2014
thanks
update
The City of Charlottesville SAT would like to recognize and thank all of our community partners who have helped make the workforce development efforts in this update possible.
Strategic Action Team on Workforce Development Annual Update to City Council
CENTRAL VIRGINIA PARTNERSHIP FOR ECONOMIC DEVELOPMENT CHARLOTTESVILLE ALBEMARLE TECHNICAL EDUCATION CENTER CHARLOTTESVILLE AREA TRANSIT CHARLOTTESVILLE ECONOMIC DEVELOPMENT AUTHORITY CHARLOTTESVILLE WORKFORCE ADVISORY COUNCIL CHARLOTTESVILLE WORKS INITIATIVE COMPUTERS4KIDS GOODWILL INDUSTRIES OF THE VALLEYS JEFFERSON—MADISON REGIONAL LIBRARY MONTICELLO AREA COMMUNITY ACTION AGENCY PARTNERSHIP OF PEER NETWORKS PIEDMONT VIRGINIA COMMUNITY COLLEGE PIEDMONT WORKFORCE NETWORK
GROWING OPPORTUNITY AP S -S C
THOMAS JEFFERSON ADULT CAREER & EDUCATION VIRGINIA ECONOMIC DEVELOPMENT PARTNERSHIP VIRGINIA WORKFORCE CENTER— CHARLOTTESVILLE
ATH TO
City of Charlottesville, VA 605 E. Main St., Charlottesville, VA 22902 Produced by the Office of Economic Development
ELF
UFFICIENCY IN
HARLOTTESVILLE
update STRATEGIC ACTION TEAM
The Strategic Action Team on workforce development (SAT), led by the Office of Economic Development, is a multidisciplinary group of City staff that was formed in 2012 to provide input to City Council on workforce issues crossing traditional areas of departmental responsibility.
CORY DEMCHAK Office of Economic Development & Downtown Job Center
The SAT is charged with fostering employment opportunities that move City residents towards selfsufficiency.
DAVID ELLIS City Manager’s Office
GRETCHEN ELLIS Department of Human Services CHRIS ENGEL Office of Economic Development MAURICE JONES City Manager’s Office
DIANE KUKNYO Department of Social Services HOLLIE LEE Office of Economic Development KELLY LOGAN Department of Social Services
MIKE MURPHY Department of Human Services JASON NESS Office of Economic Development MELISSA THACKSTON Neighborhood Development Services
JIM TOLBERT Neighborhood Development Services
2014 Workforce Development Strategic Action Team Annual Update to City Council Significant progress has been made towards many of the action items in the Growing Opportunity: A Path to Self-Sufficiency report, which was presented to City Council a little over a year ago in July 2013. In particular, all three of the overarching recommendations made by the Strategic Action Team (SAT) have been implemented and are now underway, including the creation of the Workforce Advisory Council, the establishment of the Downtown Job Center, and the development of the Partnership of Peer Networks. Additionally, numerous programs and initiatives focusing on the major barriers to employment for low-income City residents have been planned, developed, and/or implemented. We strongly believe that the rapid progress made on these efforts and the aforementioned overarching recommendations are the direct result of interdepartmental collaborations and innovative partnerships with external community agencies and organizations. We hope that you enjoy the report that follows and that you will walk away as excited as we are about the achievements that have been accomplished over the past 18 months.
Downtown Job Center Ribbon Cutting—September 2014
OVERARCHING RECOMMENDATIONS RECOMMENDATION #1:
Form a community council that will serve in an advisory capacity to the City when developing and implementing its workforce development efforts and strategies. The City of Charlottesville Workforce Advisory Council (WAC) was formally approved by City Council in December 2013. Since this time, the Council has met four times to discuss City workforce development goals and initiatives. Numerous collaborations have already developed as a result of these meetings. Meetings will continue to be held quarterly and additional opportunities for WAC member engagement will be offered. The WAC is made up of 15 community partners from agencies/organizations such as: Charlottesville City Schools, Piedmont Virginia Community College, Charlottesville Albemarle Technical Education Center, the Adult Learning Center, Jefferson-Madison Regional Library, and private firms.
3
RECOMMENDATION #2: Establish a formal partnership with the Workforce Center by establishing a downtown satellite center to ensure that residents have access to training opportunities. The City of Charlottesville Downtown Job Center officially opened on August 18,
2014 in the lower level of the Jefferson-Madison Regional Library located at 201
East Market Street. A formal ribbon cutting, attended by more than 60 community partners, was held on September 10th. The Downtown Job Center is currently staffed by one full-time Job Center Coordinator, who offers employment services such as help with job searches, completing applications, and resume writing and review. The Downtown Job Center also administers GO Ride, which provides subsidized bus passes to City residents for employment purposes. There are currently plans to hire another full-time staff person by the end of February 2015 to allow for enhanced Center services and the administration of BankON.
365 298 186 69 TOTAL VISITORS
CVILLE VISITORS
RECEIVED JOB SEARCH HELP
RECEIVED RESUME HELP
Data from September 1, 2014 to November 28, 2014.
RECOMMENDATION #3: Explore the possibility of establishing a peer-to-
peer network within Charlottesville’s low-income neighborhoods that will provide residents with training and resources. The Partnership of Peer Networks held its first meeting in July 2014 and established a working steering committee. On September 8, 2014, two AmeriCorps volunteers started working a combined total of 30 hours each week as Partnership Peer Navigators. As of September 2014, they have identified 35 peer supporters and navigators and have interviewed 18 individuals. The next milestones will be completion and distribution of the inventory of the Peer Network, establishment of a training calendar, and completion of the service directory. These items should be complete by late January 2015.
update STRATEGIC ACTION TEAM
The Strategic Action Team on workforce development (SAT), led by the Office of Economic Development, is a multidisciplinary group of City staff that was formed in 2012 to provide input to City Council on workforce issues crossing traditional areas of departmental responsibility.
CORY DEMCHAK Office of Economic Development & Downtown Job Center
The SAT is charged with fostering employment opportunities that move City residents towards selfsufficiency.
DAVID ELLIS City Manager’s Office
GRETCHEN ELLIS Department of Human Services CHRIS ENGEL Office of Economic Development MAURICE JONES City Manager’s Office
DIANE KUKNYO Department of Social Services HOLLIE LEE Office of Economic Development KELLY LOGAN Department of Social Services
MIKE MURPHY Department of Human Services JASON NESS Office of Economic Development MELISSA THACKSTON Neighborhood Development Services
JIM TOLBERT Neighborhood Development Services
2014 Workforce Development Strategic Action Team Annual Update to City Council Significant progress has been made towards many of the action items in the Growing Opportunity: A Path to Self-Sufficiency report, which was presented to City Council a little over a year ago in July 2013. In particular, all three of the overarching recommendations made by the Strategic Action Team (SAT) have been implemented and are now underway, including the creation of the Workforce Advisory Council, the establishment of the Downtown Job Center, and the development of the Partnership of Peer Networks. Additionally, numerous programs and initiatives focusing on the major barriers to employment for low-income City residents have been planned, developed, and/or implemented. We strongly believe that the rapid progress made on these efforts and the aforementioned overarching recommendations are the direct result of interdepartmental collaborations and innovative partnerships with external community agencies and organizations. We hope that you enjoy the report that follows and that you will walk away as excited as we are about the achievements that have been accomplished over the past 18 months.
Downtown Job Center Ribbon Cutting—September 2014
OVERARCHING RECOMMENDATIONS RECOMMENDATION #1:
Form a community council that will serve in an advisory capacity to the City when developing and implementing its workforce development efforts and strategies. The City of Charlottesville Workforce Advisory Council (WAC) was formally approved by City Council in December 2013. Since this time, the Council has met four times to discuss City workforce development goals and initiatives. Numerous collaborations have already developed as a result of these meetings. Meetings will continue to be held quarterly and additional opportunities for WAC member engagement will be offered. The WAC is made up of 15 community partners from agencies/organizations such as: Charlottesville City Schools, Piedmont Virginia Community College, Charlottesville Albemarle Technical Education Center, the Adult Learning Center, Jefferson-Madison Regional Library, and private firms.
3
RECOMMENDATION #2: Establish a formal partnership with the Workforce Center by establishing a downtown satellite center to ensure that residents have access to training opportunities. The City of Charlottesville Downtown Job Center officially opened on August 18,
2014 in the lower level of the Jefferson-Madison Regional Library located at 201
East Market Street. A formal ribbon cutting, attended by more than 60 community partners, was held on September 10th. The Downtown Job Center is currently staffed by one full-time Job Center Coordinator, who offers employment services such as help with job searches, completing applications, and resume writing and review. The Downtown Job Center also administers GO Ride, which provides subsidized bus passes to City residents for employment purposes. There are currently plans to hire another full-time staff person by the end of February 2015 to allow for enhanced Center services and the administration of BankON.
365 298 186 69 TOTAL VISITORS
CVILLE VISITORS
RECEIVED JOB SEARCH HELP
RECEIVED RESUME HELP
Data from September 1, 2014 to November 28, 2014.
RECOMMENDATION #3: Explore the possibility of establishing a peer-to-
peer network within Charlottesville’s low-income neighborhoods that will provide residents with training and resources. The Partnership of Peer Networks held its first meeting in July 2014 and established a working steering committee. On September 8, 2014, two AmeriCorps volunteers started working a combined total of 30 hours each week as Partnership Peer Navigators. As of September 2014, they have identified 35 peer supporters and navigators and have interviewed 18 individuals. The next milestones will be completion and distribution of the inventory of the Peer Network, establishment of a training calendar, and completion of the service directory. These items should be complete by late January 2015.
Relay Foods AFID Grant Presentation—June 2014
BARRIERS
JOB CREATION
Since the Growing Opportunity report was written, employment levels have risen. The region is reporting an additional 4,833 jobs from 2010 to 2013 for a total of 114,911. The City is reporting 1,320 new jobs during the same period for a total of 35,965. For the City, this represents a dynamic shift, as the previous ten-year period had resulted in a steady loss of jobs. SAT staff estimates that residents have obtained nearly 200 jobs as a result of the implementation of Growing Opportunity action steps.
JOB CREATION GOAL #1:
Assist with the creation of 250 new jobs in City limits within 5 years through active recruitment of new businesses.
Over the past year, the Central Virginia Partnership handled 27 prospects for the region. These resulted in 14 announcements with a projected job total of 1,007 and a capital investment of over $46 million. In the City, the largest corporate relocation to occur in over a decade took place when CFA Institute completed its move to the now renovated, former Martha Jefferson Hospital facility in January 2014. The project included a $24 million capital investment and brought 400 employees downtown.
JOB CREATION GOAL #2: Assist existing and growing City businesses with the creation of 250 additional jobs over the 5 years.
On June 30, 2014, Governor McAuliffe visited Charlottesville’s own Relay Foods to announce its selection as a recipient of a $50,000 grant given through the Governor’s Agriculture and Forestry Industries Development Fund (AFID). The Commonwealth of Virginia partnered with the City of Charlottesville, which provided the local match, and Relay Foods on this project. The company, a leading online grocery store and farmers market, will invest more than $735,000 into the business and create 25 new jobs. In January of 2014, the Office of Economic Development (OED) and the Charlottesville Economic Development Authority (CEDA) worked together to implement the VJIP Match Program. In partnership with the Virginia Jobs Investment Program, the City, through CEDA, matches State funds to encourage job creation efforts of City-based businesses. Additional funding is provided if new hires are City residents. Since its inception, eight businesses have been qualified and enrolled in the program. Collectively, over the next three years, they anticipate hiring 453 employees with a potential payroll of almost $30 million dollars.
JOB CREATION GOAL #3: In support of goals 1 and 2, work to ensure that training programs align with the needs of new and existing business.
Earlier this year, members of the Charlottesville Area Transit (CAT) Advisory Board expressed a need for bus drivers. Based on this need, the SAT, in partnership with CAT and PVCC, developed Growing Opportunity Driver (GO Driver), which is a pre-employment training program consisting of four weeks of intensive customer service and commercial driver’s license (CDL) instruction. Twelve students recently graduated from the program, which began in early October. Eight students were hired by CAT in November as a Relief Transit Bus Operators at a rate of $15.18 per hour. These individuals are now receiving on-the-job training to earn their permanent CDL. It is anticipated that the four remaining GO Driver students will be hired in February 2015. Due to the program’s success, a second cohort is being planned for Spring 2015. Several new training programs based on GO Driver are also in development.
Selling to the City Workshop—March 2014
BARRIERS
JOB CREATION CONT’D
JOB CREATION GOAL #4:
Develop a strategy for the OED’s business visitation program that focuses on employers’ workforce needs. Since the release of the Growing Opportunity report, the Business Visitation Program has been a very active part of the OED, with visits exceeding the projected number by 44%. Business visit conversations cover the entire range of business operations and help to identify and create a referral pipeline for City-based career opportunities. Several examples of business visitations that have led to workforce development discussions, and ultimately the placement of City residents in local jobs, include: World of Beer, Homewood Suites, and Progressive Change. The OED will continue to target businesses with semi-skilled job opportunities in 2015.
Beyan Johnson, owner of Amazing Cleaning Service, was 1 of 17 businesses participating in the ACE Program in FY 2015.
5
JOB CREATION GOAL #5: Continue to support our community’s entre-
preneurial efforts and explore innovative ways to help small businesses start, grow, and succeed. The Advancing Charlottesville Entrepreneurs (ACE) Program was created by OED staff using Community Development Block Grant Funds to enhance lowto moderate-income business owners’ business capacity. Businesses enrolled in the program work with OED staff and specialized business consultants to receive a business analysis and develop targeted business strategies to increase revenue. During its first year, the ACE Program exceeded its original projection of serving 10 businesses by serving 17 businesses. Several businesses enrolled in the ACE Program are already experiencing positive results. One business reports an increase in customers due to targeted customer marketing. In addition, others have experienced outcomes such as increased profit margins and increased sales. The ACE Program is currently in its second year and has served 30 businesses. In an effort to help existing small, women-, and/or minority-owned businesses (SWaM) grow their sales and increase their revenue by selling to the government, the OED, in partnership with the Division of Procurement & Risk Management, held a procurement workshop and the City’s first Government Procurement Fair in March of 2014. More than 40 businesses attended the workshop that covered topics such as becoming a registered vendor with the City, obtaining SWaM certification, and marketing to the government. Over 100 attendees participated in the Fair, which allowed local businesses the opportunity to talk faceto-face with 15 City departments and representatives from Albemarle County, Orange County, Piedmont Virginia Community College (PVCC), Region Ten, and CFA Institute. As a result of participating in the Fair, several SWaM businesses have started selling their products/services to the City. To encourage youth entrepreneurship, the OED has collaborated with Computers4Kids for two consecutive years to host a Youth Entrepreneurship Summer Camp. During the summer camp, students explore business basics and the steps involved to start a business. The overall goal of the camp is to provide the resources and guidance to help the kids launch their own business and promote enthusiasm about entrepreneurship. The camp culminates with a Business Pitch Competition, which allows the students to compete in front of a judging panel comprised of entrepreneurs and community business leaders. The last two years have produced 37 graduates of the summer camp.
Relay Foods AFID Grant Presentation—June 2014
BARRIERS
JOB CREATION
Since the Growing Opportunity report was written, employment levels have risen. The region is reporting an additional 4,833 jobs from 2010 to 2013 for a total of 114,911. The City is reporting 1,320 new jobs during the same period for a total of 35,965. For the City, this represents a dynamic shift, as the previous ten-year period had resulted in a steady loss of jobs. SAT staff estimates that residents have obtained nearly 200 jobs as a result of the implementation of Growing Opportunity action steps.
JOB CREATION GOAL #1:
Assist with the creation of 250 new jobs in City limits within 5 years through active recruitment of new businesses.
Over the past year, the Central Virginia Partnership handled 27 prospects for the region. These resulted in 14 announcements with a projected job total of 1,007 and a capital investment of over $46 million. In the City, the largest corporate relocation to occur in over a decade took place when CFA Institute completed its move to the now renovated, former Martha Jefferson Hospital facility in January 2014. The project included a $24 million capital investment and brought 400 employees downtown.
JOB CREATION GOAL #2: Assist existing and growing City businesses with the creation of 250 additional jobs over the 5 years.
On June 30, 2014, Governor McAuliffe visited Charlottesville’s own Relay Foods to announce its selection as a recipient of a $50,000 grant given through the Governor’s Agriculture and Forestry Industries Development Fund (AFID). The Commonwealth of Virginia partnered with the City of Charlottesville, which provided the local match, and Relay Foods on this project. The company, a leading online grocery store and farmers market, will invest more than $735,000 into the business and create 25 new jobs. In January of 2014, the Office of Economic Development (OED) and the Charlottesville Economic Development Authority (CEDA) worked together to implement the VJIP Match Program. In partnership with the Virginia Jobs Investment Program, the City, through CEDA, matches State funds to encourage job creation efforts of City-based businesses. Additional funding is provided if new hires are City residents. Since its inception, eight businesses have been qualified and enrolled in the program. Collectively, over the next three years, they anticipate hiring 453 employees with a potential payroll of almost $30 million dollars.
JOB CREATION GOAL #3: In support of goals 1 and 2, work to ensure that training programs align with the needs of new and existing business.
Earlier this year, members of the Charlottesville Area Transit (CAT) Advisory Board expressed a need for bus drivers. Based on this need, the SAT, in partnership with CAT and PVCC, developed Growing Opportunity Driver (GO Driver), which is a pre-employment training program consisting of four weeks of intensive customer service and commercial driver’s license (CDL) instruction. Twelve students recently graduated from the program, which began in early October. Eight students were hired by CAT in November as a Relief Transit Bus Operators at a rate of $15.18 per hour. These individuals are now receiving on-the-job training to earn their permanent CDL. It is anticipated that the four remaining GO Driver students will be hired in February 2015. Due to the program’s success, a second cohort is being planned for Spring 2015. Several new training programs based on GO Driver are also in development.
Selling to the City Workshop—March 2014
BARRIERS
JOB CREATION CONT’D
JOB CREATION GOAL #4:
Develop a strategy for the OED’s business visitation program that focuses on employers’ workforce needs. Since the release of the Growing Opportunity report, the Business Visitation Program has been a very active part of the OED, with visits exceeding the projected number by 44%. Business visit conversations cover the entire range of business operations and help to identify and create a referral pipeline for City-based career opportunities. Several examples of business visitations that have led to workforce development discussions, and ultimately the placement of City residents in local jobs, include: World of Beer, Homewood Suites, and Progressive Change. The OED will continue to target businesses with semi-skilled job opportunities in 2015.
Beyan Johnson, owner of Amazing Cleaning Service, was 1 of 17 businesses participating in the ACE Program in FY 2015.
5
JOB CREATION GOAL #5: Continue to support our community’s entre-
preneurial efforts and explore innovative ways to help small businesses start, grow, and succeed. The Advancing Charlottesville Entrepreneurs (ACE) Program was created by OED staff using Community Development Block Grant Funds to enhance lowto moderate-income business owners’ business capacity. Businesses enrolled in the program work with OED staff and specialized business consultants to receive a business analysis and develop targeted business strategies to increase revenue. During its first year, the ACE Program exceeded its original projection of serving 10 businesses by serving 17 businesses. Several businesses enrolled in the ACE Program are already experiencing positive results. One business reports an increase in customers due to targeted customer marketing. In addition, others have experienced outcomes such as increased profit margins and increased sales. The ACE Program is currently in its second year and has served 30 businesses. In an effort to help existing small, women-, and/or minority-owned businesses (SWaM) grow their sales and increase their revenue by selling to the government, the OED, in partnership with the Division of Procurement & Risk Management, held a procurement workshop and the City’s first Government Procurement Fair in March of 2014. More than 40 businesses attended the workshop that covered topics such as becoming a registered vendor with the City, obtaining SWaM certification, and marketing to the government. Over 100 attendees participated in the Fair, which allowed local businesses the opportunity to talk faceto-face with 15 City departments and representatives from Albemarle County, Orange County, Piedmont Virginia Community College (PVCC), Region Ten, and CFA Institute. As a result of participating in the Fair, several SWaM businesses have started selling their products/services to the City. To encourage youth entrepreneurship, the OED has collaborated with Computers4Kids for two consecutive years to host a Youth Entrepreneurship Summer Camp. During the summer camp, students explore business basics and the steps involved to start a business. The overall goal of the camp is to provide the resources and guidance to help the kids launch their own business and promote enthusiasm about entrepreneurship. The camp culminates with a Business Pitch Competition, which allows the students to compete in front of a judging panel comprised of entrepreneurs and community business leaders. The last two years have produced 37 graduates of the summer camp.
PluggedInVA Graduation—June 2014
BARRIERS
BASIC LITERACY
BASIC LITERACY GOAL #1: Work with TJACE and the ALC to imple-
ment a PluggedIn program for adult learners in Charlottesville that is modeled after PluggedInVA. From January to May of 2014, Thomas Jefferson Adult & Career Education (TJACE) conducted the PluggedIn Virginia (PIVA) pilot program with eight individuals from the Charlottesville area. The pilot focused on education and training in customer service given the demand for this skill by area employers. Students experienced many notable achievements. All eight students who originally enrolled successfully graduated from the program. All eight students earned a Career Readiness Certificate, Microsoft Digital Literacy Certificate, National Retail Federation Certification in Customer Service, and nine community college credit hours through Piedmont Virginia Community College (PVCC). All eight students participated in workplace readiness training, attended onsite training sessions at CustomInk, and completed a group capstone project. Four students found jobs as a result of being enrolled in the program, and five students have continued their education at PVCC. The program was a collaborative effort co-funded by the Virginia Department of Education’s Office of Adult Education and Literacy (OAEL) and the City of Charlottesville Office of Economic Development. TJACE is currently recruiting for its next cohort, which is slated to begin in January 2015.
BASIC LITERACY GOAL #4: Enhance the City’s partnership with Piedmont Workforce Network (PWN) to maximize the training dollars available for low-income City residents and wage subsidies for employers hiring these individuals.
In August 2014, members of the SAT met with PWN and Goodwill staff to discuss opportunities to maximize the use of Workforce Investment Act (WIA) dollars for the training and hiring of low-income City residents. As a result, the City was able to work with both parties to fund training costs for six of the 12 GO Driver students. CAT also received a wage subsidy for these individuals, thus resulting in a $7,500 employer hiring reimbursement to the City. The SAT also worked with PWN and the Workforce Investment Board to increase threshold limit for underemployed individuals seeking WIA assistance. the
GO Driver Graduation—November 2014.
BARRIERS BASIC LITERACY GOAL #2: Work with TJACE and the ALC to raise awareness among City residents about impending changes to GED testing and develop strategies for addressing these changes once they have taken place.
On January 1, 2014, significant changes were made to the General Equivalency Diploma (GED). Test takers who had not successfully passed all five content areas by this date were required to retake all portions of the test under the new changes. To help increase awareness about these changes and encourage individuals to take the test before January 1st, the SAT assisted with outreach efforts—e.g., putting posters on City buses, including information in City newsletters, sending out a press release, and running public service announcements on TV10. In order to create awareness about the changes and encourage individuals to take the test, the OED also worked with TJACE to establish a GED test voucher program, whereby City residents needing assistance with testing fees would have access to vouchers that would cover the cost of the test. The remaining funds were carried over to FY 2015 to continue this assistance.
WORKPLACE READINESS
A 2014 Harris Poll, conducted on behalf of CareerBuilder of over 2,000 human resource professionals from various industries, once again suggests the importance of workplace readiness skills in hiring and employment. In fact, 77% of those surveyed said that workplace readiness skills, or soft skills, are just as important in hiring than technical skills, or hard skills. The top three workplace readiness skills indicated include: strong work ethic (73%), dependability (73%), and a positive attitude (72%). These results remain in line with the findings of the SAT when members conducted several surveys about workplace readiness skills in 2013. Efforts to address the workplace readiness barrier in Charlottesville have been top-of-mind since the release of the Growing Opportunity report in 2013. In June of 2014, the SAT, in partnership with Charlottesville Works Initiative, pulled together approximately 20 workforce development service providers to brainstorm and discuss best practices for soft skills training. As a result of this meeting, the SAT and Charlottesville Works developed a workplace readiness curriculum, instructed by Piedmont Virginia Community College, that will be/has been incorporated into the various training programs being conducted by both parties. Evaluation of this curriculum will be conducted in early 2015.
7
WORKPLACE READINESS GOAL #1: Design and implement pilot of
VIEW’s career training track program using FY 2014 Community Development Block Grant (CDBG) funding. In 2013, the Charlottesville Department of Social Service’s Virginia Initiative for Employment Not Welfare (VIEW) Program received Community Development Block Grant (CDBG) funding from the City in order to train VIEW clients for careers in three of our area’s high demand industries (hospitality/tourism, healthcare, and office administration). During Fiscal Year 2014, two sessions were held—one in Fall 2013 (five participants) and one in Spring 2014 (six participants). Eleven clients were referred and nine successfully completed their career training tracks. Of these participants, one person chose the hospitality/tourism career track, three chose healthcare, and seven chose office administration. Examples of training modules included: WIN Orientation at PVCC Career Readiness Certificate through PVCC (3 Silver and 7 Bronze) Teamwork (WIN series) Business Writing (WIN series) Customer Service In Action through the Extension Office Financial Literacy through Piedmont Housing Alliance Certified Tourism Ambassador through Journey through Hallowed Ground National Retail Federation Customer Service Certification
Of the 11 participants, seven are employed. Two healthcare graduates are working at Region 10 as Community Service Associates, and one of these individuals was recently promoted. One office administration graduate works at an HVAC company, another works at a local nursing home, and another works at UVA HealthSouth. One other graduate is working at a catering company. Due to the pilot program’s success during Fiscal Year 2014, VIEW received CDBG funding in Fiscal Year 2015 to repeat the program. On December 16, 2014, another cohort of four VIEW clients graduated from the program. Two individuals focused on office administration and two on hospitality/culinary. Three of these individuals are currently employed, and one is participating in a WIA internship opportunity with a local business. It is important to note that in addition to the WIA internship, VIEW has worked closely with PWN and Goodwill to subsidize additional training costs through the use of WIA funds.
PluggedInVA Graduation—June 2014
BARRIERS
BASIC LITERACY
BASIC LITERACY GOAL #1: Work with TJACE and the ALC to imple-
ment a PluggedIn program for adult learners in Charlottesville that is modeled after PluggedInVA. From January to May of 2014, Thomas Jefferson Adult & Career Education (TJACE) conducted the PluggedIn Virginia (PIVA) pilot program with eight individuals from the Charlottesville area. The pilot focused on education and training in customer service given the demand for this skill by area employers. Students experienced many notable achievements. All eight students who originally enrolled successfully graduated from the program. All eight students earned a Career Readiness Certificate, Microsoft Digital Literacy Certificate, National Retail Federation Certification in Customer Service, and nine community college credit hours through Piedmont Virginia Community College (PVCC). All eight students participated in workplace readiness training, attended onsite training sessions at CustomInk, and completed a group capstone project. Four students found jobs as a result of being enrolled in the program, and five students have continued their education at PVCC. The program was a collaborative effort co-funded by the Virginia Department of Education’s Office of Adult Education and Literacy (OAEL) and the City of Charlottesville Office of Economic Development. TJACE is currently recruiting for its next cohort, which is slated to begin in January 2015.
BASIC LITERACY GOAL #4: Enhance the City’s partnership with Piedmont Workforce Network (PWN) to maximize the training dollars available for low-income City residents and wage subsidies for employers hiring these individuals.
In August 2014, members of the SAT met with PWN and Goodwill staff to discuss opportunities to maximize the use of Workforce Investment Act (WIA) dollars for the training and hiring of low-income City residents. As a result, the City was able to work with both parties to fund training costs for six of the 12 GO Driver students. CAT also received a wage subsidy for these individuals, thus resulting in a $7,500 employer hiring reimbursement to the City. The SAT also worked with PWN and the Workforce Investment Board to increase threshold limit for underemployed individuals seeking WIA assistance. the
GO Driver Graduation—November 2014.
BARRIERS BASIC LITERACY GOAL #2: Work with TJACE and the ALC to raise awareness among City residents about impending changes to GED testing and develop strategies for addressing these changes once they have taken place.
On January 1, 2014, significant changes were made to the General Equivalency Diploma (GED). Test takers who had not successfully passed all five content areas by this date were required to retake all portions of the test under the new changes. To help increase awareness about these changes and encourage individuals to take the test before January 1st, the SAT assisted with outreach efforts—e.g., putting posters on City buses, including information in City newsletters, sending out a press release, and running public service announcements on TV10. In order to create awareness about the changes and encourage individuals to take the test, the OED also worked with TJACE to establish a GED test voucher program, whereby City residents needing assistance with testing fees would have access to vouchers that would cover the cost of the test. The remaining funds were carried over to FY 2015 to continue this assistance.
WORKPLACE READINESS
A 2014 Harris Poll, conducted on behalf of CareerBuilder of over 2,000 human resource professionals from various industries, once again suggests the importance of workplace readiness skills in hiring and employment. In fact, 77% of those surveyed said that workplace readiness skills, or soft skills, are just as important in hiring than technical skills, or hard skills. The top three workplace readiness skills indicated include: strong work ethic (73%), dependability (73%), and a positive attitude (72%). These results remain in line with the findings of the SAT when members conducted several surveys about workplace readiness skills in 2013. Efforts to address the workplace readiness barrier in Charlottesville have been top-of-mind since the release of the Growing Opportunity report in 2013. In June of 2014, the SAT, in partnership with Charlottesville Works Initiative, pulled together approximately 20 workforce development service providers to brainstorm and discuss best practices for soft skills training. As a result of this meeting, the SAT and Charlottesville Works developed a workplace readiness curriculum, instructed by Piedmont Virginia Community College, that will be/has been incorporated into the various training programs being conducted by both parties. Evaluation of this curriculum will be conducted in early 2015.
7
WORKPLACE READINESS GOAL #1: Design and implement pilot of
VIEW’s career training track program using FY 2014 Community Development Block Grant (CDBG) funding. In 2013, the Charlottesville Department of Social Service’s Virginia Initiative for Employment Not Welfare (VIEW) Program received Community Development Block Grant (CDBG) funding from the City in order to train VIEW clients for careers in three of our area’s high demand industries (hospitality/tourism, healthcare, and office administration). During Fiscal Year 2014, two sessions were held—one in Fall 2013 (five participants) and one in Spring 2014 (six participants). Eleven clients were referred and nine successfully completed their career training tracks. Of these participants, one person chose the hospitality/tourism career track, three chose healthcare, and seven chose office administration. Examples of training modules included: WIN Orientation at PVCC Career Readiness Certificate through PVCC (3 Silver and 7 Bronze) Teamwork (WIN series) Business Writing (WIN series) Customer Service In Action through the Extension Office Financial Literacy through Piedmont Housing Alliance Certified Tourism Ambassador through Journey through Hallowed Ground National Retail Federation Customer Service Certification
Of the 11 participants, seven are employed. Two healthcare graduates are working at Region 10 as Community Service Associates, and one of these individuals was recently promoted. One office administration graduate works at an HVAC company, another works at a local nursing home, and another works at UVA HealthSouth. One other graduate is working at a catering company. Due to the pilot program’s success during Fiscal Year 2014, VIEW received CDBG funding in Fiscal Year 2015 to repeat the program. On December 16, 2014, another cohort of four VIEW clients graduated from the program. Two individuals focused on office administration and two on hospitality/culinary. Three of these individuals are currently employed, and one is participating in a WIA internship opportunity with a local business. It is important to note that in addition to the WIA internship, VIEW has worked closely with PWN and Goodwill to subsidize additional training costs through the use of WIA funds.
BARRIERS
TRANSPORTATION GOAL #1: Design and implement a subsidized bus pass program for eligible City residents who are seeking employment or have obtained a new job and need assistance with bus pass costs for the first three months of employment. The Growing Opportunity Transportation Assistance Program (GO Ride) launched in May 2014 to address transportation as a barrier to employment. This program provides City residents facing transportation challenges, as it relates to employment access, with 3 months of fully subsidized bus passes using the Charlottesville Area Transit (CAT) system. During the pilot of GO Ride, which lasted from May until July 2014, SAT members partnered with 9 workforce development agencies to refer clients to the program. Each agency was responsible for ensuring participant eligibility and tracking job employment and retention metrics. During the pilot, 110 passes were issued, with 1 out of every 2 passes playing some role in the employment process. (See more results below.) Due to the success of the program, GO Ride has continued beyond the pilot phase and is now administered through the City’s Downtown Job Center. From September through December 2014, approximately 275 monthly bus passes were issued to City residents. Seventy-one resumes were created, 79 interviews were attained, and 45 jobs were obtained. The GO Ride program would not be possible without the collaborative spirit and willingness to help City residents shown by CAT leadership and Downtown Transit Center staff.
GO RIDE PILOT RESULTS
2014
TRANSPORTATION
50 24 25
# OF INTERVIEWS EARNED
# OF JOBS MAINTAINED
# OF JOBS ATTAINED
Data from GO Ride pilot, which was conducted between May and July of 2014.
TRANSPORTATION GOAL #2: Enhance partnerships with non-profit organizations that offer transportation assistance to low-income City residents in order to improve access to affordable and reliable modes of transportation. Since July 2014, SAT members have been meeting regularly with Monticello Area Community Action Agency (MACAA) staff to reestablish its Wheels to Work program, which will provide used vehicles that have been donated by the public to low-income City residents needing reliable transportation for employment. Charlottesville Albemarle Technical Education Center (CATEC) has also been involved in the conversation in order to engage auto dealerships on its Auto Advisory Board that might be interested in assisting with parts and repairs either pro bono or at a reduced rate. Eligibility criteria for City residents interested in participating in Wheels to Work have been established (see below) and details regarding vehicle donations and repairs are currently being finalized. It is anticipated that the program will launch by Spring 2015.
BARRIERS
9
CHILDCARE GOAL #2: Increase the availability of, and accessibility to, childcare options during nontraditional hours.
For this goal, most of the SAT’s effort has been spent on Action Step 2.1—conduct a market analysis to determine the need for non-traditional childcare options in the Charlottesville community. Between March and September of 2014, the SAT, with assistance from several University of Virginia interns, completed three studies on the need for affordable and available childcare services in the area. The first study, Childcare Facilities Market Analysis, looked specifically at 30 licensed childcare facilities and considered factors such as: location, hours, capacity, group size, cost, and subsidies accepted. The results from the analysis indicated that most facilities offer traditional morning and afternoon hours, with hours ranging from 6:00am to 6:00pm, Monday through Friday. Currently, none of these facilities operate on weekends. In light of this, the study suggested both a need and demand for non-traditional childcare options. The second study, In-Home Childcare in Charlottesville, consisted of a market analysis of in-home childcare providers. These providers included nine licensed in-home family daycare providers and 30 voluntarily registered in-home daycare providers. In addition to examining the same criteria from the Childcare Facilities Market Analysis, this study also looked at factors such as the providers’ level of education and bus accessibility. Regarding availability of childcare, the average capacity for licensed family daycare providers is 11. Almost 70% of these providers are at maximum capacity. The average capacity for voluntarily registered providers is four, and over 50% of these providers are full. Additionally, 83% of licensed family daycare providers operate only Monday through Friday. About 50% operate between the hours of 7:00am and 5:00pm. Only a handful of providers offer non-traditional hours beyond 5:00pm or 6:00pm. Similarly, a majority of voluntarily licensed daycare providers offer their services Monday through Friday. However, about 44% offer services beyond 6:00pm. In considering accessibility of in-home childcare providers, the study found that 83% of licensed family daycare providers were located on, or near, a public bus route. For voluntarily registered providers, 100% were located, on or near, a bus route. Accessibility to childcare facilities is similar, with about 40% being within 500 feet of a bus stop. (See map to the left.) Although it appears that childcare is accessible through public transportation for low-income City residents, the logistics of making such an arrangement work can often be difficult.
City of Charlottesville resident Clean driving record Employed at least 30 hours per week Employed for at least one month 125% Federal Poverty Level
CHILDCARE
The third study on childcare consisted of four focus groups with Charlottesville residents. Most participants were low-income, single mothers with more than one child. During the focus groups, the participants expressed several concerns about childcare including: the expensive cost of childcare, accessibility in terms of being able to get their children to and from childcare providers, lack of trust in providers, and the desire for high quality childcare in a safe environment. In order to expand upon the qualitative data gathered in these three studies, the SAT plans to conduct a quantitative survey to gather additional information in 2015.
BARRIERS
TRANSPORTATION GOAL #1: Design and implement a subsidized bus pass program for eligible City residents who are seeking employment or have obtained a new job and need assistance with bus pass costs for the first three months of employment. The Growing Opportunity Transportation Assistance Program (GO Ride) launched in May 2014 to address transportation as a barrier to employment. This program provides City residents facing transportation challenges, as it relates to employment access, with 3 months of fully subsidized bus passes using the Charlottesville Area Transit (CAT) system. During the pilot of GO Ride, which lasted from May until July 2014, SAT members partnered with 9 workforce development agencies to refer clients to the program. Each agency was responsible for ensuring participant eligibility and tracking job employment and retention metrics. During the pilot, 110 passes were issued, with 1 out of every 2 passes playing some role in the employment process. (See more results below.) Due to the success of the program, GO Ride has continued beyond the pilot phase and is now administered through the City’s Downtown Job Center. From September through December 2014, approximately 275 monthly bus passes were issued to City residents. Seventy-one resumes were created, 79 interviews were attained, and 45 jobs were obtained. The GO Ride program would not be possible without the collaborative spirit and willingness to help City residents shown by CAT leadership and Downtown Transit Center staff.
GO RIDE PILOT RESULTS
2014
TRANSPORTATION
50 24 25
# OF INTERVIEWS EARNED
# OF JOBS MAINTAINED
# OF JOBS ATTAINED
Data from GO Ride pilot, which was conducted between May and July of 2014.
TRANSPORTATION GOAL #2: Enhance partnerships with non-profit organizations that offer transportation assistance to low-income City residents in order to improve access to affordable and reliable modes of transportation. Since July 2014, SAT members have been meeting regularly with Monticello Area Community Action Agency (MACAA) staff to reestablish its Wheels to Work program, which will provide used vehicles that have been donated by the public to low-income City residents needing reliable transportation for employment. Charlottesville Albemarle Technical Education Center (CATEC) has also been involved in the conversation in order to engage auto dealerships on its Auto Advisory Board that might be interested in assisting with parts and repairs either pro bono or at a reduced rate. Eligibility criteria for City residents interested in participating in Wheels to Work have been established (see below) and details regarding vehicle donations and repairs are currently being finalized. It is anticipated that the program will launch by Spring 2015.
BARRIERS
9
CHILDCARE GOAL #2: Increase the availability of, and accessibility to, childcare options during nontraditional hours.
For this goal, most of the SAT’s effort has been spent on Action Step 2.1—conduct a market analysis to determine the need for non-traditional childcare options in the Charlottesville community. Between March and September of 2014, the SAT, with assistance from several University of Virginia interns, completed three studies on the need for affordable and available childcare services in the area. The first study, Childcare Facilities Market Analysis, looked specifically at 30 licensed childcare facilities and considered factors such as: location, hours, capacity, group size, cost, and subsidies accepted. The results from the analysis indicated that most facilities offer traditional morning and afternoon hours, with hours ranging from 6:00am to 6:00pm, Monday through Friday. Currently, none of these facilities operate on weekends. In light of this, the study suggested both a need and demand for non-traditional childcare options. The second study, In-Home Childcare in Charlottesville, consisted of a market analysis of in-home childcare providers. These providers included nine licensed in-home family daycare providers and 30 voluntarily registered in-home daycare providers. In addition to examining the same criteria from the Childcare Facilities Market Analysis, this study also looked at factors such as the providers’ level of education and bus accessibility. Regarding availability of childcare, the average capacity for licensed family daycare providers is 11. Almost 70% of these providers are at maximum capacity. The average capacity for voluntarily registered providers is four, and over 50% of these providers are full. Additionally, 83% of licensed family daycare providers operate only Monday through Friday. About 50% operate between the hours of 7:00am and 5:00pm. Only a handful of providers offer non-traditional hours beyond 5:00pm or 6:00pm. Similarly, a majority of voluntarily licensed daycare providers offer their services Monday through Friday. However, about 44% offer services beyond 6:00pm. In considering accessibility of in-home childcare providers, the study found that 83% of licensed family daycare providers were located on, or near, a public bus route. For voluntarily registered providers, 100% were located, on or near, a bus route. Accessibility to childcare facilities is similar, with about 40% being within 500 feet of a bus stop. (See map to the left.) Although it appears that childcare is accessible through public transportation for low-income City residents, the logistics of making such an arrangement work can often be difficult.
City of Charlottesville resident Clean driving record Employed at least 30 hours per week Employed for at least one month 125% Federal Poverty Level
CHILDCARE
The third study on childcare consisted of four focus groups with Charlottesville residents. Most participants were low-income, single mothers with more than one child. During the focus groups, the participants expressed several concerns about childcare including: the expensive cost of childcare, accessibility in terms of being able to get their children to and from childcare providers, lack of trust in providers, and the desire for high quality childcare in a safe environment. In order to expand upon the qualitative data gathered in these three studies, the SAT plans to conduct a quantitative survey to gather additional information in 2015.
BARRIERS
CRIMINAL HISTORY & HOUSING
CRIMINAL HISTORY GOAL #2: Continue to promote Charlottesville as a “City of Second Chances” by removing barriers for qualified ex-offenders when seeking employment with the City.
HOUSING GOAL #1: Reduce the number of homeless families and individuals, as well as reduce the time spent without housing. Towards this goal, units have been added to the total number of supported affordable housing in the City through the Charlottesville Affordable Housing Fund and Community Development Block Grant (CDBG) and HOME programs. A Housing Locator position, designed to assist individuals in finding and gaining access to affordable housing, was also funded and filled. To date, this individual has been educating himself on the local rental market, fair market housing policy, and the landlord/tenant act, as well as connecting with local and regional housing specialists/realtors; helping to match homeless or potentially homeless clients with housing options; and developing a list of housing resources, apartment complexes, and landlords from the Housing Resource Sheet and the Section 8 list.
In Fall 2013, members of the SAT met with City Human Resources (HR) staff to discuss ways for continued support surrounding barriers to City employment for exoffenders. As a result, HR staff initiated a change in the language used in regards to criminal background under the FAQ section on the City’s Job Board. HR also enhanced training for its hiring managers concerning barrier crimes and criminal records. An example of this new approach is evidenced by GO Driver, where criminal histories were evaluated on a case-by-case basis. Additionally, HR removed the criminal background question (box) from the City’s job application. CRIMINAL HISTORY GOAL #3: Promote postrelease opportunities that will serve to train Charlottesville residents with job skills and workplace skills and assist the transition from incarceration.
HOUSING GOALS #3 & #4: Maintain and improve the quality of Charlottesville’s housing stock by providing homeowner rehabs to address structural and emergency needs. Add units of affordable housing in order to meet the needs of the community.
SAT members continue to serve on, and actively participate in, the area’s Reentry Council, which regularly discusses this issue. Additionally, City funding continues to be given to Offender Aid & Restoration (OAR) to administer the Coming Home to Work Program. Over the past year, OAR staff has greatly expanded work opportunities for ex-offenders participating in the program to include numerous private sector employers. Since the changes have occurred, the program has seen significant improvements. Of the 12 individuals who have been placed since March 2014, 9 are still employed—6 at original placements and 3 at new, full-time jobs.
criminal history
OVERARCHING RECOMMENDATIONS WORKFORCE ADVISORY COUNCIL
DOWNTOWN JOB CENTER
PEER NETWORK
The Workforce Advisory Council will continue to meet quarterly to discuss workforce development efforts and additional opportunities for expanded partnerships.
Processes and programs of the Downtown Job Center will continue to be enhanced. A new full-time staff person will be hired to assist with the Center and BankON.
The Partnership of Peer Networks will continue to be formalized. A Peer Network inventory, training calendar, and service directory will also be created.
BARRIER RECOMMENDATIONS The OED will continue its efforts to create 250 new jobs in the City by working with CVPED to recruit new industry to Charlottesville and enhancing the Office’s Business Visitation Program in such a way that supports local businesses interested in expanding their workforce. In support of this goal, the SAT will work to ensure that training programs align with the needs of these new and existing businesses so that they will have access to qualified job candidates when hiring. This will involve the creation of new workforce development programs (such as GO Driver) that provide pre-employment training opportunities for low-income City residents. The OED will also continue to provide support/programming for those interested in starting and growing businesses in the City. JOB CREATION
The SAT will work with partners to examine the importance of the Career Readiness Certificate (CRC) on job readiness. Using CAT as the test employer, the SAT will also explore how the credential correlates with success on the job. Based on the findings, a possible marketing campaign to employers will be considered.
In partnership with Charlottesville Works and PVCC, the SAT will continue to offer the aforementioned curriculum as part of all workforce training programs. An evaluation of the curriculum will be conducted after training and employment to determine any necessary changes/tweaks to the programming.
The SAT will continue to work with CAT to administer the GO Ride bus pass program and explore other opportunities to enhance residents’ access to employment through public transportation. The SAT will also work with MACAA to further establish guidelines for Wheels to Work and launch the program in early spring.
In partnership with City Schools and workforce service providers, the SAT will conduct a survey to gather quantitative data about the affordability, accessibility, and quality of childcare in Charlottesville. The information gathered will be used to expand upon the qualitative data in the previously mentioned studies.
SAT members will continue to work with Legal Aid on legislative issues and license restoration for ex-offenders and with community partners as a daily reporting center. The SAT will also collaborate with part identify employment opportunities for ex-offenders ners to in the private sector and/or through entrepreneurship.
The SAT, in partnership with nonprofits and private developers, will continue to support the development of new affordable housing to meet the needs of the community. Creative ways to fund such projects will be explored (e.g., a voucher program, a dedicated funding stream to fill financing gaps, etc.).
BASIC LITERACY
TRANSPORTATION
Projects supported this year include: homeowner rehabs, first time homebuyer down payments, support of renters at The Crossings, and a new mixed-use development on 5th Street. In an effort to create a GIS-based affordable housing suitability model to help facilitate policy decisions relative to the placement and financial support for affordable housing, the Master Address Table is also currently being refined to provide accurate, up-to-date housing data.
housing
11
2015 PRIORITIES
CRIMINAL HISTORY
WORKPLACE READINESS
CHILDCARE
HOUSING
BARRIERS
CRIMINAL HISTORY & HOUSING
CRIMINAL HISTORY GOAL #2: Continue to promote Charlottesville as a “City of Second Chances” by removing barriers for qualified ex-offenders when seeking employment with the City.
HOUSING GOAL #1: Reduce the number of homeless families and individuals, as well as reduce the time spent without housing. Towards this goal, units have been added to the total number of supported affordable housing in the City through the Charlottesville Affordable Housing Fund and Community Development Block Grant (CDBG) and HOME programs. A Housing Locator position, designed to assist individuals in finding and gaining access to affordable housing, was also funded and filled. To date, this individual has been educating himself on the local rental market, fair market housing policy, and the landlord/tenant act, as well as connecting with local and regional housing specialists/realtors; helping to match homeless or potentially homeless clients with housing options; and developing a list of housing resources, apartment complexes, and landlords from the Housing Resource Sheet and the Section 8 list.
In Fall 2013, members of the SAT met with City Human Resources (HR) staff to discuss ways for continued support surrounding barriers to City employment for exoffenders. As a result, HR staff initiated a change in the language used in regards to criminal background under the FAQ section on the City’s Job Board. HR also enhanced training for its hiring managers concerning barrier crimes and criminal records. An example of this new approach is evidenced by GO Driver, where criminal histories were evaluated on a case-by-case basis. Additionally, HR removed the criminal background question (box) from the City’s job application. CRIMINAL HISTORY GOAL #3: Promote postrelease opportunities that will serve to train Charlottesville residents with job skills and workplace skills and assist the transition from incarceration.
HOUSING GOALS #3 & #4: Maintain and improve the quality of Charlottesville’s housing stock by providing homeowner rehabs to address structural and emergency needs. Add units of affordable housing in order to meet the needs of the community.
SAT members continue to serve on, and actively participate in, the area’s Reentry Council, which regularly discusses this issue. Additionally, City funding continues to be given to Offender Aid & Restoration (OAR) to administer the Coming Home to Work Program. Over the past year, OAR staff has greatly expanded work opportunities for ex-offenders participating in the program to include numerous private sector employers. Since the changes have occurred, the program has seen significant improvements. Of the 12 individuals who have been placed since March 2014, 9 are still employed—6 at original placements and 3 at new, full-time jobs.
criminal history
OVERARCHING RECOMMENDATIONS WORKFORCE ADVISORY COUNCIL
DOWNTOWN JOB CENTER
PEER NETWORK
The Workforce Advisory Council will continue to meet quarterly to discuss workforce development efforts and additional opportunities for expanded partnerships.
Processes and programs of the Downtown Job Center will continue to be enhanced. A new full-time staff person will be hired to assist with the Center and BankON.
The Partnership of Peer Networks will continue to be formalized. A Peer Network inventory, training calendar, and service directory will also be created.
BARRIER RECOMMENDATIONS The OED will continue its efforts to create 250 new jobs in the City by working with CVPED to recruit new industry to Charlottesville and enhancing the Office’s Business Visitation Program in such a way that supports local businesses interested in expanding their workforce. In support of this goal, the SAT will work to ensure that training programs align with the needs of these new and existing businesses so that they will have access to qualified job candidates when hiring. This will involve the creation of new workforce development programs (such as GO Driver) that provide pre-employment training opportunities for low-income City residents. The OED will also continue to provide support/programming for those interested in starting and growing businesses in the City. JOB CREATION
The SAT will work with partners to examine the importance of the Career Readiness Certificate (CRC) on job readiness. Using CAT as the test employer, the SAT will also explore how the credential correlates with success on the job. Based on the findings, a possible marketing campaign to employers will be considered.
In partnership with Charlottesville Works and PVCC, the SAT will continue to offer the aforementioned curriculum as part of all workforce training programs. An evaluation of the curriculum will be conducted after training and employment to determine any necessary changes/tweaks to the programming.
The SAT will continue to work with CAT to administer the GO Ride bus pass program and explore other opportunities to enhance residents’ access to employment through public transportation. The SAT will also work with MACAA to further establish guidelines for Wheels to Work and launch the program in early spring.
In partnership with City Schools and workforce service providers, the SAT will conduct a survey to gather quantitative data about the affordability, accessibility, and quality of childcare in Charlottesville. The information gathered will be used to expand upon the qualitative data in the previously mentioned studies.
SAT members will continue to work with Legal Aid on legislative issues and license restoration for ex-offenders and with community partners as a daily reporting center. The SAT will also collaborate with part identify employment opportunities for ex-offenders ners to in the private sector and/or through entrepreneurship.
The SAT, in partnership with nonprofits and private developers, will continue to support the development of new affordable housing to meet the needs of the community. Creative ways to fund such projects will be explored (e.g., a voucher program, a dedicated funding stream to fill financing gaps, etc.).
BASIC LITERACY
TRANSPORTATION
Projects supported this year include: homeowner rehabs, first time homebuyer down payments, support of renters at The Crossings, and a new mixed-use development on 5th Street. In an effort to create a GIS-based affordable housing suitability model to help facilitate policy decisions relative to the placement and financial support for affordable housing, the Master Address Table is also currently being refined to provide accurate, up-to-date housing data.
housing
11
2015 PRIORITIES
CRIMINAL HISTORY
WORKPLACE READINESS
CHILDCARE
HOUSING
2014
thanks
update
The City of Charlottesville SAT would like to recognize and thank all of our community partners who have helped make the workforce development efforts in this update possible.
Strategic Action Team on Workforce Development Annual Update to City Council
CENTRAL VIRGINIA PARTNERSHIP FOR ECONOMIC DEVELOPMENT CHARLOTTESVILLE ALBEMARLE TECHNICAL EDUCATION CENTER CHARLOTTESVILLE AREA TRANSIT CHARLOTTESVILLE ECONOMIC DEVELOPMENT AUTHORITY CHARLOTTESVILLE WORKFORCE ADVISORY COUNCIL CHARLOTTESVILLE WORKS INITIATIVE COMPUTERS4KIDS GOODWILL INDUSTRIES OF THE VALLEYS JEFFERSON—MADISON REGIONAL LIBRARY MONTICELLO AREA COMMUNITY ACTION AGENCY PARTNERSHIP OF PEER NETWORKS PIEDMONT VIRGINIA COMMUNITY COLLEGE PIEDMONT WORKFORCE NETWORK
GROWING OPPORTUNITY AP S -S C
THOMAS JEFFERSON ADULT CAREER & EDUCATION VIRGINIA ECONOMIC DEVELOPMENT PARTNERSHIP VIRGINIA WORKFORCE CENTER— CHARLOTTESVILLE
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City of Charlottesville, VA 605 E. Main St., Charlottesville, VA 22902 Produced by the Office of Economic Development
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HARLOTTESVILLE