INFORMATIONAL BULLETINS (PY 2000)

FIVE-YEAR STRATEGIC PLAN (Complete)

ALAMEDA COUNTY WORKFORCE INVESTMENT AREA



STRATEGIC FIVE-YEAR PLAN



FOR


TITLE I of the

WORKFORCE INVESTMENT ACT of 1998







Approved – Interim Workforce Investment Board

March 24, 2000



Alameda County Interim Workforce Investment Board
22225 Foothill Boulevard
Hayward, CA 94541
Phone: (510) 728-7870 // FAX (510) 728-7861
E-Mail: DChen@co.alameda.ca.us
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 5

III. LABOR MARKET ANALYSIS 8

IV. LEADERSHIP 22

V. LOCAL ONE-STOP SERVICE DELIVERY SYSTEM 23

VI. YOUTH ACTIVITIES 30

VII. ADMINISTRATIVE REQUIREMENTS 37

VIII. ASSURANCES 39

IX. PROGRAM ADMINISTRATION DESIGNEE
and PLAN SIGNATURES 42


ATTACHMENTS –

I. BUDGET SUMMARIES

II. PARTICIPANT PLAN SUMMARY

III. MEMORANDUMS OF UNDERSTANDING

IV. COMMENTS RECEIVED on the DRAFT PLAN

V. GRANT RECIPIENT LISTING
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% 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 PIC Department of 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; and the Berkeley site is operated by the City of Berkeley. 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.
EXECUTIVE SUMMARY continued

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 is being 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 Loc 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 100% 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 each 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 100% 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.
 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. Though information technology is not yet pervasive, it is becoming more and more evident. 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.

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)


Industry Trends and Outlook, 1995-2002 - Alameda County

Alameda County will show moderate job growth during the forecast period from1995 to 2002, with approximately 62,700 new jobs in the county, from 605,800 to 668,500. This represents an overall growth of 10.3 percent, or an average of 1.4 percent a year. About three-quarters of the projected job growth will be in the services, manufacturing and retail trade industry divisions.

The services industry division will add more than 23,500 new jobs between 1995 and 2002. About one-third of these new jobs will be in the business services industry, which includes computer services, employment agencies, protective services, building maintenance, credit reporting-collection services and advertising. The business services group will employ 52,000 workers by the end of the forecast period, about 7,600 jobs above the 1995 level. Computer services—the development and production of the prepackaged computer software in particular; temporary and contract help agencies; and security services will account for most of the job gains in business services. Among the other major groups within the services division, the engineering and management services industry will add 5,300 jobs. Employment in the health services industry will rise by 3,300 jobs to meet the demand prompted by population growth, but the increase will be at a somewhat slower pace than in the past. Hospitals have been consolidating in Alameda County while outpatient services have been expanding. The private education industry will add 1,600 jobs, personal services another 800 jobs and hotels and other lodging places 700 more jobs over the 1995 employment levels. Other components of services, which will add 4,000 or more jobs during the projection period, include auto and miscellaneous repairs; amusement and recreation services; motion pictures; social services; legal services, and membership organizations.

Overall, manufacturing will grow at a faster than average rate during the forecast period, generating over 13,200 new jobs. The industries that are expected to show strong growth are the manufacturing of industrial machinery, electronic equipment, and instruments and related products. These industries will add about 8,900 jobs to their payrolls. As part of the Silicon Valley marketplace, the southern end of the county around Fremont has been very successful in attracting technology-oriented, research and development, and electronics manufacturers from the more crowded, higher priced markets of Santa Clara and San Mateo counties.

By the end of the forecast period, retail trade will add 10,600 jobs. The job growth will occur throughout most retail trade industries. Restaurants will lead the growth, increasing by 3,400 jobs, representing over 11 percent increase over the seven-year period. Food stores and automobile dealers will add 2,800 and 500 more jobs respectively. Department stores have been downsizing, as well as closing in the county. Since 1988, employment in this industry has been declining. This trend will continue, but at a much slower pace. By the year 2002, this industry will show little or no growth.

Wholesale trade is expected to increase similar to the overall growth rate, adding 4,400 jobs. Due to its proximity to air, rail and sea transportation, and the prominence of the Bay Area as a center for international trade, Alameda County is an important distribution center. In the durable goods group, the increase will be in office equipment, computer peripherals and software, electronic parts, electrical apparatus and equipment, and the industrial machinery and equipment. In the nondurables group, the gain will be in the grocery distribution firms.

Construction payrolls will increase by about 17 percent or by about 4,200 jobs. This growth reflects the continued recovery from the job losses of the early 1990's, as well as increased demand from business and population growth.

Government employment will post a growth of 3,300 jobs. Local and State education will add about 4,300 jobs, due to increase enrollments and the funding to reduce class sizes. Local government is estimated to grow by 1,900 jobs over the next seven years. Federal government payrolls, however, will show a reduction of about 2,300 jobs due to base closures. State government, excluding education will lose 700 jobs by 2002.

The transportation and public utilities division will add about 3,400 jobs. The gain will be predominately, over 75 percent, in the transportation sector. The Port of Oakland has planned improving inter-modal transportation, using waterfront land formerly belonging to the Naval Supply Center. Included in the improvement plan is the addition of several maritime berths and a rail yard. The new jobs will be in container repair and leasing, trucking, warehousing, freight forwarding and container crane operations. The Port also anticipates that air cargo and passenger volumes at the Oakland Airport will continue to increase, which will create jobs in air transportation and related trucking, cargo handling and passenger moving activities, including car rental, bus and taxi service. The decline of 2,100 jobs in the trucking and warehousing components is mainly the result of a major international parcel delivery firm being reclassified from courier services to the other transportation sector. In the communications and utilities industries, some firms are downsizing and others will reduce their growth rate. Overall, the gains from these industries will be 700 jobs.

Finance, insurance and real estate payrolls will show a net gain of 200 jobs. With more customers using ATM machines and electronic banking, financial institutions will streamline operations and rely more on electronic banking. It is expected to show no increase in the number of workers by 2002. Real estate and insurance will account for an increase of 200 jobs during the forecast period.

Source: State of California, Employment Development Department,
Labor Market Information Division, Information Services Group,
(916) 262-2162.

A. 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 maturing (slowdown) in the effects of “corporate restructuring” trends. These initiatives are now fifteen years old and most of the hard work in the business sector has been done. As a result, “dislocated worker” events should be fewer and involve smaller numbers of workers.

The primary workforce investment needs of businesses, job seekers and workers will be the development and continuous enhancement of information technology skills—particularly at entry job levels and particularly for small to medium size businesses.

There will also be industry-specific training needs driven by high growth sectors of the East Bay economy such as telecommunications and other high tech firms.

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 low (currently 2.7%), 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.

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.

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; mentorships; 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.

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 and state (I-Train) are a couple of the products 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 the cluster, 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.

A committee of the Workforce Investment Board will be established to 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.

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 higher wages;
 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 low unemployment rate of 2.7% is expected to remain steady for the next several years. Many diverse jobs will be available offering high to low wages and requiring a variety of skills. While it is easier for workers to find jobs, it has become increasingly difficult for many employers to find workers. 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 continue to be driven by the Information Technology (IT) job opportunities, ranging from high level software and hardware design positions to telecom infrastructure implementation positions (cable installers, network administrators). Alameda County IT jobs should grow at an annual average rate of 15%, from 36,000 in 2000 to 63,000 in 2004. This is a five-year increase of 27,000 jobs.

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 which 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 low and is projected to remain low, currently about 2.7%. 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 of November 1999 was 737,500. The employment rate in the county was 97.3%, or 717,500 employed county residents. The number of unemployed was 20,000 or 2.7% . The city with the lowest unemployment rate was Piedmont., at 0.7%. The city/census designated place with the highest unemployment rate was Ashland at 4.6%.

The unemployment rate in California at this same time was 4.8%, and in the East Bay as a whole (Alameda and Contra Costa) it was 2.9%.





From a historical perspective, the unemployment rate in Alameda County was:

Rate # Unemployed # Employed Labor Force
Nov. 1989 4.2 29,100 656,500 685,600
Nov. 1992 6.5 44,400 639,100 683,500
Nov. 1995 5.8 39,300 642,700 682,000
Nov. 1998 4.1 29,200 680,900 710,100
Nov. 1999 2.7 20,000 717,500 737,500

(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 is 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 Alameda projects the following information for the period of 1995-2002:




OCCUPATIONS WITH THE FASTEST GROWTH * 1994 – 2001 ALAMEDA COUNTY

Occupation Jobs Jobs Percent New
1994 2001 Change Jobs

Computer Engineers 1,490 2,750 84.6% 1,260
Systems Analysts - Electronic Data Processing 1,680 2,740 63.1% 1,060
Technical Writers 360 520 44.4% 160
Personal & Home Care Aides 290 410 41.4% 120
Emergency Medical Technicians 590 830 40.7% 240
Electrical & Electronic Engineers 2,350 3,270 39.1% 920
Electrical & Electronic Equipment Assemblers – Precision 950 1,310 37.9% 360
Solderers & Brazers 350 480 37.1% 130
Engineering, Math & Natural Sciences Managers 1,940 2,640 36.1% 700
Food Service Managers 950 1,290 35.8% 340
Human Services Managers 500 670 34.0% 170
Construction Managers 970 1,290 33.0% 320
Data Processing Equipment Repairers 730 970 32.9% 240
Mechanical Engineers 1,410 1,870 32.6% 460
Home Health Care Workers 920 1,220 32.6% 300
Nursery Workers 380 500 31.6% 120
Teachers - Special Education 1,090 1,430 31.2% 340
Cabinetmakers & Bench Carpenters 380 490 28.9% 110
Adjustment Clerks 2,260 2,910 28.8% 650
Electrical & Electronic Assemblers 1,080 1,390 28.7% 310
Heating, Air Conditioning & Refrigeration Mechanics 670 860 28.4% 190
Residential Counselors 670 860 28.4% 190
Electric Powerline Installers 640 820 28.1% 180
Designers, exc. Interior & Floral 640 820 28.1% 180
Plastic Molding & Casting Machine Operators 320 410 28.1% 90
Bakers - Bread & Pastry 1,160 1,470 26.7% 310
Amusement & Recreation Attendants 900 1,140 26.7% 240
Customer Service Representatives - Utilities 730 910 24.7% 180
Chemists, exc. Biochemists 1,100 1,370 24.5% 270
Marketing, Advertising & Public-Relations Managers 2,790 3,460 24.0% 670
Bill & Account Collectors 1,170 1,450 23.9% 280
Bus Drivers – School 840 1,040 23.8% 200
Cost Estimators 980 1,210 23.5% 230
Management Analysts 470 580 23.4% 110
Demonstrators, Promoters & Models 1,160 1,430 23.3% 270
Instructors - Non-Vocational Education 860 1,060 23.3% 200
Artists & Related Workers 430 530 23.3% 100
Helpers – Carpenters 520 640 23.1% 120
Mechanical Engineering Technicians 390 480 23.1% 90
Electrical & Electronic Engineering Technicians 2,100 2,580 22.9% 480
Architects, exc. Landscape & Marine 350 430 22.9% 80
Physical Therapy Assistants & Aides 360 440 22.2% 80
Assemblers & Fabricators, exc. Machinery & Electrical 4,430 5,410 22.1% 980
Employment Interviewers - Private or Public 370 450 21.6% 80
Writers & Editors 790 960 21.5% 170
Grinding & Polishing Workers - Hand 420 510 21.4% 90
Operating Engineers 610 740 21.3% 130
Waiters & Waitresses 8,360 10,130 21.2% 1,770
Telemarketers, Solicitors & Related Workers 1,320 1,600 21.2% 280
Subway & Streetcar Operators 330 400 21.2% 70


* Excludes"not elsewhere classified" categories and occupations with employment of less than 400 in 2001.

OCCUPATIONS WITH THE MOST OPENINGS *

1994 – 2001 ALAMEDA COUNTY

Click on the underlined job title for further information.



Occupation Job
Openings *

Salespersons – Retail (Non-Vehicle) 7,090
Cashiers 6,240
Waiters & Waitresses 4,960
General Managers & Top Executives 4,910
General Office Clerks 4,810
Secretaries, General 2,900
Sales Representatives, Non-Scientific - exc. Retail 2,750
Janitors & Cleaner, exc. Maids 2,350
Truck Drivers, Light 1,990
Receptionists & Information Clerks 1,960
Assemblers & Fabricators, exc. Machinery & Electrical 1,760
Maintenance Repairers, General Utility 1,750
Counter Attendants - Food 1,750
Teachers – Secondary School 1,700
Food Preparation Workers 1,680
Guards & Watch Guards 1,630
Police Patrol Officers 1,470
Financial Managers 1,450
Registered Nurses 1,430
Teachers – Elementary School 1,420
Computer Engineers 1,390
Truck Drivers, Heavy 1,360
Hand Packers & Packagers 1,360
Electrical & Electronic Engineers 1,350
Accountants & Auditors 1,260
Instructional Aides 1,260
Bookkeeping & Accounting Clerks 1,220
Systems Analysts - Electronic Data Processing 1,190
Computer Programmers, incl. Aides 1,110
Marketing, Advertising & Public-Relations Managers 1,110
Cooks – Restaurant 1,100
Dining Room Attendants & Bar Helpers 1,050
Engineering, Math & Natural Sciences Managers 1,020
Sales Representatives, Scientific – exc. Retail 990
Automotive Mechanics 970
Stock Clerks – Sales Floor 960
Traffic, Shipping & Receiving Clerks 900
Electrical & Electronic Engineering Technicians 830
Adjustment Clerks 810
Nurse Aides, Orderlies & Attendants 760
Carpenters 750
Combined Food Preparation and Service Workers 730
Packaging & Filling Machine Operators & Tenders 720
Mechanical Engineers 720
Teachers – Preschool & Kindergarten 710
Counter & Rental Clerks 710
Industrial Truck & Tractor Operators 690
Demonstrators, Promoters & Models 650
Teachers – Vocational Education & Training 620
Billing, Cost & Rate Clerks 610

* Job openings due to growth and to replace people who leave the occupation or retire. Openings which occur when people leave an employer but do not change occupations are not included. The numbers are for the entire seven-year period--not an average for each year.




DECLINING OCCUPATIONS
1994 - 2001
ALAMEDA COUNTY

Click on the underlined job title for further information.


Occupation Jobs Jobs Job Job
Openings
Expected*
1994 2001 Decline

Typists, inc. Word Processing 4,750 3,910 -840 320
Tellers 2,960 2,530 -430 800
Postal Mail Carriers 2,030 1,770 -260 340
Sheet Metal Workers 1,140 890 -250 110
Billing, Posting & Calculating Machine Operators 610 410 -200 170
Computer Operators - exc. Peripheral Equipment 1,630 1,440 -190 160
Welfare Eligibility Workers & Interviewers 820 670 -150 70
Service Station Attendants 840 710 -130 170
Postal Service Clerks 650 580 -70 80
Personnel Clerks - exc. Payroll 970 900 -70 130
Stenographers & Court Reporters 620 570 -50 70
Loan & Credit Clerks 1,050 1,000 -50 110
File Clerks 1,640 1,590 -50 430
Dentists 570 550 -20 100
Tax Preparers 1,360 1,340 -20 150
Data Entry Keyers - exc. Composing 1,990 1,970 -20 70
Stock Clerk - Stockroom & Warehouse 4,260 4,240 -20 590
Procurement Clerks 490 480 -10 70
Refuse Collectors 640 630 -10 90
Police & Detective Supervisors 670 660 -10 200
Medical & Clinical Laboratory Technologists 1,070 1,060 -10 140
First-Line Supervisors & Managers of Mechanics & Repairers 2,080 2,070 -10 290


* Even though these occupations are declining, openings will be created in the jobs that do remain by the need to replace workers who change to another occupation or retire. These estimates are for the entire seven-year period--not for each year.


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 twenty 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.

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, Manufacturing, 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 1996-1998 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 for LMI.”

This report (CCOIS) contains survey information, collected over the past several years, for each of these growth occupations identified above. Job skills needed to attain those occupations are identified.


In addition to the technical skills described below, employers emphasize the need for soft skills e.g. writing, listening, speaking, teamwork and flexibility on the job.


Much MORE Emphasis Much LESS Emphasis
% Respondents % Respondents
Internet 73% REXX 71%
Web development 62% PL/1 71%
HTML 60% Windows 3.1 69%
LAN/WAN Platform 57% Assembly Language 63%
Windows NT 56% CICS 63%
Java 53% Microfocus 57%
Windows98 47% Small Talk 57%
Local Area Networks 47% IBM OS/2 55%
E-Mail 47% Focus 50%
Intranets 42% DOS 50%
Wide Area Networks 40% COBOL 50%
Enterprise Networks 35% DCL 50%
Database 20% Macintosh 42%
Applications Computers
Computer Based 18% BASIC 38%
Training
Presentation Graphics 14% Mainframe 33%
Computers
Source: The Compass Group, Bay Area IT Labor Market, 1998


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 will work closely with County Counsel to develop 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.

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.


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 is planning to become a comprehensive One-Stop career center. At least one One-Stop career center of the ACCESS System will be certified as a comprehensive One-Stop by June 30, 2000 in compliance with the Workforce Investment Act. The others will be certified when they have met certification requirements.

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 One-Stop career centers. 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 will certify 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 will establish an appeal process that includes written procedures, timeframes, response mechanisms, and final decision authority.

The certification process will be handled both locally and regionally. 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.

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. In addition, all required partners were invited to two full day sessions to discuss the specific role for each partner. A national facilitator coordinated the discussion and explained the possible roles for each required partner. The Director of the WIB and WIB staff will be meeting individually with the major required partners: EDD, Vocational Rehabilitation, Social Services Agency, and Title V. The smaller partners and larger partners will be negotiating with the local one-stop operators individually.

C. Inclusion of Required WIA Partners in the One-Stop Delivery System

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. In addition, all required partners were invited to two full day sessions to discuss the specific role for each partner. A national facilitator coordinated the discussion and explained the possible roles for each required partner. The Director of the WIB and WIB staff will be meeting individually with the major required partners: EDD, Vocational Rehabilitation, Social Services Agency, and Title V. The smaller partners and larger partners will be negotiating with the local one-stop operators individually.




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 will be formalized initially through the development of the Memorandums of Understanding (MOU) at both the system level and by the individual One-Stop Centers. Ongoing coordination will be the responsibility of the WIB. All One-Stop contracts will contain coordination requirements as specified in the MOUs.

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.

One-Stop career center partners will be added or removed during the WIB certification process. An open enrollment period for official partners will be held by the WIB on a periodic basis. The WIB will establish partner criteria. The WIB will determine the criteria for satellites and affilliates of the One-stop career centers.

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 will be 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.

The EASTBAY Works Core to Intensive to Training Work Group is meeting to outline how people will move through each stage. It is the intention of the group to develop a regional process that will be standard across the four WIB areas. The Group will also develop a way to administer the process and track the progress of the people as they move through the stages. It is expected that a regional recommendation will be available for the four WIBs to review in the month of September. It will be forwarded to the state when it has received WIB approval.
EASTBAY Works has a Core to Intensive to Training Work Group which meets to discuss the most appropriate way for people to move through each stage. The group has developed a regional process which will be standard across the four WIB areas. The process will be reviewed and amended as it is used during the year. The Work Group meets periodically to discuss delivery of services as more information becomes available from the Department of Labor, the State, national consultants, various training opportunities, and experience. The current process is included for informational purposes. (Please see examples of process included in this packet.)

F. Plan for Administering Individual Training Accounts (ITAs)

ITA’s will be administered through a contract with Oakland PIC. Oakland PIC will enter into contract with vendors off of the Eligible Training Providers List (ETPL) on behalf of the Alameda County WIB and EASTBAY Works. It will be the responsibility of the One-Stops to approve and issue an ITA (voucher) to eligible customers. It will also be the responsibility of the One-Stops to monitor progress and authorize payment to the vendors. This regional approach for ITA’s will reduce contracting and administration duplication. Alameda County WIB will conduct an onsite visit to each vendor applicant in the service delivery area. After review and approval, a recommendation will be forwarded to Oakland PIC to enter into contract with the vendor applicant. All applications and information will be posted on the Internet using I-TRAIN.

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 WIB will need to determine what criteria will be applied to determine a “priority of service”. It will also need to determine how the training funds will be used such as caps on the amount spent on each job seeker, length of training etc. These issues are being discussed regionally and it is expected that some regional standards will be developed.

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. With an unemployment rate of slightly more than 2%, many job seekers will be able to find jobs without 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 Liaisons 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.

The EASTBAY Works Core to Intensive to Training Work Group is meeting to discuss a regional approach to priority services. It is expected that a regional recommendation will be available for the four WIBs to review in the month of September. It will be forwarded to the state when it has received WIB approval.

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.

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.

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.

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) will be developed on two levels. An umbrella MOU will be developed among the Workforce Investment Board partners. Each One-Stop career center will develop an individual MOU with its partners. WIB staff will assist in facilitating the development of the MOUs.

It is expected that the MOU negotiations will be completed by July 1, 2000. The negotiation process will be documented by meeting notes. The WIB will notify the State WIB if any negotiations fail. It is hoped that the State will provide assistance during the negotiations in situations where it will not be possible for a partner to sign an MOU.

The WIB Director and staff will begin negotiations of the MOUs in the beginning of August. Once the MOUs are developed and approved by the Workforce Investment Board, partner signatures will be obtained. The Workforce Investment Board will not meet until September 28, 2000. As the MOUs are developed, copies with signatures will be forwarded to the state. The anticipated completion date for this entire process should be no later than October 31, 2000.


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 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 8732 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 47% 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. Basic skills services, such as language, are necessary, as there is a high immigrant population in the central area.

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 activities center around park and recreation services. The City of Berkeley has additionally committed city resources to develop a one-stop center for youth called YouthWorks. This service, operated out of the Health and Human Services Department of the city, provides paid work experience opportunities for youth residents ages 16-21 with various public and private employers. The center provides assessment, testing, career life planning classes, counseling (educational, personal family, etc.), job development for both in-school and out-of-school youth. The City of Fremont has established a business called the NOVA Café, which is operated by low-income youth in the city. This café is not only an entrepreneurial experience for the youth, but a way to encourage youth to remain in school.

The County of Alameda uses TANF funds to provide pregnant and parenting teen CalWORKs recipients with supportive services such as child care and transportation if they remain in school. If the youth stay in school and graduate, they receive a bonus, if they drop out, they are sanctioned. This is a relatively new program; therefore, long term benefit has not yet been determined.

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 PIC 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 in recent months 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 Job Training Partnership 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

Comprehensive youth services, for both in-school and out-of-school youth, will be 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.

There are many projects/activities provided through school systems, which target services particularly to students at risk of dropping out of school and to those with serious barriers to employment, e.g., continuation schools usually serve youth who are primarily at-risk and who would normally have dropped out of a more mainstream educational establishment. Additionally, these secondary educational agencies more often provide services to pregnant/parenting teens. Both the community-based organization and these secondary educational partners utilize non-traditional approaches that are more appealing to vulnerable youth. Furthermore, these non-traditional approaches have proven more successful. The local One-Stop career center in each community will become the hub for employment and training information and access. It is important that vulnerable youth connect to this resource as soon as possible. Additionally, the variety of partners and services housed at the One-Stop career center increases the availability of services to youth. It is expected that each area collaboration will partner with other agencies and organizations that can successfully provide access to not only the required elements specified in the Workforce Investment Act, but to other auxiliary services necessary to assist vulnerable youth in making the connection and transformation between school and work.

As previously mentioned, it will be the responsibility of the local collaboratives to identify local resources and to coordinate and collaborate with other entities providing services to vulnerable youth. These other entities would include, but not be limited to, the County foster care services, disabled youth services including the California Schools for the Blind and Deaf, the School-Age Mothers programs within the various districts, the juvenile justice system, CalWORKs, and Gang prevention services.

F. Description of Youth Program Design Elements

1. Preparation for post-secondary educational opportunities: One of the required partners in the collaborative delivery structure is a secondary educational partner. With the inclusion of the education system in the local delivery of services, it is expected that youth will receive guidance and participate in activities, which will assist them in preparing for post secondary educational opportunities. Each local collaborative will identify the specific activities, which will prepare at-risk youth for post secondary opportunities. Secondly, because the local One-Stop career center must be connected as a partner within the local delivery system, youth will be trained on accessing and locating information regarding further educational opportunities. This will make it possible for at-risk youth to research this information.

2. Strong linkages between academic and occupational learning: It is expected that services will be provided in a contextual framework, each activity and element connected and built upon the other to form a comprehensive service strategy. This strategy will stress the connection between academic and occupational learning and focus on building strengths and assets within the academic realm, which will have relevance and can be connected to occupational practice. This may be accomplished through internships, job shadowing, work experience or other activities, which link academic instruction with occupational proficiency. Each local collaborative will be responsible for determining the individual mix of activities for each youth, which will accomplish this task successfully. The collaborative partnership of community agency/secondary educational partner and One Stop career center will facilitate linkages between academic and occupational learning. Additionally, Regional Occupation Programs will be encouraged to participate within the construct of the collaborative. This will assist in developing active linkages between academic and occupational learning.

3. Preparation for unsubsidized employment opportunities: Activities such as career and life skills training will be available to assist youth in their transition from school to work/career. Within the context of this training, pre-employment skills as well as work maturity skills will be stressed. As part of a client-based strategy youth will learn the skills not only to secure employment, but also, to remain employed. Areas such as job search activities, application and resume preparation, appropriate appearance and behavior, interviewing skills, punctuality, and interpersonal skills will be stressed. The training methodology will be flexible and determined on the local level. It is expected that each collaborative will have the capacity and capability to provide this activity in a framework which suits the individual needs of the client.

4. Effective linkages with intermediaries with strong employer connections: The One-Stop career center will be a required collaborator within each local youth service structure. Many of the mandated One-Stop system partners have very strong connections with employers, the Employment Development Department being one of the largest. Additionally, EDD, Apprenticeship and Job Corps will be represented on the WIB and Youth Council. Also Chambers of Commerce and the local private Economic Development agency have representation on the WIB. At a minimum, direct linkages with these intermediaries will be fostered and strengthened to maximize the connections between employers and youth. It will be the responsibility of each area collaborative to engage other intermediaries within their community, i.e., local Chambers of Commerce, Lions Club, and Rotary Club to name a few.

5. Alternative secondary school services: One of the mandated partners within each local area youth collaborative is a secondary educational partner whose activities include specific programmatic services for at-risk youth. The WIB and Youth Council will continue to provide guidance to each funded area collaborative to insure that alternative secondary schools are key players within this framework. Additionally, community agencies and community-based organizations have a history of working effectively with alternative secondary schools and have consistently utilized the services offered by these institutions for their participants. The collaboration envisioned by balance of Alameda County will effectively strengthen this alliance and secure a place for alternative secondary schools at the table.

6. Summer employment opportunities: Summer employment opportunities will be offered within the mix of activities available for at-risk youth based on assessed need. Summer opportunities will connect youth with employment in various sectors and for several purposes. A youth with no work history may be referred to a subsidized position in the public or non-profit sector, where emphasis on exposure to the world of work is warranted. Where specific on the job occupational training is required or where there is a need to provide corresponding work-based learning, a youth may be provided a subsidized or employer-paid position in the private sector. Where connection to community is the principle strategy, a youth may be offered a slot in a community project. It will be the responsibility of the area collaborative to provide the variety and methodology for provision of summer employment opportunities.

7. Paid and unpaid work experience: Work experience, either paid or unpaid, will be an available activity within the service delivery system and within each area funded collaborative on a year-round basis, i.e., work experience may be provided as part of the individual service strategy within the school year as well as during the summer. Work experience, like the summer employment opportunities, may take various forms (internships, community projects, public/non-profit exposure) depending on the focused need of the individual; however work experience will be a complimentary activity to the total strategy and will not be provided as a stand alone approach. The local area collaborative will determine how this activity will be offered. The combination of mandated partners (community/school/One- Stop) will facilitate the engagement of this activity.

8. Occupational skills training: It is assumed that the community agencies collaborative partner, specifically the CBO, and the secondary education collaborative partner will take the lead in providing accessibility for this activity. CBOs in balance of Alameda County have been the deliverer of occupational skills training to disadvantaged clients for the past twenty years and have developed a successful non-traditional teaching methodology embraced by this population. The current CBOs funded by the Alameda County PIC have all been required to obtained Private Post Secondary Education certification for all classes funded with JTPA dollars. The secondary education partner may include Regional Occupation Programs, which are well known for their ability to successfully deliver this service. Other partners or collaborators (adult school, community college) and vendors may also be utilized (provided they are on the Eligibility Training Provider List).

9. Leadership development opportunities: Each local area collaborative will be responsible for providing leadership development training opportunities, which meet the needs of the current workforce requirements. Emphasis will be placed on SCAN skills development, as these skills have been identified as crucial to success in the workplace. Additionally, citizenship skills are necessary, as a sense of connection to one’s community is vital. The manner of accessibility will be a local collaborative decision. It is expected that leadership development training will be provided in a “hands on” as well as a “theoretical” approach. Service learning opportunities provided by the local Office of Education will also be encouraged.

10. Comprehensive guidance and counseling: This activity will be offered through each area collaborative in a manner consistent with client need and circumstances. The collaborative partners will make this service accessible either through their organizations or through linkages with organizations more experienced and equipped to handle indepth and complex issues, e.g., County Social Services Department - drug and alcohol abuse, domestic violence and child abuse, mental health. Flexibility will be given to each local area collaborative to determine the extent and manner of counseling.

11. Supportive Services: Where supportive services are necessary and integral for the sustained involvement of the client, each collaborative is expected to provide accessibility. They may provide the accessibility through their respective organizations or through referral to an appropriate community or county organizations experienced in the provision of these services. Eden Information & Referral is a well networked organization that runs a data base of resources and is linked to the EASTBAY Works website. Alameda County Social Services Agency currently provides childcare and transportation services to CalWORKs clients. Childcare is also provided through many School Age Mothers Programs at the secondary school level. Various cities within the county provide funds to local organizations for supportive services including emergency food and shelter programs. United Way also funds supportive service organizations. The extent and duration of service will be a local area collaborative determination.

12. Follow-up services: Follow-up services will be a required activity for a twelve-month period after the participant has exited the program. Each area collaborative must develop its own system for insuring that a comprehensive follow-up plan is instituted. Follow-up services will consist of a set of activities and/or interventions to insure that the participants remain focused on the positive paths developed for them during the course of participation. These activities may include a re-evaluation of service strategy and/or may necessitate a repeat of activities provided while in the program. It is expected that each collaborative will develop the necessary linkages to insure that follow-up services are timely, thorough and complete.


VII. ADMINISTRATIVE REQUIREMENTS

A. Competitive Procurement Process for Youth Contracts

A competitive Request for Proposal (RFP) process will be used to award contracts and grants for youth services. A list of eligible youth service providers, based on the recommendations of the Youth Council and, when developed, on the criteria contained in the State WIA Plan, will be provided to the Workforce Investment Board which will make the award of grants and contracts.

B. Competitive and Non-Competitive Processes, Including Information Provided as to Availability of WIA and Related Funding

The award of grants and contracts for adult services delivered through the One-Stop system will be non-competitive and will be developed through the Memorandum-of-Understanding (MOU) process between the WIB and the One-Stop operators. Targeted service strategies approved by the WIB, such as support services or addressing barriers within defined population groups, will be provided through a Request for Proposal (RFP) competitive process. In the development of youth services an RFP competitive process will be utilized to award grants and contracts. Potential bidders will be notified of the RFP competitive process through public hearings, direct mail contact to a community mailing list, internet informational postings, and a program specific bidders conference.

The WIB may also consider the use of an individual referral (IR) system for accessing support services once a system to establish an eligible list of providers is approved.

Alameda County is one of four service delivery areas within the regional (two county) EASTBAY Works One-Stop Career Center system. EASTBAY Works was implemented in 1996 and developed within the principles of California’s Vision for a One-Stop Career Center system. Services and activities for universal access, core and intensive services, client tracking, a regional training vendors list, and an individual training account (ITA) system, have been developed by the EASTBAY Works system partnership, approved by each of the four service delivery area PICs and implemented at each One-Stop career center in the two-county region. The award of grants and contracts for these activities under Title I of WIA will be implemented through the partnership of EASTBAY Works and within MOUs between the WIB and the partner agencies of EASTBAY Works.

C. Entity to Serve as The Local Grant Recipient

The County of Alameda will serve as the local grant recipient and will be responsible for disbursing grant funds. Primary grant and program administrative responsibility will be held by the Alameda County Social Services Agency which will implement fiscal procedures through the County’s Auditor-Controller’s Office for the disbursement of grant funds.

D. Criteria for Awarding Youth Activity Funding Including Factors Used in Identifying
Effective and Ineffective Youth Activities and Providers

In awarding grants for youth activities the WIB, in partnership with the Youth Council, will use the following criteria:

 Demonstrated performance of service provider and partners
 Collaborative ability and approaches, including coordination and linkages with other providers
 Inclusion of additional resources that enhance services for youth
 Comprehensiveness of services
 Quality of program design
 Financial and organizational capabilities of service provider and partners
 Planned performance outcomes

To identify the most effective youth activities and providers, the WIB and Youth Council will implement the following steps:

 Collect performance information on all bidders of youth services, including academic enhancement programs;
 Compile before and after measures to support the treatment effect and define the effectiveness of the activity / activities being measured;
 Include the results of summer projects or academic enhancement programs when appropriate;
 Decide what information, supported by data, would build community support for the local vision on youth services;
 Identify and define relevant, measurable performance indicators (both internal and external) including initial measures of progress toward youth system completion, using operational and strategic plans jointly developed by the Youth Council and the WIB;
 Implement performance measurement and data gathering processes;
 Establish baselines for performance which identifies effective and ineffective youth activities and providers;

E. Local Area Definition Regarding Sixth Youth Criterion

The balance of Alameda County’s definition regarding the sixth youth eligibility criterion is: “at risk of dropping out of a secondary school”. Determination of “at risk of dropping out of a secondary school” will be left to the discretion of each area collaborative and based on client circumstances and need.

F. Public Review and Comment on Performance Outcomes and Measures

The WIB will adopt a policy and procedure that stipulates performance outcomes and measures will be first addressed at the WIB’s Performance & Accountability Subcommittee. The WIB has asked the SDA to provide them six-month updates during this implementation phase. Program Performance Data will be routinely published in the WIB Agenda Packets. This information is available to the public. Notification for WIB meetings and its committees are mailed to a broad list of employment and training provided, posted at County Buildings and One-stop Centers, and are also posted on the website. The public may address the WIB or its committees during the “Public Forum” of each meeting.


VIII. ASSURANCES

A. The Local Workforce Investment Board and its staff assure that it will establish, in accordance with section 184 of the Workforce Investment Act, fiscal control and fund accounting procedures necessary to ensure the proper disbursement of, and accounting for, funds provided to the Local Workforce Investment Board through the allotments made under sections 127 and 132. [WIA, Section112(b)(11)]
B. The Local Workforce Investment Board assures that it will comply with WIA, Section 184(a)(6), which requires the Governor to, every two years, certify to the Secretary that it has:
1. Implemented the uniform administrative requirements referred to in WIA, Section 184(a)(3);
2. Annually monitored local areas to ensure compliance with the uniform administrative requirements as required under WIA, Section 184(a)(4); and
3. Taken appropriate action to secure compliance pursuant to WIA, Section 184(a)(5).
C. The Local Workforce Investment Board assures that compliance with the confidentiality requirements of WIA, Section 136(f)(3).
D. The Local Workforce Investment Board assures that no funds received under the Workforce Investment Act will be used to assist, promote, or deter union organizing. [WIA, Section181(b)(7)]
E. The Local Workforce Investment Board assures that the board will comply with the nondiscrimination provisions of WIA, Section 188, including an assurance that Methods of Administration have been developed and implemented.
F. The Local Workforce Investment Board assures that the board will collect and maintain data necessary to show compliance with the nondiscrimination provisions of WIA, Section 188.
G. The Local Workforce Investment Board assures that there will be compliance with grant procedures of WIA, Section 189(c).
H. The Local Workforce Investment Board certifies that veterans' services provided with Wagner-Peyser Act funds will be in compliance with 38 U.S.C. Chapter 41 and 20 CFR part 1001.
I. The Local Workforce Investment Board certifies that Wagner-Peyser Act-funded labor exchange activities will be provided by merit-based public employees. [State Planning Guidance VI. 13.]
J. The Local Workforce Investment Board assures that it will comply with the current regulations, 20 CFR part 651.111, to develop and submit affirmative action plans for Migrant and Seasonal Farm Worker (MSFW) Significant Offices in the local workforce area which are determined by the Department of Labor, to be in the highest 20% of MSFW activity nationally.
K. The Local Workforce Investment Board has developed this Plan in consultation with local elected officials, the business community, labor organizations and other partners. [WIA Section 118(a)]
L. The Local Workforce Investment Board assures that it will comply with section 504 of the Rehabilitation Act of 1973 (29 USC 794) and the American's with Disabilities Act of 1990 (42 USC 12101 et seq).
M. The Local Workforce Investment Board assures that funds will be spent in accordance with the Workforce Investment Act, written Department of Labor guidance, and other applicable Federal and State laws and regulations
N. The Local Workforce Investment Board assures that veterans workforce investment programs funded under WIA, Section 168, will be carried out in accordance with that Section.
O. The Local Workforce Board assures it will comply with future State Workforce Investment Board policies and guidelines, legislative mandates, or other special provisions as may be required under Federal law or policy, including the Workforce Investment Act or State legislation.









State of California Workforce Investment Act
Local Planning Guidance

NEW ASSURANCES TO LOCAL WIA PLANS

1. The Local Workforce Investment Board assures that when allocated adult funds for employment and training activities are limited, priority shall be given to recipients of public assistance and other low-income individuals for intensive and training services [WIA, Sections 134 (d)(4)(E), 118(b)(4)].

2. The Local Workforce Investment Board certifies that its One-Stop Centers will recognize and comply with applicable labor agreements affecting represented employees located in the Centers. This shall include the right of access by State labor organization representatives pursuant to the Ralph C. Dills Act (Chapter 10.3 [commencing with Section 3512] of Division 4, of Title 1 of the Government Code).

3. The Local Workforce Investment Board assures that State employees who are located at One-Stop Centers shall remain under the supervision of their employing department for the purposes of performance evaluation, and other matters concerning civil service rights and responsibilities. State employees performing services at One-Stop Centers shall retain existing civil service and collective bargaining protections on matters relating to employment, including but not limited to, hiring, promotion, discipline, and grievance procedures.
4. The Local Workforce Investment Board assures that when work-related issues arise at One-Stop Centers between State employees and operators or supervisors of other partners, the operator or other supervisor shall refer such issues to the State employees’ civil