ASSESSMENT OF THE LOCAL WORKFORCE SECTOR Charlotte-Mec k l enbur g ’ swor k f or c edevelopment sector includes many agencies, organizations and individuals who are deeply committed to improving employment opportunities for adults with barriers to employment. Their individual efforts have been valiant in the face of double-digit unemployment, budget cuts and record-breaking demand for assistance from low-skilled and often marginalized job seekers. The lagging economy has forced many of these organizations to examine their modes of operation and identify ways they can more effectively serve their clients— independently and in partnership with others. Some are gearing up for change faster than others. Informed by best practice research and diverse input from key sector stakeholders—including the more than 50 stakeholders attending three collaborative partner building meetings held during the analysis process—the consultant team has identified five structural weaknesses it believes must be addressed for the local workforce development sector to become more effective and r el ev a nti nt oda y ’ schanging economy:
FUNDAMENTAL SECTOR-WIDE ISSUES IDENTIFIED BY CONSULTANT TEAM 1. The workforce sector generally operates as a patchwork of organizations working independently: No coordinating leadership structure or network exists. Government-funded programs are not coordinated or aligned across agencies. The myriad of programs/services are confusing and difficult to navigate. Mutual client information is typically not shared across organizations. No mechanism is in place to determine sector-wide utilization of and collective impact of services. 2. Weak linkages exist between the sector and the employer/demand-side of workforce development: The business community is largely disengaged from workforce development efforts focused on low-skilled workers. The sector has limited knowledge of labor market needs and supply, particularly in high-demand industries and occupations. 3. Employment expectations for low-skilled workers are often too low, with entry-level jobs seen as the “ endg a me” : Federally-funded programs have few incentives to focus on sustaining careers. Job seekers have limited access to career exploration and planning. Attention to career pathways and higher earning potential is generally limited. 4. Individualized needs of job seekers are often not identified, and resources to address them are limited: In-depth assessments of job seekers needs are often lacking. Available resources limit opportunities for one-on-one support. Wraparound support is lacking for many job seekers with complex needs. 5. The continuum of services for job seekers is not fully developed in Charlotte-Mecklenburg. An assortment of soft-skills training is offered, with little sector-wide agreement on best practices. Job seekers have limited access to industry-specific hard skills training and post-secondary credentials. Job development throughout the sector is fragmented. Work experience opportunities for job seekers are scarce. Limited resources are devoted to job retention and advancement after a person is hired.
The consultant team recommends that the local workforce development sector shift gears to address these structural weaknesses. A summary of the recommended shifts and opportunities for implementation follows. vii