HomeMy WebLinkAboutAgenda - 08-28-2006-5ORANGE COUNTY
BOARD OF COMMISSIONERS
WORK SESSION AGENDA ITEM ABSTRACT
Meeting Date: August 28, 2006
Action Agenda
Item No. S
SUBJECT: Economic Development Commission Strategic Plan Update
DEPARTMENT: Economic Development PUBLIC HEARING: (YIN) No
ATTACHMENT(S):
Progress Report
INFORMATION CONTACT:
Dianne Reid, 245-2326
PURPOSE: To receive a report from the Economic Development Commission reviewing
progress on the EDC's five-year strategic plan, Investing in Innovation.
BACKGROUND: The Orange County Economic Development Commission Five-Year Plan has
an overall goal to create 5,000 new private sector jobs in Orange County and add $125,000,000
in new commercial property by June 2010. The plan has been endorsed by the Orange County
Board of Commissioners, the Towns of Carrboro, Chapel Hill and Hillsborough, and the Chapel
Hill/Carrboro and Hillsborough/Orange County Chambers of Commerce,
The attached report details progress toward the overall goals of the plan and for each of the four
workgroups working in the fallowing areas:
• Improved Busin2ss Climate
• Infrastructure
• Workforce Development
• Quality of Place
Also included is a summary of the activities undertaken by the Workforce Development
Workgroup to identify training needs and employment barriers as described by both employers
and job seekers.
FINANCIAL IMPACT: None
RECOMMENDATION(S): The Manager recommends that the Board receive the report and
direct any comments to the EDC Board, the Workgroup Co-Chairs, and the Economic
Development Director.
a
INVESTING IN INNOVATION
Orange County Economic Development Commission
Five-Year Strategic Plan: 2005-2010
PROGRESS REPORT
July 2006
y
~.i)i~
ORANGE COUNTY
Economic Development
Commission
The Economic Development Commission (EDC) gratefully aclmowledges the efforts of the more than
Il0 county residents who contributed over 1500 volunteer hours to help craft a strategic vision for
economic development in Orange County. The EDC particularly thanks the work group co-chairs
who continue to give so freely of their time and energy.
'The plan has been endorsed by the Orange County Board of Commissioners, the Carrboro Board of
Aldermen, the Chapel Hill Tmvn Board, the Hillsborough Town Board, the Chapel Hill-Carrboro
Chamber of Commerce, and the Hillsborough/Orange County Chamber oC Commerce. We
anticipate endorsement by the Chancellor's cabinet at UNC-Chapel Hill and have also presented the
plan to the Boards oC Education Cor Chapel Hill/Carrboro City Schools and the Orange County
Schools.
3
PLAN SUMMARY
EDC Mission: Our purpose is to make Orange County a smart, innovative place - a
great place in which to live and work. We encourage public-private investments to
provide,jobs for county residents and to increase the non-residential tax base. Tluough
these inveshnents, we enhance the financial well-being and quality of life of county
residents, and the ability of their local govennnents to provide high-quality services.
Overall Goal: To create 5,000 new private sector jobs in Orange County and add
$125,000,000 in new commercial property by June 2010.
Worlcgroups: Coming out of the Economic Summit in January 2004, participants
identified four areas that needed work:
1) Improved Business Climate (to enable businesses to create the needed jobs)
2) Infrastructure (to ensure that businesses can flourish)
3) Workforce Development (to make sure workers have the skills needed to assume
the new,jobs)
4) Quality of Place (to ensure that Orange County remains a great place in which to
live and work)
Volunteer workgroups formed around each of these areas, and developed goal statements
as follows:
Business Climate: By .Tune 2010, public-private partnerships will have formed to create
a stronger business climate and Orange County will have a clear set of guidelines and
regulatory standards designed to sustain and nurture existing businesses, encourage
entrepreneurship, and attract targeted employers.
Infrastructure: By .June 2010, infrastructure will be in place to support the county's
economic development goals of increasing the commercial tax base and retaining and
attracting targeted businesses.
Workforce Development: By June 2010, effective systems will be in place to train and
support residents and those who work in Orange County. At least 75 percent of all new
,jobs in the county (for both new and expanding businesses) will be filled by county
residents.
Ouality of Place: By June 2010, Orange County will have thriving partnerships ensuring
that the county is a great place in which to live and work, attracting and retaining the
creative community of innovators, artists and civic leaders that will drive the desired
economy,
Over the past year, each of the workgroups has continued to meet regularly. The
following pages highlight the activities of each workgroup during 2005-06.
Worlcgroup on Business Climate
Overall Strategy: By June 2010, public-private partnerships will have formed to
create a stronger business climate and Orange County will have a clear set of
guidelines, standards, and procedures designed to sustain and nurture existing
businesses, encourage entrepreneurship, and attract targeted employers.
Wlry the strategy is critical: Orange County is widely viewed as being unfriendly to
business. Regardless of whether the perception reflects reality, it creates a difficult
environment for business retention and expansion, for business recruitment, and for
entrepreneurship, By improving the business climate, Orange County can demonstrate its
support for the private sector creation of good jobs and increased conunercial tax base.
This investment will, in turn, result in increased tax revenues to support quality education
and enhanced government services.
Key Sub-);lements
A) Develop clear criteria defining desirable businesses for the next five years,
including agricultural businesses
This activil)~ has been a major' focus during the year. As drown in Attachment A,
the workgr°oup has identified potential criteria and suggested the levels of
in:por~tmrce to be attached to each, This n:atrtx will be utilized to test support, for°
the criteria as we meet with business groups and elected officials.
Dzu•irrg 2005-06, the workgroup nzet with the Executive Vice Pr°esident of the
Research Ti•imrgle Regional Pm tnw-ship and the Director of Community and
Economic Development for UNC-Chapel Hill to identify those RTRP clusters with
potential in Orange County and to inventory existing assets in the Cornrty.
Discussion: participm:ts have included stafffi•orn both Chambers of Commerce,
the Director of the Small Business and Technology Developrrrent Center,
Can•rboro's Director of Economic acrd Conumarity Development, UNC's
Chancellor for Economic Developrrrent, mzd the Dir°ector° of the Chapel Hill
Downtown Parbzerslrip. The results of these contacts are included in the list of
targeted businesses in the n:aU•ix,
A major goal, for the zcpcominrg year will be to take the pr°eliminary findings mtd
the rncah•ix to various boards, conmrissions, and civic groups to begin the pr°ocess
of developing corzserrsus. In this effort, workgroup member°s will work closely
with the allied organizations listed above, as well as municipal groups, such as
the Hillsborough Grrowtlr Plan Task Force, the Cmrbor•o Economic Development
plmzning-study, and Chapel Hill Town Coznzcil's Oversight Conur:itiee on
Economic Development.
B) Identify barriers
Dtn•ing the initial planning year (2004-OS), the Business Climate YVon lcgroup
hosted, four sepm ate focus groups one for° bonze-based 6usirress owners; one for
5
large wholesale and mmrufactru-ing businesses, one, for small retail and sen~ice
Gusinesses, and one for designers/developers. All participants identified bm r•ier-s
related to efforts to start or expand their operations a- develop their projects,
As a result of these findings, Economic Development Commission staff Iras
incr•easirrgly assumed a more active role in bzzsiness facilitation. Wl~erz the
Economic Development Specialist position was vacated last Jame, we ach~ertised
for° and selected an indiviclzral with strong planning skills to assznne razor°e
responsibility in the facilitation role..
When the Town of Chapel Hill was considering hir°ing arr economic development
professional, on-focus group results were identified as pm tial justification for the
position. The Chapel I-Till Clranrber also arranged for an additional, CTtapel Hill
only,, focus group that included some of those saute individuals.
C) Provide outreach, recognition and/or expedited service to new and existing
businesses that meet the development criteria
T/te Econonti'c Development Conunission has been bringing resolutions for~war°d
to the Board of Cornrty Conrnrissioners to puGlicly recognize local Gusinesses for
their° cor poste citizenship. Exmrrples during the.year included: Piedmont
Minerals, recognized for significantly reducing its water usage by adopting new
technology, Sports Endeavors, r°ecognized for developing a clrcar°itable re-use
program drat distributes used soccer eyuipnrent to needy organizations
throzzghout the world; and Arnracell, r°ecognized for waste reduction practices.
The Economic Development Conunission has also br°ought together all r°egulator~y~
entities to expedite services to a variety of businesses, most notably the
purchasers of the Or°ange County Speedway. We have also worked closely with
prospective clients and existing Gusinesses that meet tlae profrle of the desired
businesses.
D) Form partnerships both within and outside the county to create a stronger
business climate and market the changes to existing and potential employers
We have worked collaboratively »~itlr the towns of Chapel Hill, Carrboro and
Hillsborough to alter the image of all units ofgovernment as increasingly
business fi°ierully, We have also tried to convnunicate these changes to external
economic development orgmzizations. And we have met with some success;
during the year, we worlred on a major° project r°eferred to us by the North
Carolina Department of Commerce, and (rave Irad nznnerorzs other referrals from
state mrd regional agmrizations.
E) Focus public education efforts on sustainability issues, looking at the social,
economic and environmental contributions of local businesses.
To cfate, the workgroup has not emphasized this effort.
Workgroup on Infrastructure
Overall Strategy: By June 2010, infrastructure will be in place to support the
county's economic development goals of increasing the commercial tax base and
retaining and attracting targeted businesses.
Why the strategy is critical: Infrastruchue helps supporC desired growth patterns and
economic goals. Orange County and its municipalities have led the state in establishing
an urban growth boundary that limits expansion of utilities to prevent low-density sprawl
throughout rnral areas. Area govermnents now need to encourage and accommodate
higher density in appropriate areas, including the county's three Economic Development
Districts.
A) Extend water and sewer into all three Economic Development Districts
(EDD)
Durizrg this.year, water and sewer extensions are underway to sen~lce the
Gravelly Middle School, wlricTr will open in late Fall 2006. Although the utility
extension has beezr m•throus at tones, this opens up the soutlrez°n Bucldroz°n EDD to
the seJzool curd soccer complex on the east.
Similm°ly, water cmd sewer extensions are undez-tvay to serve t/re Durham
Technical Community College at Waterstone in the HillshorougTr EDD. The
Conuzuarity College is expected to open in August 2007..
There was also movement during the.year on providing utility ser°vices to the Eno
EDD. A meeting was held Getween the Chair and Co-chair° of the Orange Coruzty
BOCC, the County Manager, and the Mayor° and Mayor Pro Tenr, and City
Mmrager of Durham. The DurTram team expressed willingness to work with the
County on serning the area, and subsequently Assistant City Mm:ager° Ted
Voorhees was assigned to, facilitate the effor°t. Two open meetings have been held
with property owners mul a task, face is being cz°eated to develop a small ar°ea
plan for the Eno EDD.
B) Establish adequate information networks (e.g., high-speed Internet, cellular
towers) tlrrouglrout the towns and the county
The Infrastructure woz•kgroup lras had several meetings, focused on the Master
Teleconmuarications Plan and the extension of cable and wireless Internet. Tlris
wall be a pz°iorig~ activity, for tl:e upcorrring year.
C. Encourage participation and input as appropriate in all plans and projects
(i.e. storm water plans, plans for the physical infrastructure of Carolina
North, including transportation elements for Phase I)
During the year, Economic Development staff Iran heen invoh~ed in monitoring
.~
the Carolina North prroject mrd participates as appropriate in the development of
policy positions with the Orange Cornzty representatives to the Cm•olina North
Leadership Committee. This information is then conveyed to the workgroup.
D. Provide input and encourage participation in updated county land use plan
and concomitant tools, including provisions for transfer of development
rights, to conserve and protect resources and open space.
As irr the previous section, EDC staff and selected Board members have been
active participants irr the Ti°ansfer of Development Rights task force in the pa-st
,year. Members of the Lrfrasb°uchn•e WorJcgroup have attended various updates
on the comprehensive planning process, and it fornrutiaral session orr transfer of
development rights.
E. Encourage compact and higher density development in areas served by water
and sewer.
Efforts relating to this component have been focused on participation in the
Transfer of Development task force (par°ticrdarly as it relates to the identification
of receiving areas), the Efland-Mebane task force, mrrl the Hillsborough Growth
Plan task force. We also provided assistance to Chapel Hill as it developed a job
description, fm° an Economic Development O~cer, iadrich has a strong emphasis
on redevelopment and re-use of zaulerused and vacant properties.
F. Encourage mixed use projects that support walkable communities
Dm°ing 200.5-06, the EDC began looking at the potential of revising regzrlations
governing rural activity nodes to encourage more commercial activities within
walking or° biking distance of residential areas. Mor°e work will be completed on
this concept in the upcoming year
G. Promote public transportation, alternative modes of transportation, and
encourage car pooling and park and ride participation to reduce reliance on
single occupant vehicles
This activity has not beery a priority during the past year°, We will take it up in the
,year ahead, dovetailing with the County's effor°ts to reduce employee parking
downtown during the justice, facility corrstrrrction phase.
H. Support Schools Adequate Public Facilities Ordinance to ensure appropriate
pace of development
The worltgrorrp lras not taken any specifte action related to this goal.
8
Workgroup on Work l+'orce Development
Overall Strategy: By June 2010, effective systems will be in place to adequately
train and support residents and those who work in Orange County. At least 75
percent of all new jobs in the county (for both new and expanding businesses) will
be filled by county residents.
Why the strategy is critical: As the cost of living (particularly the cost of housing) has
increased in the county, it has become difficult for low- and moderate-income workers to
live here. Without more training and support, county workers will be unable to support
themselves and their families and will be forced to seek various forms of public and
private assistance to meet their basic needs for food, shelter, clothing, and transportation.
In the long run, these workers may choose to leave the county, which may result in a
worker shortage for certain businesses.
A) Form partnerships with Durham Technical Community College (DTCC),
UNC-Chapel Hill, the Chapel Hill/Carrboro Schools, Orange County
Schools, and others to provide adequate training and education to enable
county workers to obtain high quality jobs (i, e jobs that pqy a IivRrg wage cmd
offer comprehensive employee benefits and cm-eer• advancement potential).
Most ofYhe wor/c of the Workfor°ce Development group dur•irrg the past year has
focused on getting a better understanding of barriers to employment, for local
residents. During the course of the year, the workgroup hosted focus groups of
temporary agencies, employers, and job seekers wlro were either unemployed or
under°employed, Members of the workgroup developed the questions and
facilitated the sessions. Tlae employer mrd temporary agency sessions x~ere
videotaped, and extensive notes were taken at the employee sessions. In addition,
the work group developed a survey of people w/ro are actively looking for worle.
In general, errzployers and temporary agency staff note that. job seekers,
particularly young applicants, tend to have unrealistic expectations. Several
human r°esource specialists noted that young job hunters think they can move into
rnanagenrerzt jobs immediately, and tend to expect higher salaries than they are
likely to receive. There were also concerns about basic skill deficiencies and
attitudes toward work.
Among job seekers, the most frequently cited barrier (both in fzndirrg a job and
keeping a job) was transportation. Other barriers, frequently cited were
childcare, criminal baclcgrourrd, and poor° credit r°eport. In terms of keeping a
job, the second most fi°equently cited barrier was pqy too low,. The surrey results
as well as a summary of the employee, focus groups are slroram in Attachment B.
The next steps for the workgroup include sharing the findir:gs to date with the
schools mrd DTCC, as r-hell as sharing results acr°oss groups, possibly in one
large focres grrotcp drat includes pm•ticipants fi•onz the previous sessions.
q
B) In coordination with Business Climate work group, help communicate to
potential workers the types of jobs the county wants and expects to create so
that workers can develop realistic career goals
During the, focus groups described above, the Workforce group has been
gathering information, from employers about the types of openings they expect
over the next, few years similar it formation was collected from temporary
agencies. The group will continue gathering such data.
Once the Business Climate group has, finalized its list of desirable businesses, the
Workforce Development work group will conrnnurieate this nrformation with the
educatiwral partners listed above.
C) Promote access to living wage jobs that offer benefits and career
advancement potential
Members of the wor•lcgroup have worked wish various organizations that
recognize county businesses drat offer family, friendly enrploynrent, such as the
Chapel Flill-Carrboro Chamber and the Orange County Partnership for' Yoznrg
Children. Additional efforts on this goal will be rurclerYaken in ?006-07.
D) Ensure county workers and those preparing for the worltforce have access to
transportation, child care, eldercare, affordable housing and healthcare
As an initial step toward this goal, several members of'the group are participating
in the County's Child Care Task For°ce wlricTr is looking at ways to improve
access to affordable clrildcar°e Among other goals, tkre task force is trying to
encourage employers to provide, frnancial suppw2 for employees' day care costs..
Other components will be undertaken in, future years
E) Develop and nurture partnerships that support workers and their families at
all stages of their lives and provide opportunities for lifelong learning and
retraining in response to changing economic conditions
Efforts in this area will be undertaken in coordination witTr the Quality of Place
Workcgroup in future years.
~o
Workgroup on Quality of Place
Overall Strategy: By June 2010, Orange County will have thriving partnerships
among government, business, the not-for-profit sector, UNC and congregations
ensuring that the county is a great place in which to live and work, attracting
and retaining the "creative community" of innovators, artists and civic leaders
that will drive the desired economy.
Why the strategy is critical: Stated simply, place matters. As Mary .1o Waits
pointed out in her presentation at the 2004 Economic Development Summit:
• The natural environment is important
• But natural features aren't enough -urban amenities are required as well
• Lifestyle choice matters
• Being a smart, innovative place matters
• Intangibles such as "hipness," tolerance, entrepreneurial culture are part of the
calculation
"The creative heart and soul of the economy will continue to be tied to place"
A) Enhance urban character by connecting and supporting existing plans for
increasing the commercial tax base and for revitalizing the downtown areas
of Carrboro, Chapel Hill and Hillsborough
Activities m e undenvgy in each of the towns. In Chapel Hill, the Chapel Hill
Downtown Parhrership has beery established acrd is working to revitalize FranTdin
Sheet, utilizing tTre Main Street approach KidZu children's rmaseurrr has opened
in the 100 block of F~°mddin, and they°e is a renewed connnitnrent to work on
parking issues. The town and Ram Development are preparing to redevelop
ParlcingLots l and .5 as mixed-use projects witTr large public cwnponents.
br Car°rboro, private developers have proposed a major redevelopment pr°oject to
house the Ar°tsCenter° acrd the Cat's Cradle, along with retail and residential ur:its
and a hotel, Another° mixed-rrse redevelopment project is pr°oposed for South
Gr°eerrsboro Str°eet.
In Hillsborough, the Gateway project envisions amixed-use development
anchored by Weaver Str°eet Market. The town's Churtorr Street corridor planning
is nem~ing completion, and the town just received a $500, 000 grant for its
RiverWalk pr°oject, which will connect downtown with West Hillsborough.
B) Enhance rural character by supporting local agriculture through efforts
such as malting farming more profitable by encouraging local marltets and
supporting complementary conservation and management tools
Numerous activities are underrvgy relating to agricultural diversiftcatiorr,
including the county's efforts to revise zoning regulations to promote value-added
agr icultur°al businesses mrd the ezparrsiorr of, fm mess markets (including a new
marlcet at Earthfair in Chapel Hill and the construction of a penrrm:ent structure
for tlae F3illsbormrgh Farmers rYtarket).
Other efforts include plans to explore the feasibility of a regional vnkre-added
pr°ocessing center and afar°m ine:abator° progr•an:- A newly for°med coalition is
looking at potential programs to help immigrants move into farming. And the
county continues its statewide leadership in purchasing conservation easements.
C) Enhance historic character by supporting organizations' efforts to preserve
and promote historic structures
Orange County is providing leadership irr terms ojpreser-ving historic str-uctttres
on its recently pur°chased properties such as Little River° Pmdc, Blaektivood Fm•nt,
Tx~in Creeks, and the Julia Blackx~ood property. Private entities are involved as
well, such as the Bellevue Mill, xJrich is being proposed as a residential
redevelopment project.
D) Provide life-long learning opportunities (early childhood-senior citizen)
Efforts in this area will be under°taken in coordination with the Workforce
Development Wor•kgroup in firtta-e years,
~ Welcome and promote greater inclusiveness and diversity
Member s of the workgr•oup help plan and prodzrce connntmity-building events
such as the County Parlrs and Recreation Cool Jazz Festival and the annual
Convauurity Dinner°. OtTters are working with Arts Advocates to cr°eate a non-
profit art gallery in Carrboro and the Chapel Hill-Carrboro Charatber° of
Commerce Minority Business Council.
G) Promote hipness by focusing on the uniqueness of each municipality and the
county as a whole
The wor°kgroup has focused on developing a cornnuazity of events portal to
highlight cultur°al, connnunity, ar°tistia, and other° events, maintained by the
Chapel Hill/Orange County Visitors Bureau. The Visitw•s Bureau also helps
pr°omote the nurner°ous festivals and tourism trails. The Or-mrge Cornrty Arts
Commission assists with increased fiv:ding for grass roots arts activities. On the
r°ecr•eational front, the County's Environment and Resource Consen~atiort
Department is working with torus on linking greenways and trails tlu•oughout the
county. Finally, public private partnerships have been formed to errcour•age the
development of venues that promote it for rnal interaction and exchange, for
exmnple the plan for° public gathering spaces in the downtown Chapel Hill
redevelopment efforts,
~a
Summary
As shown at the State of the Local Economy presentation in March, Orange County has
been losing private sector jobs over the past five years. The Economic Development
Commission recognizes that the goal of creating 5,000 new private sector,jobs by 2010 is
ambitious. We feel, however, that the preliminary work of securing infrastructure for the
tluee economic development districts is going well.. It was always our understanding that
most of the job creation would occur in the later plan years.
It is our sense that support for economic development is increasing in the community at
large and at all levels of government. We look forward to costuming to push for the
goals, and engaging additional partners in the effort.
Investing in Innovation
Business Climate Workgroup
Attachment A
~~
Potential Criteria High Med (Low'
Build upon or supports existing assets in the county:
• Suppliers for or buyers of products of existing businesses X
• Enhances product lines of existing businesses (food processing X
facility)
• Co-location with other linked businesses (as an eco-industrial park) X
• In-fill development in downtowns, economic development nodes X
• Located on existing or potential transportation corridor, including X
public transit lines
• Employee needs matches local labor force/training potential X
• Re-uses or preserves existing structures when possible X
Creates high quality jobs far OC residents Qobs pay well, offer benefits,
career advancement potential).
• Hires local workers X
• Provides training and promotion opportunities X
• Provides adequate wages and comprehensive benefits X
• Provides a safe, clean, and healthy work environment X
• Provides family-friendly benefits X
Increases commercial tax revenues (property and/or sales tax) X
Creates minimal impact on the environment:
• Minimizes use of natural resources, including water resources X
• Uses recycled content products when possible X
• Uses energy efficiently X
Promotes accessibility via public transportation/car or van X
pools/bicycles
• Utilizes best management practices for water run-off X
• Avoids production and use of hazardous waste or other farms of X
pollution
• Helps preserve green space X
Possesses viable business plan/potential for long-term success with growth X
potential (particularly in jobs)
Preference for local ownership and management X
Commitment to remain in the county X
Potential Criteria High Med Low
Preference for headquarters X
Supports community by:
• Providing financial support to community agencies X
• Supporting volunteerism and community involvement by employees X
• Supporting community events and celebrations X
Preference for business in one of ten industry clusters identified in Research
Triangle Partnership's competitiveness plan (Staying on Top)
• Pharmaceuticals (Low Manufacturing) Not Desirable
• Biological Agents and Infectious Diseases X
• Agricultural Biotechnology Not Desirable
• Pervasive Computing X
• Advanced Medical Care X
• Analytical Instrumentation X
• Nanoscale Technologies X
• Informatics X
• Vehicle Component Parts Manufacturing X
• Logistics and Distribution X
Attachment B
WORKFORCE DEVELOPMENT FOCUS GROUP
EMPLOYMENT OUTREACH MEETINGS ( S
The Workforce Development Workgroup held two focus group outreach meetings with Orange County
residents who are unemployed or underemployed and actively seeking jobs, The focus group elicited
participants' views on becoming gainfully employed and potential solutions to those obstacles,
The first meeting was held on April 18'" at the Employment Security Commission in Hillsborough and was
attended by five citizens.. The second meeting was held on April 25'" and attended by six citizens,
Susan Lombardo and Ben Mauk led both focus groups. After a brief background and introduction by
Susan, Ben led the group through a series of thought provoking questions and discussion regarding the
obstacles they personally had encountered in their job search. The following are the answers, as
provided by the citizen participants:
Barriers
t Child care (5:30 pick-up is too early if you are commuting)
2, Computer training -lack of training in specific software programs
3, Lack of full time opportunities -especially jobs with benefits and livable wages
4, Temp to hire agencies usually result in just temp work
5, Lack of feedback/communication once a resume or application is submitted
6, Transportation, Zack of car and expense
7, Jobs that require training -how to live and support family during training
8. Hours during training/introductory period conflict with hours available to work
9 Lack of direct work experience in field
10. No internships unless you are a student
11. Globalization
12. Poor credit report
13. Age - no one wants to hire older adults
14, Over qualified for jobs available
15. Lack of network in one's field
16, Criminal record
17. Lack of education
18. Resume is not effective
19.. Lack of professional jobs
20, Intense competition for best jobs
21. Self esteem declines while unemployed making it difficult to present positive attitude when called for
interviews
22. Financial stability declines
23.. Cumbersome training process
24. Unhealthy coping habits/substance abuse
25, Finding time for training and job hunting
Solutions
t Night/flexible hour daycare
2 Small business/technical assistance
3. Educating employers about advantages of hiring older/more experienced workers
4 Internships for non-student workers
5 Provide job specific training or on the job training
6 Identify misleading marketing tactics
7 Identify and make readily available all resources available to job seekers
8 Encourage business owners to consider employing unemployed persons first
9, Provide training that is short term with flexible hours
10. Large corporations have more internal training (RTP)
t 1. More reliance on ESC for filling vacancies, rather than temp agencies
12. Require drug testing when initially approaching ESC for services
13, ESC should provide training in updated computer skills
14. Company supported educational opportunities
15. Provide employers with incentives for allowing flexible hours
16. Educating employers regarding the benefits of providing child care incentives
17. Tutorial on application process
County Worker Su
i~
Thank you for taking the time to complete this short survey. Your answers will help us to identify the types of services
needed to help Orange County residents find good jobs. Note that your participation in this survey is completely
voluntary. You may choose not to participate at any time.
Directions: Please answer each of the questions below to the best of your ability. If you are unable to answer any
question, feel free to move on to the next question, When you have completed the survey, please return this sheet to any
attendant.
Male Female
American Native Hawaiian mite
Indian/Alaskan Asian Black or Pacific Hispanic Other
„ -__ r , ao_ (non-Hispanic)
I am employed
full-time
Did not complete High High School
School Diploma or GED
Less than one yeaz
Transportation
1-2 yeazs
I am employed
part-time
I am unemployed
I have been looking for work
for vears and months
Some College Two-year Four-yeaz
College Deb~ee College Degree
av_eynu been enrployed~ (Circle 0ue)_., ._ _,
2-3 yeazs 3-4 yeazs
No permanent
mailing address
Criminal Record
Limited Interview Skills
Disability
Credit Report
No permanent phone
number
Health Problems
OTHER (please
Limited English
Language Skills
Child Caze
Graduate School
4-5 yeazs
Don't have proper interview
clothes
Substance Abuse
Please Continue on Other Side
~7
Worker Survey-2006
i~ I7 Listed below are several rssues that preve~fpeople, from SEEPING alob ".Please crrcle ary homers thatyou'feet prevent you
jramBE'CPINGa~ob w ..a.....u._,~._..~......._'.~.. _,~,..w__ ..,.-.~,~..w..~.~,__,.w.._~_~._,.w..u~,_y....._.._.._v._.__'..._.~~v.._
Transportation Child Caze Health Problems Pay too low Disability
Limited English Lack of Health Lack of Can't work hours re aired ''
No Permanent Phone Number Language Skills Benefits Vacation/Sick Pay 9
Substance Abuse No permanent housing OTHER. (please describe)
FOR QUESTIONS 11-IQ PLEASE CII2CLE THE ANSWER THAT BEST INDICATES
HOW MUCH YOU AGREE OR DISAGREE WITH EACH STATEMENT.
- ,
32_tll~trdinurg andskdls are more tharr what rs refired l~,~n~Jobs i_n Orange Courty_,~ _,_,,,_ ,_~u___ ,__~~ ~~,~,._ ..:, _ ._~__
Strongly Agree Somewhat Agree Neutral Somewhat Disagree Strongly Disagree
I3.` My fraiiring'and skills are less: thai+ what isreeguired by many jabs in Orange Coin~~~~ _,__,y ___~~ _.a,,, _;,_,. ,;~_
Stongly Agree Somewhat Agree Neutral Somewhat Disagree Strongly Disagree
~.
19 M _rdur'k "erience a mare than `what is re aired b" man . 'ohs in Oran e-Goan `
Strongly Agree Somewhat Agree Neutral Somewhat Disagree Strongly Disagree
1:5,,71fy,l+mtk erpenence u less than iilr~ aregu:red by raar~jnbs~in Qrange, Cvurtty4 ~_ ,,,__.,_!;:~,,., ..,..~..r,,,,. _u.~, ~~.~.,,~,..s,r
Strongly Agree Somewhat Agree Neutral Somewhat Disagree Strongly Disagree
'I6 I bel+eve that r~ race makes fi iiar~oi me to,fnd ajab m Orari~,~e_Counry~i ~.,_~, ~ ' ': • ' ~ '
Strongly Agree Somewhat Agree Neutral Somewhat Disagree Strongly Disagree
l~7 I sometimes feel stidrscouraged that I da{t't lookfor'alob !n OraugevCoun~ , __~ ~ n ,. „,,,,, _, _~__ ___._.~.,.,_..._._ .~.~
Strongly Agree Somewhat Agree Neutml Somewhat Disagree Strongly Disagree
I8. l /'eel tam ortable:usiiig'a computer to SEARCAfo~obs +n Orange County ,__~,,,, _,_,,,~„~,, ,,,,,.,,,_,_,, ;;,., ~;.,._ w,,
Strongly Agree Somewhat Agree Neutml Somewhat Disagree Strongly Disagree
i9 Feel coin ortable tsin a cornpuier to APPLY forjobs in Orange Cauntyi, _,~,,,,_,_,,,_,,„~,~, y„_ ,~-' ~ .,,,_.,,,,., ;,, y,! ~.,._.,..., ,..s~~
Strongly Agree Somewhat Agree Neutral Somewhat Disagree Strongly Disagree
Z0. 'Are there any sped services or training. that would help you find ¢Permanent job in Orange Comrty? If so, please, describe
them belo>+:' ,
Thank you!
L8
2006 ORANGE COUNTY WORKER SURVEY -SUMMARY OF RESULTS
Gender:
Male: 112
Female: 99
A e:
16-20: 19
21-25: 20
26-30: 14
31-35: 17
36-40: 28
41-45: 14
46-50: 24
51-55: 15
56-60: 11
61-65: 2
66-70: 2
Race/ethnicit
American Indian/Native Alaskan - 5 White (non-Hispanic) - 69
Asian - 2 "Hispanic - 3
Black - 93 ', Other - 7
Native Hawaiian/Pacific Islander - 0
Zip Codes:
27517 - 5 27896 - 1 27572 - 2
27216 - 2 ' 27253 - 1 127243 - 4
37349 - 1 27701 - 1 ! 27217 - 2
27231 - 5 ' 27713 - 1 ' 27302 - 9
27312 - 1 ' 27509 - 1 ' 27510 - 14
27705 - 2 ', 27514 - 19 27516 - 40
27258 - 1 ', 14120 - 1
27215 - 1 27278 - 36
Current Em to ment Status:
Em to ed Full Time - 15 ', Em to ed Part Time - 22 ~, Unem to ed - 110
If unem to ed, how Ion have ou been lookin for work?
Less than 1 week - 2 2 months - 15 1 year - 10
1.week - 8 ; 3 months_- 11 _ 2 years - 8
2 weeks - 8 _ ~ 5 months._,- 4 3 years _ 3
3 weeks - 3 ~ 6 months - 2 4 years - 2
1 month - 11 7 months - 2 5 ears - 2
Hi hest Level of Education:
No HS diploma or equiv - 48
HS diploma or GED - 67
Same College - 47
Two Year Degree - 13
Four Year Degree - 22
Grad School - 6
PHD-1
~G
What types of jobs a
Anything - 27
Own business - 2
Cook - 12
Housekeeping - 14
UNC - 1
Sales/retail - 7
Construction - 12
Child care - 8
Office/Clerical - 17
Health care - 11
Data entry - 4
Customer service - 10
Woodworking - 2
Lumber sales - 1
Auto mechanics - 1
Human resources - 1
Administrative - 6
Restaurant - 11
Human Resources - 1
In the last 5 years, he
Less than 1 year: 25
In the last 5 years, he
1 - 43
2-48
3-53
4-15
re you looking for?
Telecommunications-3
Professional - 5
!Managerial - 5
!Landscaping - 4
Delivery driver - 6
Cashier - 10
'Stock clerk - 8
'Insulation - 1
'Accounting - 2
!Social worker - 2
', Bldg. Maintenance -1
Shipping clerk - 5
Forklift operator - 5
Warehouse - 13
I Lab Tech - 1
Medical records - 1
IT Support - 1
'Security/Police - 3
Plumbino - 1
w much total time have you been t
1-2 years: 37 2-3 years: 40
w many jobs have you had?
5-5
'6-8
!7-1
I8-2
you from finding a job:
~c~~4~..~ ~ -
Software testing - 1
Graphic art - 1
Adult care - 1
Florist - 1
Real estate - 1
Painter- 1
Academics - 1
Science - 1
Heating & Air - 1
Quality Control - 2
Teaching - 1
Truck driver - 1
Printer - 1
Finance - 1
Probation Officer-2
Computer Programming - 1
Car wash - 2
4-5
-~
10-2
1.5-1
"a lot" - 2
Transportation-60
............_.._.. _.... __..._....
Criminal Record-35
Limited interview skills-12
permanent mailing address-5
Credit
No permanent phoi
Health problemsl7
No proper interview clothes-12
Substance abuse-10
No avail;
No work
No college degree-1
__
12 Unstable economy/companies-2
'Limited English language skills-3
Low pay-2
_.. _.
Overqualified-2
Looks-1 _.
Unqualified for jobs-2
Going back to school-1
Child Care 28
63
Barriers that prevent you from keeping a job:
Transportation-53 j Health problems-20 ,Bad working conditions-2
..
Pay too low-47 ;Limited English language skills-2 ,Disability-6
Can't work hrs. req'd-23 ,Child Care-23 ,Discrimination-1
No permanent housing-8 ,Substance abuse-11 No permanent phone number -6
Lack of health benefits-19 Outsourcing-1 Lack of vacation/sick pay-9
M Trainin and skills are more than what is re uired b man 'obs in Oran a Coun
~D
Strongly Agree-32 Somewhat Agree-48 Neutral-91 Somewhat Disagree-22 'Strongly Disagree-8
My Training and skills are less than what is required by many jobs in Orange County:
Strongly Agree-10 'Somewhat Agree-35 Neutral-56 ': Somewhat Disagree-53 Strongly Disagree-45
M work ex erience is more than that is re uired b man 'obs in Oran a Count
Strongly Agree-33 'Somewhat Agree-51 Neutral-79 ,Somewhat Disagree-26 Strongly Disagree-9
My work experience is less than that is re uired by man 'obs in Orange Coun
Strongly Agree-10 I Somewhat Agree-31 Neutral-60 Somewhat Disagree-45 ,Strongly Disagree-48
believe that m race makes it hard for me to find a 'ob in Oran a Count
Strongly Agree-18 Somewhat Agree-22 ,Neutral-42 Somewhat Disagree-39 'Strongly Disagree-78
I sometimes feel so discoura ed that I don't look fora 'ob in Oran a Count
Strongly Agree-21 'Somewhat Agree-39 Neutral-45 Somewhat Disagree-38 ,Strongly Disagree-62
1 feel comfortable usin a computer to SEARCH for 'obs in Oran a Count
Strongly Agree-80 'Somewhat Agree-50 Neutral-41 Somewhat Disagree-14 Strongly Disagree-18
I feel comfortable usin a com uter to APPLY for 'obs in Oran a Count:
Strongly Agree-75 I Somewhat Agree-47 Neutral-41 Somewhat Disagree-16 Strongly Disagree-21
An s ecific services or trainin that would hel ou find a ermanent 'ob?
Cheaper child care 'Technical training specific to trades
Affordable housing 'More time an Joblink computer
More skills training 'Joblink needs a public phone
Vocational Rehabilitation 'Training classes available in Chapel Hill
Better Economy 'Grants/funding for further education
Networking with people in career choice Help with overcoming criminal record
Com uter trainin 'Donated home com uters