television

Production, another in event planning. Two respondents are taking classes at the WESST, an

entrepreneurial incubator for small businesses. Several indicated that they particularly enjoyed

working with people, as well as being able to help people; i.e. all ages of people, from young

ones just entering school to elders. They want to tutor younger children on computer and

literacy skills or help older people learn the benefits of computers and new technology.

II. Organizations receiving Title III funding from the Older American Acts:

What does your organization do? (Products and services)

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All but one of the organizations in this category operates both meal sites and home delivery of

meals as mandated by the Title III Older Americans Act nutrition meal service. Additionally,

they provide health and wellness activities, recreation and education classes, volunteer

opportunities and information and assistance services. One provider focuses specifically, and

only, on providing one-on-one job search support for individuals over 50.

How are you involved?

The respondents in this category were primarily either Program Directors or Executive Directors

of their respective organizations. One was a Program Coordinator, providing employment

services to individuals over 50+.

If there were no limits what would you like to be doing/providing that you are currently not

able to do or provide?

To a person, each of the directors/program coordinators wants to expand their services because

they can document the tremendous need in their respective communities for services.

Expansion of transportation services both in routes and hours offered are a common need to get

older adults in communities (especially rural communities) to service providers for: medical

services, respite for caregivers, socialization for those individuals exhibiting the most social

need, to support enhancement of basic services that allow individuals to "age in place with

dignity."

Another common thread from respondents is for additional staff to provide direct services in the

areas of nutrition, home management (housekeeping, laundry, grocery shopping, vacuuming,

etc.) non-medical personal care, equipment/supplemental bank, preventive health education, case

management, respite care, coordinators for volunteers and more volunteer program staff.

Providing such services as essential parts of a continuum of long term care system would allow

agencies serving this population to meet the goal and objective of enabling each individual senior

citizen to “attain their respective quality of life.”

This wish for being able to offer more comprehensive services was restated by a Director for the

Indian Area Agency on Aging. Coordinating needed services to the Pueblos, this director asked

for additional resources to dedicate to community-based long term care services, like personal

care, adult day care, caregiver respite services, chore services and assistive devices as well as

resources to complete home modifications.

The Program Coordinator focusing on employment opportunities is working to find a facility

with computers that would allow 8-10 individuals to attend weekly meetings for job-

search/networking training, as well as computer skills training. This coordinator is developing

relationships with employers in the community that are open and friendly to hiring older

workers. Another Program Coordinator at the far end of New Mexico echoed the need for more

employment opportunities for persons 50+ who don’t meet the low-income guidelines for

existing Older Worker Programs.

What would it take to do that? Again, to a person, the respondents asked for more funding from Federal, State, and local

governments, as well as community support. One director indicated that some areas have

incorporated a small percentage in gross receipts tax, thereby generating sufficient funding

specifically for services for the frail elderly. They also asked for more training and coordination

of services across agencies.

One provider, in a large rural area, suggested that the Older Americans Act should be reviewed,

to allow service providers/contractors to charge for services rendered. This respondent also

suggested restricting entitlement programs that do not affect senior citizens, since it creates a

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sense of entitlement for younger low-income individuals, lessening the amounts that can be

provided to elders. She goes on to say, “Our industry is a passion-driven industry which needs

individuals who have that passion to provide service to older adults.”

This individual, responsible for programs delivered across Luna County, 2,965 miles of rural

New Mexico, laments the need for services for individuals between the ages of 50-59, who do

not meet eligibility requirements of contractor-provided services because of the restrictions of

government contracts. She also asks for more training of eligibility staff that screen individuals

for specific programs. In her opinion, too often staff members in these positions maneuver

around barriers to eligibility and thus services are provided or offered to individuals who don’t

actually deserve them.

III. Workforce Investment Boards

1. What does your organization do? Responses were received from each region served by the five regional boards in New Mexico.

Local WIA Boards support a workforce development system serving employers, job applicants,

community members and service providers, guided by the needs of businesses in their respective

communities. Using federal training dollars, services are to be comprehensive, customer-

responsive, timely and cost-effective. Informed by regional employer needs, Local Boards

provide life-long learning/training opportunities for individuals in the workforce, bolstering

economic development efforts, thus promoting self-sufficiency and creating high-paying jobs

with comprehensive benefits for individual job-seekers/workers.

2. How are you involved?

Responses were received from two Administrative Entities of Local Boards. Administrative

Entities provide administrative support for each Local Board, and a Fiscal Agent to monitor

federal workforce funds received. As noted above, there are several distinct populations served

by each Local Board. Responses were also received from two Area Directors of Workforce

Connection Offices in the southwest and eastern regions of the state. Workforce Connection

offices provide direct services to job-seekers by providing space and computer with internet

access to conduct job searches, copier, phones, faxes, available job openings and by offering

assessments and on-the-job training for qualified applicants.

3. If there were no limits, what would you like to be doing/providing that you are currently

not able to do or provide?

To better serve job-seekers and students, one administrator suggested a career information and

assessment called "Bridge" or "Choices," a computer based delivery system, which can be

tailored to New Mexico's economy. Additionally, he would like to provide an independent

assessment that allows providers to determine both the skills and training needs of the job-

seekers with whom they work. To broaden outreach and coordinate efforts targeting all

populations served, he suggested establishing an on-going state-wide survey of employers to find

out their specific hiring/training needs. Then, to complete the circle, he would offer workshops

for unemployed individuals on how to access the "hidden job market."

Another administrator would like to see more direct contact between Economic Development

activities and the Local Boards to implement broader and more extensive job creation.

The Area Directors of Workforce Connection offices both wished for more staff. More staff

would allow more one-on-one face time with local employers and job-seekers; thus allowing

more services tailored to the individual business or person. More staff would also allow more

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training opportunities for job-seekers, as well as On-the-Job Training (OJTs) opportunities,

which brings more "bang for the buck" invested.

4. What would it take to do that? One administrator indicated that purchasing the "Choices" software and training staff to

administer it would cost $250,000. To conduct independent surveys/assessments of job-seekers

would cost $20,000 and 1 full-time staff person. The continuous state-wide employer survey

would be about 1/10th

of one staff person. To offer a series of workshops each quarter in

different locations around the state for unemployed individuals would cost about $10,000.

Another administrator would like to breakdown the wall between economic development and

workforce development activities. Working more closely would allow workforce development

professionals to illustrate the value they can bring to recruiting potential business/employers to

the state; especially as it pertains to tailoring training for potential employees.

The Area Directors both hoped for additional funding, or (tongue-in-cheek) an act of the

Congress or the Almighty (!).

IV. Other Interested Parties

1. What does your organization do? One response came from a Community Services Center in rural New Mexico. This organization

operates a senior meal site, home-delivered meals, the Foster Grandparent Program, Retired

Senior Volunteers, a Senior Companion Program, Home Care, a Personal Care Option Program,

an Adult Day Care facility, and a Family Caregiver Support Network.

Another response came from a non-profit serving individuals with disabilities. This organization

believes every person, regardless of the severity of their disabilities has the right to live, work,

and prosper in integrated communities. They do not operate any large residential facilities;

residential programs are small, 4 individuals or less. Nor do they operate sheltered workshops.

The guiding principle is "every person who wants to work can work." They place people with

severe disabilities in real jobs-at minimum wage or better. Their technology department works

with employers to adapt and apply relevant technology to enable people with disabilities to work

as effectively as possible. This organization also offers a community-based alternative to

traditional day programs, which include employment, volunteer opportunities, continuing

education, civic, community and recreational activities.

Another response came from a Food Bank. This organization is the largest private distributor of

emergency and supplemental food as well as the largest food rescue organization. Using the

2010 NM Hunger Study, 40,000 New Mexicans turn to them for hunger relief every week of the

year, and 13% of them are seniors.

2. How are you involved? Each of the responders is involved in management.

3. If there were no limits, what would you like to be doing/providing that you are currently

not able to do or provide? The rural community services organization would like funding to provide seniors help with

medications, utilities, and food. The organization assisting disabled people would like to provide

medical, behavioral and mentally intensive services to individuals with intellectual disabilities as

they age. The food bank, using figures from the "Missing Meals Study" released in 2011

indicated that New Mexicans missed 117 million meals each year. They would like to be able to

conduct Supplemental Nutritional Assistance Program (SNAP-food stamps) outreach to low-

income New Mexicans not currently enrolled in that program. The food bank network of four

regional food banks and some 600 local hunger relief organizations are able to provide only 3%

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of the meals needed. "If we are to effectively combat hunger in NM we must create more and

better paying work opportunities for New Mexicans so that the percentage of meals they provide

from their own earnings (currently 42%) can increase. [Also] increase hunger relief assistance

programs such as SNAP to reduce the current 13% of meals that New Mexicans are missing."

What would it take to do that? In addition to more funding, the organizations responding indicated a need for 1) evaluation of

current services and delivery systems and 2) a commitment to actually address the problems of

low-income people.

V. Public/Non-Profit Organizations

1. What does your organization do?

The public agencies responding in this category provide either, professional rehabilitation

counseling and guidance or receive and screen allegations of adult abuse, neglect or exploitation.

Both entities provide an array of services to assist eligible persons with disabilities in achieving

appropriate employment outcomes, as well as safe living environments, at times including

petitioning District Courts to appoint guardians on behalf of individuals who have lost decisional

capacity.

2. How are you involved? Both respondents are part of the management of each agency. One is the Division Director. The

other is one of two Field Operations Directors, who supervise/direct the Program Managers in

the Rehabilitation Services Unit, evaluate resource needs (budget, staff) analyze and direct

workflow with program activities, and develop/implement policy in carrying out our mission.

3. If there were no limits, what would you like to be doing/providing that you are currently

not able to do or provide? If there were no limits, both directors would like to be able to serve all eligible New Mexicans,

assisting them in securing and maintaining suitable employment as well as finding safe living

environments.

4. What would it take to do that? Both entities underlined the need to acquire sufficient additional resources, including financial

and human resources.

VI. Social Service Agencies

1. What does our organization do? (take out Jewish Family Services and put in

Community-based, Faith-based?) The agencies responding in this category provide targeted social services, education, outreach

and advocacy to help improve the lives of older adults, both in New Mexico and nationwide.

Many of the social services provided mimic the services offered by other OAA Title III

recipients, such as: handyman services, housekeeper/companion services, care and medication

management, senior transportation (door-to-door), "Aging in Place" initiatives such as evidence-

based fitness programs for seniors, a congregate meal site, information and assistance, food

pantries, tax preparation, grief and loss support groups, and advocacy.

2. How are you involved? Respondents are director/associate director of each program.

3. If there were no limits, what would you like to doing/providing that you are currently

not able to do or provide? With expanded funding, both directors would expand transportation services, community

development to support "Aging in Place" initiatives, and more outreach and education regarding

Social Security, Medicare and care giving issues.

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4. What would it take to do that?

Both organizations have built their respective service portfolios using federal funds (as in

demonstration grants) private funding from foundations, and state funding. One director makes a

case that state funding is more reliable. The other director would like more staff and volunteers.

VII. Affected Communities

1. What does your organization do?

The respondent in this category provides affordable housing for persons of low-income who are

at least 62 years old, or who are younger and disabled. A HUD grant was awarded to the

housing unit to provide a staff person to serve as the Resident Services Coordinator. This 1. hey

need live independently. This would include: medical services, daily living (non-medical

support) devices to enhance vision, hearing or mobility, and miscellaneous help in securing other

support for low income persons, i.e., food, food stamps, transportation, legal contacts, etc.

2. How are you involved in the program? It appears to be the most intricate area of need. There are MANY providers, each with a

different relationship with Medicare, Medicaid, insurance companies, local hospitals, Veteran's

Administration, etc. One provider is organizing an opportunity for Resident Service

Coordinators to come together for a meeting to see if we could formalize a group to share

information, best practices, tips, etc. There is an organization, American Association of Service

Coordinators, who provides great help with forms, information and webinars.

3. If there were no limits, what would you like to be doing/providing that you are not able

to do or provide currently? I would like to know all of the major providers in the community so that I can convey that them

to understand the choices they make about their coverage and how those choices effect their day-

to-day lives.

4. What would it take to do that?

I need to pursue more information gathering, preferably in face-to-face training opportunities.

VIII. Community-Based/Faith-Based Organizations

1. What does your organization do? We received responses from both community-based and faith-based providers. The community

based organization in southeastern New Mexico provides a head Start Program, Senior

Companion/Foster Grandparents Program, the Senior Employment Program, as well as

congregate and home-delivered meals, housekeeping, transportation, physical fitness and adult

day care respite for caregivers. Using a Community Service block Grant they also provide

assistance with rent, utilities, prescriptions, and emergency/FEMA relief. This organization

partners with Workcamp and Mission Carlsbad, which provide once-a-year home repairs. They

are the lead agency for the "Feeding America" program in Eddy County partnering with the

Roadrunner Food Bank, and Wal-Mart stores in Carlsbad and Artesia, and the Salvation Army to

distribute food to low-income senior citizens.

The faith-based organization is located in Albuquerque, provides targeted services in three focus

areas to "help improve the quality of life for all New Mexicans, guided by their religious

teachings. The services they provide include: Handyman services, housekeeping/companion

services, care and medication management, transportation (door-to-door) as well as evidence-

based programs for fitness, congregate meal site and information and assistance for "Aging in

Place" initiatives. This organization targets their community's most vulnerable populations

through a food pantry, grief and loss support groups, Med Bank and emergency utility programs.

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The third area of assistance is a Holocaust Survivor Support Program, a Jewish Burial Society,

D'Vora Project (domestic violence) and the Hebrew Free Loan Fund.

2. How are you involved? Both respondents are directors of their respective programs.

3. If there were no limits, what would you like to be doing/providing that you are not

currently able to do or provide? The community-based program director has held public hearings which documented the need for

more home modifications so that elders can remain independently in their own homes. The

faith-based organization would like to expand both transportation options as well as "Aging in

Place" initiatives for all New Mexico citizens.

4. What would it take to make that happen? The community-based program suggested more funding to hire a construction crew and needed

supplies. The faith-based organization is able to do some of its own fund-raising. However, its

current portfolio of services, built over years with demonstration projects financed by federal

dollars, may be ending due to the national economic crisis. The director suggested more state

funding, as it is more reliable and helps sustain programs and the organizational capacity to build

them. Being able to do their own fund-raising allows more innovation and responsive systems to

fill service gaps.

IX. Business Organizations

1. What does your organization do? The organizations responding provide training and workforce development programs not only to

older workers, but to anyone looking for work. One is a consortium of businesses in central New

Mexico, serving specifically Hispano businesses. The other is a national organization. Both

offer accredited training curriculums.

2. How are you involved? The local consortium respondent is the director. The national organization respondent is the,

3. If there were no limits, what would you like to be doing/providing that you are not

currently able to do or provide? Both respondents offer curriculum that would benefit job-seekers and businesses. But they are

unable to offer trainings in specific skill sets due to lack of funding, partnerships and adequate

staff.

4. What would it take to do that? Both organizations cited access to funding and partnerships.

X. Labor Organizations

There were no responses from labor organizations either locally or nationally.

This documented need may provide an opportunity to train and hire more workers?

Non-profits and public agencies have been learning for several years how to collaborate across

bureaucratic boundaries, to avoid duplication of services and save tax-payer dollars.

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