This site provides a continuous opportunity to review the progress and comment on the Summit County 5 Year Strategic Workforce Investment Plan.

What you will read here are thoughts, recommendations and comments from a wide array of workforce development stakeholders. PLEASE KEEP IN MIND that this is a work in progress and should not be considered the final approved plan or even the expressions of the Private Industry Council (PIC) or Local Elected Officials (LEOs). There are many customer segments and stakeholders who have not yet had the opportunity to share their views. This page will be just one more way to gather important feedback. When parts of this plan are approved by the Local Workforce Investment Board and/or LEOs, they will be so designated. Your comments and recommendations are encouraged and necessary in order to create a workforce development system responsive to the needs of all users.

Draft 4/5/00
Summit County Department of Workforce Development
WIA Strategic Five-Year Plan

Mission Statement: To provide a comprehensive workforce development system responsive to the needs of all local stakeholders.

Goals

Stakeholders in the Summit County Workforce Development System share the Workforce Investment Act's vision of an integrated One-Stop system with seamless services for all customers. We envision services that provide unobstructed avenues to all individuals seeking to prepare for and obtain employment, that will continue to support growth of existing business and spur new business, and that will continually decrease reliance on public assistance.

Recognizing that local needs are influenced by the local economy, stakeholders want to insure a strong local advisory role for business and economic development yet maintain the ability to quickly refocus efforts when business needs are lessened and worker needs are increased.

1. Identify the workforce investment needs of:

SUMMIT COUNTY’S WORKFORCE DEVELOPMENT NEEDS/GOALS

The following goals have been identified to meet the needs identified from four user perspectives: Business/Employers, Job seekers, Government, and Workforce Development Professionals.

Workforce Development Needs from an Employer Perspective

1. A pool of adequately trained and qualified job applicants.
2. A reliable single point of contact in order to place job orders and receive appropriate referrals and timely feedback.
3. A reliable, more comprehensive screening process, customized by employers’ instructions.
4. A single point of contact for information on tax credits, abatements, incumbent worker training, incubator opportunities, entrepreneurial training, small business loans, etc.
5. A standard language or skills set definitions to use in posting job orders.
6. A system that continually obtains and disseminates training needs. (Both current and future)
7. Reliable information on what various industries are offering in regards to wages and benefits.
8. Information on incumbent worker training opportunities and funding.
9. Customized incumbent worker training. Opportunities for shared customized training among small employers.
10. A user-friendly system to support employee retention.
11. Routine surveys to identify employer needs and concerns.
12. A fast track system for meeting the needs of new and/or expanding business.
13. On-the-job training subsidies.

Workforce Development Needs from a Job Seeker Perspective

1. A reliable and comprehensive source of job listings and referrals.
2. Workshops and self-help tools on application skills, interview skills, resume writing and use of Internet for job search.
3. Reliable labor market information.
4. Reliable information on training facilities and opportunities for financial aide.
5. Fully equipped resource rooms operated by qualified staff.
6. Simplified procedures for seeking and obtaining workforce-related training and supportive services
7. Reliable and standard assessments of skills that matches those being used by industry.
8. Opportunities for skills upgrades

Workforce Development Needs from Governments Perspective

1. A seamless, accountable, integrated service delivery system.
2. Increased coordination and cost savings and accountability.
3. Increase incentives for relocating and expanding business.
4. Training in areas that are critical for attracting business and strengthening the local economy and supporting the local tax base.
5. Increased community and business involvement in the reduction of public assistance.

Workforce Development Professional Perspective

1. Reliable labor market information that is a true reflection of the local picture.
2. Increased and improved coordination among agencies in the areas of funding, reporting, referrals, participant plans and objectives.
3. The recognition of and planning for diverse populations with specialized needs.
4. A system that offers continually updated and reliable information on current and future local training needs.

2. Describe the current and projected employment opportunities in the local area. WIA Sec. 118(b)(1)(B), HB470 Sec. 6301.07(A)(1)

Knowing and understanding the local demographics and trends, both short and long term, are a key step in describing current and projected employment opportunities.

Nine Years of Economic Expansion - February 2000, marked the longest economic expansion in history. Summit County's annual average unemployment rate has been equal to or below the state average since 1990. The annual average unemployment rate decreased from 6.9% in 1992 to 4.2% in 1999. That is the longest low unemployment rate trend seen since Summit County unemployment rates have been kept. Statewide and nationally, such a long trend has not been seen since the 1960’s.

Two Factors Changed Northeast Ohio's Economy - International competition transformed the manufacturing industry in the 1980’s. Manufacturing process changes and technology kept productivity high while production costs were lowered. Northeast Ohio's industry mix and geographic location aided growth in the Service-Producing Sector. The Service Industries' predominance in the employment growth trend is expected to continue.

The following chart depicts Summit County's industry employment composition for the second quarter of 1999.

Summit County Industry Employment - 2^nd Quarter 1999

*Mining and Agriculture, Forestry and Fishing Industries each had less than 1% employment for the 2^nd quarter 1999

The following graph shows the employment growth and declines for the major industries of SDA 22 (Summit and Medina Counties).

Service Industries Lead the Way 1996-2006 for SDA 22

*Mining data was suppressed due to confidentiality.

Manufacturing FYI - Employment in manufacturing is not projected to grow. Two factors that will cause no growth are:

• continued improvement in productivity through automation
• high tech manufacturing = escalated skill requirements in manufacturing occupations

Additionally, the corporate restructuring which occurred in the 1980's kept workers with seniority. Although that effort had a positive impact in the eighties, it may have a devastating impact over the next ten years. It is important to understand that even though growth is not expected in manufacturing, replacement needs will be substantial and should therefore be considered when preparing to meet future workforce needs.

The following chart shows the aging of Ohio's Workforce.

1. 1. 45-54 year-old age group - largest increase, followed closely by ages 55-65
   2. 35-44 year-old age group - largest decrease
   3. "Baby Echo" children (16-19 yrs) entering Labor Force

The aging of the workforce effects all industries. But because of the restructuring that occurred in the 1980's, manufacturing will be effected most. That means good jobs with good wages in many non-growing manufacturing occupations. The manufacturing industry should not be overlooked when searching for good employment opportunities.

Continued Economic Growth - The Summit and Medina County (SDA 22) area can expect to see nearly 108,000 new jobs created from 1996-2006. Work will be available at all educational and training levels. The more education/training that individuals' possess, increase the potential for better job opportunities and higher earning potential.

Continued tight labor markets are expected throughout the next decade. Northeast Ohio will remain near full employment. However there still will be some unemployment. The types of unemployment will be primarily structural and frictional, and caused by changes in supply/demand conditions in the local area.

The growth of the economy, both regionally and statewide does contain a downside. Job growth risks outpacing workforce growth. That event will adversely effect economic development.

The growth will continue to be fueled by:

1. 1. Global competition and expansion;
   2. Rapidly changing technology; and
   3. Domestic demand

The communities, companies, and individuals successfully changing to meet the workforce skill demands will continue to experience a successful local economy.

Attachment 1 is a profile of Summit County. Additional economic data can be found in the profile for use in the plan.

Industry Analysis

Attachments 2, 3 and 4 show the results of a LMI System structured search of industries. The LMI System is a proprietary automated system of the LMI Division of OBES.

Attachment 2 is composed of industries qualifying under the following parameters:

1. 1. Average weekly earnings of $700 per week or more;
   2. Annual employment in 1998 of 1,000 people or more;
   3. A growth rate of 2% or more from 1997 to 1998.

The industries listed on Attachment 2 could be considered the emerging industries of SDA 22. It is critical to maintain a sufficient and qualified labor supply to employers in these emerging industries to ensure continued growth.

Attachment 3 shows the results of a LMI System structured search of industries using the following parameters:

1. 1. Average weekly earnings of $500 per week or more; and
   2. Annual employment in 1998 of 10,000 people or more.

These industries are the core industries of SDA 22. They have high employment levels and high earnings. All showed employment growth from 1997 to 1998 except SIC 806 Hospitals. Two industries showed above average growth (2% is considered average). Those industries were SIC 17 Special Trade Contractors and SIC 35 Machinery, Except Electrical.

Again, it is crucial that the employers in industries listed on Attachment 3 are supplied with ample qualified workers to maintain their strength and vitality.

Attachment 4 is a list of industries with projected growth using the following parameters:

1. 1. Annual average growth rate of 2.0% or more; and
   2. Annual average change in employment of 50 or more.

This list provides an idea where to expect employment growth to occur for SDA 22. It differs slightly from Attachment 2 because different parameters were employed in the search. Also, Attachment 4 is based on projections, and Attachment 2 is based on actual employment data.

Again, when looking at the attached tables and charts, it helps to keep in mind the undercurrents churning in the labor market.

1. Improvements in technology
2. Demand for higher skilled jobs
3. Global competition
4. Mergers and Plant closings
5. High turnover rates
6. Potential for high worker replacement needs
7. Unprecedented domestic demand

These facts will play major roles in how the economy evolves over the next decade.

Occupations

Attachment 5 is a report on Occupational demand for SDA 22. Using the LMI System, a structured search of occupational data was conducted using the following parameters:

1. Occupations with growth rates above 2%; and
2. Occupations with 50 or more total annual openings

These occupations represent jobs where there are both higher than average growth and large numbers of total annual openings. The professional, paraprofessional and technical occupation group (matrix code 20000) is projected to have the highest number of total annual openings with 2,389. More than half of those openings result from job growth.

The majority of occupations listed on Attachment 5 have more growth openings than replacement indicating good employment growth and stability.

Attachment 6 is a list of occupations that may be identified as at "at risk." These are occupations where the current workforce may be approaching retirement and will need qualified replacements over the next several years and/or occupations that are diminishing due to automation and technology. The parameters used in a structured search of the LMI System were:

1. 1. Annual growth rate of less than 0% (no growth); and
   2. Annual replacement openings of 25 or more;

Attachment 7 lists occupations with possible high turnover rates. The parameters used in the structured search of the LMI System were:

1. 1. Annual growth rate greater than 0%
   2. Annual replacement openings of 1,000 or more
   3. Annual growth openings of 1,000 or less

Steering clear of extensive training in these occupational groups may be prudent.

Note: Service Occupations (Matrix Code 60000) do not necessarily refer to occupations in the Service Industry. There is a substantial difference between the two.

According to the Occupational Employment Projections Report for SDA 22, 1996 to 2006, Service Occupations (Code 60000) will have nearly 21% of all Total Annual Openings for the SDA. The Service Occupation group is followed closely by the Professional Specialty Occupation group, which accounts for 20% of the total annual openings. See attachment 8 for more details.

Attachment 9 shows the top 25 occupations with the highest projected growth rate. Note that high growth rate does not necessarily mean there are a large number of openings. For a the complete list of occupational projections, the Labor Market Projections for SDA 22 can be viewed, printed and downloaded from the Labor Market Information web-site. The URL is http://lmi.state.oh.us .

3. Describe the job skills necessary to obtain such employment opportunities. WIA Sec. 118(b)(1)(C),HB 470 Sec. 6301.07(A)(1)

The Bureau of Labor Statistics uses an Education and Training system for occupations that works well in determining skills necessary to qualify for specific occupations. The ranking used by BLS is as follows:

See attachment 10 for a complete description of these education/training levels.

Attachment 11 is a graph of the percent of total annual openings by major occupational group. Included in the graph is the primary type of education and training required to obtain employment in each group. This chart nicely blends both employment opportunities and skills necessary to obtain employment in the occupational group together. It sheds some interesting light as to where training investments are needed.

Attachment 12 supplements and supports attachment 11. It shows the percent of total annual openings by education and training levels. A noteworthy observation is the huge percentage (46.1%) of total annual openings that require only short- term on-the-job training. Training levels 9, 10, and 11 (all some type of OJT) amount to over 64% of the total annual openings for SDA 22 to year 2006.

Attachments 13 and 14 list the top 25 occupations with the highest and lowest average hourly wages respectively. Note that the education/training levels of both lists support the assertion that higher education equals higher earnings.

4. Provide a description of the one-stop delivery system to be established or designated in the local area including: WIA Sec. 118(b)(2), HB470 Sec. 6301.08 

The Summit County One Stop System will be operated by a consortium of three or more of the One-Stop partners The proposed site will be comprised of the properties located at 140 E. Market Street and 150 E. Market Street. Job seekers and employers will be served by core services universally and seamlessly with funding provided by the One-Stop partners. Functions or components within the One-Stop Center that will be staffed and funded by the partners include outreach services, receptionists and orientation services, an intake unit, an assessment center, a resource room, a placement department, case management and follow-up. A funding plan will be included in our Memorandum of Understanding.

The co-located facility will be supported by the various electronically linked partner facilities, which will provide for increased customer choice and easier access to electronically provided core services.

Core service delivery plan

1). Eligibility determination for assistance under Subtitle B of title I of the Workforce Investment ACT will be made by SCDWD intake staff individually funded by, Wagner-Peyser, TANF and WIA. Preliminary eligibility determinations for TANF, RSC, Title V of the Older Americans Act, and other participating partners will be initiated by the SCDWD Intake staff that will be trained in the specific eligibility requirements for each participating funding source.

2). Outreach, intake and orientation will be coordinated by the One-Stop Center operator and will be funded by participating partners according to an agreed upon plan.

3). Initial assessment of skill levels, abilities, and supportive service needs will be conducted by self assessment survey available to all job seekers visiting the Center. Indication of needs that will not be met by core services will generate a referral to intensive service assessments and Individual Service Strategy planning.

4). Universal job search and placement assistance will be provided by Job-Net and OhioWorks and other key systems, as well as on-going workshops on self-directed job search. Job-developers and placement specialists will be provided to the One-Stop Center by Wagner-Peyser, WIA, and TANF and coordinated and supervised by the One-Stop Operator.

5). The employment statistics information will be provided primarily by the Ohio Department of Job and Family Services through the LMI systems and Ohio Works.

6). The provision of program performance information and program cost information regarding our training providers, will be supported primarily by WIA, and TANF and will be a function of the Management Information System for the One-Stop. Data will be provided by other partners on providers for adult education described in title II, post-secondary vocational educational activities funded by Carl Perkins, and providers funded by title I of the Rehabilitation Act of 1973.

7). Information regarding performance measures will be provided by the Local Workforce Investment Board as derived from reports form the Ohio Department of Jobs and Family Services, Ohio Department of Education, and Rehabilitation Service Commission.

8). Accurate information on the availability of supportive services will be provided by in One-Stop resource room and will be supported by the One-Stop Partners.

9). Information regarding filing of claims for unemployment compensation will remain a function of the Ohio Department of Job and Family Services and will be made available through the One-Stop System both electronically and by informed staff of the Center.

10). Assistance in establishing eligibility for programs or financial aid will be provided as a universal service within the resource room and will be funded proportionately by the participating partners.

11). The partner recognized as the primary provider will provide Follow-up services.

Intensive services delivery plan.

When it becomes evident that an individual will not gain suitable employment by accessing only core services, an initial service plan will be outlined. The plan will be developed in conjunction with the job seeker and will indicate the services being recommended and funding sources that might be engaged to provide the recommended service. Intensive services may be delivered at the One-Stop Center or any partner agency depending on the needed service.

1). Within the center will be located a comprehensive assessment center capable of administering a variety of diagnostic testing and in-depth assessments of aptitudes, academic skills, and occupational skills. Staff from the participating partners will support the assessment center.

2). Individual employment plan development will be initiated at the center by One-Stop staff trained and funded by the participating partners.

3). One-stop staff trained and funded by the participating partners will provide case management.

4). Individuals leaving WIA/TANF intensive or training services for employment may be eligible for up to 9 months by One-Stop Centers retention services.

a. A description of how the local board will ensure the continuous improvement of eligible providers of services through the system and ensure that such providers meet the employment needs of local employers and participants. WIA Sec. 118(b)(2)(A), HB470 Sec.6301.07(A)(5)

The Summit County Workforce Investment Board will either use the State established measure of customer satisfaction or will establish an evaluation and rating system that will allow for continual comparison of customer satisfaction and performance measure attainment. The WIB will issue an evaluation and ask the One-Stop operator for any corrective actions that may be required to improve or ensure continued improvement. Ratings will be based on both actual performance measures attainment, and customer satisfaction surveys.

2. A copy of each memorandum of understanding between the local board and each of the one-stop partners concerning the operation of the one-stop delivery system in the local area. WIA Sec. 118(b)(2)(B)

See attachment #1.

3. In local areas covering multiple jurisdictions, submit a copy of the Inter-governmental agreement. WIA Sec. 118(b)(10) HB470 Sec. 6301.07(A)

Not applicable as Summit County is single jurisdiction.

5. Provide a description of the local levels of performance to be negotiated with the Governor and chief elected officials to be used to measure the performance of the local area. These measures will also be used by the local board for measuring the performance of the local fiscal agent (where appropriate), eligible providers, and the one-stop delivery system in the local area. WIA Sec.118(b)(3),HB470 Sec.6301.07(A)(5)

6.  

7. Provide a description and assessment of the type and availability of adult and dislocated worker employment and training activities in the local area. WIA Sec.118(b)(4).

Summit County is fortunate to have an abundance of employment and training service providers. Service providers range from Community Based Organizations serving the need of specific targeted groups, to full service post secondary vocation service centers, to proprietary schools offering training in a variety of demand occupations, to Community and Technical Colleges and Universities. Complement these with our various County and State agencies and we have the means to provide adequate employment and training services to all potential job seekers.

The opportunity for measured improvement is in the streamlining of process and procedures for accessing these services and the coordination and sharing of the resources represented by the various providers.

7. Include a description of the local Individual Training Account (ITA) system and the procedures for ensuring that exceptions to the use of ITAs, if any, are justified. WIA Sec. 134(d)(4)(G)(ii) and 20 CFR 663.430

The Summit County Workforce Development Board will enter into agreements with each service provider on its approved provider list. The agreement will establish assurances, process and procedures, and reporting requirements.

When a job seeker’s need for training is established:

1. 1. The job seeker will be provided adequate information on employment opportunities, wages, costs and length of training, etc. so that he/she may make an informed decision regarding training preferences.
   2. The type of training will be identified.
   3. The job seeker will select a training provider from Summit County’s approved training provider list.
   4. A notification will be sent to both the training provider and the job seeker establishing an Individual Training Account on behalf of that job seeker.
   5. Funds may then be accessed via provider invoice.

8. 8. Include the process to procure contract for training services, if exceptions to the ITA process are made. WIA Sec.134(d)(4)(G)

 The only likely situation in which we will provide training outside our ITA system will be On-the-Job and Customized training. The WIB will adopt policy and procedures to ensure a fair and ethical delivery of these services.

If training services are needed that cannot be provided under our ITA system, OJT or Customized training systems, then those services will be competitively procured in accordance to strictest of procedures outlined in the OMB circulars, State Policy, or County procurement procedures.

9. Provide a description of how the local board will coordinate workforce investment activities carried out in the local area with statewide rapid response activities. WIA Sec.118(b)(5)

The Local Board will authorize and fund a local rapid response team as part of the One-Stop. Our local team will consist of representatives from Wagner-Peyser and WIA. This team will accompany rapid response staff from the Ohio Department of Jobs and Family Services on initial visits to companies filing WARN Notifications. The local team will then carryout the plans outlined with the company and bargaining unit representatives. Requests for State rapid response funds will be initiated by the Rapid Response Team and will be evaluated by the WIB and approved by the Summit County Executive.

When closings or significant layoffs occur that do not qualify for WARN, the local rapid response team will respond without the presence of the State Rapid Response Team.

10. Provide a description and assessment of the type and availability of youth activities in the local area, including an identification of successful providers of such activities. WIA Sec.118(b)(6)

Summit County offers a wide array of youth services to a wide array of youth populations. Our opportunity for measured improvement is in the streamlining of process and procedures for accessing these services and the coordination and sharing of the resources represented by the various providers.

There are 22 school districts and scores of agencies and community–based organizations serving the youth of Summit County. The following is an illustrative sample.

The Akron Urban League’s Schools-In program offers GED preparation, work maturity skills training and placement assistance to out of school youth.

A BetterWay of Life’s HIRE program offers GED preparation, work maturity skills training and placement assistance to out of school youth.

East Akron Community House’s Youth Outreach Program offers

Weaver Learning Center offers a full range of independent living skills to disabled youth.

Akron Public School’s Over-Age School offers alternative secondary schooling to at risk high school students.

Catholic Youth Organization’s Neighborhood Services After School Enrichment Program offers character development activities to at- risk middle school students.

YMCA Phoenix Alternative School is a fully accredited behavior modification school serving court-referred adolescents facing social and academic problems.

Tri County Jobs for Ohio Graduates provides pre-employment/job seeking skill training and placement assistance to high school seniors.

Elizabeth Park Black Inner City Education Excellence (B.I.C.E.E.) Program provides computer aided educational enhancement services in math, reading, writing, and spelling.

Lifeskills Center is a charter alternative school providing computer based secondary school curricula to individuals ages 16 through 22.

11. Provide a description of the process used by the local board to provide an opportunity for public comment and input into the development of the local plan. The process must include the opportunity for comment by representatives of businesses and labor organizations prior to submission of the plan. WIA Sec. 118(b)(7), HB470, Sec.6301.07(A)

Eight WIA planning meetings were scheduled and attended by representatives from private business, one-stop partners, community based organizations and City and County government. In addition to the weekly planning meetings a working draft of the WIA 5-year plan was posted on the Web for public review and comment.

Submit any comments that represent disagreement with the plan, as an attachment to the local plan. WIA Sec. 118(c)(3)

No comments expressing disagreement have been received to date. However the public review and comment period does not end until April 30, 2000. All comments representing disagreement will accompany the final plan.

12. Identify the entity or entities responsible for the disbursal of grant funds (fiscal agent). WIA Sec. 117(d)(3)(B)(i)(III), 118(b)(8)

The Summit County Department of Human Services and the Summit County Auditors office will be responsible for disbursal of WIA funds.

13. Describe the competitive process to be used to award the grants and contracts for activities carried out under this plan. WIA Sec.118(b)(9)

Following the approval of the Local elected officials, requests for Bids/Proposals will be advertised in newspaper and other appropriate media. The Youth Council and/or Workforce Investment Board will evaluate all qualifying Bids/Proposals. Recommendations for awarding contracts will then be presented to the Local elected officials. The procurement process will be accordance with the appropriate OMB circulars, State and local policy.

13. Provide a description of the criteria to be used by the Local Workforce Investment Board/Local Workforce Policy Board, to determine whether funds allocated to a local area for adult employment and training activities are limited, and the process by which any priority will be applied by the one-stop operator. 20 CFR 663.600, WIA Sec. 134(d)(4)(E) 20 CFR 661.350(a)(11)

Looking strictly at WIA allocations for Summit County, and the provision in the Act for universal core services, we could conclude that funding available for adult employment and training activities are limited. The Local Workforce Investment Board will consider however, the funds available to the community through the various partnerships. According to the Act, when funds are limited, WIA funds will be made available to the economically disadvantaged.

Considerations to determine if funds for adult employment and training services are limited will include:

1. 1. Projected carry forward obligations from JTPA.
   2. Projected carry forward funds from JTPA.
   3. WIA allocation for adult employment and training activities.
   4. TANF allocation and PRC and Ohio Works First obligations.
   5. Anticipated WIA expense to operate the One-Stop.
   6. The quarterly review of budget to actual expenditures of TANF and WIA.

Generally speaking WIA funds will be limited. However, working within the One-Stop structure we will attempt to serve all applicants by engaging other funding streams. If we are forced to prioritize, The WIB will establish policy and procedures whereby low-income individuals with the greatest need and ability to benefit are served first.

Please email your comments or feed back to PIC@ci.akron.oh.us.

You can read the email comments here.

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