4. Goals and Strategies

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a. Strategic Vision and Goals

A description of the local board’s strategic vision and goals for preparing an educated and skilled workforce (including youth and individuals with barriers to employment), including goals relating to the performance accountability measures based on primary indicators of performance described in section 116(b)(2)(A) in order to support regional economic growth and economic self-sufficiency.

Talent is the key to creating, attracting and retaining high-wage jobs. Higher skills equal increased competitiveness, more jobs and increasing earning power.

The foundation of Pima County’s workforce development strategy is a shared vision articulated by the Workforce Investment Board as “Quality Jobs, Qualified Workers.”
 
The ARIZONA@WORK Job Centers (formerly known as the Pima County One-Stop) coordinate a continuum of services on both sides of that coin – increasing qualifications of workers, and widening the talent pipeline for industry to create more and better jobs. Its mission:  to strengthen the economy of Pima County by providing a qualified workforce through the ARIZONA@WORK system, a proud partner of the American Job Center network.

The Pima County Workforce Investment Board has identified the following goals:
  1. Promote economic development by focusing on targeted sectors and addressing under-represented populations.
  2. Partner by sharing resources, clients, and performance metrics.
  3. Create a more efficient, seamless local ARIZONA@WORK public workforce development system to include collaboration on outreach to job seekers and employers.
  4. Meet employer needs by strengthening the skills of the workforce.
  5. Support state led efforts to develop a single intake process and database and data-sharing for the ARIZONA@WORK system.


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b. Strategies to Achieve Goals

Taking into account analyses described in subparagraphs 3.a. through d., a strategy to work with the entities that carry out the core programs to align resources available to the local area, to achieve the strategic vision and goals described in subparagraph (E).

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  1. Promote economic development by focusing on targeted sectors and addressing under-represented populations.

    The WIB periodically reviews industry expectations to determine which sectors should be emphasized in local workforce programs. During this review, the WIB looks at expectations of performance for Partner programs including employment, retention, and industry recognized credential achievement, as well as the populations served by the public workforce system, such as:

    • Veterans and eligible spouses;
    • Public assistance recipients;
    • Other low-income individuals;
    • Individuals who are basic-skills deficient;
    • Individuals who lack a secondary school diploma or its equivalent;
    • Individuals with disabilities
    • Individuals with limited English proficiency;
    • Unemployed, long-term unemployed or under employed;
    • Dislocated workers;
    • Migrant and Seasonal Farm Workers;
    • Reemployment Services and Eligibility Assessment (RESEA) participants;
    • Homeless individuals;
    • Rural residents;
    • Ex-offenders;
    • Older workers;
    • Disconnected youth
    • Native Americans
    • Individuals training for non-traditional employment; and
    • Those with
               - Transportation issues; 
               - Legal issues;
               - Child and elder care issues.

     

  2. Partner by sharing resources, clients, and performance metrics.

    Partners will hold strategic meetings and set up a regular communication protocol between each other to clearly define the duties of staff under each Partner. Meetings will be held at different Partner locations to provide staff with opportunities to visit other Partners’ sites.

    Continue to strengthen partnerships with the Business Services Team, Sun Corridor Inc., local Chambers of Commerce, major trade groups, Davis-Monthan Air Force Base and employer groups.

    Network sessions will be scheduled for other community providers who may have clients seeking employment.

  3. Create a more efficient, seamless local workforce system to include collaboration on outreach to job seekers and employers.

    Strengthen referral methods for customers between the One-Stop delivery system and the Partner agencies for appropriate services and activities including use of emerging technology, telephone or other technology, such as video conferencing and Phone apps to strengthen referrals.

    Work together to ensure the needs of workers and youth, and individuals with barriers to employment, including individuals with disabilities, are addressed including access to technology and materials made available through the One-Stop delivery system.

    Continue to reach out to community-based organizations to help identify job seekers who have skills that employers are seeking.

  4. Meet employer needs by strengthening the skills of the workforce.

    Support partnerships through the Pima County Joint Technical Education District (JTED), Pima Community College and others to expand technical education programs to help build a skilled workforce.

    Where possible, focus workforce investment on industry sectors that provide career pathways to high-paying job and/or that offer our region the greatest competitive advantage in the global economy.

    • Assist people in obtaining jobs in strategic industry sectors;
    • Support employers in finding and hiring qualified employees;
    • Engage underrepresent labor pools by removing barriers to employment;
    • Continue to support the Country’s adult and youth workforce training programs and their key role in improving services and the economy;
    • Encourage industry to offer internship opportunities to compliment career technical education;
    • Engage businesses as co-sponsors based on their immediate workforce needs and long-term interests;
    • Provide competencies that match jobs;
    • Align with credit bearing coursework and transfer to professional degrees; and
    • Provide portable credentials or certifications that enhance trainee’s employability.

     

  5. Support state led efforts to develop a single intake process and database and data-sharing for the public workforce system.

    Use, to the extent practicable and allowable:

      Common practices and procedures; Common forms and documents; and Software systems or applications.

     


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Community Services, Employment and Training

Kino Service Center
Serves Dislocated Workers (persons who have been laid off)

2797 E. Ajo Way
Tucson, AZ 85713

Phone: (520) 724-7700
Fax: (520) 724-2799
TTY: (520) 724-6778

Rio Nuevo Service Center
Serves Unemployed Adults
Tortolita Building
340 N. Commerce Park Loop
Tucson, AZ 85745

Phone: (520) 724-7650
Fax: (520) 724-1266
TTY:

Youth Employment
Center
Serves Youth/Young Adults
Sentinel Building, 2nd Floor
320 N. Commerce Park Loop
Tucson, AZ 85745

Phone: (520) 724-9649
Fax: (520) 622-1633


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