COMMUNITY AUDIT & MAPPING OF ASSETS FOR KIMBLE COUNTY

1. COMMUNITY AUDIT & MAPPING OF ASSETS FOR KIMBLE COUNTY “WHAT WILL IT DO?”

2. Collect and interpret local labor market information • Build consensus and partnerships to implement skills enhancement/training services • Provide individuals with up-to-date information on good job/career opportunities • Provide employers with assistance in finding employees with the right sets of skills • Assist service/training providers with information to design appropriate workforce development interventions • Identify business trends that respond to the supply and demand sides of the labor market • Identify existing community assets and needs that will support the workforce development system

3. AREA PROFILE • 2000 Population of 4,468 – an 8.4% increase from 1990 to 2000 • A June 2001 unemployment rate of 1.9% compared to 2.8% unemployment rate for the whole Concho Valley and 5.4% for the State as a whole • Average weekly wage in 2000 was $357, compared to $657 for all of Texas • Per Capita Income of $17,618 in 1999 compared to State Per Capita Income of $26,834

4. WHY??? Can’t be answered without gathering additional information – we can only make assumptions based on the information at hand

5. Community leaders, partners and business keep Kimble County: • VIABLE • VIBRANT • AND VITAL

6. HOW DO COMMUNITY AUDITS AND MAPPING OF COMMUNITY ASSETS HELP? • A community needs assessment is conducted which assists in identifying existing resources, education, and training programs within the civic/business community • Identifies duplication and gaps among existing programs where leveraging of resources would be beneficial • Involves business, business associations, economic development, workers, community-based organizations and faith-based organizations

7. HOW ARE THESE ASSESSMENTS ACCOMPLISHED? • Outreaching community and faith-based organizations and gathering pertinent service and eligibility information • Outreaching employers through a direct mail survey to gather information on the supply and demand side of the labor market • Outreaching current workers through personal interviews to gather information on the supply and demand side of the labor market • Outreaching community leaders, partners, the private sector, the public sector and the population as a whole

8. WHAT ARE THE EXPECTED OUTCOMES AND BENEFITS TO THE COMMUNITY? • A business-driven service delivery plan • Increased job/career opportunities • A community strategic plan • A community assessment resource directory • Integrated programs, services and partnerships that lead to meeting both workforce development and community goals • Increased on-the-job and customized training • Increase in certified training providers • Enhanced consumer reports

9. SHORT-TERM GOALS: • Identify and respond to skill shortages • Identify and respond to technological changes • Proactively respond to a tight labor market LONG-TERM GOALS: • Retain business and jobs in Kimble County • Promote career planning that allows workers to move from lower level jobs to higher level jobs and across industries • Adopt skill standards that allow workers to create career paths and provide employers methods for assessing the skills of workers