WORKFORCE DEVELOPMENT

BOARD:

NEW BOARD MEMBER

ORIENTATIOND E C E M B E R 2 0 1 8

WORKFORCE DEVELOPMENT BOARD: INTRODUCTION

❖ A “workforce development board” is a regional governmental entity

responsible for oversight of its “workforce system”

❖ A “workforce system” is a system overseen by a WDB but operated by private

contractors and training providers to serve

▪Workers who want to find or improve their employment

▪Employers who want trained workers or want to improve their workforce’s

skills

▪Special populations such as youth, disabled, ex-offenders, migrant workers

❖ There are 28 regional workforce boards in Texas

WORKFORCE BOARD STATE MAP

We are one of 28 workforce boards

in the state of Texas. Our Workforce

Development Area (WDA 10)

encompasses six counties:

• Brewster

• Culberson

• El Paso

• Hudspeth

• Jeff Davis &

• Presidio

BOARD MEMBER ORIENTATION OUTLINE

❖ Part One: Legislative History

❖ Part Two: Organizational Structure

❖ Part Three: The Board of Directors

❖ Part Four: The Workforce Development Board

PART ONE: LEGISLATIVE HISTORY

❖ Version 1.0: The history of “workforce development” begins after WWII

helping “GIs” seeking jobs or school after the war

❖ Version 2.0 & 3.0: Workforce Development continues through the

1960s, 1970s, 1980s (big government, PIC, etc.)

❖ Version 4.0: By the 1990s, the system needed a major overhaul

1990S: FEDERAL AND STATE WELFARE LAW REFORM

❖ During the 1990s, the workforce development system was significantly

redesigned as part of the “welfare reform” movement

❖ 1993: Texas Council on Workforce and Economic Effectiveness (TCWEC) a

workforce agency that advises the governor’s office was created by state

law

❖ 1995: Texas Workforce Commission (TWC), a revamped workforce agency,

and a completely new workforce development system redesign are

adopted by state law

❖ 1998: Workforce Investment Act (WIA) created by federal law.

THREE CONCEPTS OF 1990’S SYSTEM REDESIGN

1. Consolidation❖ The pre-existing workforce system was fragmented

• Each funding stream was different

• Each source had different eligibility requirements, funding cycles, purposes

• Various federal and state agencies overseeing the funds at the local level

• Confusing delivery of service

• Inefficiencies

❖ The new system envisioned consolidation of all programs

• All workforce development funds are consolidated through a single state agency -TWC

• Then the funds are passed to a regional oversight body, a local workforce development board (“LWDB” or “WDB”) which

administers the funds

• Services are delivered through private contractors as part of a consolidated one-stop concept, i.e., the “shopping mall

approach”

THREE CONCEPTS OF 1990’S SYSTEM REDESIGN

2. Decentralization❖ The pre-existing workforce system was centralized in a state agency

• Bureaucratic

• Distant from the actual workforce consumers: workers and employers

• One-size fits all mentality

• Viewed as slow, inefficient, and poor return on investment

❖ The new system envisioned regional workforce boards, get away from state agency control

• A regional group of stakeholders understands the regional workforce

• Allow regional stakeholders gathered at the same table to dictate policy and investment of

workforce resources

THREE CONCEPTS OF 1990’S SYSTEM REDESIGN

3. Privatization❖ Move away from “government think”

❖ Mandatory that WDBs be “Employer Driven” – meaning the Board of Directors would be made

up of a majority (at least 50.1%) of private business sector decisionmakers who understood

and served the needs of business

❖ Mandatory that private businesses or independent nonprofits, who are competitively

procured, deliver services to the system’s customers

WORKFORCE SYSTEM REDESIGN

Consolidation + Decentralization = Local Control

Privatization = Innovation and Accountability

Local Control + Innovation + Accountability = Better Workforce System

MAJOR LEGISLATION

❖ Workforce Investment Act (WIA)

▪ 1998 federal law that reformed and redesigned the entire workforce system:

oEmployment services (helping employers)

oJob Training, Education, Career Building (helping employees)

❖ Workforce Innovation and Opportunity Act (WIOA)

▪ 2014 federal law, a new and improved WIA

oGreater strategic coordination

oAdds more programs

➢Programs designed for specific vulnerable populations including disabled,

JobCorps, YouthBuild, Indian and Native Americans, Migrant and Seasonal Workers

▪ Adds more accountability

▪New lengthy regulations

PART TWO: ORGANIZATIONAL STRUCTURE

❖ The WDB is a “hybrid” entity: part federal, part state

❖ Federal law creates the structure

▪ Federal Oversight: U.S. Department of Labor (DOL)

▪ Federal regulations apply

❖ State law governs the board and operations

▪ State Oversight/Monitoring: Texas Workforce Commission (TWC)

▪ State law and regulations govern operations and programs

❖ There is both federal and state funding

THE WDB AS AN ENTITY

❖ The WDB provides oversight of the regional workforce system

❖ The WDB is the “fiscal agent” responsible for workforce funding

❖ The WDB develops key regional workforce/economic development partnerships and

initiatives

❖ The WDB provides labor market information to the community

❖ The WDB hires contractors to provide direct services to employers and job seekers

ORGANIZATIONAL STRUCTURE

Chief Elected Officials

Board of Directors

Workforce Board

Staff

Contractors

Child Care

Services

Youth Services

Job Seeker Services

Employment Services

Partners on Special

Initiatives

School Districts

CHIEF ELECTED OFFICIALS OF THE BORDERPLEX AREA

There are 7 CEOs for the Borderplex Area:

▪ The Honorable Dee Margo, Mayor for the City of El Paso

▪ The Honorable Eleazar Cano, County Judge for Brewster County

▪ The Honorable Carlos G. Urias, County Judge for Culberson County

▪ The Honorable Ruben John Vogt, County Judge for El Paso County

▪ The Honorable Mike Doyal, County Judge for Hudspeth

▪ The Honorable Jeannette Duer, County Judge for Jeff Davis County

▪ The Honorable Cinderela Guevara, County Judge for Presidio County

CHIEF ELECTED OFFICIALS (CEOS)

❖ The Chief Elected Officials (CEOs) create the board, appoint the board members, and

provide some limited oversight

❖ By law, the CEOs include

▪ County Judges of each county

▪Mayor of large cities

❖ The CEOs govern amongst themselves with a written Interlocal Agreement

▪Designates the lead CEO in charge

▪ Sets appointment process

▪Defines the CEOs oversight role

INTERLOCAL AGREEMENT

❖ Chief Elected Officials (CEOs) form a new workforce board by entering into an “Interlocal

Agreement” which legally establishes the workforce development area and defines the

rules and regulations for the CEOs oversight of the workforce board. The CEOs then execute

a “Partnership Agreement” with the workforce board.

❖ Partnership Agreement Signed September 10, 2016, by and between the City of El Paso,

and the Counties of Brewster, Culberson, El Paso, Hudspeth, Jeff Davis, and Presidio.

❖ County Judge of El Paso is the Lead CEO

❖ Agreement sets forth board member appointment process

❖ May be amended or terminated by a three-fourths vote of CEOs, provided the three-fourths

vote includes an affirmative vote of the Lead CEO.

THE PARTNERSHIP AGREEMENT

❖ The CEOs are required to execute a Partnership Agreement with the WDB

❖ 10th Amended Version approved September 16, 2016

❖ The Partnership Agreement includes:

▪ Process for Lead CEO to review annual budget

▪ Any restrictions on hiring/firing of the Executive Director/CEO

▪ Any approval process for large obligations (grants/contracts)

▪ Large contracts and grants (over $2M) must be reviewed and concurred by the Lead

CEO prior to Board approval

▪ Any review process of large liabilities

▪ Provisions on any special local issues

❖ The Partnership Agreement must be updated every three (3) years

PART THREE: THE BOARD OF DIRECTORS

❖ Each WDB has a Board of Directors

❖ The Board of Directors must have between 25 and 33 individual members, each

representing a specific sector

❖ Directors must live or work in the WDB’s area of operation

❖ Directors must reflect the ethnic and geographic diversity of the area

❖ Directors must be active for and have policymaking authority for the entity they represent

❖ The Chairperson of the Board must be from the “private sector” (business sector)

THE BOARD OF DIRECTORS: MAKEUP

❖ The Directors must represent the following sectors

▪ Private business (50.1% or more)

▪ Community-based organizations (CBOs) and organized labor

▪ Education

▪ Public employment service (TWC)

▪ Vocational rehabilitation

▪ Economic development

▪ Local Literacy Councils

▪ Adult basic and continuing education

❖ Two additional qualifications: At least one Director must also

▪ Be a military veteran

▪ Have child care/early childhood education experience

THE BOARD OF DIRECTORS: ROLE

❖ To provide strategic guidance and policy governance

❖ To hire and evaluate the Executive Director/Chief Executive Officer

❖ To review and approve the budget

❖ To vote and approve certain key contracts: workforce center operators, child care

providers, external auditors, legal counsel

❖ To serve as engaged and responsible fiduciaries and representatives of the workforce

system

❖ Not to micromanage operations

THE BOARD OF DIRECTORS: TRAINING

❖ Texas Open Meetings Act – video (required)

❖ Texas Open Records Act – video (recommended)

❖ Conflict of Interest - form (required)

❖ TWC board member training – certificate (required)

BOARD OF DIRECTORS COMMITTEE STRUCTURE

Board Members Pending Committee Assignment:*Randall Kinzie *Private Sector Representative

Executive Committee At the Call of the Chair

Officers and Committee Chairs

*Mica Short, Chair of the Board of Directors *Grace Muñoz, Vice Chair of the Board of Directors *Frank Spencer III, Secretary of the Board of Directors

Emma Schwartz…………………..………Education & Youth Chair Steve Blanco ……….……………….……………….Employment Chair Dr. Roberto Coronado…….…..Economic Development Chair *Leo A. Duran, Sr.……….……….……………………Past Board Chair

Employment

3rd Wednesday @ 11:30 a.m. February, April, June & October

*Steve Blanco, Chair Robert Alcala *Troy Markusson

Ross Moore *Grace Muñoz

Don Parrott *Frank Spencer III

Education & Youth Last Friday @ 12:30 p.m. February, April, June & October

Emma Schwartz, Chair Rafael Adame Dr. Armando Aguirre

Bill Coon Dr. Manuel De La Rosa Sarahi Gross Gary Hedrick *Carmen I. Perez Dr. William Serrata *Mica Short

Economic Development 3rd Wednesday @ 11:30 a.m.

February, April, June & October

*Dr. Roberto Coronado, Chair Satish Bhaskar *Bobby Blanco

*Dan Dunlap *Leo A. Duran, Sr. *Bertha A. Gallardo Lydia Nesbitt-Arronte Mary Jo Ochoa Emma Schwartz *Ruben Torres

Disability Subcommittee 1st Thursday @ 1:30 p.m. February, April, June & October

Robert Alcala, Chair *Leonard “Tripper” Goodman

THE WDB: CURRENT BOARD MEMBERSCURRENT BOARD OF DIRECTORS (27 MEMBERS)

• Rafael Adame

• Dr. Armando Aguirre

• Bobby Alcala

• Satish Bhaskar

• Bobby Blanco

• Steve Blanco

• Bill Coon

• Dr. Roberto Coronado

• Dr. Manuel de la Rosa

• Dan Dunlap

• Bertha A. Gallardo

• Leonard “Tripper” Goodman

• Gary Hedrick

• Randall Kinzie

• Troy Markusson

• Ross Moore

• Lydia Nesbitt-Arronte

• Mary Jo Ochoa

• Don Parrott

• Carmen I. Perez

• Emma Schwartz

• Dr. William Serrata

• Ruben Torres

EXECUTIVE COMMITTEE • Chair of the Board: Mica Short

• Vice-Chair of the Board: Grace Muñoz

• Secretary of the Board: Frank Spencer III

• Past Board Chair: Leo A. Duran, Sr.

COMMITTEE CHAIRS• Emma Schwartz, Chair- Education & Youth Committee

• Dr. Roberto Coronado, Chair- Economic Development Committee

• Steve Blanco, Chair- Employment Committee

• Bobby Alcala, Chair- Disability Subcommittee

GENERAL BOARD MEMBERS

THE BOARD OF DIRECTORS: GOVERNANCE

Law(federal/state law,

regulations and guidance)

Bylaws

Board of Directors

Policy Manual

Robert’s Rules

PART FOUR: THE WORKFORCE

DEVELOPMENT BOARD

THE WDB: “BOARD STAFF” AND “SYSTEM STAFF”

❖ Executive Director/Chief Executive Officer

▪ Oversees day-to-day administration of the “Board Staff”

▪ Serves as lead contracting officer for the WDB

▪ Link between the Board of Directors and the System, and with the CEOs

❖ WDB Staff are generally responsible for

▪ Finances of the system

▪ Procurement of contractors

▪ Oversight and administration

▪ Compliance monitoring

❖ System Staff

▪ Work under same branding for seamless delivery to the public

▪ However, are employed and supervised by private contractors

WHO WE AREOUR MISSION

OUR VISION

To provide skilled workers for employers by

advancing education, employment,

entrepreneurship and economic development

opportunities in support of global

competitiveness and regional prosperity.

Empower the most dynamic workforce to

achieve global competitiveness and

regional prosperity.

We are a non-profit organization serving a

six-county Borderplex region. We have a

27-member Board of Directors

responsible for strategic guidance and

policy governance to achieve goals

focusing on employment, education and

economic development.

TAGLINE: One worker, one job, one employer at a time...

VALUES Guiding Principles

❖ Maintain a diverse and sustainable financial

plan to ensure the organization’s long-term

viability

❖ Ensure a focus on customer-valued services

❖ Become the standard for ‘best in class’ quality

❖ Maintain an inspired, competent WSB Team

❖ Strive to make a positive impact on our region

❖ Integrity

❖ Customer Focus

❖ Teamwork & Collaboration

❖ Transparency

❖ Excellence

❖ Innovation

STRATEGIC GOALS

▪ Grow non-formula grant funding to 10% of total budget by end of FY 2019.

▪ Reassess all fixed costs, particularly leased space, to ensure we maximize resources.

▪ Integrate technology to maximize effectiveness.

▪ Continue to cross-train staff and reassess vacancies as they arise to determine whether to fill.

▪ Maintain succession planning focus to ensure a strong pipeline of future leaders for the workforce

system.

▪ Identify strategic partners and continue to look for ways to collaborate.

▪ Identify and executive collaborative arrangements with at least 2 new strategic partners before end of

calendar year 2018.

▪ Focus on partnerships that provide ROI.

▪ Continue to develop Board of Directors’ working knowledge of WSB to expand their ability to promote

WSB to their constituencies.

STRATEGIC GOAL - FACILITIES & ADMINISTRATION

▪ Strengthen industry sector partnerships – Let private sector lead

▪ Create consortiums for small/medium-sized businesses to garner some economies of scale to

support training investments and OJT opportunities

▪ Work with employers to raise awareness of value of upskilling workers. Develop resources to help

employers upskill their workers and plan for succession. Work with training providers to assist

employers in systematizing their OJT programs.

▪ Align training investments and initiatives with businesses to ensure they hire graduates at end of

training program (ie. YouthBuild, CompTIA cohorts).

▪ Build and expand upon marketing and outreach to include paid media, PSA’s, and social media

outreach in order to increase and raise awareness of WSB services.

▪ Enhance research capabilities and information-sharing to provide more data analytics and artificial

intelligence in real time.

▪ Project Labor Market Demand 10 years ahead to plan for future talent pipeline.

▪ Develop an Advocacy Agenda.

STRATEGIC GOAL – PARTNERSHIPS, COMMUNICATIONS, AND ADVOCACY

▪ Transition to a targeted industry/high-demand job approach for priority populations (veterans and

military personnel, foster youth, migrant farm workers and persons with disabilities) with 2-3

targeted industry-sector approaches by the end of 2019

▪ Decrease unemployment rate for veterans to that of general population

▪ Increase number of persons with disability-securing, full-time employment

▪ Increase number of out-of-school youth being served successfully

▪ Increase number of trainings offered by AEL Consortium that align with industry needs

▪ Protect services to rural counties (manage funding cuts to minimize adverse impact to rural areas)

▪ Ensure all TWC and local metrics are met by contractors

STRATEGIC GOAL – PROGRAMS AND PRIORITY POPULATIONS

WORKFORCE STAFF & CENTERS

❖ Lower Valley Center8825 N. Loop

Ste. 122

El Paso, TX 79901

❖ Northeast Center8941 Dyer St.

El Paso, TX 79924

❖ Downtown Center1st Floor, inside Main Library

501 N. Oregon St.

El Paso, TX 79901

❖ Military Affiliated

Satellite CenterBuilding 503A

Rm. 127

Pershing Road

Ft. Bliss, TX 79906

❖ Job Link Site6351 South Desert

El Paso, TX 79932

❖ Presidio Center701 E. Market St., Unit 6-B

Presidio, TX 79845

❖ Alpine Center Ward Center Plaza

710 E. Holland, Suite 2

Alpine, Texas 79830

❖ Horizon Center13998 Horizon Blvd.

Suite 110-120

Horizon City, TX 79928

❖ Administrative Offices 300 East Main, Suite 800

El Paso, TX 79901

FIND LOCATIONS at: www.borderplexjobs.com/locations

▪Workforce Board

Administration Staff “Board

Staff”

41 (approx.)

▪Contractor “System Staff”:

180 (approx.)

▪Other “System Staff”, not

employed by contractors

(TWC, TVC, MET)

50 (approx.)

THE WDB: THE CUSTOMERS

JOB SEEKERS EMPLOYERS YOUTH/SPECIAL POPULATIONS

Job seekers looking for

employment

Employers looking to hire

employees

Children who need childcare so

mom and dad can work

Employees seeking to improve

skills

Employers seeking training for

new or current employees

Young students learning about

careers

Veterans seeking employment Employers seeking labor market

information

Older students seeking an

internship or employment

opportunity

Ex-offenders seeking

employment

Customized job fairs Disabled seeking employment

Non-custodial parents behind on

child support who have been

ordered to work

Candidate recruitment,

screening and referral

Homeless seeking employment

Public assistance recipients with

job placement

Rapid response for “layoff

aversion” services

Migrant and Seasonal

Agricultural Workers

▪ Community / Technical Colleges & Career Schools

▪ Apprenticeship programs

▪ Job Corps

▪ Adult Education, English as a Second Language &

Literacy Providers

▪ Far West Adult Education Consortium

▪ State Agencies

▪ Senior Community Service Employment Program

▪ Community- & Faith-Based Organizations

▪ Economic Development Agencies

▪ Chambers of Commerce

OUR PARTNERS

THE WDB: KEY PROGRAMS

❖ Workforce Innovation and Opportunity Act (WIOA) Programs

▪WIOA Adult

▪WIO Dislocated Worker

▪WIOA Youth

❖ Trade Adjustment Assistance (TAA)

❖ Rapid Response – Company layoff assistance

❖ Child Care Services (CCS)

❖ Temporary Assistance for Needy Families (TANF)/Choices

❖ Noncustodial Parent Choices (NCP)

❖ Supplemental Nutrition Assistance Program Employment & Training (SNAP E&T)

THE WDB: FUNDING SOURCES

Budget Period: October 1, 2018 - September 30, 2019Adopted: November 15, 2018

Board Operating

7%

Child Care Services

64%

Service Contracts

1%

Center Operator

9%

Business Services

5%

Initiatives

1%

Facilities / Technology

4%

Participant Costs

9%

Case Management

Contracts

0%Unallocated

0%

Total Budget Allocation

Board Operating 3,545,974

Child Care Services 31,146,212

Service Contracts 647,324

Center Operator 4,137,764

Business Services 2,559,809

Initiatives 269,304

Facilities / Technology 1,808,837

Participant Costs 4,449,769

Case Management Contractor 210,000

Unallocated 177,028

Total 48,952,021

THE WDB: MEASURING PERFORMANCE

❖ TWC State Contracted Performance Measures

❖ TWC Monitoring Reports

❖ External Auditors

❖ Board of Directors Committees

TWC CONTRACTED PERFORMANCE MEASURES - AUGUST 2018

Measure Target Num Den

Actual

Rate % Of Target Status

All Participants Employment/Enrollment Q2 Post-Exit 64.00% 19,956 30,509 65.41% 102.20% Meeting

All Participants Median Earnings Q2 Post-Exit $3,660 17,654 4,227$ 115.51% Exceeding

Adult Employed Q2 Post-Exit 78.60% 91 113 80.53% 102.46% Meeting

Adult Median Earnings Q2 Post-Exit $8,000 82 3,947$ 49.34% Not Meeting

Dislocated Worker Employment Q2 Post-Exit 72.90% 69 98 70.41% 96.58% Meeting

Dislocated Worker Median Earnings Q2 Post-Exit $4,030 64 4,893$ 121.41% Exceeding

Youth Employed/Enrolled Q2 Post-Exit 72.00% 106 138 76.81% 106.68% Exceeding

All Participants Employment/Enrollment Q2-Q4 Post-Exit 80.00% 17,214 20,704 83.14% 103.93% Meeting

All Participants Credential 48.00% 459 647 70.94% 147.80% Exceeding

Adult Employment Q4 Post-Exit 84.40% 148 195 75.90% 89.93% Not Meeting

Adult Credential 75.70% 108 146 73.97% 97.72% Meeting

Dislocated Worker Employment Q4 Post-Exit 73.30% 177 249 71.08% 96.98% Meeting

Dislocated Worker Credential 74.10% 209 242 86.36% 116.55% Exceeding

Youth Employed/Enrolled Q4 Post-Exit 66.30% 162 243 66.67% 100.55% Meeting

Youth Credential 62.20% 94 170 55.29% 88.90% Not Meeting

Employers Receiving Workforce Assistance 3,973 3,996 100.58% Meeting

Choices Full Work Rate 50.00% 77 137 56.29% 112.58% Exceeding

Average Children Served Per Day Combined (Discrete Month) 5,228 116,646 23 5,072 97.01% Meeting

Claimant Reemployment Within 10 Weeks 54.71% 5,559 9,852 56.43% 103.13% Meeting

WIOA Quarter 2 Measures (07-01-16 To 06/30/17)

WIOA Quarter 4 Measures and Credential Measures (01/01/16 To 12/31/16 )

Program Measures (10/01/17 To 08/31/18)

Reemployment Measure (07-01-17 To 05-31-18)

➢Job Seekers Entered Employment: 19,817

➢Employers Served: 4,421

➢Customers Trained: 330

➢Veterans placed in jobs: 1,914

➢Ex-offenders placed in jobs: 291

➢Public assistance recipients placed in jobs: 1,229

➢Youth Served: 192

➢Customers with disabilities served: 1,271

➢Homeless placed in jobs: 212

➢Children Served in Child Care Program: 8,887

Our Results BCY 2018

Report Period: Employment (BCY 2018 – Four Quarters Data) Served and Trained (10/1/17 To 9/30/18)

OUR LATEST UNEMPLOYMENT RATES

To view our Labor Reports visithttp://www.borderplexjobs.com/regional-statistics/workforce-trends-and-data

Job Postings through WorkInTexas.com

Job Candidate Recruitment, Screening and Referral

Customized Job Fairs and Interview Space

Skills Testing and Assessment

Customized Training

On the Job Training

Work Opportunity Tax Credit (WOTC)

Fidelity Bonding

Labor Market Information

Partnerships for Skills Funding Opportunities

Rapid Response and Layoff Aversion Services

Benefits for Employers

BUSINESS SERVICESWe help businesses recruit, hire, and train

employees to be successful and grow their

business. Our business services unit

provides job matching, job screening,

recruiting, and labor market information.

C O N T A C T O U R B U S I N E S S S E R V I C E S

U N I T A T 9 1 5 . 8 8 7 . 2 3 3 2

HOW IT’S DONE: BUSINESS SERVICES➢ BSU Executives for Employers:

▪ Job Posting for employer

▪ Job Candidates, Recruitment, Screening and Referral through

Work-In-Texas.com

▪ Skills Testing and Assessment services

▪ Labor Market Information

➢ Incentives for Employers:

▪ Work Opportunities Tax Credit (WOTC)

▪ Subsidized Employment Programs

▪ On-the-Job-Training (OJT)

▪ Customized Job Fairs

▪ Fidelity Bonding

QUARTERLY INDUSTRY-DRIVEN

CAREER JOB FAIRSOn Thursday, October 4 we had a Retail/Ability Job Fair at the El Paso Zoo.

• Total number of employers who attended the event: 35

• Total number of jobseekers attended: 450

• Total number of onsite interviews: 20

• Total number of interviews scheduled in upcoming

weeks: 160

• Total number of onsite conditional hires reported: 18

TOURISM ROUND TABLE▪ Businesses and Training Providers gathered to

discuss business workforce skills needs and to

identify existing training programs to meet their

needs.

▪ Lessons Learned:

➢ 43% requested training in soft skills

➢ 23% desiring sales training.

➢ For specific retail segments, a desire to create a

continuing education track to ensure workers stay

abreast of the latest trends and integrate that into

sales techniques (e.g. commission) was also

discussed.

➢ Less than 1% requested support in management

training.

JOB SEEKER SERVICES

▪ Self-Service

➢WorkinTexas.com

➢Career Focused Workshops

➢Computer, telephone, fax usage

▪ Staff Assisted Core

➢Job Search

➢Initial assessment of skill levels

➢Career Advice

➢Job Referrals

CHILD CARE SERVICES▪ The Board helps low-income families move toward self-sufficiency by

providing child care subsidies to eligible parents during work, educational

or training hours.

▪ Services are also provided when customers are participating in Workforce

Services.

▪ Providing training opportunities for child care caregivers in early childhood

to increase the quality of child care and after school programs.

CAREER-READY

INITIATIVES

Initiatives provide broader career

awareness for individuals at all levels

such as development of

occupational career awareness,

including STEAM for youth; summer

jobs for youth with disabilities;

opportunities for veterans and

families; and, model initiatives that

help the current workforce advance

skills relevant to the labor market.

TexasCareerCheck.com

https://youtu.be/g47Nt73vdgU

Workforce Solutions Borderplex created a media campaign that showcases original materials using regional labor market information, including the website HowtoPickaCareer.com with industry career cards for our region's high growth industries, interactive career pathways, and virtual career videos. WSB printed the industry career cards in the form of brochures, posters, and banners.

JOBCON SERIES EVENTS

Geared towards high school students, the JobCon

Series provides a platform where Borderplex youth

learn about the in-demand careers of the Borderplex

region from the actual workers employed by some of

the most coveted businesses. JobCons provide a

wonderful opportunity for local employers to engage

with their community, mentor youth, and showcase

and highlight the impactful elements of their work.

The JobCon Series was developed to captivate the

interest and educate high school students in the

Borderplex region about the high-demand careers that

are available in their communities. Students will leave

this event knowledgeable about the diverse range of

career opportunities available in their area, as well as

the skills needed to acquire these jobs.

JOBCON EAST FINAL RESULTS:

➢ 650 – Students➢ 24 – Employers

JOBCON WEST FINAL RESULTS:

➢ 380 – Students➢ 26 – Employers

VIDEO CAREER EXPLORATION

https://www.youtube.com/channel/UCrxfF79W0_4bL5XptZ9UF8g

▪ In-depth STEAM careervideos were produced andpublished on YouTube foryouth and parents toexplorewhatitmeanstobeinaSTEAMcareer.

▪ Videoshighlightstoriesfromprofessionals on how theyconnectedtoSTEAM.

▪ Research shows that it isinvaluable to provide youthinsight into careerexplorationtoguidetheminselecting their HB5endorsement.

STEAM 2018 FINAL RESULTS:

➢ 1,000 Plus Middle School Students➢ 10 High School STEAM Competitions➢ 18 STEAM Focused Workshops➢ 27 Interactive Exhibitors➢ 12, $1,000 Scholarships Awarded➢ $88,700 Monetary Donations➢ $22,500 Non Monetary Donations➢ $20,250 Awarded to Youth➢ 113 Volunteers

The STEAM Fiesta is a unique,multidimensional two-day eventtargeting Middle and High SchoolStudents in our region. The purpose ofthe STEAM Fiesta is to increaseawareness of opportunities in Science,Technology, Engineering, Arts andMathematics (STEAM). This year we arelaunching ten unique high schoolstudent competitions. Competitions thatinclude Architecture, Coding, AppDesign, Makerspace, Physics, Business,3D, Robotics, Applied Tech and Math. It’stime to compete!

2018 SUMMER YOUTH PROGRAM➢ Workforce Solutions subsidizes 100% of the paid work experience for Summer

Youth Employment Program

➢ We issue bi-weekly pay checks for the youth

➢ Businesses benefit by having highly motivated young adults in their workplace

while giving them a crucial career building opportunity.

➢ Employers who take part in the Summer Earn & Learn Program will receive:

✓ Insights and recommendations as to how to best serve customers with

disabilities

✓ Learn how to easily adapt workplaces to employ persons with disabilities

➢ Youth undergo training/preparation before entering your workforce

REVERSE JOB FAIR▪ The Reverse Job Fair is an

incredible opportunity for young adults to showcase their skills, personality and ambition to local employers and businesses.

▪ This role reversal puts the ball in the young person’s court and provides new opportunities to stand out among their peers.

▪ Hiring! Red, White & You Veterans Job Fair was held on November8, 2018 at the Marriot Hotel.

▪ The Job Fair offered prospective jobseekers work opportunities inInformation Technology (I.T.), Government, Retail and Healthcare.

▪ The targeted industries aligned closely with the type of jobsservice men and women transition into in their civilian lives.

▪ These industries are also targeted due to the high hiring trendsduring the current season.

▪ The event was free and open to all job seekers, including non-veterans.

2018 EVENT FINAL RESULTS:

➢ 97 – Employers➢ 450 – Job seekers ➢ 24 – Number of interviews➢ 3 – Job Offers➢ 89 – Future interviews

VETERAN

SERVICES

TRAINING OPPORTUNITIES

• Skills for Small Business

• Skills for Veterans

• Self-Sufficiency Fund

• Skills Development Fund

• Tech Hire

• YouthBuild

• Adult Education Literacy (AEL)

• Skills for Transition

• Texas Industry Partnership

On December 1, 2016, El Paso was named as one of the 19 TechHire

communities dedicated to creating pathways for more Americans to

access well-paying tech jobs and expanding local tech sectors in

communities across the country. El Paso joined a national network of

70 TechHire communities in receiving support to lead efforts to help

overlooked and underrepresented Americans start technology careers.

▪ On October 1, 2016, Workforce Solutions Borderplex was notified by the

Department of Labor that it had been awarded $600,000 for the "YouthBuild El

Paso" initiative.

▪ Currently, YouthBuild participants are undergoing Mental Toughness, a two week

session in which YouthBuild participants are challenged with a rigorous

curriculum that includes financial literacy, soft skills, OSHA-10 safety, and

introduced to construction.

▪ 9 out of 10 participants have successfully completed Mental Toughness and will

proceed to the YouthBuild Construction/GED curriculum.

ADULT EDUCATION & LITERACY

In the Skills for Transition program,training targets high-demandoccupations identified in a WSB-targeted occupations list with no costto the service member or the military.

Up to $2,000 per participant will beused towards training for occupationslisted on the Workforce SolutionsBorderplex High-Demand TargetOccupation list. Funds may also beutilized to pay for certification examsfor participants who successfullycomplete training. Once eligibility isdetermined, WSB will identify a careerpath from a targeted occupation. WSBwill then refer the candidate to a localcommunity college for registration in atraining course.

All training must be provided by El PasoCommunity College through active coursecatalogs schedules/credit, continuingeducation, or online courses.

The program pays up to $1,800 for eachnew employee being trained (less than 12months) and $900 for existing employees(more than 12 months), per 12-monthperiod.

Employers must pay the prevailing wagesin the local labor market for the traineesfunded under the grant. Businesses will beresponsible for all course costs notcovered by the Skills for Business funding.

TEXAS INDUSTRY PARTNERSHIP

▪ The Texas Industry Partnership (TIP)

program is intended to address skills gaps,

creating a talent pipeline to address industry

needs.

▪ TIP will provide a 100 % match from cash

contributions provided by corporations and

foundations. Workforce Boards are eligible

though an application method to apply for up

to $100,000 per Board per fiscal year.

▪ The program is a collaboration between local

Workforce Development Boards and private

employers, corporations, and foundations.

▪ Skills for Small Business is a program that helps businesses with fewer

than 100 employees, better their skills through training.

▪ Businesses must select courses from existing college

schedules/catalogs.

SKILLS FOR SMALL BUSINESS

➢ Tuition and fees paid up to $1,800 for new hires and up to $900 for existing full-time, permanent employees

▪ Skills for Veterans addresses the unique challenges and training

needs of post-9/11 veterans entering the Texas workforce by

enhancing the skills of veterans, which will benefit employers.

▪ All private businesses, including private and nonprofit hospitals,

can apply to TWC for training offered by their local community or

technical college in order to upgrade the skills of newly hired

veterans.

SKILLS FOR VETERANS

➢ Tuition and fees paid up to $1,800 for newly hired, post-9/11 militaryveterans.

✓ Grants are typically for 12 months.

✓ Contracts that include one business partner may be limited to a maximum of$500,000.

SELF-SUFFICIENCY FUND▪ The Self-Sufficiency Fund program assists businesses and trade

unions by financing the development and implementation ofcustomized job-training projects for new and current workers.

▪ Fund grants deliver businesses customized training solutionsthat support workforce hiring efforts and skills upgrading forcurrent workers.

Eligible Trainees

➢ Individuals earning less than $37,000 with a dependent child.

➢ TANF or SNAP recipients or other individuals at risk of public assistance

dependence. 85% of trainees must be hired and continue to work for 90

days after training.

▪ The Skills Development Fund are individual programs built for

customized trainings based on specific employer needs.

▪ Applicants and recipients must include:

✓community or technical colleges,

✓non-profits

✓employers

▪ Typical Skills Development Fund Grant

➢ $1,820 target cost per trainee

➢ Up to $500,000 grant for a single-business project

➢ 12-month training period

SKILLS DEVELOPMENT FUND

Becton, Dickinson and Company (BD) $335,925, and PlasticMolding Technology, Inc. (PMT),$216,523 two companieswho have demonstrated impressive growth inmanufacturing in the North American Borderplex. Bothcompanies partnered with El Paso Community College toprovide workforce and skills training on cutting edgetechnology and advanced manufacturing.

SKILLS DEVELOPMENT AWARDS

The Hospitals of Providence and El PasoCommunity College (EPCC) partnered toprovide job training for 331 new andincumbent workers using $481,813 SkillsDevelopment Fund. Trainees will includeregistered nurses, nursing assistants,phlebotomists, radiologic technologists andrespiratory therapists. Upon completion oftraining, the workers will receive anaverage wage of $26.02.

The Toro Company committed $353,349 to provide job training for 286 new and incumbent workers with focused instruction on extrusion technology, blue print reading, infrared electrical inspection, metrology and scientific modeling. Upon completion of training, the workers will receive an average wage of $16.25.

Created to provide agricultural employers vital information

regarding labor laws, regulations and available technical

assistance and support.

Helps educate employers by collaborating with several

organizations such as the Texas Workforce Commission,

Motivational Educational Training (MET), New Mexico

Workforce and other Labor Law agencies.

The Agricultural Employer Conference was held in El Paso

at the Radisson Hotel on January 24, 2018.

Agricultural Employer Conference

THANK YOU

Joyce A. Wilson

Chief Executive Officer

(915) 887-2204

joyce.wilson@borderplexjobs.com

www.borderplexjobs.com

A Proud Partner of the

Equal Opportunity Employer/Program. Auxiliary aids and services are available upon request to individuals with disabilities.

Relay Texas: 711 (Voice) or 1-800-735-2989 (TTY)

Igualdad de oportunidades de Empleo/Programas. Equipo auxiliar y servicios de apoyo están disponibles para personas con discapacidad al ser requeridos.

Relay Texas: 711 (Voz) o 1-800-735-2989 (TTY)