INFORMATION BULLETINS (PY 2005)
DRAFT ACWIB STRATEGIC FIVE-YEAR PLAN/LOCAL PLAN MODIFICATION OPEN FOR PUBLIC COMMENT
ALAMEDA COUNTY WORKFORCE INVESTMENT AREA
STRATEGIC FIVE-YEAR PLAN/LOCAL PLAN MODIFICATION
With Attachments
And Second Year, Third Year , Fourth Year & Fifth Year
DRAFT Modifications Incorporated
PLEASE NOTE: Six-Year changes are in BOLD and underlined.
FOR
TITLE I of the
WORKFORCE INVESTMENT ACT of 1998
Alameda County Workforce Investment Board
24100 Amador Street, 6th Floor
Hayward, CA 94544-1203
Phone: (510) 259-3842 // FAX (510) 259-3845
E-Mail: DChen@acgov.org
STRATEGIC FIVE-YEAR LOCAL WORKFORCE INVESTMENT PLAN
TABLE OF CONTENTS
LOCAL AREA: Alameda County Workforce Investment Area
PAGE
EXECUTIVE SUMMARY 1
I. PLAN DEVELOPMENT PROCESS 3
II. LOCAL VISION AND GOALS 6
III. LABOR MARKET ANALYSIS 9
IV. LEADERSHIP 28
V. LOCAL ONE-STOP SERVICE DELIVERY SYSTEM 29
VI. YOUTH ACTIVITIES 39
VII. ADMINISTRATIVE REQUIREMENTS 47
VIII. ASSURANCES 50
IX. PROGRAM ADMINISTRATION DESIGNEE
and PLAN SIGNATURES 52
ATTACHMENTS –
§ CONFLICT OF INTEREST POLICY
§ BUDGET SUMMARIES
§ LOCAL PERFORMANCE INDICATORS & GOALS
§ PARTICIPANT PLAN SUMMARY
§ MEMORANDUM OF UNDERSTANDING
EXECUTIVE SUMMARY
The Strategic Five-Year Local Workforce Investment Plan for the Alameda County Service Area presents the basic framework for the development of a fully integrated workforce development system to serve the employment and economic needs of the County’s workforce and employer communities. Building on this framework, the Workforce Investment Board (WIB) will move to implement the local vision of a workforce development system that will create 100% full employment in the East Bay.
Alameda County’s Workforce Investment Board will oversee the workforce development strategies, policies and performance outcomes of the local system and will establish services that provide individuals with information necessary to make informed consumer choices regarding their careers and the steps necessary to achieve their employment goals. All services will be aimed at helping individuals manage their own careers and professional development. In concert with these activities, the WIB will work closely with local and regional economic development organizations and with the local employer community to ensure that the services of the workforce development system are supporting the needs of the community’s economic development system and meeting the workforce needs of employers.
The Alameda County Workforce Investment Area covers all of Alameda County outside of the City of Oakland. Located on the east side of San Francisco Bay there are 13 cities and several unincorporated areas in the County’s service area which covers approximately 670 square miles. The service area’s 2000 population is estimated to be just over 1,000,000, with a workforce of 737,500 and an unemployment rate that is just below 3.0%.
The County’s workforce development system is based within the regional, two-county EASTBAY Works One-Stop Career Center system. EASTBAY Works is a collaboration of the four workforce service delivery areas covering Alameda and Contra Costa Counties. The Alameda County, Contra Costa County, City of Oakland and City of Richmond Private Industry Councils initiated the regional One-Stop Career Center system in 1996 with the participation of the State’s Employment Development Department, four Community College Districts, County economic development agencies, and the two County Offices of Education. As of January 2000, EASTBAY Works includes more than 100 agencies cooperating in the delivery of services to meet the needs of job seekers and employers throughout the two-county region.
Currently, there are six One-Stop Career Centers in the Alameda County workforce area. Operating these centers are key partners of the Workforce Investment Act: the Hayward site is operated by the County’s Social Services Agency, and the local Employment Development Department Job Services office is co-located in this facility; the Fremont site is operated by the Employment Development Department and located in City of Fremont facilities adjacent to the South County CalWORKs center; the Newark site is operated by the Fremont-Newark Community College District; the Pleasanton site is operated by the Chabot-Las Positas Community College District; the Alameda site is operated by the College of Alameda in collaboration with the City of Alameda. The North Cities service aera will be covered by an interium contractor until an Request for Proposal (RFP) can be let and funds awarded effective July1, 2005. The North Cities service area was formally procured under the Workforce Investment Act and a new service provider has been selected and approved by the Alameda County Workforce Investment Board. Rubicon Programs, Inc. in partnership with the City of Richmond Employment and Training Department (Richmond Works), will be the new service provider for the North Cities One-Stop Career Center. Each center has a variety of community partners, including community-based organizations, local education agencies, support services agencies and faith-based organizations, which are assisting in the delivery of services.
Utilizing the framework of this local plan and the solid foundation of the area’s One-Stop Career Center system, the Workforce Investment Board will move to strengthen existing partnerships, incorporate additional partners, and expand available resources throughout the workforce investment system. The WIB will secure the active participation of the private sector employers in the strategic planning for the further development of the two-county workforce investment system over the next five years. The WIB will engage the chief elected officials, county and city government agencies, and local education systems, along with the private sector, economic development entities, the WIA partners, and community agencies in the development and quality improvement of the economic and workforce systems.
Through these efforts the WIB will strategically plan for the use of workforce resources, establish performance outcome levels for the area’s workforce programs and provide quality oversight of the One-Stop operators. Further, the WIB will move the system towards a comprehensive integration of services from mandated partners, including the cross-training of staff and the sharing of information among partner programs. The WIB will seek to ensure the ongoing expansion of resource development, continued and updated technical support, and the improvement of workflow processes, in order to continually improve the delivery of services to the system’s customers.
A local Youth Council has been established that will act as an advocate in the community for youth and for youth participation in the local workforce investment system, and as an advisory committee on youth strategies to the WIB. There will be improved linkages between academic and occupational learning and other youth development activities in the area. Youth will be provided opportunities to achieve career goals and to enhance their ability to compete in the labor market. Resources will be awarded to youth organizations that have a proven track record, which contain the basic program design elements in the Workforce Investment Act, and which are described within the youth program section of the strategic five-year plan.
Quality principles will guide the changes and improvement of the workforce investment system throughout the process that is framed within the local five-year plan. This includes the development of effective leadership, the creation of action plans and strategic objectives, customer-focused design of products and service delivery, use of performance data and information, employee training and development, and a focus on bottom-line results for the business community.
Over the next five years the Alameda County Workforce Investment Board will expand the local workforce development system within the context of the seven key principles of the Act. That is, the One-Stop Centers will provide universal access to core services; the system will deliver customer choice through individual training accounts and a consumer report card; there will be performance accountability throughout the system and flexibility within the system; youth programs will be community driven; and, the WIB will promote the leadership of the private-sector for the system’s strategic planning and development. At the end of five years, the local workforce development system will be a more efficient, user friendly, customer focused, results driven system serving a broader range of clients than the system that exists today. Employers and business will perceive real value in the system’s services and in the system’s ability to provide skilled workers in a significantly greater capacity than that of the current system.
I. PLAN DEVELOPMENT PROCESS
A. Role of Chief Elected Official
The Chief Local Elected Officials (CLEO) became involved with the development of the local plan in June of 1999 when the Board of Supervisors filed their intent for Alameda County, excluding the City of Oakland, to become a designated Workforce Investment Area. Shortly after, a Joint Transition/Nominations Committee, composed of the Private Industry Council Executive Committee and Board of Supervisor’s staff, was established to outline the development of a new governing board and policymaking body to oversee Workforce Investment Act (WIA) activities. They have participated in meetings to discuss transitional issues, strategic planning, and goal setting. The CLEO has a strong role in ensuring that all appropriate parties are engaged in this collaborative process.
B. Responsible Body or Board
The Alameda County Private Industry Council (PIC) has oversight for the development of this local plan. The County Board of Supervisors approved the PIC as the “transitional oversight body”.
C. Public Comment Process
Community input forum notices were mailed to over nine hundred agencies (private, public, profit, non-profit) throughout Alameda County and posted on the County’s website. The SDA held four community forums to discuss and elicit feedback on the implementation of the Workforce Investment Act. Two forums focused on Youth Programs (held January 31, 2000), and two on Adult Programs (held February 7, 2000).
Copies of the DRAFT Local Workforce Investment Plan were disseminated for public comment on February 18, 2000. The draft was available on the Social Services Agency website: http:\\www.co.alameda.ca.us/assistance. Opportunities to comment on the final plan were provided over a thirty day period with comments due by March 20, 2000. The following dates were established by the SDA for final review of the plan:
- March 24, 2000 Review and approval of the Plan by Interim WIB
- March 28, 2000 Board of Supervisors review and approval of the Plan
- March 30, 2000 Submittal of Local WIA Plan to the State
D. Consideration of Comments on the Local Plan
Staff will review and distribute all comments received to the interim Workforce Investment Board, the chief elected officials, and other groups that were part of the deliberative process. The comments will be made a part of the discussion during the review, Public Hearing session, and acceptance of the Plan by the interim WIB at their meeting on March 24, 2000.
E. Public Access to Plan through Hearings, News Media, and the Internet
The availability of the local plan for review and comment by the community was announced at public forums held on January 31 and February 7, 2000, via an announcement of the 30-day comment period mailed to over 900 agencies and individuals, and through a public information notice placed in local newspapers. In addition, information on the 30-day comment period was posted on the Internet sites of the Alameda County Social Services Agency and the EASTBAY Works One-Stop Career Center system.
The DRAFT of the Plan was posted on the Alameda County Social Services Agency website for the 30-day comment period of February 18 through March 20, 2000 allowing access for community review of the Plan. Copies of the Plan were placed at each of the six EASTBAY Works One-Stop Career Centers located in Alameda County providing additional public access for review of the Plan. Where circumstances did not allow an agency or an individual to access the Plan through one of these methods, PIC administrative staff provided an alternative method.
F. Other Organizations Involved in Plan Development
The organizations involved in the development of the local plan include:
· State Employment Development Department
· State Department of Vocational Rehabilitation
· City of Berkeley Health and Human Services Department
· Mission Valley Regional Occupational Program
· Ohlone College / Fremont-Newark Community College District
· College of Alameda / Peralta Community College District
· Alameda County Office of Education
· Economic Development Alliance for Business (EDAB)
· ACCESS One-Stop Managers from: Berkeley, Newark, Hayward, Alameda, Fremont, Pleasanton
· Center for Independent Living
· CalWORKs / Alameda County Social Services Agency
· Private Industry Council staff
· Chabot/Las Positas Community College District
For the Youth services, the following agencies participated and/or gave feedback:
· City of Fremont
· Mission Valley ROP
· San Lorenzo USD
· Pleasanton Partners in Education
· Alameda USD/HOME
· Berkeley Youth Alternatives
· City of Berkeley
· City of Hayward
· Covenant House
· Davis Street Community Center
· East Bay Community Law Center
· Hayward USD
· League of Women Voters
· Mid-Alameda County Special Education Local Planning Area
· Vista College
· Youthworks, Berkeley
· Bay Area Job Corp
· Vallecitos, CET
· PIC Board Members – Private Sector
· Alameda County Office of Education
· East Bay School-to-Career
A meeting was held on February 10, 2000 specifically to develop local responses to the plan in a collaborative manner. In addition, the PIC held four (4) public input sessions during January and February 2000 designed to illicit responses to key stimulus questions related to Adult and Youth activities, one-stop certifications, targeted services, training, service priorities, etc. A wide variety of organizations representing various constituent groups provided input on the plan elements.
II. LOCAL VISION AND GOALS
A. Vision Over Five Years
1. The vision for the Workforce Development System in Alameda County is to “Create full Employment in the East Bay.” The WIB will undertake change to ensure that individuals who are employable and those who have jobs get quality services through a coordinated system. The WIB will also ensure that employers can find and develop the skilled workforce they need to be successful.
Over the next five years the Alameda County WIB will continue to streamline and integrate services offered by its partner agencies. The integration of services will occur at the ACCESS One-Stop Career Centers. Jointly, the partner agencies will engage in ongoing strategic planning that moves the system towards its fifteen goals as outlined in section V. LOCAL ONE-STOP SERVICE DELIVERY SYSTEM. The integration process will take place in a number of phases. The first phase will be the negotiation of MOU’s for service delivery under WIA to begin July 1, 2000. This will include the co-location of mandated partners where appropriate and in the most effective manner. The next phase would be cross training and information sharing. Another phase will include resource development and evaluation. Concurrent with these phases, ongoing technical support and development of new workflow processes will be established so that services to the clients are seamless.
2. The programs and funding streams which will support service delivery include all of the WIA mandated partners located in the Alameda County service area and the more than 100 community partners currently involved in the local One-Stop system. As the system evolves, both in the local service area and in the two-county regional system known as EASTBAY Works, additional partners and funding sources will be part of the service delivery system. Specifically, other appropriate federal, State or local programs involved with transportation, child care, community colleges, economic development, community outreach, substance abuse, and the criminal justice system will be pursued to ensure that service gaps are filled and that customer needs are met.
3. Through the EASTBAY Works One-Stop Career Centers, job seekers and those seeking career advancement or the upgrading of their skills will be able to access information regarding the local labor market, including the occupations and industry sectors that are in demand or in which labor shortages currently exist. They will also be able to access available job openings and postings from local, regional, state and national employers, to acquire a list of current training providers in the area, and the track record of completions and job success of recent graduates from the institutions and schools on the training providers list.
The core, intensive and other services provided by the local One-Stop Career Center system are detailed in section V. LOCAL ONE-STOP SERVICE DELIVERY SYSTEM of this plan.
Universal access will be achieved by offering services needed and valued by the community, in locations geographically dispersed and at One-Stop Career Centers that maintain good customer focus. The County’s website will list all workforce development programs, including the One-Stop Career Centers. EASTBAY Works also has a website. Job Fairs and other community events will highlight the services and programs available through the local workforce development system and the One-Stop Career Centers.
4. All Wagner-Peyser services will be delivered, and unemployment insurance services are available, through the local One-Stop Career Center system. Wagner-Peyser funded EDD staff are co-located at some of the One-Stop locations in the local service area. Of the six EASTBAY Works One-Stop Career Centers located in Alameda County, the Fremont site is managed by the local EDD Job Services Office and the Hayward site has integrated the local EDD Job Services Office within the One-Stop facility managed by the PIC Department.
EDD shares job listings through CalJOBS and America’s Job Bank (AJB) throughout the EASTBAY Works system. Each One-Stop provides information regarding eligibility and the filing of Unemployment Insurance claims and offers a dedicated telephone connection for UI applications.
5. The local workforce development system has been developed within the framework of the principles set forth in the California Vision for One-Stops. This vision directs system development in line with the State’s goals for the workforce investment, welfare, education, and economic development systems. The partnership that defined, developed, implemented and continues the EASTBAY Works One-Stop system includes decision-makers and representatives from each of these systems such that local goals are developed in concert with helping to achieve the State’s goals.
The local WIB will use the State adopted goals for workforce investment, welfare, education and economic development systems in the discussion of local goals regarding these same programs. Incorporating the experiences of the EASTBAY Works partners in operating the One-Stop system and setting regional goals will assist the local WIB to further develop and enhance the workforce investment systems contribution to achieving the State’s goals. It is expected that the local WIB, in concert with its regional partners, will develop quantitative impact measures relating to each of these areas.
6. The balance of Alameda County will focus its attention on the development of a coordinated system for the delivery of youth services. This will require a new vision for service delivery, one that moves toward a holistic collaborative approach and away from a singular program perspective. It is crucial that existing resources and services be identified on the local level. This will insure that all resources are being brought to bear and that there is no duplication of effort. Next, gaps in services must be uncovered. A wide variety of agencies and organizations within the delivery area must be involved in order to ensure that service strategies are comprehensive and appropriate. This will require the active involvement of the major sectors within the community – some will be formal institutions, e.g., cities, school districts, others will be more non-traditional, e.g., community based organizations, faith-based organizations. All must come to the table and commit to service excellence in order to re-focus the vision.
Services will be varied and integral within this delivery system. The main objective will be to maximize the youth’s ability to succeed in the state’s economy. For that reason, business will be routinely consulted to insure that the system is made constantly aware of the skills that the business community has identified as necessary to succeed. It is important to ascertain both hard and soft skills and to ensure that our young people are adept at knowing how to use them. It is also important to “reflect in action” when a novel strategy or change in focus emerges. The system will continue to expand to meet the ever-growing needs of both the economy and the emerging workforce.
B. Broad Strategic Economic and Workforce Development Goals
The strategic goals necessary to achieve the full employment vision are stated below:
· Coordinate, collaborate with and include the economic development system to ensure:
1. Sustainable/living wage jobs for job seekers. Establish a goal of $12.50/hour.
2. Focus on larger industries in addition to small and mid-size companies.
3. Linking education and work skills w/ employer-based training.
4. Emphasis on retention for first-time job seekers.
5. Emphasis on small businesses and their customized training needs.
6. Strategically link our local economic development goals with workforce goals via a formal M.O.U.
7. Provide WIA resources to support these efforts.
· Provide service that customers (job seekers and employers) need.
· Acknowledge that the Workforce Development System is universal (seamless, integrated, and comprehensive); has no wrong door; and is customer driven.
· Addresses individuals with barriers.
C. Organizations Involved in Development of the Vision and Goals
See section I item F. on page 4 of this Plan.
III. LABOR MARKET ANALYSIS
Overview - The East Bay extends from Richmond and Berkeley in the north to Fremont in the south and Livermore in the east. Most of the Bay Area’s population is concentrated in a narrow plain between the Bay and the East Bay Hills. The area from Hayward north through Alameda, Berkeley and Richmond is highly urbanized and includes many older residential and industrial areas. South of Hayward there remains substantial buildable land, but this area is urbanizing rapidly. Fremont, in particular, is a rapidly expanding center for Silicon Valley high-tech firms. East of the East Bay Hills is the Livermore Valley area, which has been largely suburban or rural in character but is also urbanizing at a fast rate.
The Bay Area possesses a diverse economic base featuring a wide range of manufacturing industries (consisting of transportation equipment, computer, food processing, fabricated metal products, non-electrical machinery, and stone-clay-glass products). In fact, the Bay Area has the most diversified manufacturing sector in Northern California. The fastest growing sector in the area is services, but manufacturing continues to grow. The Port of Oakland, the third largest containership port on the West Coast, is a major economic engine in the Bay Area.
The Bay Area has become one of the leading biotechnology research centers in the country with the research activities at the University of California Berkeley, Lawrence Berkeley National Laboratory, Lawrence Livermore National Laboratory, and the many private biotechnology firms, which have located near the Universities and Labs. The greatest change has been the emergence of a knowledge-based economy based on information technology. With the increased use of the Internet, the way business is conducted is changing, with “e-commerce” already affecting retail, banking and travel, as examples. On-line education and access to government services is becoming more prevalent. We must prepare for occupations in those industries as the internet becomes more widely used. With this New Economy have come greater demands on the workforce to be skilled, flexible, creative, computer literate, customer focused, continuously enhancing one’s skills, multi-tasked, productive, as well as to still be able to balance work and family responsibilities. The employment opportunities are numerous, but those opportunities paying good wages are increasingly requiring more education and higher skills. Here are some of the current trends that affect today's Technology job market:
The competition for jobs is getting tougher - Although biotechnology employment is still on the upswing, there are forces at work that put more people than ever into the market at this time. Whether it be layoffs from the mid-sized biotech companies who have had problems with their clinical results, or the downsizing pharmaceutical companies, there is much competition out there. Career experts advise to be prepared for a longer search than you expect, and not to anticipate several offers to choose from when the interviewing is over. Competition for jobs is not always from out-of-work people who have been affected by company layoffs. Many enter the job market because they feel that employers who seem to have stagnated in the dynamic biotech market hamper their careers. There are many 5-10 yr. old companies without products that are in that position right now.
More people are open for relocation and career changes than ever before - The competition for jobs means that many people are now more open than ever before for relocations. While a job seeker desiring to remain in the local area can still be assured of doing that in San Francisco, it would be tough right now in Boulder, Colorado. Certain geographical areas that have had lots of biotech growth in the past have now soured for job seekers. "It's refreshing to see people who are in the job market finally begin to realize that they have to be willing to go where the work is. I can't effectively help someone who is not willing to relocate," advises Biotech recruiter Mimi Kaplan, of Gardner Associates, San Francisco. Gardner, like many retained search firms, has a practice that includes clients in locations from Boston to the bay area.
Startup companies will represent an increasing percentage of new biotech hires - This sector of biotechnology, represented by very young companies (often with no more than eight or ten employees) will gain in importance in the job search. Since fewer large companies are the "stable" employers they once were, more job seekers will be open to the possibilities of positions with companies who are in the early stages of growing a business in some niche of the life sciences. "I've found that there is an advantage to startups, in that the candidate and I have a pretty clear idea of the nature and extent of the risks," says biotech recruiter Lyn Brodhead, of MedQuest. "Compare this with the big companies who gloss over their problem areas so that the new employee discovers the extent of risk only after being hired." Despite whether you are thrust into the job market by a downsizing or whether you simply feel that there are greener pastures, you'll find that these biotech employment trends point down a road that is full of promise - and potholes. Source: David G. Jensen, Managing Director, Search Masters International
The Region - The East Bay Area was ranked in the top five dynamic regions for business in the United States and by Forbes magazine in 1999. Forbes listed the Top 15 Regions in the nation in terms of job growth, income, and output. The Oakland Metropolitan Statistical Area, also known as Alameda and Contra Costa counties, came in fifth place. The East Bay was also noted for its three airports logging an average of 1785 domestic and 207 international flights daily, its 21 colleges and universities and highly educated workforce, and the wide range of recreational opportunities offered.
In a 1995 article, Fortune identified three areas for their importance to the Bay Area’s strength: San Jose and Silicon Valley for their technology, San Francisco for its banking and finances, and Oakland for its huge industrial base. Also mentioned by Fortune for their contributions to the Bay Area were two Alameda County cities: “Emeryville, the biotechnology birthplace and Berkeley, the brain center that helps the region’s array of technological innovators like Intel and Genentech.”
The Bay Area region and the State of California have made changes in recent years to debunk the idea that it is too expensive to do business here. Over the past three years, the state has cut workers compensation insurance by 15 to 35 percent, giving manufacturers a 6 percent tax credit for the purchase of new equipment and machinery, and helped streamline the permit process. These changes contributed to the Bay Area topping Fortune’s list for company headquarters and research and development. Access to San Francisco’s financial district - the West Coast’s largest financial center; home of many powerful banks, law firms, ports, a stock exchange; and a gateway to the fast growing Pacific Rim also influenced the Bay Area’s ranking on the list.
Businesses are attracted to the Bay Area because of its economic vitality, appealing life style, and window on the future. Comprised of three major cities, San Francisco, Oakland, and San Jose, the Bay Area also has six million people, a gross regional product of almost $200 billion, and maintains the status of fourth largest metropolitan region in the nation. The San Francisco Bay Area Region also has industries ranging from high technology to high fashion, world-class universities, an exceptionally talented labor force, and scenery, inviting comparisons to Sydney, Rio de Janeiro, and Hong Kong. Source: Alameda County Economic Development Alliance for Business (EDAB)
Employment by Industry
In comparison with the entire state of California, the East Bay has a greater percentage of jobs in transportation, public utilities, and wholesale trade, and considerably more jobs in government. The current economic slowdown has resulted in trimmed payrolls in most industries. Manufacturing, trade industries, and services in particular have been affected. Still, California Department of Finance economists have confirmed that the Bay Area’s economy is fundamentally among the strongest in the state, with a solid industry mix for the future.
State of California June 17, 2005 EMPLOYMENT DEVELOPMENT DEPARTMENT
Labor Market Information Division Contact: Heather Chamizo (916) 262-0967
7000 Franklin Blvd
Sacramento, CA 95823
OAKLAND-FREMONT-HAYWARD METROPOLITAN DIVISION
(ALAMEDA AND CONTRA COSTA COUNTIES)
Largest April-to-May job gain since 2000
The unemployment rate in the Oakland-Fremont-Hayward Metropolitan Division was 4.6 percent
in May 2005, down from 4.8 percent in April 2005, and below the year-ago estimate of
5.6 percent. This compares with an unadjusted unemployment rate of 5.0 percent for California
and 4.9 percent for the nation during the same period. The unemployment rate was 4.6 percent
in Alameda County and 4.4 percent in Contra Costa County.
Between April and May 2005, total wage and salary employment added 5,500 to reach
1,033,400 jobs, the largest April-to-May gain since 2000.
Construction grew seasonally by 1,500 jobs, mostly in specialty trade contractors (1,100
jobs).
Gains in arts, entertainment, and recreation accounted for most of the seasonal
expansion in leisure and hospitality, which is up 1,100 jobs.
Professional and business services lost 500 jobs, primarily in administrative and support
services.
Between May 2004 and May 2005, industry employment gained 7,900 jobs or 0.8 percent,
continuing the eleven-month growth trend in the East Bay.
Educational and health services climbed 5,700 jobs, a 4.8 percent gain over the year
with healthcare and social assistance leading the expansion by 4,100 jobs.
Growth in construction continued for the fourteenth consecutive month, adding
3,400 jobs, mainly in heavy and civil engineering and specialty trade contractors.
Financial activities gained 3,000 jobs, predominately in credit intermediation, which
includes sales financing.
Government cut back 3,700 jobs over the year, mostly in state and local government,
continuing the decline that began in April 2003.
This data produced by the Labor Market Information Division of the California State Employment Development Department (EDD). Questions should be directed to: Valina Agbabian-415/749-7549 or Ruth Kavanagh
(650/413-1812) or available via the Internet at http://www.labormarketinfo.edd.ca.gov.
Local Workforce Investment Needs
Summary: A major challenge of the Board is to undertake an ongoing assessment of the workforce needs of employers and the skills necessary of current and future workers to obtain quality and sustainable employment. Section III. B. below identifies strategies to begin to address these issues. It is increasingly apparent that in order for businesses to be competitive in this dynamic economy, the workforce must be skilled, productive, and committed to learning new skills. There are certain needs of workers that must also be addressed, including wages that lead to self-sufficiency; support systems to enable them to become and remain employable; positive environments for learning; and, opportunities for meaningful skills training. Quality of life issues are becoming more important to the worker and employers as well.
Over the next five years we should see a upswing in “corporate restructuring” trends due to the employment declines in manufacturing especially of electronic and computer equipment and components and in the business services area of computer programming and system design/management. These industries are downsizing in response to shifts in the State economy and movement of manufacturing out of the State/U.S. labor market. As a result, “dislocated worker” events should increase and involve larger numbers of workers who require skills upgrade to garner wages that lead to self-sufficiency.
The primary workforce investment needs of businesses, job seekers and workers will be the development and continuous enhancement of emerging occupations that utilize information technology skills—particularly in biotechnology and telecommunications particularly for small to medium size businesses.
There will also be industry-specific training needs driven by high demand sectors of the East Bay economy such as telecommunications, biotechnology, health care and teaching.
Business: The future vitality of this county’s economy, which is also true of the region, state and nation, is becoming more and more dependent on the availability of skilled workers; ones that continue to enhance their skills and workforce dexterity through continuous learning.
The workforce investment needs of business in Alameda County are typical of many mixed urban-suburban areas in California. Because the SDA unemployment rate is climbing, (currently 4.6% as of May, 2005), employers are encountering difficulties in locating and hiring the employees they need. All employers want access to a workforce with at least the basic employability skills: the ability to read, write, perform basic math, and communicate; the positive qualities of promptness, reliability, and integrity; and other skills that will enhance job performance such as cooperation and initiative. Beyond these basic skills, many employers now want their employees to be “computer literate”.
In addition, some employers want their employees to already possess job-specific skills, while other employers are willing to train workers on the job provided the basic skills are already in place. Businesses need ways to make job openings known to potential applicants as well as be able to access a large pool of qualified applicants for their job openings, including receiving referrals of skilled, qualified workers. In addition, employers need reliable information on available skills training and training providers, venue for influencing training curriculum, access to labor market information, information and guidance on accessing state and federal funding for worker training, and assistance in understanding and complying with labor laws. For the small businesspersons, assistance with human resource issues, such as identification of job requirements, recruitment, interviewing, hiring, job retention and job training, is also needed.
Workforce Investment Needs of Job Seekers: The workforce investment needs of job seekers, such as older workers or those entering non-traditional occupations, in Alameda County are evident. Many of them require an improved understanding of the local labor market, including which occupations are in demand, what are the skill requirements, which pay higher wages, and which offer viable career ladders. Other needs include: career counseling, job search and placement assistance, performance and cost information on eligible providers of training services, information on the availability of supportive services, including child and adult care and transportation, and referral to such services as appropriate, information regarding filing claims for unemployment compensation, and assistance in establishing eligibility for financial aid for training and education.
Workforce Investment Needs of Incumbent Workers: Incumbent workers, particularly those who are “under-employed,” in Alameda County have a vested interest in maintaining and increasing their skill levels. Increased productivity can lead to raises and promotions, and helps both workers and their employers remain competitive, thereby lessening the chances of layoffs and business closures. Thus, the workforce investment needs of incumbent workers consist mostly of a system to provide them with the means to pursue lifelong learning. However, for those underemployed individuals who are not economically self-sufficient, specific assistance with career counseling and additional skills training to increase wages may be warranted. Many of the needs identified for Job Seekers above are also applicable to underemployed incumbent workers. Alameda County WIB has developed a Nurse Workforce Initiative (NWI) based on a regionally funded project that is focused on training individuals to meet the increasing demand for skilled healthcare workers. Those programs associated with this initiative are: Certified Nursing Assistant (CAN);Licensed Vocational Nurse (LVN); and, a Student Nurse Assistant Program SNAP). An emphasis is also placed on developing skills needed for career advancement in the context of the increased exportation of jobs abroad and the recruitment of foreign employees for technical occupations.
Workforce Investment Needs of Adults with Serious Barriers to Employment: In addition to the needs identified for Job Seekers and Incumbent Workers above, adults with serious barriers to employment, such as physical, mental or learning disabilities, substance abuse, have special needs to address to insure their employability. Specific assistance is often warranted to assist with housing, health and medical, specialized skills training, on the job coaching, workplace issues, including workplace modifications, advocacy, assisted living, special communications (Braille, sign language, etc.), specialized workstations and software, personal and family, special transportation, independent living skills, and legal needs. Individuals on public assistance or participants in local welfare programs may exhibit multiple barriers to employment and require intensive case-management and innovative training programs in addition to supportive services.
Workforce Investment Needs of Adults with Language Barriers to Employment: In addition to the needs identified for Job Seekers and Incumbent Workers above, adults with language barriers to employment have special needs to address to insure their employability. English language skill can be a significant factor in the ability to obtain higher wages and achieve self-sufficiency, since the inability to speak and understand English can sometimes limit an individual’s employment and promotional opportunities. Thus, assessments of, and the subsequent development of plans for, LEP participants are crucial aspects in serving this population. Specific assistance is often warranted to assist with specialized skills training, on the job coaching, workplace issues, including workplace modifications, advocacy, special communications, personal and family, transportation, and legal needs.
Workforce Needs of Veterans: Pursuant to the Jobs for Veterans Act, veterans are required to receive priority service in workforce programs in which veterans representation is proportionate to the incidence to veterans participation in the labor market .
Workforce Investment Needs of Youth: The needs of youth are varied, and include many of the same needs that the adult population has in order to become and remain employable. In addition to those needs, youth often need many if not all of the following: transition services to navigate the “red-tape” involved in obtaining services in the adult programs; life skills such as nutrition, money management, job/career guidance, inter-personal management and communication, anger management, parenting and time management; GED programs that are “youth-friendly” with individual attention; bilingual education; learning disability evaluation at school; accelerated learning program for teen parents to accommodate their new life style; family learning programs involving parents in the youth’s learning; substance abuse treatment directed towards youth; mental health services that are youth-friendly and available at school; youth clinics offering free physical and mental health services; mentoring; youth court used as prevention and intervention; legal services; youth shelters; teen parent services; teen centers; and job readiness, placement and retention services to assist youth with soft skills and career paths. Youth emancipating from the foster care system may exhibit a combination of many of these needs due to the continuous changes of their home environment and the lack of stable caring adult relationships. In response to the Department of Labor’s Youth Vision to prepare youth to meet the demand for high-growth, high demand driven employment opportunities, Alameda County WIB has developed a Career Pathways Pilot Project targeted to high-risk youth aged 18 to 21 years old that places new emphasis on developing a comprehensive workforce system that establishes effective linkages with educational agencies, local employers, and community networks in response to employer demand driven occupational and educational training needs. The Career Pathways Pilot Project will run as a demonstration project for the next two program years.
Workforce Investment Needs of Training Providers: The skills needed by employers for their current and future workforce are of particular importance to the Board and training providers as they design and implement training programs. Training providers also need employers involved in providing input into the design of relevant training , as well as providing feedback to the training providers on the effectiveness of their training. A regional approach to addressing training providers need for a system to ensure that they are providing “just-in-time” relevant training is crucial. Industry cluster studies and labor market data to provide information on occupations and skills and an Internet website to access training vendors in the region through the State (ETPL) program that the new workforce investment system will provide in the region to address the needs of employers, job, education and training seekers and training providers.
Workforce Investment Needs of Economic Development Professionals: The new local and regional workforce investment system is now directly linked to economic development in a manner that was not necessarily evident before. Economic development professionals, in their effort to attract businesses to their areas, are being asked first and foremost by businesses about the local economic development professionals in their effort to retain or expand a business in the area. The availability of such information is crucial to their efforts. Industry cluster studies will be coordinated by the WIB and the economic development community to identify infrastructure issues of specific clusters, including business retention and business expansion issues. The WIB intends to initiate and support these studies so it can develop more effective workforce development strategies.
B. How will Needs of Employers be Determined
The perspective of the market place regarding the skills needed by workers is key to ensuring that a skilled workforce is developed and sustained by the workforce development system in the county and region. The challenge of the Board, which at a minimum will be composed of twenty one business representatives and two representatives from economic development entities, and three from organized labor, as well as the decision makers from a representative number of workforce development partners, is to ensure that the workforce development system is not only cognizant of the needs of employers, but is also working together to meet those needs on an ongoing and strategic manner.
The Economic Development and Employer Services Committee of the Workforce Investment Board (WIB) will ensure responsiveness of the workforce development system to employer needs and to the economic development efforts taking place by the various public and private economic development entities, to better identify employer needs and to further link workforce and economic development efforts. Additionally, the WIB level Business Services Unit will facilitate the link between employer and job seeker services throughout the County.
Consultants will be used to do specific fact-based studies to determine employer needs. Consideration is also being given to the development of “continuous employer input” mechanisms for gathering such information. The latter would be focused on high growth industry sectors and possibly tied to broader economic development efforts with other collaborators. The following are initiatives and strategies the WIB will consider for determining employer needs and for effectively linking workforce and economic development:
· Identify industry clusters (i.e., major firms, suppliers, research and development) and develop a process to determine, on an ongoing basis, current, future as well as declining occupations in the clusters, skill sets, entry-level occupations, career paths, etc., as well as business expansion or retention needs (section V.P. Rapid Response activities available to dislocated workers and employers – Early Intervention and Aversion Plan);
· Coordinate industry cluster studies, including identifying career paths that lead to high demand , higher wages concentrating on Healthcare, Biotech, I.T, and Advanced Manufacturing/Automotive;
· Identify emerging industries in the county and region and develop strategies to determine workforce needs of these new industries;
· Obtain more in-depth analysis of current labor market data to obtain a larger perspective of the labor market and support efforts to insure data is current and usable by workforce and economic development partners;
· Utilize employer focus groups for identifying needs, involving employers in the workforce development system, and for obtaining customer satisfaction data;
· Identify existing economic and workforce development initiatives and strategies and determine methods by which to collaborate with and enhance, if appropriate;
· Develop a strategy to provide reports on industry cluster studies to workforce development system partners for inclusion in the preparation of their strategies;
· Develop and implement a feedback mechanism with employers to determine improvements in the workforce development system in preparing their workforce;
· Work with city and county economic development entities to determine workforce development information in their respective areas that would enhance their business attraction efforts; and
C. Current and Projected Employment Opportunities in Local Area
Alameda County’s unemployment rate, as of May 2005 is 4.6% and holding steady as a result of construction, healthcare and biotech growth and rising in response to “corporate restructuring” trends in manufacturing especially of electronic and computer equipment and components and in the business services area of computer programming and system design/management. Many emerging jobs in healthcare, I.T., and advanced manufacturing/automotive and biotechnology and telecommunications will continue to be available offering higher wages, but also requiring a variety of new skills.
While it is harder for skilled workers to find jobs, it has also become increasingly difficult for many employers to find workers with job specific skills. It has become important to continue to promote transferable and basic/common skill sets across industries. In the lower paying jobs, it has become increasingly difficult to find workers because of the tight labor market for skilled workers and the wages offered. On the other hand, particularly in a county with a high cost of living, lower wages are not attractive to those with the skills for better paying jobs. Even for lower paying jobs, there are unemployed individuals who do not have the skills needed for those jobs, and/or who have various barriers to employment that preclude them from either obtaining or retaining a job.
Demand is also high for workers in the higher paying jobs in the county. Part of the reason is that job seekers as well as incumbent workers wishing to increase their income do not have the skills necessary for these higher paying jobs. Another possible reason employers are having difficulty finding workers for their higher paying jobs, is that residents work outside the county for higher wages.
A disturbing employment trend that warrants serious study by the Board is that a high percentage of jobs are being created at the very high or very low wage scales. Noticeably fewer jobs are being created in the “mid-range” wages. This “hour-glass” job creation situation poses many problems for low-wage workers who cannot move up to mid-range jobs because they no longer exist in sufficient numbers.
The East Bay job market will no longer be driven by the Information Technology (IT) job opportunities, except telecom infrastructure implementation positions (cable installers, network administrators). Alameda County IT jobs are declining at an average rate of 4.5%.
The Board will focus on maximizing the participation of the County’s major employers, both union and non-union, in improving the employment outcomes for our job seeker participants.
Major Employers in Alameda County
This list of major employers was developed using the 2002 America's Labor Market Information System (ALMIS) Employer Database from infoUSA and is sorted in alphabetical order by company name.
Employer Name Location Industry
Alameda County Multiple Public Administration (Government)
Alta Bates-Summitt Medical Multiple Hospitals
Bay Area Rapid Transit District Oakland Local & Suburban Transportation
City of Oakland Oakland Public Administration (Government)
Kaiser Foundation Hospitals & Health Plans Multiple Hospitals
Kaiser Permanente Medical Multiple Offices & Clinics of Medical Doctors
Lam Research Corporation Fremont Special Industry Machinery
Lawrence Berkeley Laboratory Berkeley Research & Testing Services
Lawrence Livermore National Laboratory Livermore Research & Testing Services
Mervyn's Multiple Department Stores
New United Motor Manufacturing Inc. Fremont Motor Vehicles & Equipment
Oakland Unified School District Oakland Elementary & Secondary Schools
Oracle Pleasanton Computer & Data Processing Services
Safeway Multiple Grocery Stores
Southwest Airlines Co Oakland Air Transportation, Scheduled
University of California, Berkeley Multiple Colleges & Universities
US Post Offices Multiple U.S. Postal Service
This list was developed using the America's Labor Market Information System (ALMIS) Employer Database from infoUSA. This database of 10 million U.S. businesses is provided in conjunction with the Department of Labor and infoUSA, Omaha, Nebraska, 68127. Resale of this data is prohibited. Copyright 2002 infoUSA, All rights reserved. The Employer Database list is developed by infoUSA using the local phone books and calling the employer directly to obtain the information.
East Bay Employer Data
Largest Employers in the East Bay 2004
Company # Employed in 2002 Nature of Business
Kaiser Foundation Health Plan Inc. 22,500 Health care provider
SBC Communications Inc. (Pacific Bell) 10,132 Telecommunications and Internet provider
Alameda County 9,638 County government
University of California, Berekely 9,168 Public research university
Contra Costa County 8,457 County government
United States Postal Service, Oakland District 8,283 Mail service
Lawrence Livermore National Lab 7,837 Government research and development
Safeway, Inc. 7,680 Supermarket chain
State of California 7,600 State government
Oakland Unified School District 7,000 School district
ChevronTexaco Corp. 6,820 Energy
New United Motor Manufacturing, Inc. 5,700 Auto manufacturer
City of Oakland 4,556 City government
Lawrence Berkeley National Laboratory 4,100 Laboratory
Mount Diablo Unified School District 3,759 School District
Wells Fargo & Co. 3,554 Financial services
PeopleSoft Inc. 3,500 Enterprise software
John Muir/Mount Diablo Health System 3,224 Health care
Fremont Unified School District 3,100 School district
PG&E Corp. 2,911 Energy and natural gas utility
Mervyn’s 2,700 Retail department store
Longs Drug Stores Corp. 2,500 Drug store chain
Bay Area Rapid Transit (BART 2,500 Transportation
Source: San Francisco Business Times 2004 Book of Lists
ALAMEDA COUNTY LARGEST EMPLOYERS
Company # Employed Nature of Business
University Of California Berkeley 12,970 Education
County Of Alameda 9,740 Local government
Oakland City Unified School District 8,000 Education
Lawrence Livermore National Lab 7,950 National research lab
US Post Office Rural Carriers 6,500 Postal carriers
Kaiser Permanente Medical Group Inc 5,450 Health services
New United Motor Mfg Inc 4,700 Automobile manufacturing
Kaiser Foundation Hospitals 4,340 Hospital
City Of Oakland 4,290 Local government
Safeway Stores Inc 3,590 Retail grocery store
Lawrence Berkeley Laboratory 3,500 National research lab
Pacific Bell /Cingular Wireless 3,360 Telecommunications
Fremont Unified School District 3,290 Education
People Soft Pleasanton-West Region 3,200 Software
Providian Bancorp Services 3,140 Credit cards
Albertsons 2,830 Retail food
Bay Area Rapid Transit 2,800 Commuter rail
Federal Express 2,790 Air cargo
Hayward Unified School District 2,750 Education
Alta Bates-Medical Center 2,620 Hospital
Kaiser Foundation Health Plan Inc 2,590 Hospital
Lam Research Corp 2,350 Industrial & commercial mfg
Alameda Contra Costa Transit District 2,340 Mass transit
Mervyns 2,300 Retail department store
Summit Medical Center 2,230 Hospital
Southwest Airlines Co 2,200 Air transportation
Sun Microsystems Inc. 2,190 Computers
Federal Government 2,090 Federal government offices
Children’s Hospital Medical Center 2,080 Children’s hospital
UC Office Of The President 2,038 Education administration
United Air Lines Inc 1,990 Air transportation
United Parcel Service Inc 1,950 Air cargo
East Bay Municipal Utility District 1,930 Water & waste water
Macy's 1,920 Retail department store
Ross Stores Inc 1,740 Retail department store
New Haven Unified School District 1,700 Education
Bank Of America 1,670 Commercial bank
Miles Corp 1,640 Pharmaceutical mfg
AT&T 1,590 Telecommunications
Pacific Maritime Association 1,570 Marine cargo handling
Berkeley Unified School District 1,550 Education
American Protective Services Inc 1,540 Detective & Armored car
Pleasanton Unified School District 1,530 Education
ADECCO 1,513 Personnel supply services
Alameda Unified School District 1,505 Education
Pacific Gas & Electric Co 1,445 Gas & electric services
Wal-Mart Stores Inc. 1,430 Department stores
San Lorenzo USD 1,420 Education
Chabot/Las Positas Community College District 1,410 Community college
The Home Depot 1,390 Lumber & building materials
Livermore Unified School District 1,380 Education
Washington Township Hospital Dist. 1,330 Hospital
Consolidated Schools Of Oakland 1,270 Education
Kelly Temporary Services 1,270 Personnel supply services
American Medical Response, Inc. 1,210 Ambulance service
City Of Fremont 1,210 Local government
Longs Drug Stores, Inc. 1,190 Drug store
Solectron CA Corp 1,160 Electronic components
Stat! Systems, LLC 1,090 Computer integrated systems
Chiron Corporation 1,030 Commercial physical research
Source: EDAB
Bay Area job statistics
BEST EAST BAY JOBS
These are the top jobs in the East Bay in the coming years, based on a ranking system developed by St. Mary's College. The scores were developed through a combination of each category's total projected new jobs, percentage growth of new jobs, the average starting salary, the median salary, and the growth potential for each job.
Occupation Total Score
Sales Managers 476
Software engineers-systems 455
Computer systems managers 433
Marketing managers 423
Biochemists and Biophysicists 422
Health services managers 408
Computer specialists-selected 406
Software engineers-applications 400
Database administrators 389
Computer systems analysts 387
Network and computer systems administrators 376
Management analysts 376
Network and data communications analysts 366
Electricians 361
Registered nurses 359
Advertising managers 356
Construction managers 349
Market research analysts 344
Dental hygienists 341
Pharmacists 337
Medical scientists-excluding epidemiologists 337
Chemists 337
Life Scientists-selected jobs 329
Plasterers and stucco masons 329
Sources: St. Mary's College, State Employment Development Department
GROWTH WINNERS
These are the East bay jobs expected to generate the fastest rate of growth, 2004 through 2008.
Occupation % Change
Computer Support Specialists 35.5
Social and Human Service Assistants 35.5
Computer Software Engineers, Systems Software 34.5
Computer Software Engineers, Applications 34.3
Computer Specialists, All Other 32.7
Network Systems and Data Communications Analysts 30.6
Medical Assistants 30.5
Database Administrators 29.7
Chemists 28.8
Sales Managers 28.2
Media & Communication Equipment Workers, All Other 27.5
Computer Systems Analysts 27.0
Biochemists and Biophysicists 26.3
Computer and Information Systems Managers 26.2
Network and Computer Systems Administrators 25.5
Sources: St. Mary's College, State Employment Development Department
GROWTH LOSERS
These are the East bay jobs expected to generate the worst rate of decline, 2004 through 2008.
Occupation % Change
Telephone Operators -28.0
Upholsterers -21.4
Tank Car, Truck, and Ship Loaders -19.4
Electronic Home Entertainment Equipment Installers -18.8
Communications Equipment Operators, All Other -16.9
Computer Operators -15.0
Office Machine Operators, Except Computer -12.8
Word Processors and Typists -12.5
Switchboard Operators, Including Answering Service -11.8
Food Preparation & Serving Related Workers, Other -10.0
Prepress Technicians and Workers -9.6
Order Clerks -9.6
Photographic Process Workers -9.1
Correspondence Clerks -8.7
Extraction Workers, All Other -8.3
Sources: St. Mary's College, State Employment Development Department
These are East Bay blue collar jobs, ranked from the largest job gains to the largest job losses, over the one year that ended in February 2005
Industry Feb.2004 Feb.2005 Job Gains-Losses in one year
Building Foundation and Exterior Contractors 8,900 10,400 1,500 16.9%
Building Equipment Contractors 13,700 14,600 900 6.6%
Heavy and civil engineering-misc. 4,800 5,600 800 16.7%
Food Manufacturing 21,500 22,200 700 3.3%
Other Specialty Trade Contractors 6,000 6,600 600 10.0%
Communications Equipment Manufacturing 16,600 17,100 500 3.0%
Residential Building Construction 12,200 12,600 400 3.3%
Nonresidential Building Construction 4,700 5,100 400 8.5%
Primary Metal Manufacturing 3,000 3,400 400 13.3%
Miscellaneous Manufacturing 22,700 23,100 400 1.8%
Highway, Street, and Bridge Construction 3,000 3,300 300 10.0%
Wholesalers-Durable Goods 24,700 24,900 200 0.8%
Industrial Machinery Manufacturing 2,800 2,900 100 3.6%
Building Finishing Contractors 11,000 11,000 0 0.0%
General Machinery Manufacturing 3,300 3,200 -100 -3.0%
Chemical Manufacturing 7,300 7,200 -100 -1.4%
Transportation Equipment Manufacturing 7,900 7,600 -300 -3.8%
Repair and Maintenance 12,000 11,700 -300 -2.5%
Computer Equipment Manufacturing 6,200 5,800 -400 -6.5%
Petroleum and Coal Products Manufacturing 7,000 6,600 -400 -5.7%
Wholesalers-Nondurable Goods 17,700 17,200 -500 -2.8%
Sources: State Employment Development Department, Times staff research
These are East Bay blue collar jobs, ranked from the greatest percentage gains to the greatest percentage loss, over the one year that ended in February 2005
Industry % change
Building Foundation and Exterior Contractors 16.9%
Heavy and civil engineering-misc. 16.7%
Primary Metal Manufacturing 13.3%
Other Specialty Trade Contractors 10.0%
Highway, Street, and Bridge Construction 10.0%
Nonresidential Building Construction 8.5%
Building Equipment Contractors 6.6%
Industrial Machinery Manufacturing 3.6%
Residential Building Construction 3.3%
Food Manufacturing 3.3%
Communications Equipment Manufacturing 3.0%
Miscellaneous Manufacturing 1.8%
Wholesalers-Durable Goods 0.8%
Building Finishing Contractors 0.0%
Chemical Manufacturing -1.4%
Repair and Maintenance -2.5%
Wholesalers-Nondurable Goods -2.8%
General Machinery Manufacturing -3.0%
Transportation Equipment Manufacturing -3.8%
Petroleum and Coal Products Manufacturing -5.7%
Computer Equipment Manufacturing -6.5%
Sources: State Employment Development Department, Times staff research
These are East Bay blue collar industry groups and how they performed over the one year that ended in February 2005
Industry group Feb.2004 Feb.2005 Gain or loss of jobs % change
Construction 64,300 69,200 4,900 7.6%
Manufacturing 98,300 99,100 800 0.8%
Repair and Maintenance 12,000 11,700 -300 -2.5%
Blue-collar jobs 174,600 180,000 5,400 3.1%
Growth and Declining Industries: Alameda County’s projected economic expansion over a seven year period (1995 to 2002) non-agricultural employment will grow to 668,500 jobs, 62,700 of which will be new jobs. This represents an overall increase of 10.3%.
White collar, professional, technical, administrative and non-retail sales occupations will add 36,730 new jobs that will account for 59% of all new jobs.
Alameda County - Occupational Employment Projections
Managers and Admin. Occupations 5,670
Professional, Para-Professional, Technical 19,030
Sales and Related Occupations 8,420
Clerical, Administrative Support 3,610
Service Occupations 9,240
Production, Const., Oper., Mat. Handling 16,230
Declining occupations occur within industrial clusters. While there may be slower growth in some industries, the actual decline appears in an entry-level subset of the growth occupations:
Typists
Tellers
Postal Carriers
Personnel Clerks
Loan and Credit Clerks
File Clerks
Current and Projected Unemployment Rates:
The unemployment rate in Alameda County is currently 6.0%. 7.1%. 4.6%. Job openings exist and will continue to be available as the economy expands. However, the economy is also changing, and at a fast pace. Consequently the skills required by employers are changing too.
As a result, the workforce development community can no longer rely on traditional labor market information as the means to determine the workforce skills needed by the market place. New ways of looking at our county and regional economy and workforce issues need to be addressed by the Board. In addition, individuals traditionally not in the workforce, such as those with serious barriers to employment, will need special assistance to become employable and to fill the jobs created in this economy. The Board will develop strategies to address this issue.
The Alameda County labor force as May 2005 was 749,700. The employment rate in the county was is 95.4%, or 715,000 employed county residents. The number of unemployed was 54,900 is 34,700 or 4.5% .
The unemployment rate in California at this same time is 4.6% 6.4%. The unemployment rate in the Oakland-Fremont-Hayward Metropolitan Division was 4.5 percent in May 2005, down from 4.8 percent in April 2005, and below the year-ago estimate of 5.6 percent. This compares with an unadjusted unemployment rate of 5.0 percent for California and 4.9 percent for the nation during the same period. The unemployment rate was 4.6 percent in Alameda County and 4.4 percent in Contra Costa County.
From a historical perspective, the unemployment rate in Alameda County was:
Year Annual Rate # Unemployed # Employed Labor Force
1997 4.4 30,800 668,000 698,800
1998 4.1 29,200 678,600 707,800
1999 3.5 24,900 694,900 719,800
2000 3.0 21,900 717,100 738,900
2001 4.5 33,900 721,000 754,900
2002July 2003 6.07.1 50,50054,900 722,500722,200 773,000777,100
May 2005 4.6 34,700 715,000 749,700
(Source: EDD Labor Market Information Division Internet address: www.calmis.ca.gov)
Labor market information is valuable in determining occupations with the greatest employment and those with the greatest growth, the skills required in those occupations, the wages paid, and in which industry those occupations are found. This information is important for individuals seeking employment and those incumbent workers wishing to find jobs that pay higher wages.
The information is critical to education and training institutions in the workforce development system to enable them to adequately prepare the workforce for those occupations. It is also important to know those occupations that are in decline so that skills training are not directed in areas where employment can no longer be found. The Board plans to employ increasingly sophisticated labor market data analysis to ensure that it strengthens the link between what jobs are in demand and what training programs prepare candidates for those jobs.
Employers also find the wage information useful in comparing wages paid in their industry for the same or similar occupations.
Current available labor market data for the Oakland Metropolitan Area (Alameda and Contra Costa County) shows the employment data over the last year and the percent of change in job openings. The Manufacturing Division, particularly in the Computer and Electronic Components industry reflects the greatest decrease in employment while government employment shows an increase in employment opportunities.
Oakland MSA 7/10/2002
Alameda, Contra Costa Counties
Current Labor Force and Industry Employment
Non-Percentage Data in Thousands
March 2001 Benchmark
Data Not Adjusted for Seasonality
Jun 2001 Apr 2002 May 2002 Jun 2002 Percent Change
Revised Prelim. Month Year
Civilian Labor Force (1) 1262.20 1284.90 1282.10 1293.40 0.9% 2.5%
Civilian Employment 1210.00 1211.80 1211.30 1216.70 0.4% 0.6%
Civilian Unemployment 52.20 73.10 70.80 76.70 8.3% 46.9%
Civilian Unemployment Rate 4.1% 5.7% 5.5% 5.9%
(CA Unemployment Rate) 5.3% 6.4% 6.0% 6.4%
(U.S. Unemployment Rate) 4.7% 5.7% 5.5% 6.0%
Total, All Industries (2) 1066.10 1058.70 1062.40 1062.80 0.0% -0.3%
Total Farm 3.40 3.80 3.80 3.70 -2.6% 8.8%
Farm Production 3.00 3.40 3.40 3.30 -2.9% 10.0%
Farm Services 0.40 0.40 0.40 0.40 0.0% 0.0%
Total Nonfarm 1062.70 1054.90 1058.60 1059.10 0.0% -0.3%
Goods Producing 194.10 186.80 187.40 188.40 0.5% -2.9%
Mining 2.00 2.00 2.00 2.00 0.0% 0.0%
Construction 71.00 68.20 69.10 69.80 1.0% -1.7%
General Building Con 14.90 14.30 14.50 14.80 2.1% -0.7%
Heavy Construction 8.70 7.80 8.10 8.30 2.5% -4.6%
Special Trade 47.40 46.10 46.50 46.70 0.4% -1.5%
Manufacturing 121.10 116.60 116.30 116.60 0.3% -3.7%
Durable Goods 73.80 70.90 70.60 70.80 0.3% -4.1%
Lumber, Wood, & Fu 3.60 3.40 3.40 3.50 2.9% -2.8%
Stone, Clay, & Gla 4.10 4.00 4.00 4.00 0.0% -2.4%
Primary Metals 3.50 3.40 3.40 3.40 0.0% -2.9%
Fabricated Metal P 6.80 6.50 6.30 6.30 0.0% -7.4%
Industrial Machine 17.10 16.20 16.30 16.10 -1.2% -5.8%
Computer & Offic 6.90 7.20 7.40 7.30 -1.4% 5.8%
Other Industrial 10.20 9.00 8.90 8.80 -1.1% -13.7%
Electronic Equipme 20.40 19.10 18.80 18.90 0.5% -7.4%
Comm. Equip., El 16.00 15.40 15.20 15.30 0.7% -4.4%
Other Electronic 4.40 3.70 3.60 3.60 0.0% -18.2%
Transportation Equ 7.60 8.10 8.20 8.30 1.2% 9.2%
Aircraft, Missil 0.50 0.50 0.50 0.50 0.0% 0.0%
Other Transporta 7.10 7.60 7.70 7.80 1.3% 9.9%
Instruments & Rela 8.40 8.20 8.20 8.20 0.0% -2.4%
Search & Navigat 0.50 0.50 0.50 0.50 0.0% 0.0%
Measuring & Cont 4.40 4.10 4.10 4.10 0.0% -6.8%
Other Instrument 3.50 3.60 3.60 3.60 0.0% 2.9%
Miscellaneous Manu 2.30 2.00 2.00 2.10 5.0% -8.7%
Nondurable Goods 47.30 45.70 45.70 45.80 0.2% -3.2%
Food & Kindred Pro 12.10 11.40 11.40 11.40 0.0% -5.8%
Paper & Allied Pro 3.30 3.20 3.20 3.20 0.0% -3.0%
Printing & Publish 9.50 8.90 9.00 9.00 0.0% -5.3%
Chemicals & Allied 8.80 8.70 8.70 8.80 1.1% 0.0%
Petroleum & Coal P 7.10 7.10 7.10 7.10 0.0% 0.0%
Other Nondurable G 6.50 6.40 6.30 6.30 0.0% -3.1%
Service Producing 868.60 868.10 871.20 870.70 -0.1% 0.2%
Transportation & Publi 64.20 61.60 62.30 62.50 0.3% -2.6%
Transportation 39.10 37.10 37.70 38.00 0.8% -2.8%
Trucking & Warehou 14.20 13.90 13.80 13.80 0.0% -2.8%
Water Transportati 4.10 3.70 3.90 4.00 2.6% -2.4%
Air Transportation 13.20 12.30 12.50 12.60 0.8% -4.5%
Other Transportati 7.60 7.20 7.50 7.60 1.3% 0.0%
Communications & Pub 25.10 24.50 24.60 24.50 -0.4% -2.4%
Communications 19.10 18.50 18.50 18.40 -0.5% -3.7%
Electric, Gas & Sa 6.00 6.00 6.10 6.10 0.0% 1.7%
Trade 238.90 234.80 236.20 237.00 0.3% -0.8%
Wholesale Trade 67.90 66.60 67.00 67.00 0.0% -1.3%
Wholesale--Durable 42.20 41.20 41.40 41.30 -0.2% -2.1%
Wholesale--Nondura 25.70 25.40 25.60 25.70 0.4% 0.0%
Retail Trade 171.00 168.20 169.20 170.00 0.5% -0.6%
General Merchandis 17.70 17.20 17.20 17.30 0.6% -2.3%
Food Stores 24.70 24.60 24.80 24.90 0.4% 0.8%
Automotive Dealers 16.90 17.20 17.30 17.30 0.0% 2.4%
Eating & Drinking 56.70 55.00 55.40 55.60 0.4% -1.9%
Other Retail Trade 55.00 54.20 54.50 54.90 0.7% -0.2%
Finance, Insurance & R 59.30 60.30 60.70 60.90 0.3% 2.7%
Finance 31.00 31.80 31.90 32.00 0.3% 3.2%
Other Fin., Ins. & R 28.30 28.50 28.80 28.90 0.3% 2.1%
Services 327.60 322.90 323.20 324.00 0.2% -1.1%
Hotels & Other Lodgi 7.50 7.10 7.10 7.30 2.8% -2.7%
Personal Services 9.70 10.50 9.60 9.70 1.0% 0.0%
Business Services 90.50 86.70 86.90 86.50 -0.5% -4.4%
Health Services 75.40 75.40 75.60 75.50 -0.1% 0.1%
Private Educational 14.90 15.10 15.00 14.60 -2.7% -2.0%
Engineering & Manage 40.00 39.80 39.80 39.90 0.3% -0.2%
Other Services 89.60 88.30 89.20 90.50 1.5% 1.0%
Government 178.60 188.50 188.80 186.30 -1.3% 4.3%
Federal Government 18.90 19.00 19.20 19.20 0.0% 1.6%
Department of Defe 0.70 0.70 0.70 0.70 0.0% 0.0%
Other Federal Gove 18.20 18.30 18.50 18.50 0.0% 1.6%
State & Local Govern 159.70 169.50 169.60 167.10 -1.5% 4.6%
State Government 46.40 49.90 50.30 48.90 -2.8% 5.4%
State Education 25.20 28.00 28.20 26.70 -5.3% 6.0%
Other State Gove 21.20 21.90 22.10 22.20 0.5% 4.7%
Local Government 113.30 119.60 119.30 118.20 -0.9% 4.3%
Local Education 58.00 63.30 62.70 61.20 -2.4% 5.5%
County Governmen 22.30 23.60 23.70 23.80 0.4% 6.7%
City Government 19.30 19.00 19.20 19.40 1.0% 0.5%
Other Local Gove 13.70 13.70 13.70 13.80 0.7% 0.7%
Note 1: Civilian labor force data are by place of residence; includes
self-employed individuals, unpaid family workers, household
domestic workers, and workers on strike.
Note 2: Industry employment is by place of work; excludes
self-employed individuals, unpaid family workers, household
domestic workers, and workers on strike.
These data are produced by the Labor Market Information
Division of the California State Employment Development Department (EDD)
These data, as well as other labor market data, are
available via the Internet at http://www.calmis.ca.gov.
Occupations With the Most Declines (1)
Alameda County
1997-2004
CaliforniaOES Code Occupation (Definitions) Annual Averages 1997(2) 2004 Numberof JobDeclines OpeningsDue toSeparations
55307 TYPISTS, INCLUDING WORD PROCESSING 2,730 2,420 -310 360
53102 TELLERS 2,230 2,120 -110 690
43021 TRAVEL AGENTS 430 380 -50 60
53502 WELFARE ELIGIBILITY WORKERS, INTERVIEWERS 400 370 -30 60
91117 MACHINE TOOL CUTTING OPERATORS--METAL, PLASTIC 640 620 -20 110
92512 OFFSET LITHOGRAPHIC PRESS SETTERS 160 140 -20 20
93935 CANNERY WORKERS 120 100 -20 20
97805 SERVICE STATION ATTENDANTS 660 650 -10 220
92914 PAPER GOODS MACHINE SETTERS/SET-UP OPERATORS 270 260 -10 40
92932 DAIRY PROCESSING EQUIPMENT OPERATORS--INC SETTERS 120 110 -10 20
89308 WOOD MACHINISTS 130 120 -10 10
TOTAL OF THESE OCCUPATIONS 7,890 7,290 -600 1610
(1) Excludes not elsewhere classified (NEC) categories.
(2) March 1998 Benchmark
DEMAND OCCUPATION – HEALTH SERVICES
Annual Average Monthly Employment by Industry (Classified by SIC)INDUSTRY: Total Nonfarm (SIC 074,075,078,10 - 99 except 88)
GEOGRAPHY 1997 1998 1999 2000 2001
Alameda County 638,100 659,500 682,700 710,200 718,700
INDUSTRY: Health Services (SIC 80)
GEOGRAPHY 1997 1998 1999 2000 2001
Alameda County 44,000 45,500 47,200 47,300 48,700
Year-Over Percent Change 3.4% 3.7% .2% 3.0%
Industry Sub-Total 44,000 45,500 47,200 47,300 48,700
Percent Sub-Total
3.4% 3.7% .2% 3.0%
GRAPH
Data Source and Limitations: 1. Industry Employment data reflect jobs by "place of work." Jobs located in the county that pay wages and salaries are counted although workers may live outside the area. Jobs are counted regardless of the number of hours worked. Individuals who hold more than one job (i.e., multiple job holders) may be counted more than once. 2. Industries are classified according to the Standard Industrial Classification (SIC) code. A searchable version of the SIC Manual is available on the Internet from the U.S. Department of Labor at http://www.osha.gov/oshstats/sicser.html. Or you can view the hierarchical structure of the SIC at http://www.osha.gov/cgi-bin/sic/sicser5. 3. These data were produced as part of the Current Employment Statistics (CES) program. See the description of the Employment by Industry Method for more information on these data.
Industry Cluster Analysis for Job Growth and Employment Sustainability:
While the labor market information available is useful, there are two main challenges with the data: 1) many of the occupations surveyed are no longer as relevant as they were five years ago, particularly in this economy where workers are expected to be multi-tasked, undertaking assignments in a number of “occupations”; and, 2) seven year projections and yearly surveys are based on a sample survey of employers at a particular point in time. With this fast changing economy, “just in time” labor market information is needed if the job seekers and workers are to be adequately trained in the skills needed by the market place. The Board plans to initiate strategies to improve the procurement, analysis, understanding, and application of labor market information for workforce investment purposes. The Employment Development Department Labor Market Information Division, a current WIA Partner, is disseminating and providing hands-on training on up-to-date narratives on employment projections and other strategies useful to workforce investment programs. The Economic Development Advisory Board (EDAB) has also updated their website information to include current projections and analysis.
In Section III.B, Determine Needs of Employers, strategies by which to obtain more relevant information on the skills needed by employers, Industry Cluster studies are identified.
In looking at an industry cluster, one is looking at a group of companies that rely on an active set of relationships among themselves for individual efficiency and competitiveness. These relationships fall into three general categories: Buyer-Supplier relationships, Competitor and Collaborator Relationships, and Shared-Resources Relationship. Industry clusters such as Bioscience, Software, Multi-Media, Telecommunications, Advanced Manufacturing/Automotive, Healthcare and I.T are main industries in Alameda County. Surveying these clusters has positive implications not only for the workforce development community in looking at the skills necessary in that cluster, but also for the economic development community in defining medium term strategies to sustain regional growth. As earlier mentioned, the Board plans to work closely with economic development organizations on industry analyses and continue to support work that is already under way.
D. Job Skills Needed to Attain those Opportunities
The Occupational Outlook Report 1999-20012 for Alameda County provides more specific information on these and other occupations with projected job openings or growth, including skills and educational/training requirements, wages, promotional opportunities, employment outlook, supply and demand assessment, major employing industries, and schools offering related training programs for the occupation.
This report can be obtained by contacting the Workforce Investment Board, or on the Internet address: www.calmis.cahwnet.gov. Look in the CCOIS section. Also on the EASTBAY Works website: www.eastbayworks.org information on these occupations can be obtained by linking to “ASK LMI” Business Services then Labor Market Information, LMI for Economic Development then CCOIS Reports.
This The reports in (CCOIS) are listed by County and contain survey information, collected over the past several years, for each of these growth occupations identified above by the County as worthy of survey. Job skills needed to attain those occupations are identified.
In addition to the technical skills described below, Employers have emphasized the need for soft skills e.g. writing, listening, speaking, teamwork and flexibility on the job. We are also finding the need for a higher level of math, reading and comprehension skills.
IV. LEADERSHIP
A. Transfer of Interim Board Authority
The Alameda County Board of Supervisors approved the current Private Industry Council as the “interim transitional body” to oversee the development of the plan and its implementation until a Workforce Investment Board (WIB) is appointed. Several current PIC members have been appointed to the WIB which ensures an historical perspective on job training and education issues. A formal orientation for the entire WIB will occur during the month of April 2000. Included in the orientation will be strategic planning, roles of the WIB, and conducting WIA business prior to July 1, 2000.
The Alameda County Private Industry Council (PIC) was considered the “interim board” for the development of the Workforce Investment Act (WIA) Plan. The PIC oversaw the WIA planning process. The Plan was submitted to the State in March 2000. The Workforce Investment Board (WIB) was subsequently appointed and held its first meeting on May 18, 2000. Each WIB member was provided a copy of the WIA Plan at this first meeting. The WIB has begun overseeing the implementation of WIA by its recent actions and activities.
B. Conflict of Interest Provisions
The WIB worked closely with County Counsel to develop a new Conflict of Interest policies that will be included in the Bylaws. Additionally, WIB members may not engage in any activity determined by the Governor to constitute a conflict of interest as specified in the State Plan. Standards of conduct will ensure each member:
· Avoids situations which give rise to a suggestion that any decision was influenced by prejudice, bias, special interest, or personal gain;
· Exercises due diligence to avoid situations which may give rise to an assertion that favorable treatment is being granted to friends and associates;
· Not solicit or accept any money or any other consideration from any person for the performance of an act reimbursed in whole or part with any public or private funds; and
· Abstains and not votes on any action, which would provide a direct financial benefit to that member or any business, or organization, which the member directly represents.
(See Attachment)
C. Provision of Leadership Role in Policy Development and Implementation
The WIB will emerge as the leader in workforce development issues in the community and act as a catalyst for bringing together public, private, and community resources to address these issues. The WIB will also assume a leadership position to realign current education and training resources to more strategically address workforce needs. A solid public relations and marketing campaign will be planned so that the community of job seekers and employers are aware of the changes being made in the training and educational systems.
The WIB will develop policies for the workforce investment system through the work of its various committees and Youth Council. It is anticipated that there will be strong partner representation on each committee. The committee structure will be decided when the full board is appointed. Committees may be defined around performance, one-stop service delivery, training, finance, and marketing, in addition to an executive level committee.
D. Local Board Assurance that the Local System Contributes to Statewide Goals
Once adopted and approved by the Department of Labor, the WIB will review the State’s plan and its strategic goals and will assure that no local WIB policy is inconsistent or in conflict with any State goals. Any proposed action found in conflict with the State policy will be amended or modified for consistency with the State’s plan.
E. Prohibition of Local Workforce Investment Board Direct Service Delivery without Waiver
Neither the Alameda County WIB nor its staff will be providing training services.
F. Assurance of Public Access to Board Meetings
To ensure public access to Workforce Investment Board and Youth Council meetings, membership, and other WIB activities, i.e. committee meetings, the following practices will be used:
· WIB and Youth Council meeting will be notified at least seven (7) days in advance.
· WIB meetings and activities will be posted on the County’s Social Services Agency website.
· WIB meetings and activities will be held in ADA-Compliant facilities.
· WIB and Youth Council membership will be stated in the WIB Bylaws and will be available via the Executive Committee membership and the Director’s office. Partners on the WIB are required to meet with their respective constituency regularly and inform them of WIB actions and vacancies. The Board of Supervisors has formally defined membership on the WIB. Information on membership is also available via the Supervisors’ offices.
G. Changes to the Local Board Structure
At the April 23, 2002 Alameda County Board of Supervisors’ meeting, the Board approved a new composition of the Workforce Investment Board. The new Board composition will consist of 18 Private Sector and 17 Public sector seats for a total of 35 seats. The Public sector seats are as follows: Transportation (1 seat), Economic Development Agencies (2 seats), Social Services Agency (1 seat), Apprenticeship Program (1 seat), Employment Development Department (1 seat), Community Based Organizations (2 seats), Job Corps (1 seat), Department of Rehabilitation (1 seat), Labor (3 seats), Superintendent, Office of Education (1 seat), Community College (1 seat), Adult School and ROP (1 seat), and Higher Education (1 seat).
V. LOCAL ONE-STOP SERVICE DELIVERY AREA
A. Description of the One-Stop System in the Local Area
The Alameda County Workforce Investment Area One-Stop delivery system, called the ACCESS System, consists of six One-Stop career centers. Each One-Stop career center represents a partnership that believes in the importance of having a One-Stop career center in the community and is willing to contribute the resources to make it happen. Each partnership has a fiscal agent which coordinates the day-to-day activity plus a partner group which coordinates the overall activities at the center. A list of the six ACCESS One-Stop career centers is included in the listing of the EASTBAY Works One-Stop Career Centers attached to this local plan.
Each of the six One-Stop career centers has become a comprehensive One-Stop career center.
Each ACCESS System One-Stop career center is a central focus for the employment activities in their community. Partners will be linked to the One-Stop and therefore into the larger system. The “no wrong” door concept will be expanded into the area over the next five years to allow easy access to and coordination of the system.
Our system is part of the regional EASTBAY Works One-Stop career center system. The system began in 1996 and has been flourishing ever since. EASTBAY Works consists of over one hundred partners and fifteen fourteen One-Stop career centers and ten affiliate sites. It is expected that many of the issues surrounding the One-Stop career center system will be addressed at a regional level since employers and job seekers do not recognize the political boundaries of the service areas. Many partners also cross over the geographic areas and work together in more than one One-Stop career center. We recognize the value of having regional activities and regional standards.
Over the next five years, EASTBAY Works will continue to implement a world class One-Stop career center system. The local Workforce Investment Boards are partners in that effort.
The following are five-year goals:
1. EASTBAY Works will become well known in the area so that all employers and job seekers will know how to participate in the system.
2. The One-Stop career centers will continue to have a reputation for quality in the community.
3. Resources will be maximized through collaboration and a reduction of duplication in services.
4. EASTBAY Works will remain visionary, thinking out of the box and remain on the cutting edge.
5. Staff development will be an on-going activity to increase staff skills and abilities.
6. One-Stop career center services will be fully integrated.
7. Access to the One-Stop career centers will be enhanced.
8. Services to employers will be expanded including activities such as coaching and mentoring.
9. Employers will provide more extensive advice to the system so as to be better served.
10. Connections with youth service providers will be increased and integrated into the One-Stop career centers as well as the system.
11. Job seekers will be able to find self-sufficient jobs and receive support to keep them.
12. Technology would remain up-to-date and be supported.
13. Assessment services for both youth and adults will be available at the One-Stop career centers.
14. Partner participation in the system will increase.
15. A solid program will be in place for fee-for-service and sustainability.
B. Process for Selecting Operator(s)
The Workforce Investment Board has certified each existing One-Stop career center as a One-Stop operator since: the One-Stop delivery system was consistent with the scope and meaning of the term in WIA section 134 (c); existed in the local area prior to August 7, 1998; certification is consistent with the requirements of WIA section 121 (b); a Memorandum of Understanding is in place; and the certification will be made publicly, in accordance with the “sunshine provision” of WIA section 117 (e), WIA section 121 (e).
The WIB has established an appeal process that includes written procedures, timeframes, response mechanisms, and final decision authority.
The certification process is handled locally. Each local WIB in the region has local criteria for certification. The local criteria is based upon WIA, public input, partner discussion, and the five-year plan. EASTBAY Works has a regional certification group which is charged with the development of regional standards. The standards are to be approved by the local Workforce Investment Boards prior to implementation.
One of the five-year goals is to have the majority of the criteria be regional standards since the customers see the area as a region and would expect to receive similar services in any of the regional EASTBAY Works One-Stop career centers.
C. Inclusion of Required WIA Partners in the One-Stop Delivery System
Supplemental Question – to be addressed in future amendment to Local WIA Plan
Each of the required WIA partners has been included in the development of the one-stop delivery system. All of the partners are members of the WIB and have participated in the WIB discussions of the one-stop delivery system.
D. Service Coordination
Since the One-Stop career centers have been functioning for several years, they have worked out a way to coordinate services. Each center has a partner group that meets to discuss the activities of the center.
With the advent of WIA, coordination of the services provided by the One-Stop partners was formalized initially through the development of the Memorandums of Understanding (MOU) at both the system level and by the individual One-Stop Centers.
The WIB will certify additional One-Stop career centers if they meet the criteria of the WIB certification process and they are from a city or unincorporated area that does not currently have an ACCESS One-Stop career center. This will keep existing locations from being duplicated.
Since the One-Stop career centers have been functioning for several years, they have worked out a way to coordinate services. Each center has a partner group that meets to discuss the activities of the center. The partners review the work of the center and determine which partner would be in the best position to accomplish the tasks. They invite additional partners as necessary. Periodically, the partnership reviews their system to determine if the coordination is happening as expected. The coordination is all happening at the local level and will be different for each One-Stop career center. The WIB staff will not be dictating local level coordination. The WIB staff will be reviewing the coordination that is outlined in the certification criteria review. Day to day coordination will be determined by each local One-Stop career center.
E. Delivery of Core and Intensive Services
Core and intensive services are provided through the One-Stop career centers. Memorandums of Understanding will prescribe the amount of resources that will be provided by each partner agency of the One-Stop career centers. They will outline the delivery of the core, intensive, and training services for each One-Stop career center.
The five year plan will include the development of the following: a fee-for-service system; a system which will have all partners fully engaged in the contribution of staff and resources; private sector financial support; and foundation support.
F. Plan for Administering Individual Training Accounts (ITAs)
The Local Workforce Investment Board is required under the Workforce Investment Act to set policies for Adults and Dislocated Workers using training services that define time limits and dollar limits (caps). The Operations committee was advised that EASTBAY Works was working to establish regional guidelines for ITA’s and OJT’s. The Operations Committee felt regional (EASTBAY Works) guidelines should be adopted. Staff was directed to continue to meet and bring back the regional recommendations. The EASTBAY Works Procurement Team met on July 12, 2000 to set forth and agree on regional guidelines for ITA’s and OJT’s.
Concerns about retention, skill transference, minimum employer contribution and wage recovery were taken into consideration.
The Workforce Investment Act requires that ITA’s only be issued if eligible individuals who are unable to obtain other grant assistance for such services through Federal Pell Grants or any other grant assistance (Section 134 (d) (4) (B)). OJT’s and customized training are exceptions.
For dislocated workers there may be the possibility of North America Free Trade Act (NAFTA) or Trade Adjustment Assistance (TAA) funding.
Citation(s): Workforce Investment Act of 1998 Section 134
Policy/Procedure/Definition:
The Individual Training Account (ITA) Policy:
a. ITA’s will be capped/limited to $5,000 $4,000 over a five-year period. Under special circumstances, on a case –by- case basis and with proper justification, a counselor could request a waiver to exceed the $5,000 $4,000 limit from the One-Stop Manager.
b. If similar training (curricula and timeframes) is available at both a public and private training institution, the local WIB would only pay up to the cost of the public training institution. (The WIA registrant could opt for the private school but would only receive an ITA for an amount equal to the Public Schools cost.)
c. Maximum training time will be 2 years.
d. ITA’s and OJT’s can be combined as long as it stays under the $5,000 $6,000 cap. Under special circumstances, on a case-by- case basis and with proper justification, a counselor could request a waiver to exceed $5,000 $6,000 from the One-Stop Manager.
e. ITA’s will apply to both adults and dislocated workers.
Individual Training Account (ITA) Procedure
1. Career Counselor conducts transferable skills analysis and in-depth assessment
2. Career Counselor and Customer determine BEST training options
3. Career Counselor and Customer explore all other funding possibilities (PELL, CC, Adult Ed, etc.)
4. Career Counselor verifies with Supervisor that is WIA funding is available for intended ITA. This verification is in accordance with local WIB procedures.
5. Career Counselor verifies that Customer meets Training Provider requirements (reading level, math, etc.)
6. Career Counselor completes Career Counselor Career Counselor Worksheet: Individual Training Account form.
7. Career Counselor obtains authorization from Supervisor.
8. Career Counselor enters information into Smartware.
9. Career Counselor faxes completed and signed Career Counselor Worksheet: Individual Training Account to Oakland PIC Client Specialist at least 10 days before training starts.
10. Client Specialist enters information into Title I record keeping system.
11. Client Specialist issues final ITA, and forwards to Oakland PIC Contracts Department for signature by CEO; signed ITA is returned to Client Specialist.
12. Client Specialist mails final ITA along with invoices to Training Provider, and faxes copy to Career Counselor.
13. Training Provider counter-signs ITA and mails original back to OPIC.
14. Client Specialist faxes signed ITA to Career Counselor. Customer may now start training.
15. Training Provider sends OPIC completed invoice covering period of training received to date.
16. Client Specialist will fax Career Counselor copy of invoice, and will request from Career Counselor verification of receipt of: Attendance/ Monthly Progress Reports/ Grades, Completion of Course or Program/ Proficiencies/ Copy of any Certificate Earned.
17. Career Counselor sends written authorization to Supervisor, who signs off and faxes it to Client Specialist, who forwards OPIC Fiscal department to pay.
Weekly update of ITA funding availability will be e-mailed to Title I Manager and appropriate One-Stop Managers.
G. Leveraging of Funds to Create a More Effective Local System
Services funded through WIA are not sufficient to offer a broad range of services to either job seekers or employers. Additional funding from partner agencies and from outside federal, state, and local private sources will greatly expand the level of participation and range of options open to these customer groups. The redirection of other community resources into a more strategic focus will also create the effect of a workforce development system that is visible and acknowledged in the community as something of value to a broad customer base.
H. Needs of Dislocated Workers, Displaced Homemakers, Migrant Farm Workers, etc.
Information regarding One-Stop services will be shared with the appropriate agencies and organizations that serve these populations. For those partner agencies not already a part of the One-Stop, and when warranted by sufficient service levels, representatives of the organizations who serve these special populations will be located directly in the One-Stop career center.
In cases of disasters, mass layoffs, significant downsizing, business closures or other events that precipitate substantial increases in the number of unemployed individuals, rapid response activities will be provided on site, if appropriate, to the affected workers.
Generally, the One-Stop career centers will meet the needs of the special populations described above through the delivery of core, intensive and training services. The One-Stop career centers are currently serving individuals from each population category listed.
A formal assessment will be developed to identify job seekers who qualify for the various programs. An official referral mechanism will be developed so no one falls through the cracks.
In five years, the system will be integrated with funding streams coming together and simplifying how people are served.
I. Criteria for Determining Priority Service When There Are Limits on Adult Funds
It is expected that in the current configuration, there will not be enough training money for every eligible person. The Alameda County Workforce Investment Board (WIB) approved “residency” within EASTBAY Works regional area (defined as Alameda County and Contra Costa County) as the local priority of services for receipt of intensive and training services. This applies to WIA Title I Formula Grants for adult and dislocated workers. In May 2004, The Alameda County Workforce Investment Board approved a new residency policy for training activities.
In addition to this local priority, the Workforce Investment Act states that in the event that funds allocated to a local area for adult employment and training activities are limited, priority for intensive and training services funded with Title I adult funds must be given to recipients of public assistance and other low-income individuals in the local area.
The Workforce Investment Act requires that Individual Training Accounts (ITA’s) only be issued if eligible individuals who are unable to obtain other grant assistance for such services through Federal Pell Grants or any other grant assistance (Section 134 (d) (4) (B)). OJT’s and customized training are exceptions. For dislocated workers there may be the possibility of North America Free Trade Act (NAFTA) or Trade Adjustment Assistance (TAA) funding.
In September 2000 the WIB developed the following Individual Training Account (ITA) Policy:
a. ITA’s will be capped/limited to $5,000 $4,000 over a five-year period.
Under special circumstances, on a case –by- case basis and with proper justification, a counselor could request a waiver to exceed the $5,000 $4,000 limit from the One-Stop Manager.
b. If similar training (curricula and timeframes) is available at both a public and private training institution, the local WIB would only pay up to the cost of the public training institution. (The WIA registrant could opt for the private school but would only receive an ITA for an amount equal to the Public Schools cost.)
c. Maximum training time will be 2 years.
d. ITA’s and OJT’s can be combined as long as it stays under the $5,000 cap. Under special circumstances, on a case by case basis and with proper justification, a counselor could request a waiver to exceed $5,000 from the One-Stop Manager.
e. ITA’s will apply to both adults and dislocated workers.
Several strategies will be used to provide services to as many people as possible.
People will be given significant assistance to find a job without needing additional training. The SMARTware case management system will be used to help organize and track the job seeker activities.
An organized job seeking strategy which has been adopted by EASTBAY Works will be used to help job seekers quickly and effectively move through the job seeking process. Experience shows that job seekers who use the strategy have a significantly higher placement rate. Employer Service Representatives also find the strategy helpful since they have a good sense of the job seeker’s skills and can refer them to employers as appropriate.
It is important to coordinate the MIS systems of the various funding sources to better coordinate the services to the job seekers.
In order to have the training funds go as far as possible, it will be determined if other resources can be used to support the training efforts. The WIA funds will be used as a last resort.
Additional funds to provide intensive training services will be sought.
As a part of the five year plan, a system will be developed to identify the many different funding sources that provide training. For example: the Independent Living Centers for the disabled have Benefits Counselors who are experts in the resources that will support the efforts of the disabled. A similar system could be developed for all training seekers. The database could be put on the Internet as a service to the entire community.
J. Non-Discrimination and EEO, Including ADA Compliance
No individual will be excluded from participation in, denied benefits of, subjected to discrimination under, or denied employment in the administration of or in connection with , any program or activity because of race, color, religion, sex national origin, age, disability, political affiliation or belief.
All staff offices, One-Stop Career Centers and organizations and agencies receiving funding from the WIB will conform and comply with the Americans with Disabilities Act.
During the public forums, two agencies (Vocational Rehabilitation and Center for Independent Living) volunteered to assist the system to assure that all the centers are accessible and ADA compliant.
K. Employer Services to be Delivered through the One-Stop System
Worker Profiling and Reemployment service claimants will be mainstreamed into the orientation sessions provided by the One-Stop career centers to provide faster processing of these claimants. Business services will be provided at the regional level by WIB staff, in coordination with these employer services at the One-Stops.
L. Reemployment Services for Worker Profiling re: Wagner-Peyser
All the basic core services are available to Worker Profiling and Reemployment Service claimants through the One-Stop career center system.
M. Veterans Service Priority
EDD is a partner of each One-Stop career center. EDD’s CalJOBs system includes a Veteran’s Hold to ensure that veterans will receive priority for Wagner-Peyser funded labor exchange services. Veterans receive priority for WIA services based on new State and Local policies.
N. Local Veterans Employment Representative/Disabled Veterans Outreach Program Services
Local Veterans Employment Representatives/Disabled Veterans Outreach Program Services (LVER/DVOPS) will be co-located in at least one comprehensive One-Stop career center. Staff at the information desk will be directed and trained to refer the appropriate individuals to these representatives. If clients are in need of additional services, LVER/DVOPS staff will be cross-trained and familiarized with other services throughout the One-Stop career center to which their clients can be directed. The local WIB has special programs funds for services to Veterans this year.
O. Wagner-Peyser/Agricultural Community
Outreach, assessment and other services to migrant and seasonal farmworkers and to employers initially will be handled by specialized staff funded by Wagner-Peyser. If clients are in need of additional services, Wagner-Peyser staff will tap into the regular services provided in the One-Stop career center, clients will be referred to other organizations that specialize in services to this population.
P. Coordination of Local Rapid Response (RR) Activity with Statewide Activities
Rapid Response services will be provided at the regional level, by the WIB staff, and by the One-Stop career centers. The WARN letter will be sent to the WIB staff who will determine the best way to serve the employees and employers who are being effected. If the employees are to be served at the company site, the One-Stop career center near the site will be involved. If the employees are to be served in the communities, a joint effort of the One-Stops will take place. The effort will be regional if needed.
Q. Rapid Response Activities Available to Dislocated Workers/Employers
The Rapid Response Team will work with the employers and plan for the appropriate level of services. When companies have multiple locations with layoffs, Rapid Response services will be coordinated with neighboring workforce investment areas for a regional response.
Rapid Response services will begin with an initial series of meetings to create a plan of action with the downsizing company. Following the creation of an action plan, affected workers and employers will receive specialized orientations in a group setting to assist them in accessing services available through the One-Stop system.
In California, the statewide Rapid Response system has been delegated to the local areas. It is completely integrated into the local workforce development system as described above.
R. Description of Adult and Dislocated Worker Services
The adults and dislocated workers will be served through the One-Stop career center delivery system.
S. Memorandum of Understanding (MOU)
Memorandums of Understanding (MOUs) have been developed on two levels. An umbrella MOU has been developed among the Workforce Investment Board partners. Each One-Stop career center has developed individual MOUs with its partners. WIB staff will assist in facilitating the development of the MOUs.
T. Enhanced Services to Meet Rising Demand
In addition to the core and intensive services offered through the One-Stop Career Centers, enhancement strategies that expand the number of programs and partner agencies in the One-Stop system are being developed to (1) increase the opportunities and choice of consumers ,and (2) to improve the overall performance outcomes for the LWIA. These strategies include, but are not limited to, targeted career counseling and job development for individuals qualifying under the Staff Assisted CORE B services, strategies that enhance services to businesses, customized training projects to address the increasing number of plant closures and subsequent lay-offs, and information technology projects that address the specific needs of hi-tech workers.
U. Fiscal Management
To ensure the timely expenditure of funds within the allocation year, a stricter fiscal management system has been developed to monitor and report on line-item expenditures and performance earnings on a monthly, quarterly and annual basis. In addition to new contractual requirements around budget and performance planning, a Recapture and Redistribution of Funds policy has been developed and approved to ensure the necessary flexibility to meet changing and unanticipated partner requirements and client needs within the program year.
VI. YOUTH ACTIVITIES
A. Description of Youth Council or Efforts to Form Council
The Alameda County Workforce Investment Area has taken the following steps in its efforts to construct a Youth Council:
1. The Alameda County PIC sponsored two community forums, one on March 26, 1999 and the other on May 23, 1999 to educate the public on the Workforce Investment Area and to solicit input on various topics including the formation of a Youth Council.
2. The PIC Board met in retreat in June and July of 1999 to discuss the formation of both the WIB and the Youth Council. There were also representatives from the Board of Supervisors (CLEO) present at these meetings. During the first session an ad hoc committee of the PIC was formed to develop recommendations on the formation of a Youth Council.
3. On 9/15/99 the Alameda County PIC hosted a Youth Systems training session presented by John Chamberlin for the community stakeholders including business, education, municipal governments, CBOs and law enforcement. The concept of a Youth Council, its role and function was also addressed at this session.
4. The Alameda County PIC hired a consultant, Lori Strumpf, to facilitate meetings of the PIC ad hoc Youth Council committee. All committee meetings have been open to the public and the public has sat at the table during the discussions. The committee has formulated a position paper on the development of the Youth Council including its structure, its duties, its role, its members and representation requirements, its nomination and selection process, and its by-laws. The group is currently finalizing this position paper. They will continue to meet to discuss recommendations on program design and a timetable for the solicitation of proposals from service providers. All these recommendations will be taken before the Workforce Investment Board shortly after its seating.
The Alameda County Workforce Investment Area has constructed its Youth Council. The council was appointed by the Local Board in September 2000 and by the Local Elected Official(s) in October 2000. The Alameda County WIB Youth Policy Council is was originally a 32-member body that has been streamlined to a 21-member body with representation as follows: WIB Members (3 5 seats), Apprenticeship (1 seat), Community Based Organizations (1 2 seats), Coalition of Youth Service groups (1 seat), Juvenile Justice System/Public Defender (1 seat), Law Enforcement (1 seat), Local Educational Entities (3 seats), Public Housing (1 seat), Parents of Eligible Youth (1 2 seats), Youth/Including Former Participants (5 8 seats), Job Corps (1 seat), One Stop System (1 seat), Social Services Agency (1 seat), Inter-faith Based Organization (1 seat), Employment Development Department (1 seat), School to Career (1 seat) and Foster Care (1 seat). Five 13 seats are occupied by WIB members or their designees. Twenty-five percent (25%) of the seats must be reserved for youth representatives who are paid a stipend of $25 per meeting or event attended. Meetings are held bi-monthly monthly in the late afternoon to accommodate the youth.
The Youth Council is a subgroup of the Workforce Investment Board. Their role will be two- fold: first, to develop programs and strategies designed to meet the specific needs of WIA eligible youth; and secondly, to take the lead in building countywide system-capacity, coordinating all youth funding streams and fostering collaborations among all youth service providers. The Council’s duties will include: 1) developing those portions of the local plan relating to eligible youth; 2) recommending eligible providers of youth activities to be awarded grants or contracts to the WIB; 3) conducting oversight of the eligible providers in the local area; 4) coordinating youth activities authorized under Section 129 in the local area.
B. Youth Service Connection to the One-Stop System
It is important that all youth become aware of and familiar with the One-Stop system as the hub of employment activity. In order to facilitate this awareness and to prepare youth to use this system, early introduction to the various services, structure and function of the One Stop is crucial. For that reason all youth service providers will be required to collaborate with their local One-Stop career center. At a minimum that collaboration will require that a telecommunication connection with the local One-Stop career center be created. It will be the responsibility of youth service staff to insure that coordinating efforts be conducted with the One-Stop which will facilitate the provision of youth activities, provide access for eligible youth to program information and services, and link youth to the job market and employers. Services for eligible youth will include training on the operations of the One-Stop and the universally accessible services offered there. Where possible, service providers will be electronically connected to the One-Stop system. This will allow youth staff more points of connection to One-Stop operations. It is equally important that One-Stop career centers become “youth-friendly.” While not required, a physical presence of youth service staff at the One-Stop career centers could facilitate this transformation.
C. Coordination with Job Corps, Youth Opportunity Grants, and other Youth Programs
The local Job Corps for this area is situated on Treasure Island in San Francisco Bay. This is a new location for the Job Corps and is still in its development stages. Alameda County staff have met with representatives of the Job Corps and have had discussions regarding the coordination of services between the Alameda County WIA and the local Job Corps. Seats on the Alameda County Workforce Investment Board and the Youth Council have already been reserved for the Job Corps. Collaboration between the Job Corps and the Alameda County WIA Youth System will expand as the local youth system develops. Areas of immediate coordination may include space at the One-Stop career centers for Job Corps staff, shared recruitment efforts between Job Corps and the WIA youth providers, and shared service delivery.
Alameda County PIC has had a long working relationship with the School-to-Career (S-t-C) partnership. The Alameda County PIC/WIB staff sit on both the local School-to-Career advisory board as well as the S-t-C steering committee. Additionally, JTPA 8%/30% funds are jointly administered and monitored through the Alameda County PIC to the S-t-C partnership. A representative from the local School-to-Career partnership presently sits on the PIC ad hoc Youth Council formation committee. This committee was formed to develop recommendations regarding the framework of the Youth Council. The East Bay Learns (School-to-Career) is an active partner in the local One-Stop system. Collaboration and coordination between the School-to-Career and the Alameda County WIB will continue under the Workforce Investment Act.
There presently is no Youth Opportunity Grant Program in the balance of Alameda County. Should circumstances change, the balance of Alameda County will collaborate with the providers of Youth Opportunity Grant services to maximize coordinated service delivery and avoid duplication of effort.
D. Area’s Eligible Youth Population - Type and Availability of Youth Activities in Local Area
There are approximately 9037 economically disadvantaged youth ages 14-21 who reside in balance of Alameda County according to the most recent local market information social/economic data. This represents 52% of the total economically disadvantaged youth ages 14-21 in the entire county. The majority of these youth live in the northern and the central areas of the county (approximately 71% of the population). 11.5% of these youth are school drop-outs; 4.2% are disabled and 5.3% are limited English speaking. There is significant gang activity in the central and southern portions of the jurisdiction.
The needs of the youth are as varied as the four main geographic areas, which comprise balance of Alameda County. There is a great need for drop-out services such as counseling, tutoring and alternative educational opportunities. Coupled with high school graduation attainment, there is a high need for vocational education, leadership development and practical work experience. Drop-out prevention is also crucial. English as a Second Language ESL) skills are necessary, as there is a high immigrant population in the Tri-Cities and Valley areas.
There are a number of youth services being provided in balance of Alameda County. Most cities in the county fund some type of youth activity. Many of the youth activities are centered in park and recreation services
In the Eden area (Hayward, San Leandro, San Lorenzo and Castro Valley) the local Employment Development Department has established a program for low-income youth known as Eden Area Jobs for Youth. This program assists in-school youth with securing employment. The program relies on peer counselors, who provide job search workshops, and also assist in the labor exchange activities. The local EDD is collaborating with both the cities of Hayward and San Leandro as well as the Alameda County WIB to provide a Career/Job Expo for youth in the Eden Area. This Expo has the support of the local ROP, the community college, high school district, and various youth organizations within the area.
Most cities have a number of community based organizations that receive funds from various sources to provide services for at risk youth. The cities of Alameda, Berkeley and Hayward have established collaborative systems of youth organizations. These collaboratives have begun to coordinate activities and work toward building a system for service delivery.
A collaborative between the Offices of Education in Alameda and Contra Costa was formed several years ago to compete and successfully receive national School-to-Work funds. This collaborative has refocused its energies to sustain the School-to-Career movement in our local area in the absence of a large government grant. They are presently part of the One Stop system and are working toward a change in school focus, which recognizes career pathways identification as a vital part of education.
There are out-of-school services being provided through the Workforce Investment Act. Vallecitos, CET, a community based organization in Hayward, works almost exclusively with 17 year old high school dropouts. It is their mission to assist these dropouts in completing their secondary education requirements and to additionally provide occupational skills training.
All of these programs can be considered successful in their area. It is incumbent upon the WIB and Youth Council to utilize these resources to create a comprehensive system for youth.
E. Strategy for Providing Comprehensive Youth Services, Including Services for Youth with Special Needs
For PY 2001 and PY 2002, comprehensive youth services, for both in-school and out-of-school youth, have been provided through a collaborative effort of at least three major players within each geographic area in the balance of Alameda County: 1) A community agency or community based organization experienced in providing services, preferably workforce development services, to low income vulnerable youth: 2) the local One-Stop career center; and, 3) a secondary educational partner whose activities include specific programmatic services to at-risk youth. Area collaboratives will be responsible for identifying all local resources and coordinating and collaborating with these entities for a broader delivery system. Community agencies/community-based organizations have a history of outreaching to and working with youth not comfortable in the more established institutions, some of who have dropped out of these systems. CBOs in particularly have a greater ability to outreach to out-of-school youth, especially school dropouts. This program design will end June 30, 2004. On February 7, 2003, the Alameda County WIB sponsored two community forums to solicit input on the design of a new youth program for PY 2003. On February 18, 2003, the Youth Policy Council approved a new youth services design for PY 2003, which was approved by the WIB on |
