Strategic Plan for Industry Based Collaboration _ One - I

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					Passaic County Workforce Investment Board

Strategic Plan for Industry-
  Based Collaboration &
   One-Stop Integration
An Addendum to Passaic County’s Five-Year Strategic Plan

                                               Submitted by:
                                          Cathy Smith, Chair
                            Lanisha Makle, Executive Director
                                         Passaic County WIB
                               930 Riverview Drive, Suite 250
                                           Totowa, NJ 07512
       Passaic County Workforce Investment Board
       Strategic Plan for Industry-Based Collaboration

                          Table of Contents

I.     Introduction

II.    Economic Landscape of Passaic County

III.   Supporting Our Key Industries

IV.    Collaboration and Optimization

V.     One-Stop Program and Service Delivery

VI.    Implementation
                                                Strategic Plan for Industry-Based Collaboration &
                                                                             One-Stop Integration

 Strategic Plan for Industry-Based Collaboration
I.      Introduction
Passaic County is located in the heart of Northern New Jersey and is part of what is considered
the New York/New Jersey Metropolitan Area. The County offers easy access to New York City
and other metropolitan areas via automobile, bus, freight and passenger train. There is also
ready access to three international airports and the Ports of Elizabeth and Newark, making
Passaic County a desirable place to both live and work.

With a population of close to 500,000 and a private sector labor force of nearly 240,000, the
County is a significant economic player in the Northern New Jersey region. Like all Counties it is
focused on both developing the skills of its workers to create a pipeline of qualified employees,
as well as on creating an infrastructure of supports and services that make the County an
attractive place for businesses to start and grow.

An addendum to Passaic County’s Strategic 5-Year Plan, this plan focuses on two primary
           Alignment of local workforce development initiatives with the needs of Passaic
            County businesses and with ongoing economic development efforts at both local and
            state levels, as described in the Governor’s Economic Growth Strategy.
           Optimization of our workforce development system resources to make the
            system more flexible, efficient and effective.

In meeting these goals, three major factors have shaped our planning process.

First, the U.S. Department of Labor (USDOL) recently awarded a WIRED grant to the North
Jersey Economic Innovation Alliance (NJEIA), a partnership of nine northern New Jersey
counties that includes Passaic. This grant brings new resources to the area to establish a
regional effort that will strengthen the economic and workforce development activities within the
nine counties.

In the work plan that the Alliance recently submitted to the USDOL, the Alliance identifies the
priority industries for the nine counties and outlines three transformational goals and associated
supporting strategies for achieving those goals. These goals are as follows:
      Create and foster an environment where economic development, education, workforce
       systems and industry stakeholders within the region proactively collaborate to leverage
       assets that help sustain and grow the regional economy.
      Build a regional coalition of economic development, education, workforce systems and
       industry to align programs, link unemployed and underemployed residents in the region

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      and fill jobs in industry sectors with existing shortages and anticipated growth to bridge
      the regional economic divide.
    Accelerate regional economic revitalization by sparking innovation, small business
      development and entrepreneurship and create partnerships among industry, academic
      and capital sectors.

Passaic County has played a significant role in developing these goals and formulating the plan.
As a result, the WIRED plan’s goals and strategies have had an important impact on the
development of this plan.

The second key factor impacting planning in Passaic County is the construction of a new One-
Stop Career Center on the campus of Passaic County Community College (PCCC). Historically,
the County’s One-Stop services have been fragmented and siloed, with little co-location of
Partners. With the move to the PCCC campus, however, comes an unprecedented opportunity
to plan for functionally integrated One-Stop services built—literally—from the ground up.

As discussed later in this plan, the One-Stop, PCCC and the Passaic County Technical Institute
are using the process of planning for the new One-Stop to operationalize and formalize their
traditionally strong informal relationships. The goal is to create a functionally integrated system
of services that is aligned with local business and job seeker needs and that optimizes and
leverages each Partner’s offerings. This strategic planning process provides additional
opportunities to strengthen the system being developed.

The third factor influencing our plan is the economic make-up of Passaic County. As we discuss
below, other than healthcare, Passaic County does not have a large concentration of
businesses in particular industries. In fact, the vast majority of companies fall into the small
business category (20 or fewer employees), across an array of industry areas. Rather than
focusing strictly on traditional industry categories, then, we have also had to look at the
workforce needs of small businesses, across industry categories, in order to properly support
our economic base.

The Planning Team
Actively participating in the development of this plan were the Chair and the Executive Director
of the Workforce Investment Board, the President and Director of Continuing Education from the
Passaic County College, the Superintendent of the Passaic County Technical Institute, a
representative from the County Economic Development Department, the One-Stop Operator,
the regional Business Services representative from the Department of Labor and Workforce
Development (LWD), local LWD representatives and a representatives from the Board of Social
Services. Each of the partners is fully committed to the strategies described in this plan.

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Organization of This Plan
Our plan includes the following:
          A more detailed description of Passaic County’s economic landscape.
          A discussion of our key industries, the issues and challenges they face and current
           initiatives underway in support of those industries.
          A description of the collaborative partnerships between the WIB, One-Stop, Passaic
           County Community College and the Technical Institute.

II.    The Economic Landscape of Passaic County
Passaic County’s current economic landscape and development initiatives are shaped by
several issues, from infrastructure and commuting patterns to the County’s mix of businesses
and recent regional economic initiatives.

As indicated earlier, Passaic County is home to a wide array of businesses in a number of
different industries. The second largest industry in the County is healthcare, which includes both
large charity-care hospitals as well as a number of smaller facilities for long-term care, etc.

While healthcare provides a large base of employment, the majority of the County’s businesses
are small and medium-sized companies providing products and services across a range of
industries. This means that working with particular industries means working with a somewhat
fragmented and scattered group of employers, as opposed to 3-4 large ones. This also means
that developing entrepreneurial skills and supporting entrepreneurial ventures must be critical
components of our County’s economic and workforce development efforts in support of
economic growth.

Part of understanding Passaic County is understanding how the County fits into the larger
regional context. As stated in the beginning of this plan, while Passaic County is an economic
entity of its own, it is also part of a larger regional network of employers and workers. A
significant proportion of County residents commute to surrounding counties and New York City;
whereas, similar numbers of residents of neighboring counties community to Passaic. This
means that many of the individuals who are educated in Passaic County are actually taking their
skills to the surrounding areas to work where, in many instances, they can earn significantly
higher wages. Because of these factors and the importance of workforce development, being
responsive to both businesses and job seekers extends our sphere of responsibility beyond the
boundaries of our county.

Finally, another key factor that shapes Passaic County’s economic landscape is the fact that it is
a county of extremes. Like most Northern New Jersey counties, extremes exist in educational
levels, with residents clustered at both the high and low ends of the educational spectrum.

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Educational levels determine both the types of jobs residents can perform as well as the types
of businesses that tend to locate here.

We also see extremes in our geographic settings, as Passaic is dominated by both large urban
areas such as Paterson, as well as less developed swaths of land in the upper Northwestern tier
of the County. Also, there are extremes in income among our residents, with many subsisting
below the poverty line, while in other areas there are great concentrations of wealth. These
income differentials create vast disparities in access to education, transportation, housing,
reliable childcare, etc., which, in turn has a significant influence on the businesses we attract
and the range of workforce supports and services we must offer.

III. Supporting Our Key Industries
Through both our County strategic planning process, as well as our work with the other counties
in our region to develop the WIRED work plan, we identified the following:
          Overarching business issues, as well as goals and strategies to address those
          Priority industries and strategies for addressing the needs of those specific business.

In this section we discuss our findings and our plan for aligning and optimizing our resources to
better serve business needs.

Overarching Industry Issues, Goals and Strategies
The system-wide industry issues and strategies discussed below incorporate Passaic County’s
priorities and resources, as well as those of the WIRED grant. Issues within each industry were
identified and will be addressed based on the needs of our County. Similarly, the strategies
developed to address those issues reflect both current local initiatives as well as our desire to
leverage regional activities, such as the WIRED grant.

1.     Issue: During our planning process, it became clear that Passaic County has a number
       of assets to support workforce and economic development planning. However,
       awareness of these assets exists in pockets, and not all stakeholders know about all
       available programs and services. Therefore, the team believes that identifying Passaic
       County’s key assets is critical in order to better inform our marketing and planning
       processes for the future.

       Goal: Develop an asset map of Passaic County’s capacities to both support the asset
       mapping activities of the WIRED grant, as well as provide information for use in
       developing a local workforce branding and marketing strategy.

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             The WIB will set up a structure for overseeing a local asset-mapping project and
              ensuring its implementation.
             The WIB, with the support of economic development, PCCC and the One-Stop
              will convene industry focus groups in support of asset mapping and to support
              the WIRED grant.
             Resources have been developed to help WIRED recipients conduct asset
              mapping. We will explore using those resources as a framework for conducting
              our own asset-mapping activities.
             The results of the asset mapping process will be shared with all stakeholders and
              used in the development of the County’s marketing/branding plans (described

2.    Issue: Passaic County is already in the process of exploring how it can “brand” its
      business services and market these services to local industry. More effective branding
      and marketing is also a key goal of the WIRED initiative.

      Goal: Create a Passaic County Workforce System “brand” and market that brand to
      local businesses.

             The Passaic County WIB has recently formed a Marketing Committee that is
              examining the issue of developing a common brand and identifying the products
              and services to “sell” to local businesses. (need more details on work so far)
             The results of the asset mapping process will be integrated into the development
              of the brand and the marketing plans.
             The WIB’s branding process and marketing plans will be integrated into the
              branding and marketing plan being developed through the WIRED initiative.

3.    Issue: While a great deal of information on careers and educational opportunities
      currently exists, local information on how to prepare for and advance in various career
      areas and industries in Passaic County is not currently available in a format that is user-
      friendly for job seekers to make informed decisions. During our planning process it
      became clear that in order for us to support industry needs for pipelines of qualified
      workers, we need to develop clear career path maps that communicate to all
      stakeholders how to prepare for and move through key occupations in our area. This
      information should be specific to Passaic County and reflect the resources that are
      available to workers and businesses in our region.

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      Goal: Develop and implement clear career maps, including educational preparation
      and work requirements for demand occupations in key industry sectors to allow for clear
      communication with job seekers regarding job opportunities and career path preparation.

             The WIB will work with industry advisory groups already developed by the
              Technical Institute and PCCC to identify key occupations within each industry
              and the academic/work preparation requirements for moving through those
             The WIB will explore the use of Apprenticeships and mobile training.
             Prepare user-friendly career maps for key career areas that will clearly
              communicate to job seekers the educational and work requirements and
              available resources for accessing training, jobs, etc.
             The WIB will work with local companies/industries to identify tuition
              remission/reimbursement programs to incorporate into career maps, enabling job
              seekers to more clearly see strategies for moving along an education and career
              path while working at particular companies.
             The One-Stop will train staff in the use of these career maps for career and job
              search counseling.
             The WIB’s Youth Council will ensure that career maps are shared with all local
              stakeholders, including middle and high school students and parents, schools,

4.    Issue: As we develop our career path strategies, we also need to explore expanding
      educational opportunities to support these strategies.

      Goal: Explore developing additional dual enrollment opportunities to better connect the
      educational programs at each institution and to maximize learning opportunities for

             PCCC and the Technical Institute have already developed common planning
              processes for developing and connecting curricula. They will bring the One-Stop
              and WIB into these processes by sharing agendas, labor market information, etc.
              as a building block for supporting greater connectivity within the system.
             As educational programs are developed and/or revised, PCCC and the Technical
              Institute will identify opportunities for dual enrollment and develop the necessary
              linkages and connections.

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5.     Issue: Transportation is a major issue in the county for certain industries, particularly
       retail, when it comes to connecting qualified job seekers with available jobs. The
       Passaic County WIB and One-Stop Operator participated in the planning for the
       County’s United We Ride (UWR) Integration Plan. Strategies developed include
       leveraging and utilizing our local transportation resources to better connect workers with

       Goal: Connect workers with jobs by addressing transportation barriers.

                   The PCWIB and One-Stop Partners will work with the UWR team to
                    implement those strategies identified in the Plan to ensure that industries/
                    businesses and industry corridors most impacted by transportation barriers
                    will be addressed.
                   The WIB will explore identifying how best to leverage existing funding as well
                    as identify new funding opportunities to provide more effective transportation
                    services to workers.

6.     Issue: To create an effective pipeline of workers for our local businesses, there is a
       need to provide more and better career exploration activities and information to young
       people locally. While schools are doing the best they can to provide these types of
       services, the workforce system and its partners need to be more involved in and
       proactive about this process.

       Goal: Increase career exploration opportunities and information for young people.

                   The WIB will target youth funding to support programs that connect youth to
                    key industries, particularly healthcare, entrepreneurship and science and
                   The Youth Council will work with schools, career academies and youth
                    programs to develop strategies for ensuring that young people have up-to-
                    date career information to assist them in making informed academic and
                    career choices.

Key Industries and Industry-specific Goals and Strategies
Through our planning process, the Planning Team identified four priority industries:
          Healthcare
          Entrepreneurship
          Retail

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          Science and Technology

These industries were selected based on a variety of criteria, including size, economic
importance, availability of workers, and resources available to serve these industries. In this
section, we review each industry and identify the strategies that will be pursued in order to meet
each industry’s particular needs.

Industry at a Glance: Healthcare industry jobs are separated into three career paths--Patient
Care, Science and Technology Application, (which healthcare shares with the Science and
Technology industry) and Administration. Individuals working in healthcare need to have strong
interpersonal and communication skills, computer literacy, and the ability to work as a team. In
addition, healthcare workers must keep up with new technologies, and be open to improving
their skills and learning new medical procedures.

Description and Issues
Healthcare is the second largest industry in Passaic County, employing, 23,000. Key employers
include the major hospitals and health systems—St. Joseph’s Healthcare System, Barnert
Hospital and the University of Medicine and Dentistry of NJ (UMDNJ) School of Osteopathic
Medicine, Kindred Hospital, St. Mary’s Hospital.

Healthcare has been selected as a priority focus for several reasons. In addition to the WIRED
grant, healthcare has recently been added to the revised list of high growth industries under the
Governor’s Economic Growth Strategy. Further, demand for healthcare continues to grow as the
population ages. In fact, 5 of the top 20 occupations with the greatest employment growth are
in healthcare—more than any other industry. Accounting for more than 2,300 jobs, these 5
occupations are indicative of the growth across the industry as a whole. Specific demand
occupations include Registered Nurses, Medical Secretaries, Certified Nurse Assistants,
Medical Assistants, Licensed Practical Nurses, and Medical Laboratory Technicians.

A significant proportion of the hospitals in the County operate under the charity care system,
which is currently facing a financial crisis. Just keeping the doors open on a daily basis is a
major challenge that stresses these hospitals’ abilities to provide services to patients and
competitive wages and working conditions for workers. This situation is exacerbated by the fact
that County residents can easily commute to surrounding counties where better wages and
conditions are readily available. As a result, there are chronic shortages of workers, particularly
in skilled nursing positions.

Home health care is another major source of local healthcare jobs, but lack of reliable
transportation often makes it difficult for the target pool of workers to take these positions.

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While all positions are facing shortages, the problem is particularly acute for CNAs, LPNs and
RNs. Again, the primary issue is keeping trained nurses in the County. While Passaic County
Community College (PCCC) is currently expanding its slots to train 120 nurses, the regional
marketplace for jobs means that many of these individuals will be lured to surrounding counties.

Current Initiatives
The Passaic Technical Institute currently provides CNA and LPN training, while PCCC provides
RN, Radiography and Patient Assistant training. (Patient Assistant is the hospital version of a
CNA). Extensive articulation agreements exist between the Technical Institute and PCCC and
PCCC is also collaborating with William Paterson College to create linkages to the Bachelor’s
degrees program. The College indicated that creating an academic path from CNA through RN
is a challenge, however, because the required coursework for each area does not necessarily

Strategies for Addressing Healthcare Industry Needs
To address the needs of the Healthcare Industry, the Planning Team has identified the following
          PCCC has agreed to be the lead organization in the healthcare sector for the WIRED
           grant. In this capacity, the College will take the lead in creating a regional Industry
           Advisory Board. The WIB, College and Technical Institute will be involved in
           recommending Passaic representatives to that Board.
          PCCC, the Technical Institute and the One-Stop Career Centers will identify
           appropriate assessment tools and develop an assessment process that will provide
           better screening for individuals interested in healthcare careers prior to referral to
          The WIB and One-Stop Career Centers will work with local healthcare organizations
           to explore the development of job shadowing activities to increase opportunities for
           exposure to occupations in the industry.
          The WIB and One-Stop Career Centers will explore using local hospitals as CWEP
           sites for WorkFirst New Jersey customers interested in healthcare careers.
          The College will work with other WIRED recipients to replicate PCCC’s successful
           High Growth Job Training Initiative project that has expanded the RN program at
           Passaic County College and helped to provide training to Patient Care Associates.
           PCCC will be continuing its own program as well.

Industry at a Glance: Passaic is a County of small businesses, with fewer than 9%
businesses employing more than 20 people and most of the job growth coming from small
business. Because there is so much economic opportunity in the small business arena, we see

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developing the entrepreneurial skills of our residents and providing them with ongoing access to
the resources to support growing and maintaining a business as keys to the County’s economic

Description and Issues
One of Passaic County’s strengths is that it provides fertile ground for launching and growing a
small business. In fact, a significant portion of our job and economic development is a result of
the growth of small businesses with 20 or fewer employees. These small businesses cut across
a variety of industries, with companies in healthcare, manufacturing, retail, import/export, etc.
What they have in common is a need for entrepreneurial skill development and supports for
running a small business.

What we are also seeing in the County is that entrepreneurial skills for all employees are
increasingly being sought by both small and large firms. In addition, many occupations now offer
opportunities for workers to make a career out of contract work where they “lease” their
technical skills to businesses, rather than working as permanent employees. Entrepreneurial
skills are critical for this group of people as well.

One challenge to the growth of entrepreneurship in our community is that not all residents see
small business ownership as a viable career path. Further, if they do consider starting their own
firms, they may not understand the resources that are available to help them develop their skills
and launch their businesses.

Because small business is such an important part of the County’s economic vitality, providing
entrepreneurial skills training and access to a variety of small business supports is key to our
County’s economic growth and ongoing success. Entrepreneurship is also an area of focus in
the WIRED grant. Our efforts in this area will allow us to both contribute to developing regional
entrepreneurial capabilities as well as leverage the region’s resources to help our own

Current Initiatives
Passaic County Community College, in cooperation with William Paterson College, offers a 33-
hour Entrepreneur Certificate Program using the curriculum developed by the New Jersey Small
Business Development Centers and the New Jersey Council of County Colleges. Courses are
relatively inexpensive and offered in a modular format so that students may take an individual
course or the full certificate program.

In addition, the County College has a 5-year grant to create a Community Technology center to
support Hispanic populations. The initiative will help small business owners develop their
business plans and integrate technology into their businesses. It will be located to the One-Stop
Career Center (when the new Center is completed) and is near the Small Business
Development Center.

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Strategies for Supporting Entrepreneurship
         As discussed later in this plan, the WIB will be forming an Assessment Committee to
          develop a business-based assessment process. One of the areas of assessment
          that will be included is assessments and processes to help people determine if
          entrepreneurship is an appropriate career goal for them and to help them identify the
          resources and supports they might need.
         The WIB will work with the One-Stop, PCCC and the Technical Institute to develop
          entrepreneurship career path-type information so that we can promote
          entrepreneurship as a viable career choice and career path, just as we would
          promote careers in specific occupations.
         The WIB, One-Stop, PCCC and the Technical Institute will work with the Small
          Business Development Center (SBD) and the Small Business Administration (SBA)
          to develop a map of services and supports to provide to individuals interested in
          pursuing entrepreneurship. This would show connections between programs, how to
          access resources, etc.
         The WIB will convene a Task Group to conduct a needs analysis to determine the
          entrepreneurship services and supports that may be necessary for individuals
          exploring the possibility of entrepreneurship but who are not yet ready to work with
          the SBA and the SBDC. From this information, the group will develop a plan for
          providing “pre-entrepreneurship” supports to help individuals who are not yet ready
          for the resources and supports of the SBA and the SBDC, particularly to help people
          to become independent contractors or operate one-person businesses.
         The WIB, in partnership with the One-Stop will develop of a plan to connect the
          resources and services of the One-Stop’s Business Resource Center with the SBDC
          to better leverage and utilize the strengths of each. Ideally we will create a single
          point of contact process that provides comprehensive supports for starting and
          running a small business.
         We will work with PCCC and other stakeholders to explore strategies for helping
          individuals get started in specific small businesses, such as child-care, catering, real
          estate, etc. This might involve providing introductory workshops and/or a series of
          trainings culminating in a certificate.
         The One-Stop and PCCC will explore strategies for integrating entrepreneurship
          activities and training into the Adkins Life Skills series that is currently used with
          WorkFirst New Jersey customers. This will also be connected to the
          entrepreneurship career pathing information we indicated earlier that we intend to
         The WIB will explore the Ewing Marion Kaufmann Foundation for developing an
          entrepreneurial program. This initiative could provide resources for PCCC as well as
          the Business Resource Center.

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          The WIB will participate in the WIRED grant initiative to develop an asset inventory
           for small business.
          The WIB will convene local partners to assist in the development of the region’s Tool
           Kit for Small Businesses to be created under the WIRED grant.

Industry at a Glance: Fueled by ongoing “big box” retail construction projects, the growth of
several malls and traditionally high turnover rates, employment opportunities in Retail are
booming. Occupations in demand include sales (with the highest projected growth of any
occupation in the County), customer service representatives, and distribution, marketing and
management. Many people get their start in Retail, so positions in the industry often serve as
springboard to other occupations. The industry requires strong customer service skills,
including effective communication skills, the ability to work well within a team and problem-

Description and Issues
Retail growth in Passaic County is strong. Retail is also an industry being supported by the
WIRED grant. While most positions are entry-level, employers also indicate that they are
seeking people with higher-level skills, such as supervisors, managers, merchandisers, etc.
Retail jobs also serve as “feeders” into sales and other positions, making retail a potential
foundation for work in other industries.

One obvious challenge in attracting workers to retail jobs is the nature of the work environment,
which is often characterized by relatively low pay and poor benefits, extensive use of part-
timers, and a lack of career advancement opportunities.

There is also a challenge in working with the many “big box” retailers coming into the County.
Workforce policies and practices for these companies are often set at company headquarters,
rather than at the local level, leaving local representatives little flexibility to try new, innovative
approaches when partnering with the workforce system.

Current Workforce Initiatives
With TANF Supplemental funds, Passaic County College opened a Retail Skills Training
Program Center on July 1, 2007. This Center will use the National Retail Foundation’s
curriculum to prepare WorkFirst NJ customers for entry-level positions in retail. There is some
concern, however, about the sustainability of the initiative once TANF funds are no longer
available to support it.

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Strategies for Supporting the Retail Industry
          A Retail Skills Training program is opening at PCCC with funding from WorkFirst
           New Jersey. This will provide foundational skills training for entry-level workers and
           serve as a feeder to many local retailers.
          As part of the WIRED grant, a regional customer service skills curriculum is being
           developed. The WIB will work with PCCC, the One-Stop and the Technical Institute
           to implement this training, as appropriate for Passaic County. We will also integrate
           this training with the Work Readiness Credential, as discussed later in this plan.
          Under the WIRED grant, there is also a plan to implement a regional Training Center
           to support Retail career paths into careers such as buyer, etc. The WIB will work with
           PCCC, the One-Stop and the Technical Institute to support the implementation of
           this Training Center.
          The WIB, One-Stop Career Centers, and PCCC will convene a consortium of retail
           industry representatives to carry out the following:
           o   Develop a career path of opportunities from entry-level sales through higher level
               positions, such as supervisory, management, merchandising, etc.
           o   Identify and develop additional skills training programs for higher level positions.
           o   Explore strategies for expanding funding for training.
          As the Xanadu and new stadium projects develop, Passaic stakeholders will explore
           developing linkages in support of the WIRED grant.

Science and Technology
Industry at a Glance: Though clearly its own industry, Science and Technology jobs are also
found in Healthcare, Information Technology, Utilities and more. With a mean wage of $66,000
a year, Science and Technology is an attractive industry. However, the jobs available are highly
skilled and require an investment in education. Key occupations include Network Systems and
Data Communications Analysts; Engineering Technicians; Medical Laboratory Technicians; and
Electrical/Communications Engineering Technicians. Individuals entering the industry need to
have strong math and science skills, be technologically proficient and keep up with constant
innovation and technological change.

Description and Issues
Currently, Science and Technology as an industry does not have a large representation of
companies in Passaic County. However, the required skill sets for Science and Technology jobs
cut across many industries and, particularly in a small business environment, offer exciting
opportunities for entrepreneurship. Further, Science and Technology is one of the Governor’s
priority industries.

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The major issue in the Science and Technology field is attracting people to the associated
occupations. Fewer and fewer students are interested in majoring in science, information
technology, engineering, etc. Further, as we see greater diversity in the workforce with more
women and minorities coming into the labor market, this situation will be exacerbated, as these
are the groups least attracted to jobs in this field.

Current Initiatives
There are a number of resources available in Passaic County to support Science and
Technology careers.
    Passaic County Community College offers degrees in Information Technology Business
      Technology, Network Administration, User Support Services, Web Technology, Electronic
      Engineering Technology, Fire Science Technology and Health Information Technology. It
      also offers for-credit and non-credit certificate programs in areas such as e-commerce
      and Network Administration.
    Both the Technical Institute and PCCC offer engineering courses.

    The County College has a program with PSE&G on Energy Utilities Technology that
      allows students to take Engineering courses at the College and participate in a paid
      internship with PSE&G.
    The Paterson Public School system has a Science and Technology Academy that was
      begun through a NASA grant.

Strategies for Supporting Science and Technology
Science and technology skills are seen as foundational to careers in many other industries. The
overall focus in the County is on engaging young people early on so that they are interested in
pursuing math and science classes in high school and college, preparing them for a wide range
of careers in many of the Governor’s target industries.
          Under the WIRED grant, the region is developing a strategy for implement a STEM
           (Science, Technology, Engineering and Mathematics) Communications campaign to
           raise awareness about careers in these occupations. The WIB will participate in the
           development of this plan and will work with PCCC, the Technical Institute and the
           One-Stop to implement the communications strategy in Passaic County.
          As part of the WIRED grant, the region will be expanding and institutionalizing he
           New Jersey Innovative Partnerships Institute curricula to be used in K-12 and higher
           education. The WIB will work with PCCC, the Technical Institute and the One-Stop to
           implement this curriculum locally.
          Montclair State University, located in Passaic County, has received $1.2 million
           STEM grant, principally to support Newark. The WIB will work with the University to
           identify potential strategies and initiatives that could be leveraged for Passaic

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          The WIB will work with the WIRED grant initiative to assess the Science and
           Technology Academy in the Paterson School District and determine potential
           strategies for replication and innovation.
          The WIB will work with PCCC, the One-Stop and the Technical Institute to identify
           existing resources for attracting women and minorities to occupations in Science and
           Technology and work with schools to implement programs at the middle and high
           school levels.

IV. Collaboration and Optimization
For Passaic County to effectively meet business needs, the WIB, the One-Stop, Passaic County
Community College (PCCC) and the Technical Institute must all work together to collaboratively
plan, develop and deliver services. In this section of the plan, we will discuss:
          Collaborative planning to meet business needs.
          The development of our integrated One-Stop Career Center.
          The collaborative delivery of specific services, such as assessment, job referral, etc.

Collaborative Planning to Meet Industry Needs
Currently, there are a variety of structures and processes in place to support collaborative
planning to meet industry needs in Passaic County:
          The One-Stop, PCCC and the Technical Institute are all members of the Workforce
           Investment Board. In that capacity, they serve on common planning committees,
           provide reports and updates to the Board on their activities and work together to plan
           programs and services to meet local needs.
          PCCC and the Technical Institute each convene Industry Advisory Boards whose
           members help the schools review and refine curriculum on a regular basis based on
           changes in industry trends and skill requirements. Where appropriate,
           representatives from the Technical Institute serve on PCCC’s board and vice-versa
           ensuring information exchange and the development of dual enrollment
          PCCC and the Technical Institute have also developed a number of dual enrollment
           opportunities and academic linkages to support industry-based training.
          Passaic County Community College has recently purchased CCBenefits, a labor
           market analysis tool that allows them to forecast occupational trends. They have
           begun to share this information with both the WIB and the Technical Institute to
           assist in industry forecasting and planning.

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                                                  Strategic Plan for Industry-Based Collaboration &
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In addition, there are strong informal relationships among the various organizations, which allow
for ongoing collaborative work on a daily basis.

However, despite these various collaborative practices, what we discovered in developing this
plan is that, as in many workforce areas, workforce planning still tends to be fragmented, based
on a specific employer request and/or an organization’s traditional role. So, the Technical
School and the College work closely together to develop industry-focused training, while the
One-Stop works with industries to refer workers. There is no comprehensive, pro-active
planning strategy that would address all industry needs in a single integrated fashion.

Further, there is no shared database of information that is used for planning, so that each
partner has pieces of the puzzle without necessarily having a full picture of an industry’s
requirements and needs.

Goals and Strategies for Improving Collaborative Business Planning
1.     Goal: Develop a more integrated, pro-active and comprehensive workforce planning
       process that addresses all industry workforce needs through a single plan.

                  PCCC, in partnership with the WIB, One-Stop, and the Technical Institute, will
                   sponsor an annual Workforce Conference on Skills Forecasting to explore
                   hiring trends, emerging workforce competencies, business and technology
                   changes, etc. The Conference will include all major stakeholders from the
                   One-Stop, education and economic development
                  The WIB, in partnership with PCCC, the Technical Institute and the One-
                   Stop, will develop a plan to leverage current Advisory Group activities and
                   create a more comprehensive planning approach that includes both
                   educational and other workforce/HR components.

2.     Goal: Ensure that all stakeholders have up-to-date information on job requirements,
       business trends, training resources and programs, etc.

              The WIB will work with all partners to identify key labor market information for
               workforce decision-making, available resources for obtaining that information and
               strategies for sharing the information with all partners.
              The One-Stop, PCCC and the Technical Institute will develop a plan to more
               effectively share data and information between partners and to ensure that
               information is up-to-date. The plan will identify both “traditional” strategies for
               sharing information, such as periodic meetings or conferences, as well as
               technology-based solutions.

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                                                 Strategic Plan for Industry-Based Collaboration &
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              The Technical Institute and the PCCC will provide the WIB and the One-Stop
               with written updates on labor market trends and other information on industry
               needs that is identified during Advisory Board Meetings.
              Use the Workforce Conference described above as a vehicle for educating all
               workforce partners on changing industry requirements so that the system could
               determine how to adapt to these changes. The College’s CCBenefits labor
               market information and other LMI would serve as the foundation for discussion.
               Conference participants would then discuss how this information impacts
               curriculum, services to industry and how workforce staff communicate job
               requirements to job seeker customers.
              The WIB will identify trade associations related to local priority industries and
               establish linkages and relationships with these associations to identify
               opportunities for greater information exchange and collaboration.

One-Stop Integration and Facility Development
A critical component of Passaic County’s strategic plan is the new One-Stop Career Center
facility that is being built on the Passaic County Community College campus. This new facility
has given the One-Stop, PCCC and to a lesser extent, the Technical Institute, an
unprecedented opportunity to create a fully integrated, comprehensive One-Stop system that
leverages the strengths and resources of all partners. Through this new location, we will be able
to provide higher quality, more responsive services to both businesses and job seekers in our

Planning for the new facility has been going on for over a year. Led by the Freeholders, WIB
and PCCC, the One-Stop Operator and Partners have been meeting regularly to review
blueprints and work with the State to develop facility plans that will physically support functional
integration of services. In addition, they have been working to develop common policies and
procedures, an integrated customer flow and shared human resource practices, where possible
and appropriate. Development of functional job descriptions and common career planning
practices are also part of their work.

Another key focus of integration is in Information Technology. Recognizing the role that
technology plays in providing services to businesses and job seekers, IT staff and key leaders
from the One-Stop and PCCC have been developing a technology integration plan that will
allow for better data sharing and leveraging of each Partner’s technology resources. The team
will also use the technology plan as a platform for exploring more innovative technology
practices, such as online interviewing that employers could do from their own locations. In
addition, the One-Stop Operator has formed a team of management and frontline staff to
address customer flow and related issues.

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Despite the many exciting ways in which integration is moving forward, we also recognize that
we face many challenges, including the need to develop common standards for customer
service that cut across various workforce programs, common policies and proc edures and
shared strategies for providing various services. We also need to address staff job assignments
and staff development.

Goals and Strategies for Developing an Integrated One-Stop

1.     Goal: Develop a common, industry-focused culture of customer service that is shared
       by all One-Stop partners.

          The WIB, working with all of the Partners, will develop a common vision and clarity of
           expectations for how employer and job seeker customers will be served through the
           workforce system. Through the planning process for the new One-Stop Career
           Center, the One-Stop and PCCC have been working to create an integrated service
           delivery strategy. However, in order for this to be completely successful, we must
           have a common vision for services that’s shared by all the partners. To accomplish
           this, the WIB will convene a Committee to:
           o   Develop a common vision and guiding principles for providing services to
           o   Identify the key service functions to be provided through the workforce system
               and establish common business-based standards for providing those functions
           o   Articulate the value-add that the workforce system will provide to business and
               job seeker customers in the provision of key workforce functions.
          Build upon the current planning processes that are taking place in support of
           integration. In the current planning process, PCCC, the One-Stop and the Technical
           Institute are trying to define common approaches to working with customers,
           common policies and procedures, etc. They are also addressing human resource
           issues, such as having a common staff directory, dress code, etc. As the WIB
           committee described above works on developing common standards, etc., this
           operational group will incorporate these standards into their work.

2.     Goal: Make more efficient, effective use of new technologies to improve services to job
       seekers and businesses, leveraging the improved technological capacities of the new
       One-Stop Career Center location and Passaic County Community College.

                  The WIB, One-Stop, PCCC and Technical Institute will work with local
                   businesses to identify service needs that could be addressed through more

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                  effective uses of technology, for example, using webcams to allow
                  businesses to interview candidates at the One-Stop from their own facilities.
                 The One-Stop, PCCC and the Technical Institute will work with local job
                  seekers to identify service needs that could be addressed through more
                  effective uses of technology, in particular exploring opportunities for e-
                  learning, developing career plans, etc.
                 As part of the One-Stop Career Center planning process, the One-Stop,
                  PCCC and the Technical Institute will convene a team of stakeholders to
                  research technology options and develop potential strategies for use with
                  businesses and job seekers.
                 The One-Stop, PCCC and the Technical Institute will develop and test pilot
                  programs to explore the use of new technologies to provide better services to
                  businesses and job seekers.

3.     Goal: Provide One-Stop Career Center staff with appropriate training and staff
       development to prepare them to work more effectively with businesses and job seekers
       to meet business needs.

                 The One-Stop, PCCC and the Technical Institute will identify core skills and
                  knowledge that all staff should have, regardless of the funding stream with
                  which they are working. Potential areas include assessment, career planning,
                  understanding and using labor market information, understanding the global
                  economy, and using new technologies for professional development and to
                  improve customer services.
                 The One-Stop, PCCC and the Technical Institute will develop and implement
                  a training plan to provide common training, leveraging training resources from
                  all funding streams and using the opportunity to create a common One-Stop
                 The One-Stop, the College and the Technical Institute will identify specialized
                  skills and knowledge that staff will need to perform new functions (for
                  example, training for specialized industry representatives).
                 The One-Stop, the College and the Technical Institute will develop and
                  implement a training plan for these specialized needs, leveraging funds and
                  providing common training across stakeholders as appropriate.

V. One-Stop Program and Service Delivery
In this section, we describe current practices in delivering key workforce functions and identify
strategies for addressing our opportunities for improvement.

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Job Placement and Referral
Job placement and referral refers to two types of activities—providing employers with access to
qualified job applicants and supporting job seekers in the job search process.

Referrals to Business
To meet business needs in the job placement and referral process, employers have consistently
indicated that they want single point of contact access to qualified workers who have the job
search, career management, workplace readiness and technical skills to be successful in a
competitive work environment. Ideally, they would like job seekers pre-screened and clearly
able to meet the requirements of the job.

Currently, job placement and referral processes in the workforce system are fairly fragmented
and the processes do not necessarily support business needs and expectations. Job placement
and support services occur in silos and are based on the program in which the customer is
enrolled. For example, training vendors are responsible for providing job placement services to
job seeker customers who go through training, ES staff work with customers who go through
Core services and case managers are responsible for the referral and placement of WFNJ

During the planning process, our WIB Chair was clear that local businesses want to work with
One-Stop staff who have specialized expertise in their industry. They also want assessment and
screening services that mirror their own practices and ensure that referrals to business will
reflect industry requirements and qualifications.

             The One-Stop will identify staff to serve as specially-trained industry
              representatives to key industries. These staff will become “experts” in the
              industry, understanding business trends, human resource needs, and the
              applicant screening processes used by these organizations. Staff will then be
              responsible for educating job seeker customers about the needs/opportunities of
              the industry and for appropriate screening and referral of applicants to
              companies in their specific sector.
             The One-Stop will identify screening/assessment tools and processes currently
              being used by key companies in each targeted industry cluster.
             The One-Stop will develop a plan to use these tools and processes in the One-
              Stop Career Centers to provide businesses with more appropriate referrals and
              to more effectively prepare job seekers for opportunities in the sector.
             In support of the WIRED grant, the One-Stop will develop policies and
              procedures for supporting “fast track” events to meet the mass recruitment needs
              of employers.

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                                                 Strategic Plan for Industry-Based Collaboration &
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Job Search Support for Job Seekers
When it comes to supporting job seekers in finding employment, it appears that the quality of job
search support that customers receive is dependent on the provider and case manager with
whom they are working. There does not appear to be a standardized process that crosses all
programs and ensures that from the employer perspective, the placement and referral process
is seamless and meets their needs. In addition, not all staff are aware of all job openings as not
all posts end up in the state-wide database.
Another issue we identified is that job search is often used as a “screening process” for
determining if customers need further training. Rather than providing more comprehensive up-
front assessment, job seekers are required to job search for 60 days to “prove” that they are
unable to obtain employment without additional training. This approach is clearly not driven by
employer needs or expectations, as employer preferences indicate they only want referrals of
qualified applicants who have been determined to be qualified through a more comprehensive,
business-focused assessment process.

   As part of the standard-setting process discussed earlier, the WIB, the One-Stop, the
    College and the Technical Institute will identify the key components of a job search plan and
    job search support that all customers should have. They will then develop common
    processes to ensure that job seekers receive these supports, regardless of program.
   The One-Stop will develop processes and procedures for ensuring that customers are not
    referred to job openings unless they adequately meet employer requirements, including
    providing higher quality, more comprehensive assessment earlier in the process of working
    with job seeker customers.
   The One-Stop will work with each industry to identify the specific job search strategies that
    job seekers should use to successfully apply for employment in the industry and train job
    seekers to use these strategies to meet business needs.
   The One-Stop will develop a plan for using technology to provide job search support—for
    example, allowing employers to use webcams to interview job candidates at the One-Stop
    over the Internet.

A business-focused, comprehensive assessment process helps job seekers determine their
readiness for employment so they can access the services they need to meet their career goals.
It also reflects the tools and requirements of business customers.

Currently, the assessment tools and processes being used by the One-Stop, the County
College and the Vo-Tech are based on the requirements of the specific programs in which job
seeker customers are enrolled, not business needs. So, for example, customers enrolled in
WFNJ take the TABE and/or BEST Plus (for ESL) and have an interview with their case
managers, while customers being referred to employment through Core services are primarily

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                                                 Strategic Plan for Industry-Based Collaboration &
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assessed based on a staff interview. There is no common assessment process for all job seeker
customers that will effectively screen and prepare them for employment in the county. And the
tools being used do not reflect business needs or practices.

There is coordination of testing and the TABE (required for WFNJ and WIA ) is administered by
staff at the One-Stop, PCCC and the Vocational-Technical Institute. However, there are
variations (again, based on program) in how the assessment is administered and not all staff
have been trained to administer the assessment. Programs also share assessment information.

   The WIB will form an Assessment Committee to oversee the development of a job seeker
    assessment process that is responsive to business needs and supports the implementation
    of this plan. Assessments for entrepreneurship and the Work Readiness Credential will be
    addressed as part of this process.
   The One-Stop, PCCC and the Technical Institute will create a standardized career
    assessment process that incorporates more tools with the goal of providing customers with
    information they need to develop a career plan.
   The One-Stop will identify the assessment tools currently being used by business and
    develop a plan for integrating these tools into the One-Stop assessment process where
   The One-Stop will use assessment tools and processes that help customers identify how
    marketable they are, beyond just basic literacy and barrier assessment.
   The One-Stop, PCCC and the Technical Institute will ensure that all staff are trained in the
    appropriate use and administration of assessment tools to ensure consistency.

Career Guidance and Preparation
For job seeker customers to make effective decisions about career goals and preparation, they
must have access to appropriate career guidance information. This information should help
them assess their readiness for employment, explore their career and educational options, and
develop and implement an appropriate plan of action. The career guidance and support a
customer receives should be based on employer expectations and best practices in career
management, not on the workforce program from which a customer may be seeking services. In
fact, it is the career guidance process that should be helping the customer determine which
workforce services he/she should be accessing.
Currently, there is no common process for facilitating a customer through the development of a
career plan. The customer’s plan is based on the program in which he/she is enrolled and tends
to be focused on the services that the customer is receiving through that program. Further, the
type of information a customer receives, quality of that information and the career guidance to
use it for informed decision-making is dependent on the program in which the customer is
enrolled and the individual staff person with whom he/she is working. For example, WIA and
WFNJ customers typically only learn about training opportunities that fit into WIA and WFNJ
program requirements, rather than exploring all training options and then deciding which is the

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                                                 Strategic Plan for Industry-Based Collaboration &
                                                                              One-Stop Integration

most viable. Clearly, this approach does not support an industry-focused model of career
guidance and preparation, which requires a longer-term view of career and a commitment to
life-long learning.
Again, there is sharing of information between programs via OSOS and informal staff
discussions. However, between programs there are different standards for providing career
guidance and information, different levels of staff proficiency, and different approaches to
supporting job seeker customers in this process.

   The One-Stop, the College and the Technical Institute will develop a common career
    planning process that cuts across all programs and ensures that customers have
    determined their marketability and how they fit into the labor market.
   The One-Stop, the College and the Technical Institute will develop career path information
    for target industries that can be used with customers to better educate them about options
    during the career planning process. This career path information should describe key
    demand occupations, educational requirements, connections to other employment, etc.
   The One-Stop, the College and the Technical Institute will develop a plan for providing all
    staff with up-to-date, ongoing information on occupations, job requirements, etc.
   The WIB will review policies regarding re-training to determine if it would better meet
    business needs to fund training for individuals who want to move from one demand industry
    into another.

Knowledge and Skill Acquisition
Having access to the appropriate training and education programs that support local industries
and their occupational career paths is critical to meeting business needs. As discussed earlier in
this plan, Passaic County Community College and the Technical Institute work extensively with
local employers to develop training and education programs that prepare job seekers for local
demand occupations.

Information about training programs is shared with One-Stop staff via brochures and informal
staff interactions. Job seekers who use One-Stop services can obtain information about
education and training programs through brochures in the Resource Room and by speaking
one-on-one with a staff person.

For One-Stop customers (such as those enrolled in WIA and WFNJ), the focus is on the short-
term trainings that end in employment that are paid for by WIA and WFNJ funds at the time the
customer is enrolled in the program. So, for example, little is done to look at ways to connect
various training programs and financial aid resources for a longer-term career path. Instead, the
focus is on going into a training program and then getting a job with no connection to the longer

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                                                  Strategic Plan for Industry-Based Collaboration &
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In addition, participation in training is based primarily on program requirements (what will be
paid for by the program) and the availability of training slots at the time the customer is going
into training, not on employer needs. Again, this does not tend to support the longer-term,
career path approach to serving local industries that is necessary to maintain a pipeline of
qualified workers.

One-Stop customers who access only Core Services tend to be exposed primarily to job search
resources and information. They are not helped to understand that training and skill upgrades
are part of an ongoing career management process, nor are they provided with the resources
and career guidance structure to help them make informed decisions about whether or not to
access training in the future.

   The WIB and the One-Stop will develop a plan for integrating funding resources from
    various programs to better support career path planning for self-sufficiency. So, for example,
    a customer might first access Literacy resources to develop literacy skills, then use WFNJ or
    WIA funding for occupational training and then a WFNJ career advancement voucher to
    continue training.
   The One-Stop will develop common processes for educating job seeker customers about
    training opportunities. These should cut across programs so that customers get information
    on ALL available options, not just those that are paid for by the program in which the
    customer is currently enrolled.
   The One-Stop will provide training to staff so that they are aware of ALL educational options,
    not just those that are part of their program funding stream. This will allow them to better
    advise customers on long-term planning for career education.

Financial Aid
Financial aid information is provided to job seeker customers who are considering training as an
option. They are provided with information on tuition waiver program and they can also access
financial aid brochures and information in the Resource Room. WIA customers must file federal
financial aid applications, although not all programs are eligible.

Individual schools generally facilitate the financial aid application process with job seeker
customers, with some advice from One-Stop staff, depending on the program in which the
customer is enrolled.

As discussed earlier, however, there is no real path for paying for lifelong learning that is laid out
for both job seekers and businesses to understand. Further, many job seekers receive poor
and/or incomplete financial aid advice, especially when they are forced to rely on training
providers to give it. For example, many job seekers arrive at the One-Stop already committed to
a student loan before ever exploring other options.

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                                                Strategic Plan for Industry-Based Collaboration &
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   The WIB, the One-Stop, the College and the Technical Institute will create financial aid
    paths that support career paths so that job seekers, staff and businesses can all see how
    various funding streams might support lifelong training and education.
   The One-Stop, the College and the Technical Institute will develop a plan to educate all
    customers about financial aid and the financial aid process so that schools are not the only
    source of information and so individuals can make more informed choices about training
    programs and paying for training.

Small Business Administration/Business Resources
Small business and entrepreneurship will be a major focus for Passaic County, as discussed
earlier in this plan. Therefore it is critical that our resources and programs effectively support
this area. In considering these types of services, we did so from two angles—resources
available to job seekers who are considering entrepreneurship and resources for existing small

Job seekers coming through the One-Stop are informed about the state Self-Employment
Assistance program (SEA. They may also access information on resources from the Small
Business Administration through the Resource Room. However, unless a job seeker specifically
comes to the One-Stop having already decided to start a business, job seeker customers
receive little support or guidance in considering entrepreneurship as a viable next step career

Currently the partners are working on getting together information and resources on the basic
steps for starting a business. In addition, the One-Stop Business Advisory Committee is working
with the WIB Marketing Committee to identify the small business resources and “products” that
can be used to support this process.

   The WIB, the One-Stop, PCCC and the Technical Institute will work with target industries to
    identify the services and supports they are most interested in receiving.
   The WIB, the One-Stop, PCCC and the Technical Institute will develop a plan for providing
    these services to businesses. This would be integrated with the activities supporting
    entrepreneurship described earlier in this plan.
   The WIB, the One-Stop, PCCC and the Technical Institute will Develop a plan for
    connecting with and providing workforce services to businesses that are coming into the
    area or leaving the area. For businesses that are leaving, this might include re-training
    workers to transition into targeted industries.

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                                                 Strategic Plan for Industry-Based Collaboration &
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V. Implementation
Per the Planning Guidelines, below we discuss our three-year implementation plan.

It is important to note that in implementing these strategies, we intend to identify all potential
sources of funding to support our activities, including public workforce, education and economic
development funding, as well as private-sector funding. Where ever possible, we want to
leverage existing resources so that we avoid duplication of services and make the most of
limited dollars. We will also work to identify new funding sources when it makes sense for the
goals of our plan.

The WIB will maintain overall responsibility for implementing this plan and will do so with the full
participation of the One-Stop partners, Passaic County Community College, and the Technical
Institute. Where appropriate, we will also be pulling in other stakeholders, including employers
and other educational institutions.

Year One
During the first year of implementing our Plan our two primary goals are supporting the start-up
activities of the WIRED grant (particularly as they pertain to Passaic County) and supporting the
development of our integrated One-Stop system.

Support for Start-Up of the WIRED Grant
          The WIB will work with Passaic County Community College, the One-Stop and the
           Technical Institute to develop and implement a plan to map Passaic county assets.
          The WIB’s Marketing Committee will define the Passaic County workforce “brand,”
           integrated with the regional brand, and develop a marketing plan for communicating
           about Passaic County services and resources.
          Passaic County Community College, with the support of the WIB, will convene a
           Healthcare Industry Advisory Group for the region and begin facilitating the
           development of a plan to address industry needs.
          The WIB will work with the WIRED initiative to conduct a needs analysis to determine
           the services and supports that local entrepreneurs need in order to start and grow
           their businesses.
          The WIB will work with the One-Stop, PCCC, the Technical Institute, the Small
           Business Development Center (SBDC) and the Small Business Administration to
           develop a plan for connecting local entrepreneur with all available supports and
           resources and for promoting entrepreneurship as a viable career path.
          The WIB will convene a local Retail Advisory Group to work with PCCC, the One-
           Stop and the Technical Institute in evaluating the local Retail Skills Training Program
           and making recommendations for operation of the program in Year Two. The

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                                                Strategic Plan for Industry-Based Collaboration &
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          Advisory Group will also work with regional players to support the development and
          implementation of customer service training and a Regional Training Center for
          Retail through the WIRED grant.
         The WIB will work with PCCC and the Technical Institute to develop a plan for
          working with already-established Industry Advisory Groups to identify key demand
          career areas and develop career maps for use with local students and job seekers.
         The WIB and the Youth Council will work with local schools and industries to develop
          and implement a plan for educating students about career opportunities in target

Development of the Integrated One-Stop Career Center
         The WIB will form an Integration Committee to:
          o   Develop a common vision and guiding principles for providing services to
          o   Identify the key service functions to be provided through the workforce system
              and establish common business-based standards for providing those functions.
          o   Articulate the value-add that the workforce system will provide to business and
              job seeker customers in the provision of key workforce functions.
         The One-Stop, PCCC and the Technical Institute will incorporate the
          recommendations of the WIB’s Integration Committee to develop common policies
          and procedures for working with business and job seeker customers in all key
          functions, including job search/job placement/referral, assessment, career planning
          and guidance, etc.
         The One-Stop, PCCC and the Technical Institute will develop and implement a plan
          for sharing labor market, program and other information so that all partners have
          complete, timely information to use in decision-making.
         PCCC, with the support of the WIB, the One-Stop and the Technical Institute will
          implement the first Workforce Conference to explore and share information on
          business and hiring trends, skill demands, etc.
         The One-Stop Operator will convene an Assessment Committee to identify business
          expectations and business-based tools and processes for assessing job seekers.
         The One-Stop will integrate the recommendations of the Assessment Committee to
          develop a comprehensive process of career assessment that meets both business
          and job seeker needs.
         The One-Stop, PCCC and the Technical Institute will identify core skills and
          knowledge that staff should possess in working with business and job seeker
          customers. They will then develop a plan for training staff, providing cross-training
          and leveraging resources as appropriate.

Passaic County WIB                                                                                  29
                                                 Strategic Plan for Industry-Based Collaboration &
                                                                              One-Stop Integration

          The One-Stop will identify and train staff to serve as industry representatives for
           each of our target industries.

Year Two
In Year Two, we will be continuing with the integration of the One-Stop and our support for
WIRED, as laid out in this plan. We also anticipate that our new One-Stop location on the
campus of Passaic County Community College will open at some point during the second year.
Other strategies we will implement include:
          The WIB will work with the region and with PCCC, the One-Stop and the Technical
           Institute to support the implementation of the New Jersey Innovation Partnership
           Institute curriculum and other STEM initiatives with local schools and educational
          The One-Stop, PCCC and the Technical Institute will begin implementation of the
           common policies and procedures in key functional service areas developing during
           Year One.
          The One-Stop, PCCC and the Technical Institute will ensure that all staff are trained
           in implementing these new policies and procedures.
          The One-Stop, PCCC and the Technical Institute will evaluate the success of their
           information-sharing efforts, identify and address opportunities for improvement and
           expand on successful strategies.
          The WIB and the Youth Council will evaluate their work with local schools, address
           any problems and develop plans for expanding and sustaining career exploration
           activities and schools.

Year Three
During the third year, we will have opened our new One-Stop Career Center and will be
continuing with the integration of One-Stop functions. We will also be continuing our support of
the WIRED grant.

Passaic County WIB                                                                                   30