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.

Preamble

This plan has been developed in accordance with the Planning Guidance and Instructions for Submission of the Strategic Five-Year Plan for Title I of the Workforce Investment Act of 1998 and the Wagner-Peyser Act. The Notice was published in the Federal Register Thursday, February 25, 1999.

Executive Summary

To be added after the plan has been developed and approved.

I. Plan Development Process

Initial planning discussions among representatives of the three local governments (City of Akron and Summit and Medina Counties) took place in October, 1998. It was then resolved that the Local Workforce Investment Area under The Workforce Investment Act would consist of Summit and Medina Counties with the City of Akron serving as grant recipient and fiscal agent. Akron/Summit/Medina Private Industry Council convened numerous meetings with various stakeholders in order to draft a rough model of the Summit/Medina Workforce Development System whereby public review and comment could be obtained. During this process the State announced a new option. The "Ohio Option" eventually led Medina County to leave the consortium and operate its workforce strategies separate from Akron/Summit. Most stakeholders recognized the similarities between our model and provisions in the Ohio Option, especially the concept of bundled funding and local influence over Wagner-Peyser and TANF initiatives.

Public forums were held in conjunction with meetings of the Private Industry Council (PIC) and One-Stop Governance Board. Prior to the establishment of the LWIB, the PIC posted preliminary planning guidelines and public comments and recommendations for WIA implementation on its Web Site. Once the Local Workforce Investment Board was established, discussions with the State Workforce Investment Board and the LEOs were initiated and continued.

II. Local Vision and 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.

A. System Goals We need to define specific economic and workforce development goals for Summit County and determine how our workforce investment system will support those goals.

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

BUSINESS/EMPLOYER PERSPECTIVE

1. To develop a reliable single point of contact in order to place job orders and receive appropriate referrals and timely feedback.

2. To implement a reliable, more comprehensive screening process, customized by employers' instructions. (Likely to a fee for service)

3. To provide a single point of contact for information on tax credits, abatements, incumbent worker training, incubator opportunities, entrepreneurial training, small business loans, etc.

4. To provide a fast track system for meeting the needs of expanding business.

5. To provide a standard language or skills set definitions use in posting job orders.

JOB SEEKER PERSPECTIVE

6. To provide a reliable and comprehensive source of job referrals.

7. To assist individuals in the development of job search skills by providing workshops and self- help tools on application skills, interview skills, resume writing and use of Internet for job search.

8. To provide reliable labor market information.

9. To provide reliable information on training facilities.

10. To provide adequately staffed and fully equipped resource rooms.

11. To develop simplified procedures for seeking and obtaining workforce-related training and supportive services from the multitude of area providers.

12. To provide reliable and standard assessments of skills that will match what is being used by industry.

GOVERNMENT PERSPECTIVE

13. To increase coordination and cost savings.

14. To provide added attractions for relocating and expanding business.

15. To provide training in areas that are critical for attracting business and strengthening the local economy and supporting the local tax base.

16. To increase community involvement in the reduction of public assistance.

WORKFORCE DEVELOPMENT PROFESSIONAL PERSPECTIVE

17. To provide reliable labor market information that is a true reflection of the local picture.

18. To increase and improve coordination among agencies in the areas of funding, reporting, referrals, participant plans and objectives.

19. To offer reliable insight into what training (skills) will be needed to support the area economy.

20. To ensure the recognition of and planning for different populations with different needs.

B. What do we need in our local workforce investment system to help the County/City attain these strategic economic and workforce development goals?

When reviewing our workforce development goals, it is clear that local influence and leadership is key to providing services that are focused on supporting local needs. Both business and government must be involved in order to realize our vision. The LWIB membership must represent all segments of our customer population, and its members must have the authority to direct personnel and resources toward the LWIB's vision and goals. The LWIB must be composed of individuals who will command the trust and respect of State and Local agency heads and governing bodies.

C. Describe the Summit County Center for Workforce Development (One-Stop system).

The Summit County Center for Workforce Development will be comprised of and supported by a network of state and local service providers and will be coordinated and managed locally by either a consortium of partners or a competitively procured operator. The One-Stop system will continue to build on the partnerships developed with the DOL One-Stop Implementation grant. We hope to create a small campus of workforce development and family services comprised of the existing OBES building at 150 E. Market Street and an adjacent County-owned building . (This will be determined as we see what opportunities the merger of OBES and ODHS provides locally.) Ideally, we will build our One-Stop around the Wagner-Peyser funded core services and ask that the ODJFS staff voluntarily commit to functional supervision by the local One-Stop operator.

Intensive training services for customers will be provided by mixing the full array of partner services as outlined in the one-stop Memorandum of Understanding. In addition to the comprehensive center, other partner sites will be electronically linked to facilitate appropriate sharing of information and referrals. Outreach and recruitment activities will be coordinated to assure that each partner's customary and anticipated number of participants will be maintained

A marketing budget will be established by contributions from the various funding streams proportionate to the benefit realized. Intake specialists will remain employed by their agency, community based organization, etc., but will lose their identity to the public and will serve the universal population. A cost/time sharing allocation plan will be developed and agreed to by participating partners. The cost/time of each partner will be based on the anticipated number of participants served by respective agencies.

One-Stop Partners could include many of those involved in the current DOL One-Stop Initiative as well as others designated in the Workforce Investment Act. Please feel free to offer suggestions for partnership. The following list indicates local agencies that may participate.

The Akron Adult Vocational Services, University of Akron Community and Technical College, Senior Workers Action Program, Portage Lakes Career Center, Akron Adult Basic Education and Literacy, Barberton Adult Basic Education and Literacy, Summit County Department of Job and Family Services, Ohio Bureau of Vocational Rehabilitation, WIA title I service providers, Community Services Block Grant, HUD employment and training programs and various community based organizations.

The services to be provided at the Summit County Center for Workforce Development are:

• Outreach, recruitment and orientation
• Initial skills and needs assessment
• Eligibility determination
• Job search and placement assistance
• Career counseling
• Information dissemination:
• Labor Market Information
• Performance and cost information on training providers
• Performance results for the Summit County Center for Workforce Development
• Support Services availability and application process including: Unemployment Insurance, Food Stamps, public assistance, housing assistance, transportation assistance, clothing assistance, etc.

• Job Posting
• Job matching, screening and referral

• Comprehensive skills assessment
• Individually designed employment plans and career counseling
• Staff support/case management
• Workshops on Pre-employment/work expectations, Self-directed job Search, Interviewing, Resume writing.

• Background checks/Drug screening
• Comprehensive skills assessment
• Customized training for incumbent workers
• Specialized applicant search
• Workshops on retaining the at risk worker, the use of tax credits and other employer incentives.

• Occupational skill training in demand occupations and occupations which support economic development goals.
• On-the-job training.
• Entrepreneurial training
• Basic education and literacy training
• English as a second language
• Work experience and job readiness training

How and what services in the area will be streamlined? What programs and funding streams should support service delivery through the Summit County Department of Workforce Development? How will universal access be assured? For customers needing training, how will informed customer choice and the use of Individualized Training Accounts be maximized? How will Wagner-Peyser Act employment services be integrated into the system? How will the Summit County Department of Workforce Development help achieve the goals of the local Works First, education and economic development systems? How will the youth programs be enhanced and expanded so young people have the resources and skills they need to succeed? What will be the performance goals in regard to the adult and youth core indicators of performance?

4. Given the projected job skills needed locally (regionally), identify projected skill development needs for each customer segment.

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

You can read the email comments here.