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101722 Workforce DevelopmentSpecial Meeting — October 17, 2022 The Randolph County Board of Commissioners met in special session at 6:00 p.m. in the 1909 Randolph County Historic Courthouse Meeting Room, 145 Worth Street, Asheboro, NC. Chairman Darrell Frye, Vice -Chairman David Allen, Commissioner Kenny Kidd, Commissioner Maxton McDowell, and Commissioner Hope Haywood were present. Also present were County Manager Hal Johnson, Assistant County Manager/Finance Officer Will Massie, County Attorney Ben Morgan, Deputy Clerk to the Board Sarah Pack, and Clerk to the Board Dana Crisco. The purpose of the meeting was to consider workforce development realignment. The meeting was livestreamed on Facebook and YouTube. Workforce Development Alignment Overview Chairman Frye explained the reason for the meeting and said this process has been ongoing for nearly a year. There has been a lot of information involved. Randolph County didn't go out seeking these types of changes, but it is something the County must address. The County has been a part of Regional Consolidated Services (RCS) for quite a long time. This workforce development realignment proposal was not mandated, but left up to individual boards. Other local counties have voted to realign themselves in different directions. Recently, the Economic Development Corporation (EDC) released a campaign for securing funds and extend the reach of the county beyond governmental restrictions. Chairman Frye explained the initiatives in the campaign and noted the significance of the initiatives in relation to workforce development. He read several excerpts from the campaign. This is not a reflection of any mistake by RCS; rather, they are caught in the middle of this process. Chairman Frye explained several memos sent by various State departments addressing the need to consider realignment of workforce development boards. The deadline for workforce realignment was back in August, but that deadline was not met. Randolph County is the last in this region to make a decision. Chairman Frye reviewed other documents relative to the meeting and the decisions of other local counties to realign. Current Workforce Development Operations Krystal Parks, Executive Director of Regional Consolidated Services Regional Partnership Workforce Development Board, said this process has been ongoing for 11 months. Originally there were two workforce boards that were merged after Richmond County went to another workforce board. The position of RCS has changed. Ms. Parks said RCS is the only entity that came out of the realignment process with no funding. She is very proud of the staff that she has, even with the stress of this process. RCS did not have control of this process, and Ms. Parks is a very dedicated person who has worked hard to preserve the RCS board during this process. Two counties needed to stay with RCS in order to have enough funding. Because of this, Ms. Parks encouraged the Commissioners to realign with Piedmont Triad Regional Council (PTRC). RCS doesn't want to leave the workforce development industry entirely; they are available to assist the County and Randolph Community College (RCC). RCS and PTRC have similar funding streams. PTRC has applied for two additional streams that RCS did not apply for. 10/17/22 Ms. Parks believes that this process is simply a political powerplay. She is concerned about the development of the rural areas. She advised the Commissioners to be aware of State funding and monitor performance. The County will need funds for the Megasite. She asked the Commissioners to advocate for keeping the local career center open; this is an important service for citizens. RCS has been in the workforce business since 1979. Staff have an amazing knowledge base. Ms. Parks asked Commissioners to advocate for the staff's continued employment for long enough for a seamless transition. Ms. Parks said she wanted to make sure the Commissioners were properly informed. This has been a learning process. RCS plans to continue supporting the county and its citizens and will seek additional funding. Chairman Frye confirmed that the Headstart and senior programs will continue and Ms. Parks said yes. Chairman Frye asked Ms. Parks to keep the Board of Commissioners informed regarding ongoing programs and funding. Ms. Parks referenced an informational packet that included a performance report that was given to Commissioners (Attachment A). Piedmont Triad Workforce Development Board Wendy Walker -Fox, Workforce and Economic Development Director of the Piedmont Triad Regional Council (PTRC), handed out a packet of information (Attachment B) to the Commissioners and introduced Jenni Harris, the Executive Director of Business Services at the North Carolina Department of Commerce. Chairman Frye said Ms. Harris had recently conducted a workshop for workforce alignment that he was impressed by. Ms. Harris explained the North Carolina Prosperity Zones created by general statutes 143B- 28.1. This divided the state into eight regional prosperity zones. Chairman Frye noted that the other counties in the same region as Randolph had aligned with PTRC. Guilford County is still a standalone entity. Ms. Harris explained the 22 current workforce development boards in the state and their distribution across the prosperity zones. The governor is trying to get the state's workforce development boards realigned in order to support the state's employers. This realignment makes it easier for employees to develop a workforce. The State is not mandating eight Boards. Realignment does not necessarily mean one specific number of local workforce boards will be the result. Funding for rural counties will not be impacted by any realignment changes. All counties receive funds based on established US Department of Labor (DOL) formulas. There will still be local control of all workforce boards and NCWorks Career Centers. 10/17/22 Ms. Harris said the State does not foresee massive layoffs with local workforce staff. There may be some administrative savings, over time. Following a request from local governments, the State has the statutory authority to implement realignment for individual boards. North Carolina General Statute § 20 CFR 679.240 allows the Governor to designate a local area, after the appropriate local elected officials make such a request. The Division of Workforce Solutions (DWS) will work with local governments to implement the NCWorks Commission's guiding principles regarding alignment. Title I Funding Allocations are calculated at the county level using set federal formulas. The amounts each county receives are unaffected by realignment. There will be a reduction in funding due to state budget cuts, but this is not affected by realignment. States that perform better economically receive less workforce money, and the same is true for high performing counties. North Carolina is in the top three in the country, which leads to receiving less federal dollars for workforce funding. Ms. Harris reviewed statistical data regarding commuting patterns for Randolph County residents and employees. Most commuting employees are from the same prosperity zone as Randolph County. Vice -Chairman Allen said these statistics may change with the development of the Greensboro - Randolph Megasite and the Chatham Megasite. There are 17 companies that received state economic development incentives in Randolph County between 2017 and 2021. Two of these companies have received NCWorks workforce services. This is indicative of why workforce alignment needs to occur; so those who need assistance are receiving it. Ms. Harris said the Governance and System Alignment Committee consists of eight facets: 1. Seek to better the lives of North Carolinians through realignment 2. Expand local workforce development board access 3. Decrease redundancy among local workforce development boards within economic development areas 4. Better align community college and workforce development board service areas 5. Match local workforce development board outreach to area jobseeker and business customer needs 6. Ensure consistent service, strong visibility, and sufficient capacity among local workforce development boards 7. Allow flexibility for administrative entities 8. Consider further review of the broader workforce system Other states have already been through this process, and even others are preparing to begin the process. Ms. Harris briefly discussed the benefits of realignment and the timeline of this process. November 9h is the next NCWorks Commission Meeting, where letters of intent will be presented from other counties who have chosen to realign. Counties can choose to realign at any time; this particular process is to better align with State initiatives. Ms. Walker -Fox said PTRC has been around for a long time and the County has a relationship with PTRC that is over fifty years old. PTRC is regionally focused on providing services to 10/17/22 employers. There is no intention of closing the local career center. Consistency of services is very important; every effort will be made to provide opportunities for current staff, including board staff. PTRC has federal mandates to adhere to, determining how the board must be made up. The current board has approximately 23 seats. This may be increased to 35 in order to accommodate the newly realigned counties. Randolph County still has the authority to appoint representatives to seats. Six of the seven current PTRC counties are rural counties, and Randolph County would be the fourth largest if Randolph joins PTRC. Funding allocations are spent where there is a need. At least 51 % of the board has to be from private industry, and Ms. Walker -Fox explained the other seats on the board, which are appointed by commissioners. The number of seats the county has on the board is determined by populations. Commissioner McDowell asked for more information regarding board seat makeup and Ms. Walker -Fox explained the mandates on the seats and how population correlates to the number of seats a county gets. Randolph Community College Perspective Elbert Lassiter, Interim President of Randolph Community College, said workforce development creates a pipeline of employees. There are numerous corporations, including Toyota and Wolfspeed, that are new to the county that RCC is working with to create a partnership to develop employees. This is a critical point for RCC. Training must be delivered to the future employees that was promised to the State. Mr. Lassiter said he would support the decision of the commissioners. He has served on the PTRC board and has seen the level of services and provision of resources that the PTRC has provided for other counties. Randolph County citizens deserve that as well. A regional approach is needed to supply employees for corporations like Toyota at the Greensboro - Randolph Megasite. He supports the PTRC. Board Discussion Chairman Frye reiterated that Ms. Parks has encouraged the Board to go with PTRC. RCS will still be a part of Randolph County. Vice -Chairman Allen said he does not like having no choice in this situation. Economic development is not based on lines of prosperity zones. It's difficult to vote for something you're forced into, and that's a position the Board has found itself in. PTRC is not to be blamed, but the Board is in a difficult spot. Government is best served at the lowest level. There are advantages of combining boards but there are also advantages to working with local boards. Randolph County is unique and different from other local counties. Chairman Frye said this Board could remain as a single county, but that isn't really an option. The community college will also benefit from joining with the PTRC. 10/17/22 On motion of Kidd, seconded by Frye, the Board voted 5-0 to approve changing the local workforce development board to the Piedmont Triad Regional Council Workforce Development Board and authorize the Chairman to sign a letter of intent. Vice -Chairman Allen reminded the Board of an upcoming food insecurities event. Adiournment At 6:56 p.m. on motion ofAllen, seconded by Haywood, the board voted 5-0 to adjourn. Darrell Frye, Chairman David Allen Kenny Kidd Hope Haywood Maxton McDowell Sarah Pack, Deputy Clerk to the Board 10/17/22 Attachment A Workforce Development Presentation to Randolph County Commissioners Meeting Dater October 17, 20122 at 6 pm Presenters: Krystal Parks, RCS Executive Director Tammy Wall, Regional Partnership Workforce Board Director Good afternoon Chairman Frye, Commissioners and County Staff. �'����� i , �' J` � �m�i ��rvw i(�1 i0111,��yy �Jt��lG 1 Y��nrr r ,7a, 911feo l �r It has been almost 11 months since we learned that this topic of realignment would be a priority for Governor Cooper and the NCWorks Commission. I do want to say I appreciate this opportunity to address you and I appreciate the individual time you have invested in this process, as well as the time you've taken to ask questions. Although our position has changed, I did decide to leave the previous presentation documents in your packet. The documents are full of facts and good information that I stand by, therefore I decided to leave them. And there is a good possibility you may get remainders one more time.. I feel I owe it to my staff and my sub -recipient to acknowledge that I am pretty sure we are the only administrative entity that will no longer get some type of funding. Something about that feels odd. And you can imagine, we have heard there would be little to no job loss, however rather than to go any further on that topic, I want to say publicaily, how proud I am of my Workforce staff and the way they have conducted themselves. It has been stressful. They work hard. And it seems none of us at the Workforce Board level could have controlled any piece of what was happening. No one here should doubt, I am very passionate about all of the work RCS does, and let's be honest, we all know I do NOTgive up easy. However I still stand by my original position, we needed at least two counties to stay with Regional Partnership to make the program work financially. Since that did not happen. I would encourage you to go with PTRC. There are perks to being a part of a multi -county workforce board. With the change in our circumstances I would like you to know, we do not want to be out of the workforce business altogether. There has to be a tremendous amount of work to do in the coming months for Toyota alone. I want to assure you RCS remains committed to assisting you the Randolph County Commissioners, Elbert Lassiter and his team at Randolph Community College, I<evin Franklin and his team at Economic Development, and any other entity whom we can assist; we want to; because we believe in the work we do and the people we do it for. We want to be a part of making Randolph County a place where families can live, grow and prosper for a lifetime. Because i wouldnot be doing my job if I did not address some of the information in the packet from PTRC, which I reviewed and want to convey to you, that RCS too has most of the same funds streams that they reference: Workforce Innovation and Opportunity Act funds, National Dislocated Workers effected by COVID-19, Finish Line Grants, and State of NC Legislative Funds through the Eastern Triad Workforce Initiative, as well as Carolina Across 100, Golden Leaf and the Appalachian Regional 109 N. Main Street P.O. Box 487 Randleman, NC 27317 336-629-5141 Workforce Development Presentation to Randolph County Commissioners Meeting Dater October 17, 20122 at 6 pm Presenters: Krystal Parks, RCS Executive Director Tammy Wall, Regional Partnership Workforce Board Director Good afternoon Chairman Frye, Commissioners and County Staff. �'����� i , �' J` � �m�i ��rvw i(�1 i0111,��yy �Jt��lG 1 Y��nrr r ,7a, 911feo l �r It has been almost 11 months since we learned that this topic of realignment would be a priority for Governor Cooper and the NCWorks Commission. I do want to say I appreciate this opportunity to address you and I appreciate the individual time you have invested in this process, as well as the time you've taken to ask questions. Although our position has changed, I did decide to leave the previous presentation documents in your packet. The documents are full of facts and good information that I stand by, therefore I decided to leave them. And there is a good possibility you may get remainders one more time.. I feel I owe it to my staff and my sub -recipient to acknowledge that I am pretty sure we are the only administrative entity that will no longer get some type of funding. Something about that feels odd. And you can imagine, we have heard there would be little to no job loss, however rather than to go any further on that topic, I want to say publicaily, how proud I am of my Workforce staff and the way they have conducted themselves. It has been stressful. They work hard. And it seems none of us at the Workforce Board level could have controlled any piece of what was happening. No one here should doubt, I am very passionate about all of the work RCS does, and let's be honest, we all know I do NOTgive up easy. However I still stand by my original position, we needed at least two counties to stay with Regional Partnership to make the program work financially. Since that did not happen. I would encourage you to go with PTRC. There are perks to being a part of a multi -county workforce board. With the change in our circumstances I would like you to know, we do not want to be out of the workforce business altogether. There has to be a tremendous amount of work to do in the coming months for Toyota alone. I want to assure you RCS remains committed to assisting you the Randolph County Commissioners, Elbert Lassiter and his team at Randolph Community College, I<evin Franklin and his team at Economic Development, and any other entity whom we can assist; we want to; because we believe in the work we do and the people we do it for. We want to be a part of making Randolph County a place where families can live, grow and prosper for a lifetime. Because i wouldnot be doing my job if I did not address some of the information in the packet from PTRC, which I reviewed and want to convey to you, that RCS too has most of the same funds streams that they reference: Workforce Innovation and Opportunity Act funds, National Dislocated Workers effected by COVID-19, Finish Line Grants, and State of NC Legislative Funds through the Eastern Triad Workforce Initiative, as well as Carolina Across 100, Golden Leaf and the Appalachian Regional Commission are the two we do not get. I am also proud to say we too, also had an application approved to participate in the first ever cohort for the IEI Workforce Leadership initiative. I am a Randolph County born and bred citizen, my interest is in my home county. I want to go ahead and publically address a few concerns: Again, this is going to take some effort on your part, Remember the Devil is in the details. Because I do believe this is nothing more than a political power play, I am very concerned about the rural areas continuing to be served. 1. 1 would ask you to please be aware of the State Allocation vs. the allocation your administrative entity gives you. If performance falls off, it could be justified to allocate less to our county, however currently Randolph is a Star performer and we as a county will need sufficient funds to handle the work that is needed to be done for the mega site. 2. 1 would ask you to advocate to keep the Randolph County Career Center open, so that citizens who need assistance with supportive services, career coaching, and business services will have a place to go and receive the necessary services. Currently located at: 600 S Fayetteville St, Asheboro. 3. We have been in the business of Workforce prior to our agencies creation on 4/4/1979, over 43 years. Our staff, and our sub recipient staff has an amazing amount of knowledge, about Randolph County, Workforce in general and the employers in Randolph County. I would ask you to advocate for their continued employment, if for nothing more than 90 days at least. Again, I appreciate the communication we have all shared up to this point. I also appreciate the opportunity to speak here this evening. My door is always open, most of you know that, and please never hesitate to reach out. And that invitation stands for all entities involved in this process and in the work we have to do in the future. Thank you. Attached you will find current performance measures and all Workforce Boards scores. Page 2 of 2 R Q 0) ,N N IT M M o .01 ae I.R r r N pl* CO 0 V CO 0 N 00 0 co LO CO r. 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G General Maintenance and Repair Workers Occupation Demographics ....... —............. —....................... ...................... —8 General Maintenance and Repair Workers Education Profile ................. —........................................ —.................... --- 9 Machinery Maintenance Workers Occupation Snapshot ....... .............. .............................................. ........................ ..... 10 Machinery Maintenance Workers Occupation Demnognaohics--........................ ............... —............................ _............... 12 Machinery Maintenance Workers Education PrnfUn................... ......................................... ....................... _................. 13 Industrial Machinery Mechanics Occupation Snapshot ................ _....................... ................ _..................... _—............ 14 Industrial Machinery Mechanics Occupation 0emographicm—.................... —...................... —......... ........................ 16 Industrial Machinery Mechanics Education Profile ....................................... —_—............ —.... ......... —... ... _............... 17 Electrical Repairers OccupadonSnapshot -------_---_-----_—_—___---------------_- 18 Electrical, Repairers Occupation Demographics .......... —................. —.................... _............... --- ...................... ......... 20 Electrical Repairers Education Prof|e—........... ........ —_............................ ........... _..... ................ ....................... ... ... 21 Pain Points/Main Goals Identified with EnnploVer—............ _--................... _—............. -..................... —_............. 22 Services/ReferralsProposed—_--------___-------------------------'--------23 NextStep ............................................. --—_ �a�onRmebom � aainc�;3p/V I vo,dma1or 1. 9acu1, oknnuvQUrvc i �e/mx||c. NCa/zn4 phonm�(]36>90/1*1300 8a6)9O-d 0O8 |u��Q�oa�a� �~ Workforce Demographics in Your Area Workhrce DemographIs- G B n Cl E) M 0 5% 383843 Ceins Bmmu 2M5 2MP hmmmn CmmmMy &ml 5''ye 1 11IMM AplMn Ski.? sw"v U S WOO mu"u Workfor,ce - Age Median Age 16 to 24 Yews 25 to 34 ME 35 to 44 Ve 14 Yews x'37 4 YeW 5 64, yean� YR ["J'E"FMemo 2f,145- 2019 /Nnencan (Am"mMy Amy &Yew Elmnaps Worl<force Demographics - I -Race Unerripbyment Rate A rar 202 1 �4u'Ouire vv,kk. Ili R , pJ p y i , Ma b 'I § nj J At I.� p a o P, 4, f .�r S d 'IU,,Ht d'� ,Tv T vvo j, rA r, T,, Tl I, PIND NVrt, 'ir Flwefu- 1,amdpl ) 0' PepaIr and Nlamtenance in Forsyth Count, y, Nor -d) Carohina, 2021 Q cu"'R EN T 5 - VE A R S T OR Y -t'EAR FORECASI Aug NAILS Industry Emp] Ann LQ Empl Trend Total Ann % ExhS Transfers Enip� Ann is change Demand Growth Growth Wages all Repair and Msintpnanre ,44'I $38,252 85.77 -5 -0 11. u57 59 94 4 0.3% Totst-Afll [ndus',nps 6151,938 354,567 1 00 -1,970 -0 21' 2%785 8,951 1 n,984 5'55 0.414 Sn'J':a J.b-EQ1, 09TB 2� 'f 202"01 Nola, ­V—t s— du-to'vurd:r<g a. Afl data bazed upon a faur-4uirwmrvingvrain� i - a"e -Ppro'�7=ts sV^m5zes Elnsd up.1 J ( D I -D PCJS-iC S 20 2 1 ProJecled D ra High ^0 r AMAM)"I 4, +, proseboro@pti-c.or j tiv_W�rNL�trc.or rp"O' in 1 11111 '111 111! iiiiiiiijil ilill III Job P(,-.)stl'l,-)gs Time to RI Ku M, pi-asehc)A,o(@e)ti,c.org vLrLtyp -org Pr(-� Iected GrovA.h I§el Locat9ort QU(--1iE--l'-It Ewa Avg 3 -Year Forecast Mean E'mpl Annual Ann G-Diiglt Occupation Ernpl Wages LQ Change Demand Growth Maintenance and Repair Workers, General 1,722 $42,400 0.97 -44 178 0.5% �,A,--Ji �'Lpn�o �cc, Re[Dar Wo�-kers, 6erier� I'mo 3 T5 1, 75 0 3 3 Vi's Ago o) 1,764 Current 1,722 1,650 -)(,)I 7Q2 201 8,Q2 2019Q2 2020Q2 202 1 Q2 2 2 2 Q:2 1 Yr fi-oni Now -- Historical Forecast 1,732 Job P(,-.)stl'l,-)gs Time to RI Ku M, pi-asehc)A,o(@e)ti,c.org vLrLtyp -org Pr(-� Iected GrovA.h I§el Locat9ort QU(--1iE--l'-It Ewa jean Entry Level Experienced S10,0110 S20,000 S301000 140,000 S'qo'000 s6o'4ioo S 5, 0oa S 15,()00 52 ')'Orjo S :b s'uw $45,000 S S, 000 Occupation Mean Median Entry Level Maintenance and Repair Workers, General $42,400 $41,000 $28,8100 Top Employers Seeking Similar Talent in the Area: Experienced $49,200 Employer Industry job postings Rollins Incorporated Administrative and Support and Waste Management and Rernediation Services is PepsiCo Inc, Manufacturing 11 Amenturn Manufacturing 9 McDonald's Accommodation and Food Services 9 Wells Fargo Finance and Insurance 9 Morgan Properties Real Estate and Rental and Leasing 8 Hawthorne Residential Partners Professional, Scientific, and Technical Services 7 c5l Health Care and Social Assistance 6 ADT Security Services Administrative and Support and Waste Management and Rernediation Services 5 Gene Glick Company Incorporated Others 5 P'U prqsel oroL rc-org www.ptrc.org COin M Occupation Demographics raphics Age VU6VWH 16 to 19 years (1.1%) ii Ji 20 to 24 years (3.6%) Race .. White. (74.3%) I'1 /i BVack (23..6%) Ethnicity Emn''tri°°ououui d P4III V�;i�Vi y vvVI iiiij�,; �� Mon-Hispanic/Latino (87.4%) Gender Education and Training Requirements 7�� ;; Short-termOJTi„no exp, no award (0 0%) I�%I! Moderate -Herm OJT, no exp, no award (100.0%) Plr, ,.l If I'or, Io , proseborcr@2trc.or>? ( www. ptrc.or ian IF/A 25 to 34 years (16.6%) 45 to 54 years (28.7%) 35'l0 4.4 years (212.6".') �. SS to 64 years (24.1%) 65 years and over (5 4%) American Indian (0.3%) - Pacific Islander (0.1 %) _.., Asian (0.6%) �, , ., Two or More 9taoc^s (1.1 %) V 1 Hispanic or Latina (of any race) (12.6%) RE Female (4.2%) r Long-term training, no exp, no award (0.0%) 2 -year degree or certificate (0.1i%) Prev¢oos work experience, no award (0.096) Bachelor's degree (0 0%) .....'.. Posigracluate degree (0.0%) Education Profile Educational Attainment VUaG ` High School (I 1.0%) Som,e College (23..._5 %) High School (40.0%) Two -Year (13,6%) EZM= Maintenance and Repair Workers, General t proseboLoL@L)trc.orE uuw�y.r�trc.or � � drw'I rain -Year (10 5%) Master's (m%) Typical Entry -Level Previous Work Typical On-the� Education Experience Job Training High schoo0 diplorna ®r Moderate -terry eqUivalent None on-the-job training I ,:Oi ll il ml 'ed it x r_4 ol li'j 11 :,Id 0( i 1LI ,£';Kiri (1 �il I il ILr I 11 di !I U Machinery Maintenance and Repair Workers Occupation Snapshot Avg 3 -Year Forecast Mean EMPI Annual Ann 6 -Digit Occupation Empi Wages LQ Change Demand Growth Maintenance Workers, Machinery 117 $50,300 1.39 .2 11 0.5% Nioiritenoiice VVoi-kci-s, M,-)chli'ItNy 3 Yrs Ago 119 2 Cr 1 7Qr2 r"45111'02 201 9Q2 .10 joi) Post�rgs Tirne to Fill fv f. o 1in , 17f f v r I I - 1, v I 0 01 0 U'r-, L) ro s e b a i'o P-) pt rc. o i,g i u�rc.o rgrjpE IIM 117 2020Q2 202 1 Q2 202202 1 Yr frorn Now Historical Forecast 118 Pm-je-cted Gmwth � 0, Liocafic-xri QU,,0tjent Average 124 0 1< 3 116 am Mean Entry Level Experienced 0 5 10, 0 0 D ii CN,t97Ck 530,000 S40,000 55(),00() T, F, (), 0 �.) (.) j, 5,000 1 V 5'o'xw) a%'.3'000 i,35,000 _45()()0 If, 5 5, 0 0 Ci 9-f3'_'0 Occupation Mean Median Entry Level Experienced Maintenance Workers, Machinery $50,300 $51,300 $34,900 $57,900 Top Employers Seeking Similar Talent in the Area: Employer Indo tlr jo'lb, ptings Amencu m Others, 2 Allen GroupServices, OtherServices T I (�'Ij Inlif 'nm I h , NC proseboro@ptfi,c.org j www.jLtLqaEg jhu in A Education and Training Requirements Short-term OJT, no exp, no award (0 0%) Moderate term CUT, no exp, no award (G 0%) 1"i ([I r r. I v) I aroseborpAptrc org!y �i- 3 t I -L. -0 2r. E, �41 in 25 to 34 years (27.1%) 35 to 44 years (120%) 55 to 64 years, (21 0%) 65 years and over (6.8%) American Indian (0.3%) Pacific Islander (0.1%) Asian (0.8%) Two or More Races (1.594) ffj Hispanic or Latino (of any race) (12.8%) N Femrge (4.4%) Long-term training, no exp, no award (100.0%) 2 -year degree or certificate (0.0%) Previous work experience, no award (0.0%) Bachelor's degree (0.0%) Postgraduate degree (0.0%) Education Profile Educationall Attainment High School (8,.7%) ffiHigh School (40.9%) p, Occupation Maintenance Workers, Machinery ill Some College (24,2%) Four -Year (12.7%) Two -Year (11.8%) Master's (1.4%) PhD (03%) Typical Entry -Level Previolus Work Typical On -the - Education Experience Job Training High.school diploma or None Long-term on - equivalent the -job training 1,[)Ix 1. it: el I Jc, i. f :d ,,i jr� J: I Avg 3 -Year Forecast Mean Empl Annual Ann 6 -Digit Occupation Empl Wages LQ Change Demand Growth Industrial Machinery Mechanics 432 $50,300 0.86 7 44 0.8% 421 2017Q2 201 SQ2 20 19Q2 202002 202 1 Q2 - Historical Forecast Job Postitings La,st !-" 2roseboio@ptrc org I www.2t[Lor EIn M 2022Q? 1 Yr from Novi 436 Prcdected Growth Liccafiori QU,"otierit Average A WI fff, I'V 470 450 m rx 0— Mean EnLrV Level f/%� jai �� ��r�l�����l,��il� Expericnced Cl ""4C),C)OO 560,000 S li OX00 130,000 1,50,+, 00 S70,00() Occupation Mean Median Entry Level Experienced Industrial Machinery Mechanics $50,300 $48,000 $34,500 $58,300 Top Employers Seeking Similar Talent in the Area: Employer Ind Ul5try job postings Hanesbrands, Inc. Retail Trade 6 City Winston Salem Utilities 4 Herbalife Manufacturing 4 Sonoco Products Company Manufacturing 4 Amentum Others 3 Greif Incorporated Manufacturing 3 Bowlero Limited Arts,- Entertainment, and Recreation 2 Emcor Group Construction 2 Johnson Controls incorporated Manufacturing 2 Tekni Plex Incorporated Manufacturing 2 Lgrfw�, wAftp ilM Occupation Demographics Age 11 Male (94.7%) Education and Training Requirements �M Short-term OJT, no exp, no award (o.0%) Modwate term Oj], no exp, no award (D 01�) 25 to 34 years (14.7 n) 45 to 94 years (32,9%.) 35 to 44 years (20.6%) 55 to 64 years (24.1%) 65 years and over (4,2%) American Indian (0-1%) Pacific Islander (Q.1%) Asian (0.7%) Two or More Races (0.7%) ImHispanic or Latino (of any race) (8.8%) M Female (5.3%) IN! Long-term training, no exit, no award (100.0%) 2 -year degree or certificate (0.0%) Previous work experience, no award (0.014) %Bachelor's degree (0 0%) Postgraduate degree (0.0%) �t- (II i ,+hm[0 16 proseboro(C6Dtt`C,0rg I r�v�-Arc,.2r-E Education Profile Educational Attainment High School (9.7%) High School (42.6%) Occupation Industrial Machinery Mechanics Sorne College (23.4%) Four -Year (7.6%) Two -Year (16.0%) masters (0.8%) PhD (0.0%) Typical Entry -Level Previous Work Typical On -the - Education Experience Job Training High school diploma or None Lm ong-teron- eqUivalent the -job training e��A[Iiml kA rl�x �")I` III Ai` Lid III' (A 1I,:)ii 1Il 1rlI,/?) 1j, ) f I I ll r0 Iii p ros e b oLo@ (j[g ptrq.g.[g � M� �.trc� in A ftI 111111piliq 11�111 1111111111111 I'll Avg 3 -Year Forecast Mean Empl Annual Ann 6 -Digit Occupation Ernpl Wages LQ Change Demand Growth Electrical and Electronics Repairers, Commercial and industrial: 58 $49,300 0.84 -2 5 0.3% Equipment 201 7(')Z 201 SQ2 20 1 9Q2 '101-� Pc-)S-'LHnCjS Trne to Fill L)ro,5ebgr()@-Ptrc QfF w,.ILL-0-rinsg CUrrent 56 1 2020Q2 2021 Q2 0 2 2 Q 2 1 Yr flan} NOW — Historical Forecast 59 Projec,-'L'ed Groviti-i I -OCatiOtl QUOtiel-VL' Average Iry " ii,r .11 64 62 0 60 caa 58 S6 0 Wages: Mean MENNEN= NO, Entry Level Experienced %l (� l 1 ��� �/ �,���� ��1�� ��' % S20,000 S60,C)OO S I 00100 5,30,000 9,70, Occupation Mean Median Entry Level Experienced Electrical and Electronics Repairers, Commercial and $49,300 $47,6001 $32,400 $57,8010 Industrial Equipment Top Employers Seeking Similar Talent in the Area: Employer Industry jab postings Asurion Finance and insurance 12 Mobile Communications America Inc Information 3 Mobile Communications America Information 2 Bird Dog Traffic Control Others I By Light Professional It Services Others I Hartsell Brothers Fence Company Others I Jernigan Electrical Services Company Others I Mr Electric Lic Construction I Multimedia Solutions Incorporated Others I prosebcro@Dtrc.orF I www, —D-t-EL—cr-g I urt Occupation Demographics Age 15 to 19 years (0 D96) gi 20 to 24 years (OVA) Race White (90..5%) C (Black (10.8%) Ethnicity Em Non-Nikspanic/Latino (86.7%) Gender Education and Training Requirements Short-term OJT, no exp, no award (0.0%) Moderate -term OSI, no exp, no award (0.0%) 25 to 34 years (29.9%) 45 to 54 years (25.9%) 35 to 44 years (21.4%) ,f 55 to X54 years (22.3".) 5S years and over (0.0%) �j American Indian (D.3%) Pacific Wander (0.1%) Asian (0.946) ; 1� Two or More Races (1.3,6) 11, Hispanic of Latino (of any race) (13.3'%) Female. (4.0%) F1711Long term training, no exp, no award (0.094) 2 -year degree or certificate (100.0%) Previous work experuence, no award (0.0%) : Bachelor's degree (0.0"6) Postgraduate degree (C.0%) prose oro@I)trc.Qrg wvLA. trc.or ' FW/I Aftv Ip7 Education Profile Educational Attainment M I High School (5,9%) Vgl ,ffi High School (23-9%) Some CoBege (27-9`w•) Two -Year (19,196) Occupation Electrical and Electronics Repairers, Commercial and industrial Equipment Four -Year (22 fi%) Typical Entry -Level Previous Work Typical'! On -the - Education Experience Job Training Postsecondary non- None Long-term on - degree award the -job training lnl rA ,O7' 'j , I J o I Meeting Date: 07/14/21 Pain Points Identified: Business Service Coordinator: Business Representative(s): Preston Roseboro Hailey Hendrix (Sr. Recruiter) a Difficulty filling current openings. Low number of applicants, especially qualified applicants. 0 Large number of new openings expected at Winston-Salem facility. a Lack of job sleeker awareness of Michelle's as a place of employment in our area. Goals of the Employer: 0 Increase company awareness in the region. 0 Think of creative ways to attract new talent and increase number of applicants, pLoseboroPotric.org 1 wLww.p o_r ILL _g Aftp EM Services/Referrals Propose* Services Proposed SVnopsls of Service Benefits to Employer On -The -Job Training The Piedmont Triad Regional Workforce Offsets the cost of onboarding new Development Board's (PTRWDB) On- talent, and relieves some of the stress the -Job Training program is designed to of having to train new employees, help offset the cost of training new hires and provide opportunities for job seekers who may not possess all of the skills needed for an open position. An OJT solution is a win-win for employers willing to hire and provide related instruction to new employees at the place of employment; while the new employees benefit by earning while they learn to per -form the new job tasks and skills. OJT Registered Employers have the opportunity to receive reimbursement funds for up to 50% of the new hire's wages for up to 6 months (max $4000) depending upon factors such as the qualifying number of hours needed to reach job competencies and the rate of pay. Work Experience Short-term, development programs for Connects employer with young and in -school and graduating youth offers eager talent, and allows employer to employers an opportunity to shape the introduce young people to their minds and skills of students to build company and industry, stronger work -ready communities and hire new talent as they enter the workforce. Speak with your Business Services Coordinator to learn more about the Triad Career Connect Work Experience Program and how to get involved with this proven model of Work -Based Learning. Referrals Proposed Synopsis of Referral Benefits to Employer NCWorks Career Center (Justin Tanks: N CWo rks Career Centers can Provides a direct connection to job Justin.tanks@n,ccommierce.com) assist employers with many of seekers that may be unemployed, or their hiring needs by posting and underemployed, and seeking their advertising open positions on the next career opportunity. NIICWorks.gov website. NCWorks Career Centers also assist with screening candidates, and making referrals to employers. Employers also have the option of partnering with the NCWorks Career Centers to host hiring events and job fairs. Referral: Forsyth Tech Learn & Earn Registered apprenticeship is a Apprenticeship allows employers to Apprenticeship Program (LEAP) (Danielle training program designed to structure a program that combines Rose: drose@forsythtech.edu) meet the needs of the employer on-the-job training, and related by providing the employee with instruction through the community structured on-the-job learning, college. Apprentices are often some related instruction and a of an employer's most loyal employees because they appreciate progressive wage scale. their employer investing so much Registered apprentices earn state into their skill development. and national credentials certifying their skills. REqcseboro2ptrc,ar I www.L itrc.org I a Cwnpete oi r Pre. -Award Anapyss i -f interested in OJT pog a rn a, Coiflnue to communicate and I-,)artrier with P staff orl reCrLdtivnent eff'orls. i have alrcz,�ady vh-tuaMy iritrodt.iced you to DDery eHe I -Rose at I`orsyfl,-w Tech, Il oHow up Wth I-)er if you are h,)teresteld in fw( ie�Jng a discussof'-,c around api ,Dren6ceship,-),, fl) Continue to aftend job farsfi'flring ev(,,mts, and coninecAing with CC)Mry'iunrilly I'mrtners to hc;rease COMr TlUnity awareness of Miche.He's career oppork..m�des and I.)enefitsi, Dues Paid to the PTRC $ 53,421 Program or Service Area Grant Funding Provided Aging Services Services for older adults include meals for seniors, transportation $1,196,578 and legal services, prescription assistance and healthcare manage- ment, caregiver and respite assistance, in-home services, adult day care, four congregate nutrition sites, and the senior centers in Archdale, Asheboro, Liberty, and Randleman. Housing Programs Single Family Rehabilitation grants -4 units completed in FY 21-22 $247,619 Weatherization Services $343,167 Grant funding secured to weatherize 24 homes for low income households, including repairing or replacing appliances and repairing/replacing heating and air conditioning units. On an investment of $30,364 in membership dues, $12,,494 in RPO $1,787,364 (transportation planning) dues, and $10,563, in Stormwater returned Education and Outreach dues a M ............. ij� all a SHUT =9 - Small business development revolving loan fund—fullly funded in 21-22. 0 EDA funding of $500,00O awarded in phase 1 of the Build Back Better Regional Challenge. The region was one of 60 entities chosen from a pool of 529 applicants. a Staffing for the Piedmont Triad Regional Food Council, promoting an inclusive, healthy, and resilient local food economy 0 NC Triad website / Workforce Talent Alignment & Place Marketing (nctriad.com) Regional outdoor recreation website (nctriadoutdoors.com) AginglPrograms: funding, planning, anc.- administration for services for older adults * Over $1 million in funding for aging service providers in the county * Served 1,544 Randolph County seniors in need; provided 89,351 meals to seniors, 9,124 transportation trips (including medical appointments), and 5,525 in-home/ personal care visits. Services are provided in partnership with Randolph County Senior Adults and Regional Consolidated Services. * 3,465 grocery/produce bags distributed to low income seniors. * 78 visits to 15 area long term care facilities, ombudsmen provided assistance to 2,300 people via phone or email, and closed 1,037 complaints. * In-home COVID-19 vaccination program for homebound seniors -33 Randolph seniors vaccinated. In addition, 6,000 free at-home COVID tests were distributed to seniors regionwide. Assistance a Deep River Trail Conceptual Plan 0 The Randolph County Locally Coordinated Transit Plan (a requirement of NC DOT), Monthly manager's meetings with state officials and federal, representatives. Haskett Creek Watershed Stormwa!lter Control Measures. The Piedmont Triad Regional Council is a voluntary association of local governments, urban and rural, authorized to: 0 Make and implement joint regional decisions; • Provide management, planning, and technical services to local governments; Identify and solve short and longterm problems best addressed at the regional level; & Bring together local elected officials on a regular basis, giving them the opportunity to form working relationships. Guiding Principles for Workforce Development Realignment The NCWorks Commission voted, during a special meeting on March 30, 2022, to approve this memorandum as an expression of the considered opinion of the entire Commission. 1. Seep to better the lives of North Carolinians through realignment: Support changes to the workforce development board system that will prioritize access to services for jobseekers and employers, efficient use of available resources, and responsiveness to local and regional needs. 2. Expand local workforce development board access: Reduce the number of single county workforce development boards to better reflect labor market and commuting patterns. 3. Decrease redundancy among local workforce development boards within economic development areas: Minimize the overlap of workforce development boards across multiple Prosperity Zones and, as applicable, Councils of Government, to better promote alignment with economic development activities. 4. Better align community college and workforce development board service areas: Minimize the overlap of workforce development boards across multiple community college service areas. 5. Match local workforce development board outreach to area jobseeker and business customer needs: Maximize the average percentage of individuals who live and work in the same region to be more reflective of current labor and commuter patterns. 6. Ensure consistent service, strong visibility, and sufficient capacity among local workforce development boards: Support policies that will strengthen the visibility and capacity of workforce development boards as well as partnerships between workforce and economic development entities to make certain that employers and jobseekers receive consistent service and response across the state. 7. Allow flexibility for administrative entities: Support existing administrative entities, including Councils of Government (COG), non -profits, and city/county governments, to remain in their administrative role, even if newly redrawn workforce area boundaries are different from previous boundaries. S. Consider further review of the broader workforce system: While the role of workforce boards is central in workforce development, they are part of a broader system which may benefit from additional changes to further promote alignment and efficiency. Conclusion As North Carolina continues to focus on an equitable recovery out of the global COVID-19 pandemic, a strong, robust workforce development board system is essential. By better aligning workforce development boards with economic development activity, North Carolina can enhance access to services for jobseekers, provide greater support for employers, and increase prosperity for all. The Committee encourages local leaders to review and act in accordance with the principles (listed above) to develop a cohesive workforce board system that supports both local and statewide goals around workforce and economic development. PUMVION-r T[UM.) RLUONAL OUTOW-u i31.4F.J.tiS:PMINI WAILD WORKFORCE DEVELOPMENT WIOA and Strategic Opportunities PTRWDB Strategic Funding Approach Job Seeker and Business Services Source: Workforce Innovation and Opportunity Act (WIOA) Strategy: Training, supportive services, career coaching, work experience, business services, etc. for target populations. Operation of NCWorks Career Centers. Additional Funding Resources In order to achieve the impacts we hope to see in our community, strategic funding options are sought after by way of grant applications. These allow the PTRWDB to serve a greater portion of the workforce in innovative ways. Rural Transportation Initiative Source: Golden Leaf Opportunities for Work Total: $200, 000 Strategy.' Rural transportation research and project implementation Job Seeker Resources for COVIDwlmpacted Dislocated Workers Source: Department of Labor Total: $450,000 Strategy. Training and supportive services for COVID-impacted workforce. Allows flexibility and additional resources to serve job seekers that are otherwise not covered by WIOA. Opioid Recovery to Work Initiative & Cohort Source: Appalachian Regional Commission & Development District of Appalachia Total: $50,000 Strategy. Training and supportive services for COVID-impacted workforce. Allows flexibility and additional resources to serve job seekers that are otherwise not covered by WIOA. WIOA Funds Voluntarily Transferred from Other Workforce Boards Source: NC Commerce Total: $730, 000 Strategy. Provide additional job seeker services in addition to our formal allocation. This funding gave us the opportunity to serve more people through our NCWorks Career Centers. Piedmont Triad Regional Workforce Development Board .. 336.904.0308 • 1398 Carrollton Crossing Drive, Kernersville, NC WORKFORCE DEVELOPMEN'r ADDITIONAL FUNDING STREAMS Am Supplemental Supportive Services for Students Source: Governor's Set Aside Funds — Finish Line Grant Strategy: Financial support and resources to complete training at NC community colleges Modernizing Employer and Job Seeker Connections Source: State Legislative Funds - ETWI Total: $480,988 (2 terms) Strategy: Offering improved and flexible connections for employers to onboard new staff and creative outreach and technology solutions for the NCWorks Career Center. Strategic Initiatives These opportunities are offered by the PTRWDB outside of our WOA-funded services. These initiatives represent solutions to recognized challenges in the local area. Workplace Restart Working closely with course developer, 980Skills, the PTRWDB has developed a training to support employers wanting to have their staff return to work safely. Participants received Renfro face masks upon completion. This initiative received a NADO award. Dream It. Do It. This flexible initiative connects the next generation of the workforce with hands-on experience in career exploration. Ambassador Training develops a peer network to share the benefits of careers in this pathway. Mobile Fleet With two flexible options for on-site events and resource sharing, the PTRWDB mobile fleet is a fantastic resource for job seekers and employers. Both vehicles are equipped with WIFI and laptops. Carolina Across 100 The PTRWDB's opportunity youth placemaking initiative was selected for the ncIMPACT Carolina Across 900 opportunity. Here, we will connect youth with employment and highlight the assets in their communities which make them the perfect place to call home. Triad Career Connect This NADO award winning initiative of the PTRWDB includes employer -informed 2 -week classroom training followed by an 8 -week paid work experience. IEI Workforce Leadership Initiative The PTRWDB's application for the IEi Workforce Leadership Initiative was recently selected to participate in the first ever cohort for this training program. r,`w��.`� i'l�;tjAar?Ni��(tln[7(ti:f;Ic)htnt. W°� wolwoRC1 DIVIRIP1.t[tv11WAittl WORKFORCE EVELOPMENi SNAPSHOT BY COUNTY �HOLDER Program Federal Workforce Development Funding: Source: Workforce Innovation and Opportunity Act (WIOA) Strategy., Training, supportive services, career coaching, work experience, etc, for target populations W 10A Totals Population PY2021-2022 Q1 PY2020-2021 Total Funds Expended % Population Budget Expended YTD Funds Expended %Papulation Budget Youth (16-24) 71,797.93 99,096 - 98 98 735.92 47.38 60.63 54.81 538,810.60 741 138.03 580,941.66 39.2 58.22 43 Adult Dislocated Worker State Funding: Finish Line Grant Source: Governor's Set Aside Funds Strategy: Financial support and resources to complete training Workforce Development Board: Community College: Pirr+dmont Triad Example Community College 1 64 . I $24,189.12 I 30 Grant Funding.: National Dislocated Worker Grant (NDWG) Source. Department of Labor Strategy. Training and supportive services for COVID-impacted workforce rrnMnrl;*l Crrmm.ev Disaster Relief Work Site Support Supportive Services (Chirdcare, career and Training Administration Total Grant Employment (Equipment, Tools, Transportation, Services (invoice Paid to (staff, Travel] other Expense Expenditures (Invoices Paid to Date) etc.) Work Clothes, etc) Date) Reporting Month $0.00 $0.00 $O.OD $1,412.40 $D.00 $0.00 $1,412AO Prior Month $0.00 $O DO $0.00 $254,573.47 $0,00 $0.00 $254,573.47 Program Total Totals -AllPYs $0.00 $0.00 $0.0D $255,985.87 $0.00 $0.00 $255,985.87 E N­ I Grant Funding: Golden Leaf Opportunities for Work Source: Golden Leaf Foundation Strategy: Rural transportation research and implementation $69ui ,000,00 $34,54L99 $34,458M $0.00 MOO $3000LO $0.010 $3,000M Go MOO $0.00 $113,0O$iOO-00 $0M $113,C00.0 $25,00,0.0() KOO $15,J000Z PGedmrmn Tiiaal Workfoce De�vcfloputent Dciard mREAM IT. DO 11"� The next g(� eneration of talent in nianUfaCtUriflg will be inspired by hands-on, meaningful experiences gained through the creative career exploration reSOLUCCIS offered by the 6RWD13. The DID1 initiative provides this connection for local empfoyors, to showcase high-clivality careei pathways to local talent. ONE111WIM, fi][1,M)MMJMIil,,,[AimatzN[#]LlalgmlI W10A-funded bUSiness services brmdga the business arid talent gap. The :)I'RWDB recognized the need to direct these S0lUti01)S using as business needs assessment coupled with Ngh -quality labor market information. The resulting business proposal provides data -driven SOILrti(MS for businesses of all sizes. UILD BACK BETTER REGIONAL CHALLENGE FT PC received the BBBRC Phase I award in Decernber 2021 and applied for Phase 11, to be anllMfliced September 2022. The P"rRWDB is leading the talent development component project for Che Piedmont "I'dad Connecting employers with new talent pipelines. Job seekers can access extended SLIPP00iVe services and training to enter, or re-enter the Wofkfwce. TAL.EPal 'r ALIGNMENT STRATEGY Recognizing an increasingly tight labor market, the F)TRWDB Conducted a regional study to assess gaps between edLK.,@1iCr1al attainment and employer need. The detemuned gaps are areas which workforce development directs initiatives and resources, through business and job seeker services. CTRIAQ.Q01W The P"I'RWDB engorges employers, chambers of cornmerce, travel burcaus, and other partners to support recpional branding efforts in the Piedmont Trp ad. rhe NC rtiad,curn website is a talent attraction and retention we offering a CUStrJ11) job search pL)fforrn, a cost of living loot, and a cominute, firne tool. CONSU!LTA,rIVE APPROACH Each emi,.)loyer engaged with the PTRWDB klgineSS services team receives as 11 personalized needs, assessment to oletern,)one their specific pain points. Thies approach allows for a tailored response illCkrding MOA-fundect soiutions, partner referrals, Or CUstornized strateoc initia0ves. un 04, ,r9'