INFORMATIONAL BULLETINS (PY 2000)
DRAFT MODIFICATION - SECOND YEAR WIA LOCAL PLAN MODIFICATION - PUBLIC INPUT
SECOND YEAR WIA LOCAL PLAN MODIFICATION
PUBLIC INPUT
TO: Members of the Workforce Development Community
FROM: Dorothy Chen, WIB Director
DATE: July 1, 2001
SUBJ: 30 Day Review & Comment of the Alameda County Workforce Investment Act (WIA) Local Five-Year Strategic Plan - 2nd Year Modification PY2001
Enclosed please find a draft copy of PY 2001 revisions to the Alameda County Workforce Investment Act 5-Year Strategic Plan. We invite you to review and provide input on this document. Under the Workforce Investment Act, each service delivery area must allow a 30-day comment period for the public on their Local Plan Modification. The 30-day comment period to the plan is on July 1, 2001 through July 31, 2001. We will accept written comments as follows:
Written comments must be received by 5:00pm, Tuesday, July 31, 2001. Comments may be submitted as follows:
By mail to: Dorothy Chen, Director
Alameda County Workforce Investment Board
24100 Amador Street, 6th Floor
Hayward, CA 94544-1203
By e:\mail: DChen@co.alameda.ca.us
Additionally we will be holding a day of Community Forums to solicit verbal input on the revisions to the plan from the stakeholders in the workforce development community. These will be held as follows:
Date: Wednesday, July 18, 2001
Place: Eden Area Multiservice Center
24100 Amador Street, 6th Floor, Shooting Star Rooms A&B
Hayward, CA 94544 (510) 259-3800
(Directions – Corner of Winton & Amador Streets)
Time: Morning session: 10:00 to 11:30 A.M.
Afternoon session: 1:30 to 3:00 P.M.
Should you wish to access the original Local Five Year Strategic Plan and/or have questions regarding this process, please call Andrea Peixoto at (510) 728-7862 before July 9, 2001 and (510) 259-3831 thereafter.
ALAMEDA COUNTY WORKFORCE INVESTMENT AREA
DRAFT COPY
STRATEGIC FIVE-YEAR PLAN/
SECOND-YEAR LOCAL PLAN MODIFICATION
FOR
TITLE I of the
WORKFORCE INVESTMENT ACT of 1998
Alameda County Workforce Investment Board
22225 Foothill Boulevard
Hayward, CA 94541
Phone: (510) 728-7870 // FAX (510) 728-7861
E-Mail: DChen@co.alameda.ca.us
Second Year Local Plan Modification PY 2001
Adjustment # LWIA: Alameda County Workforce Invest. Area
X Modification # 1 Date: 08/31/2001
WORKFORCE INVESTMENT ACT
STRATEGIC FIVE-YEAR LOCAL PLAN
Local Plan Table of Contents
REVISION PAGE #
Yes No ’00 PLAN
Executive Summary
I. Plan Development Process X
II. Local Vision and Goals X
III. Labor Market Analysis X 8
IV. Leadership X 22
V. One–Stop Service Delivery System X 23
VI. Youth Activities X 30
VII. Administrative Requirements X 37
VIII. Assurances X
IX. Signature Page Required
Attachments
1. Budget Plan Summaries Required
2. Participant Plan Summary Required
3. Performance Indicator Chart Required
4. Memorandums of Understanding X
5. Public Comments of Disagreement
6. Grant Recipient Listing X
7. Other Submittal(s)
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 3.4%), 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 3.4% 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 3.4%. 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 April 1, 2001 was 749,000. The employment rate in the county was 96.6%, or 724,800 employed county residents. The number of unemployed was 24,200 or 3.4%. The city with the lowest unemployment rate was Piedmont, at 0.8%. The city/census designated place with the highest unemployment rate was Ashland at 5.4%.
The unemployment rate in California at this same time was 4.9%, and in the East Bay as a whole (Alameda and Contra Costa) it was 3.0%.
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
Apr. 2001 3.2 24,200 724,800 749,200
(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 1999-2000 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
B. Conflict of Interest Provisions
The WIB worked closely with County Counsel to develop a new Conflict of Interest policy. Additionally, WIB members may not engage in any activity determined by the Governor to constitute a conflict of interest as specified in the State Plan. Standards of conduct will ensure each member:
Avoids situations which give rise to a suggestion that any decision was influenced by prejudice, bias, special interest, or personal gain;
Exercises due diligence to avoid situations which may give rise to an assertion that favorable treatment is being granted to friends and associates;
Not solicit or accept any money or any other consideration from any person for the performance of an act reimbursed in whole or part with any public or private funds; and
Abstains and not votes on any action, which would provide a direct financial benefit to that member or any business, or organization, which the member directly represents.
(See Attachment II)
V. LOCAL ONE-STOP SERVICE DELIVERY AREA
F. Plan for Administering Individual Training Accounts (ITAs)
The Local Workforce Investment Board is required under the Workforce Investment Act to set policies for Adults and Dislocated Workers using training services that define time limits and dollar limits (caps). The Operations committee was advised that EASTBAY Works was working to establish regional guidelines for ITA’s and OJT’s. The Operations Committee felt regional (EASTBAY Works) guidelines should be adopted. Staff was directed to continue to meet and bring back the regional recommendations. The EASTBAY Works Procurement Team met on July 12, 2000 to set forth and agree on regional guidelines for ITA’s and OJT’s.
Concerns about retention, skill transference, minimum employer contribution and wage recovery were taken into consideration.
The Workforce Investment Act requires that ITA’s only be issued if eligible individuals who are unable to obtain other grant assistance for such services through Federal Pell Grants or any other grant assistance (Section 134 (d) (4) (B)). OJT’s and customized training are exceptions.
For dislocated workers there may be the possibility of North America Free Trade Act (NAFTA) or Trade Adjustment Assistance (TAA) funding.
Citation(s): Workforce Investment Act of 1998 Section 134
Policy/Procedure/Definition:
The Individual Training Account (ITA) Policy:
a. ITA’s will be capped/limited to $5,000 over a five-year period. Under special circumstances, on a case by case basis and with proper justification, a counselor could request a waiver to exceed the $5,000 limit from the One-Stop Manager.
b. If similar training (curricula and timeframes) is available at both a public and private training institution, the local WIB would only pay up to the cost of the public training institution. (The WIA registrant could opt for the private school but would only receive an ITA for an amount equal to the Public Schools cost.)
c. Maximum training time will be 2 years.
d. ITA’s and OJT’s can be combined as long as it stays under the $5,000 cap. Under special circumstances, on a case by case basis and with proper justification, a counselor could request a waiver to exceed $5,000 from the One-Stop Manager.
e. ITA’s will apply to both adults and dislocated workers.
Individual Training Account (ITA) Procedure
1. Career Counselor conducts transferable skills analysis and in-depth assessment
2. Career Counselor and Customer determine BEST training options
3. Career Counselor and Customer explore all other funding possibilities (PELL, CC, Adult Ed, etc.)
4. Career Counselor verifies with Supervisor that is WIA funding is available for intended ITA. This verification is in accordance with local WIB procedures.
5. Career Counselor verifies that Customer meets Training Provider requirements (reading level, math, etc.)
6. Career Counselor completes Career Counselor Career Counselor Worksheet: Individual Training Account form.
7. Career Counselor obtains authorization from Supervisor.
8. Career Counselor enters information into Smartware.
9. Career Counselor faxes completed and signed Career Counselor Worksheet: Individual Training Account to Oakland PIC Client Specialist at least 10 days before training starts.
10. Client Specialist enters information into Title I record keeping system.
11. Client Specialist issues final ITA, and forwards to Oakland PIC Contracts Department for signature by CEO; signed ITA is returned to Client Specialist.
12. Client Specialist mails final ITA along with invoices to Training Provider, and faxes copy to Career Counselor.
13. Training Provider counter-signs ITA and mails original back to OPIC.
14. Client Specialist faxes signed ITA to Career Counselor. Customer may now start training.
15. Training Provider sends OPIC completed invoice covering period of training received to date.
16. Client Specialist will fax Career Counselor copy of invoice, and will request from Career Counselor verification of receipt of: Attendance/ Monthly Progress Reports/ Grades, Completion of Course or Program/ Proficiencies/ Copy of any Certificate Earned.
17. Career Counselor sends written authorization to Supervisor, who signs off and faxes it to Client Specialist, who forwards OPIC Fiscal department to pay.
Weekly update of ITA funding availability will be e-mailed to Title I Manager and appropriate One-Stop Managers.
I. Criteria for Determining Priority Service When There Are Limits on Adult Funds
In the event that funds are limited, the WIB has added residency as an additional priority. 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 over 3%, 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.
VI. YOUTH ACTIVITIES
A. Description of Youth Council
The Alameda County Workforce Investment Area has constructed its Youth Council. The council was appointed by the Local Board in September 2000 and by the Local Elected Official(s) in October 2000. The Alameda County WIB Youth Policy Council is a 32-member body with representation as follows: WIB Members (6 seats), Apprenticeship (1 seat), Community Based Organizations (2 seats), Coalition of Youth Service groups (1 seat), Juvenile Justice System/Public Defender (1 seat), Law Enforcement (1 seat), Local Educational Entities (3 seats), Public Housing (1 seat), Parents of Eligible Youth (2 seats), Youth/Including Former Participants (8 seats), Job Corps (1 seat), One Stop System (1 seat), Social Services Agency (1 seat), Inter-faith Based Organization (1 seat), Employment Development Department (1 seat), School to Career (1 seat) and Foster Care (1seat). 13 seats are occupied by WIB members or their designees. Twenty-five percent (25%) of the seats must be reserved for youth representatives who are paid a stipend of $25 per meeting or event attended. Meetings are held monthly in the late afternoon to accommodate the youth.
The Youth Council is a subgroup of the Workforce Investment Board. Their role is 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 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.
VII. ADMINISTRATIVE REQUIREMENTS
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 and dislocated worker 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. Any specialized workforce services deemed by the employer community to be necessary in meeting the labor market demands will also be provided through an 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 “system” 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 management, fiscal services, and program administrative responsibility will be held by the Alameda County Social Services Agency. The Auditor-Controller’s Office will disburse the grant funds.
E. Local Area Definition Regarding Sixth Youth Criterion
The balance of Alameda County’s definition regarding the sixth youth eligibility criterion is:
1. “Requires additional assistance to complete an educational program” shall be defined as: an individual who: (a) is at risk of dropping out of school, as identified by a referral from a school staff person, probation officer, or other responsible person documenting chronic attendance or disciplinary problems, or educational underachievement, and/or other indications which have been adopted by the Local Education Agencies (LEAs); or (b) is attending an alternative school/education program; or (c) is credit deficient; or (d) whose educational achievement is below expected levels; or (e) who has unstable living conditions; or (f) lacks familial support to complete an educational program.
2. “Requires additional assistance to secure and hold employment” shall be defined as an individual who: (a) has never held a job; or (b) has been fired from a job within the 12 months prior to application; or (c) has never held a full-time job (30+ hours per week) for more than 13 consecutive weeks; or (d) lacks familial support to secure or hold employment.
ATTACHMENT II
ALAMEDA COUNTY WORKFORCE INVESTMENT BOARD (WIB)
CONFLICT OF INTEREST POLICY
1. This Conflict of Interest Code (“Code”) is adopted pursuant to the requirements of California Government Code Section 87300, Title 2 California Code of Regulations (CCR) Section 18730, and 29 Code of Federal Regulations (CFR) Section 97.36(b)(3).
2. “Member” refers to a member of the Alameda County Workforce Investment Board (WIB) or the Youth Council, unless otherwise specified. “Employee” refers to an employee of the WIB or the Youth Council, unless otherwise specified. “WIB Director” refers to the Executive Director of the Workforce Investment Board. “Immediate family” refers to the spouse and dependent children of a member or employee, including children for whom the member or employee is a legal guardian. Workforce Investment Act of 1998, 29 U.S.C. 2801 et seq. P.L. 105-220, 112 Stat. 936 et seq. (“WIA”) Section 101; Government Code Sec. 87100 et seq.
3. A WIB member may not vote on a matter under consideration by the WIB regarding the provision of services by such member (or by an entity that such member represents), or that would provide direct financial benefit to such member or the immediate family of such member. WIA Section 117(g)(1).
4. A WIB member must not engage in any activity determined by the Governor to constitute a conflict of interest as specified in the State plan. WIA Section 117(g)(2).
5. A WIB member or Youth Council member must neither cast a vote on, nor participate in, any decision-making capacity on the provision of services by such member (or any organization which that member directly represents), nor on any matter which would provide any direct financial benefit to that member or a member of his immediate family. Department of Labor (DOL) Interim Final Rule, 20 CFR 667.200(a)(4)(i). To “participate in a decision-making capacity” includes to discuss an issue and to influence, or try to influence, other WIB or Youth Council members or staff to take a position for or against an issue.
6. Neither membership on the WIB or the Youth Council nor the receipt of WIA funds to provide training and related services, by itself, violates these conflict of interest provisions. Department of Labor (DOL) Interim Final Rule, 20 CFR 667.200(a)(4)(i).
7. No employee, officer, or agent of the WIB or Youth Council shall participate in selection, or in the award or administration of a contract supported by federal funds, if a conflict of interest, real or apparent, would be involved. Such a conflict would arise when the employee, officer or agent, any member of his immediate family, his or her partner, or an organization which employs, or is about to employ, any of the above, has a financial or other interest in the firm selected for award. Uniform Administrative Requirements for Grants (29 CFR 97.36(b)(3)).
8. Officers, employees, and agents of the WIB and Youth Council will neither solicit nor accept gratuities, favors, or anything of monetary value from contractors, potential contractors, or parties to subagreements. The WIB may set minimum rules where the gift is an unsolicited item of nominal intrinsic value. Uniform Administrative Requirements for Grants (29 CFR 97.36(b)(3)). Such minimum rules must be in compliance with state law, including the California Political Reform Act of 1974, Government Code Section 81000 et seq., and Title 2, Code of Regulations, Section 18100 et. seq.
9. Members shall not be financially interested in any contract made by them in their official capacity or in any contract made by the WIB. Government Code Section 1090. This requirement shall not apply to any contract or grant made by the WIB except where both of the following conditions are met: (a) the contract or grant directly relates to services to be provided by any member of the WIB or the entity the member represents, or financially benefits the member or the entity s/he represents; (b) the member fails to recuse him/herself from making, participating in making, or in any way attempting to use his/her official position to influence a decision on the grant or contract. Government Code Section 1091.2, as amended by AB 2876 (chaptered July 10, 2000).
10. “Financial interest” includes possible disadvantage to a competitor of the business or nonprofit entity which the member represents.
11. If a member has a remote interest in a contract, as defined by Government Code Section 1091, that member shall disclose such interest to the WIB or Youth Council so that the interest can be noted in the official records; shall not influence or try to influence another member to enter into the contract or not enter into the contract; and shall not vote concerning whether the WIB should enter into the contract. Government Code Section 1091; 78 Ops.Cal.Atty.Gen. 230, 237 (1995).
12. 12. Each member and employee shall comply with the California Political Reform Act of 1974, Government Code Section 81000 et seq. This Conflict of Interest Code incorporates by reference Government Code Section 87100 et. seq. and Title 2, California Code of Regulations, Section 18700 et. seq. and Section 18730 et seq., and any amendments to these regulations which are duly adopted by the California Fair Political Practices Commission (FPPC). Pursuant to Government Code Section 87100 et seq., no member or employee shall make, participate in making, or in any way attempt to use his official position to influence a decision of the WIB or Youth Council in which s/he knows or has reason to know s/he has a financial interest. A member or employee has a financial interest in a decision if it is reasonably foreseeable that the decision will have a material financial effect, distinguishable from its effect on the public generally, on the member or staff, a member of his/her immediate family, or on his/her interests in a business entity, real property, a source of income, or a donor of a gift, each of which interests is defined more specifically in Government Code Section 87103. Whether a member or employee has a financial interest shall be determined pursuant to Title 2 CCR Section 18700 et seq. For purposes of compliance with Government Code Section 87100 et seq., salary received from a federal, state or government entity is not income. Government Code Section 82030(b)(2); Title 2 C.C.R. Sec. 18705(c)(1).
13. Each member and employee of the WIB is required to disqualify him/herself from participation in a decision which may foreseeably have a material financial impact on his/her financial interests. Government Code Section 87302(a) et seq; 2 CCR Section 18730.
14. Appendix 1 to this Code lists “designated officials” who must comply with disclosure requirements. Government Code Section 87302(a) et seq; 2 CCR Section 18730.
15. Each designated official shall file a Statement of Economic Interests, using FPPC Form 700, with the Clerk of the Board of Supervisors of Alameda County, at the following times: within 30 days after approval of this Code by the Alameda County Board of Supervisors, or within 30 days after appointment or hiring; annually on April 1; and within 30 days of leaving the designated position. Appendix 2 to this Code assigns each designated official to a Disclosure Category and lists the interests which must be disclosed. Government Code Section 87302(b); 2 CCR Section 18730.
16. In addition to the disclosure requirements set forth above, members must disclose in writing any conflict of interest that might arise as a result of their membership and affiliations with outside organizations, individuals, and affected parties. The disclosure document must include the member’s place of employment and membership on any boards, commissions, or affiliations with public agencies, community-based organizations, or nonprofit organizations. This declaration must be submitted to the WIB Director within 30 days after appointment (or within 30 days after adoption of this Code) and updated as changes in employment and other circumstances warrant.
17. A designated official shall not accept any honorarium from any source if s/he would be required to report the receipt of income or gifts from that source on his/her Statement of Economic Interests. Title 2 CCR Section 18730(b)(8)(A).
18. A designated official shall not accept gifts with a total value of $300 from any single source if s/he would be required to report the receipt of income or gifts from that source on his/her Statement of Economic Interests. Title 2 CCR Section 18730(b)(8.1)(A).
19. When a member determines that s/he should not make a governmental decision because s/he has a disqualifying interest in that decision, the member shall disclose his/her determination and disqualifying interest, and this disclosure shall be made part of the official record of the WIB or Youth Council. Title 2 CCR Section 18730(b)(10). A member must publicly declare that a possible conflict of interest exists before the agenda item in question is introduced. The person chairing the meeting will then acknowledge the declaration. Members involved in an acknowledged conflict of interest must refrain from all discussion and abstain from all voting relative to the affected agenda item.
20. When the WIB Director determines that s/he should not make a governmental decision because s/he has a disqualifying interest in that decision, the WIB Director shall disclose his/her determination and disqualifying interest in writing to the chairperson of the WIB and to the Director of the Alameda County Social Services Agency. Title 2 CCR Section 18730(b)(10).
21. When an employee (other than the WIB Director) or a consultant determines that s/he should not make a governmental decision because s/he has a disqualifying interest in that decision, that person shall disclose his/her determination and disqualifying interest in writing to the WIB
Director. Title 2 CCR Section 18730(b)(10).
22. If an employee is notified or becomes aware that a potential conflict of interests exists with respect to a member or employee, the employee will so inform the WIB Director. If the potential conflict involves an employee, the WIB Director will dismiss the employee from all matters related to the potential conflict. If the potential conflict involves a member, the Director will consult with the chairperson of the WIB or Youth Council as appropriate.
23. Any member who believes a conflict of interest exists with respect to another member can declare so during the appropriate meeting. If the issue is challenged or disputed by the affected member, the chairperson of the meeting will refer the matter to County Counsel for final determination, and the agenda item will be tabled pending final opinion from counsel.
24. All instances of nonparticipation due to declared conflicts of interest shall be duly recorded in the minutes of the appropriate board or committee meeting, and shall serve as documentation of compliance with this Code. Instances in which a member has chosen not to be present at a meeting where a conflict of interest might arise shall likewise be recorded in the minutes.
Appendix 1 to WIB Conflict of Interest Code: Designated Positions
Position Disclosure Category
Member, Workforce Investment Board 1
Member, Youth Council 1
Director, Workforce Investment Board 1
Assistant Director, Workforce Investment Board 1
Other staff1 1
Consultants2 1
__________________
1Any WIB staff who participates in a decision-making process that may foreseeably have a material impact on his/her financial interests.
2The WIB Chairperson may determine in writing that a particular consultant, although a designated position, is hired to perform a range of duties that is limited in scope and thus is not required to fully comply with the disclosure requirements incorporated in the Conflict of Interest Code. Such written determination shall include a description of the consultant’s duties, and based upon that description, a statement of the extent of disclosure requirements. The Chairperson’s determination is a public record and shall be retained for public inspection in the same manner and location as the Conflict of Interest Code. See 2 CCR Sec. 18701(A)(2)
Appendix 2 to WIB Conflict of Interest Code: Disclosure Categories
Disclosure Category 1
Definition: The “Workforce Investment Area” consists of Alameda County, exclusive of Oakland.
Designated officials in Disclosure Category 1 must disclose;
(1) All sources of income located or doing business in the Workforce Investment Area.
(2) All interests in real property located in the Workforce Investment Area, or located within two miles of the boundary of the Workforce Investment Area, or within two miles of land owned or used by the WIB.
(3) All investments and business positions in business entities located in, or doing business in, the Workforce Investment Area.
Source: Government Code Section 82035, 87302(a); Title 2 CCR Sec. 18730 et seq.
Second Year Local Plan Modification PY 2001
Adjustment # LWIA: Alameda County Workforce Invest. Area
X Modification # 1 Date: 08/31/2001
IX. SIGNATURE PAGE
This plan modification represents the ___________________________________ Workforce Investment Board’s efforts to maximize and coordinate resources available under Title I of the Workforce Investment Act (WIA) of 1998.
This plan modification is submitted for the period of ___________________ through June 30, 2005, in accordance with the provisions of the Workforce Investment Act.
Workforce Investment Board Chair Chief Elected Official(s)
Signature Signature
Name Name
Title Title
Date Date
X Second Year Local Plan Modification PY 2001:
Adjustment # LWIA: ALAMEDA COUNTY
X Modification # 1 Date: 07/01/2001
TITLE IB BUDGET PLAN SUMMARY (Adult Or Dislocated Worker)
WIA 118; 20 CFR 661.350(a)(13)
PROGRAM TYPE for PY 2001, beginning 07/01/01 through 06/30/02
X Grant Code 201/202 WIA IB-Adult
Grant Code 501/502 WIA IB-Dislocated Worker
FUNDING IDENTIFICATION R069100 Subgrant R275832 Subgrant
1. Year of Appropriation 2000 2001
2. Formula Allocation 1,437,706 1,304,522
3. Allocation Adjustment- Plus or Minus
4.
5. TOTAL FUNDS AVAILABLE (Line 2 plus 3) 1,437,706 1,304,522
TOTAL ALLOCATION COST CATEGORY PLAN
6. Program Services (sum of Lines 6A through 6E) 1,293,935 1,174,069
A. Core Self Services 517,574 469,628
B. Core Registration Services 194,090 176,110
C. Intensive Services 129,394 117,407
D. Training Services 64,697 58,703
E. Other 388,181 352,221
7. Administration (Line 5 minus 6) 143,771 130,453
8. TOTAL (Lines 6 plus 7) 1,437,706 1,304,522
QUARTERLY TOTAL EXPENDITURE PLAN (cumulative from July 1, 2000 and July 1, 2001 respectively)
9. September 2000 81,500
10. December 2000 180,500
11. March 2001 450,500
12. June 2001 770,500
13. September 2001 995,000 27,500
14. December 2001 1,006,500 157,500
15. March 2002 1,250,500 320,000
16. June 2002 1,437,751 600,500
17. September 2002 905,250
18. December 2002 1,010,225
19. March 2003 1,240,200
20. June 2003 1,304,522
COST COMPLIANCE PLAN (maximum 10%)
21. % for Administration Expenditures (Line 7/Line 8) 10.0% 10.0%
David Harkess, Program Financial Specialist (510) 259-3832 June 2001
Contact Person, Title Telephone Number Date Prepared
Comments:
NOTE: Final Rule 667.160, What Reallocation Procedures Must the Governors Use, discusses local area
obligation rates, recapture, and reallocation.
X Second Year Local Plan Modification PY 2001
Adjustment # LWIA: ALAMEDA COUNTY
X Modification # 1 Date: 07/01/2001
TITLE IB BUDGET PLAN SUMMARY (Adult or Dislocated Worker)
WIA 118; 20 CFR 661.350(a)(13)
PROGRAM TYPE for PY 2001, beginning 07/01/01 through 06/30/02
Grant Code 201/202 WIA IB-Adult
X Grant Code 501/502 WIA IB-Dislocated Worker
FUNDING IDENTIFICATION R069100 Subgrant R275836 Subgrant
1. Year of Appropriation 2000 2001
2. Formula Allocation 2,684,450 2,155,561
3. Allocation Adjustment- Plus or Minus
4.
5. TOTAL FUNDS AVAILABLE (Line 2 plus 3) 2,684,450 2,155,561
TOTAL ALLOCATION COST CATEGORY PLAN
6. Program Services (sum of Lines 6A through 6E) 2,416,005 1,940,004
A. Core Self Services 966,402 776,002
B. Core Registration Services 362,401 291,001
C. Intensive Services 241,601 194,000
D. Training Services 120,800 97,000
E. Other 724,802 582,001
7. Administration (Line 5 minus 6) 268,445 215,557
8. TOTAL (Lines 6 plus 7) 2,684,450 2,155,561
QUARTERLY TOTAL EXPENDITURE PLAN (cumulative from July 1, 2000 and July 1, 2001 respectively)
9. September 2000 93,250
10. December 2000 203,500
11. March 2001 570,250
12. June 2001 980,500
13. September 2001 1,350,500 185,900
14. December 2001 1,870,000 395,500
15. March 2002 2,360,500 705,250
16. June 2002 2,684,450 1,150,250
17. September 2002 1,420,200
18. December 2002 1,650,500
19. March 2003 1,890,500
20. June 2003 2,155,561
COST COMPLIANCE PLAN (maximum 10%)
21. % for Administration Expenditures (Line 7/Line 8) 10.0% 10.0%
David Harkess, Program Financial Specialist (510) 259-3832 June 2001
Contact Person, Title Telephone Number Date Prepared
Comments:
NOTE: Final Rule 667.160, What Reallocation Procedures Must the Governors Use, discusses local area
obligation rates, recapture, and reallocation.
X Second Year Local Plan Modification PY 2001
Adjustment # LWIA: ALAMEDA COUNTY
X Modification # 1 Date: 07/01/2001
TITLE IB BUDGET PLAN SUMMARY (Adult or Dislocated Worker, transferred in from JTPA)
WIA 118; 20 CFR 661.350(a)(13)
PROGRAM TYPE for PY 2001, beginning 07/01/01 through 06/30/02
Grant Code 221 WIA IB-Adult (transferred in from JTPA)
X Grant Code 222 WIA IB-Adult (transferred in from JTPA)
X Grant Code 516 WIA IB-Dislocated Worker (transferred in from JTPA)
FUNDING IDENTIFICATION R069100 Subgrant R069100 Subgrant R069100 Subgrant
1. Grant Code grant code 221 grant code 222 grant code 516
2. Amount Transferred in from JTPA 191,126 674,307
3. Allocation Adjustment- Plus or Minus
4. TOTAL FUNDS AVAILABLE (Line 2 plus 3) 191,126 674,307
TOTAL ALLOCATION COST CATEGORY PLAN
5. Program Services (sum of Lines 5A through 5E) 172,014 606,877
A. Core Self Services 68,806 242,751
B. Core Registration Services 25,802 91,032
C. Intensive Services 17,201 60,688
D. Training Services 8,601 30,344
E. Other 51,604 182,063
6. Administration (Line 4 minus 5) 19,112 67,430
7. TOTAL (Line 5 plus 6) 191,126 674,307
QUARTERLY TOTAL EXPENDITURE PLAN (cumulative from July 1, 2000)
8. September 2000 0 0
9. December 2000 0 0
10. March 2001 21,250 71,250
11. June 2001 68,500 280,500
12. September 2001 101,250 405,000
13. December 2001 143,500 595,250
14. March 2002 160,100 614,500
15. June 2002 191,126 674,307
COST COMPLIANCE PLAN (maximum 10%)
16. % for Administration Expds (Line 6/Line 7) 10.0% 10.0%
David Harkess, Program Financial Specialist (510) 259-3832 June 2001
Contact Person, Title Telephone Number Date Prepared
Comments:
X Second Year Local Plan Modification PY 2001
Adjustment # LWIA: ALAMEDA COUNTY
X Modification # 1 Date: 07/01/2001
TITLE IB BUDGET PLAN SUMMARY (Youth)
WIA 118; 20 CFR 661.350(a)(13)
PROGRAM TYPE for PY 2001, beginning 07/01/01 through 06/30/02
X Grant Code 301/340 WIA IB-Youth
FUNDING IDENTIFICATION R069100 Subgrant R275836 Subgrant
1. Year of Appropriation 2000 2001
2. Formula Allocation 1,052,247 1,241,745
3. Allocation Adjustment- Plus or Minus
4. TOTAL FUNDS AVAILABLE (Line 2 plus 3) 1,052,247 1,241,745
TOTAL ALLOCATION COST CATEGORY PLAN
5. Program Services (sum of Lines 5A through 5C) 947,023 1,117,571
A. In School 505,079 596,850
B. Out-of-School (30%) 284,107 335,271
C. Other 157,837 185,450
6. Administration (Line 4 minus 5) 105,224 124,174
7. TOTAL (Line 5 plus 6) 1,052,247 1,241,745
QUARTERLY TOTAL EXPENDITURE PLAN (cumulative from July 1, 2000, and July 1, 2001)
8. September 2000 35,500
9. December 2000 75,500
10. March 2001 155,500
11. June 2001 325,500 21,250
12. September 2001 500,000 85,250
13. December 2001 720,250 190,540
14. March 2002 895,250 315,250
15. June 2002 1,052,247 525,500
16. September 2002 801,250
17. December 2002 920,725
18. March 2003 1,050,500
19. June 2003 1,241,745
COST COMPLIANCE PLAN (maximum 10%)
20. % for Administration Expenditures (Line 6/Line 7) 10.0% 10.0%
David R. Harkess, Program Financial Specialist (510) 259-3832 June 2001
Contact Person, Title Telephone Number Date Prepared
Comments:
NOTE: Final Rule 667.160, What Reallocation Procedures Must the Governors Use, discusses local area
obligation rates, recapture, and reallocation.
X Second Year Local Plan Modification PY 2001
Adjustment # LWIA: ALAMEDA COUNTY
X Modification # 1 Date: 07/01/2001
TITLE IB BUDGET PLAN SUMMARY (Youth, transferred in from JTPA)
WIA 118; 20 CFR 661.350(a)(13)
PROGRAM TYPE for PY 2001, beginning 07/01/01 through 06/30/02
Grant Code 271 WIA IB-Youth (transferred in from JTPA)
X Grant Code 276 WIA IB-Youth (transferred in from JTPA)
FUNDING IDENTIFICATION R069100 Subgrant R069100 Subgrant
1. Grant Code grant code 271 grant code 276
2. Amount Transferred in from JTPA 0 255,840
3. Allocation Adjustment- Plus or Minus
4. TOTAL FUNDS AVAILABLE (Line 2 plus 3) 0 255,840
TOTAL ALLOCATION COST CATEGORY PLAN
5. Program Services (sum of Lines 5A through 5C) 0 230,256
A. In School 125,429
B. Out-of-School (30%) 69,077
C. Other 35,750
6. Administration (Line 4 minus 5) 0 25,584
7. TOTAL (Line 5 plus 6) 0 255,840
QUARTERLY TOTAL EXPENDITURE PLAN (cumulative from July 1, 2000)
8. September 2000 0
9. December 2000 0
10. March 2001 0
11. June 2001 53,500
12. September 2001 123,450
13. December 2001 185,500
14. March 2002 240,500
15. June 2002 255,840
COST COMPLIANCE PLAN (maximum 10%)
16. % for Administration Expenditures (Line 6/Line 7) 0 10.0%
David Harkess, Program Financial Specialist (510) 259-3832 June 2001
Contact Person, Title Telephone Number Date Prepared
Comments:
X Second Year Local Plan Modification PY 2001
Adjustment # LWIA: ALAMEDA COUNTY
X Modification # 1 Date: 07/01/2001
TITLE IB BUDGET PLAN SUMMARY (Incentive, transferred in from JTPA)
WIA 118; 20 CFR 661.350(a)(13)
PROGRAM TYPE for PY 2001, beginning 07/01/01 through 06/30/02
Grant Code 111 WIA IB-Incentive (transferred in from JTPA)
X Grant Code 112 WIA IB-Incentive (transferred in from JTPA)
FUNDING IDENTIFICATION R069100 Subgrant R069100 Subgrant
1. Grant Code grant code 111 grant code 112
2. Amount Transferred in from JTPA 133,291
3. Allocation Adjustment- Plus or Minus
4. TOTAL FUNDS AVAILABLE (Line 2 plus 3) 133,291
TOTAL ALLOCATION COST CATEGORY PLAN
5. Program Services (sum of Lines 5A through 5C) 119,962
A. Adult Program 47,985
B. Youth Program 0
C. Dislocated Worker Program 71,977
6. Administration (Line 4 minus 5) 13,329
7. TOTAL (Line 5 plus 6) 133,291
QUARTERLY TOTAL EXPENDITURE PLAN (cumulative from July 1, 2000)
8. September 2000 0
9. December 2000 0
10. March 2001 0
11. June 2001 0
12. September 2001 5,500
13. December 2001 75,500
14. March 2002 125,000
15. June 2002 133,291
David R. Harkess, Program Financial Specialist (510) 259-3832 June 2001
Contact Person, Title Telephone Number Date Prepared
Comments:
X Second Year Local Plan Modification PY 2001
Adjustment # LWIA: ALAMEDA COUNTY
X Modification # 1 Date: 07/01/2001
TITLE IB PARTICIPANT PLAN SUMMARY
WIA 118; 20 CFR 661.350(a)(13)
Plan the number of individuals that are in each category.
Totals for PY 2001 (07/01/01 through 06/30/2002) ADULT DW OY YY
1. Registered Participants Carried In from PY 2000 10 30 0 0
2. New Registered Participants for PY 2001 110 305 99 233
3. Total Registered Participants for PY 2001 (Line 1 plus 2) 120 335 99 233
4. Exiters for PY 2001 55 152 0 0
5. Registered Participants Carried Out to PY 2002 (Line 3 minus 4) 65 183 99 233
PROGRAM SERVICES
6. Core Self Services
7. Core Registered Services 110 305
8. Intensive Services 57 156
9. Training Services 22 61
SKILL ATTAINMENT
10. Attained a Skill/Goal 0
EXIT STATUS
11. Entered Employment 33 101 0 0
11A. Training-related 7 21 0 0
11B. Entered Postsecondary/Advanced/Credential Program 1 4 0
12. Remained with Layoff Employer 10
13. Entered Military Service 0
14. Entered Advanced Training 0 0
15. Entered Postsecondary Education 0 0
16. Entered Apprenticeship Program 0
17. Attained High School Diploma/GED 0
18. Returned to Secondary School 0
19. Exited for Other Reasons 22 51 0 0
Linda Slater, MIS Coordinator (510) 259-3842 June 2001
Contact Person, Title Telephone Number Date Prepared
Comments:
Second Year Local Plan Modification PY 2001
0 Adjustment # _________________ LWIA: Alameda County
X Modification # 1 Date: 07/01/2001
LOCAL PERFORMANCE INDICATORS AND GOALS(1)
State Performance Indicator(s) WIA Years Local Performance Goals WIA Years
WIA Requirement at Section 136(c) 1 2 3 1* 2** 3
Adults
Adult Entered Employment Rate 66% 68% 70% 61%
Adult Employment Retention Rate 74% 76% 78% 76%
Adult Earnings Rate $3500 $3600 $3700 $3527
Adult Employment and Credential Attainment Rate 40% 50% 60% 40%
Dislocated Workers
Dislocated Worker Entered Employment Rate 68% 69% 70% 71%
Dislocated Worker Employment Retention Rate 81% 83% 85% 84%
Dislocated Worker Earnings Replacement Rate 85% 86% 88% 85%
Dislocated Worker Employment and Credential Attainment Rate 40% 42% 45% 40%
Youth Aged 19-21
Older Youth Entered Employment Rate 55% 56% 58% 58%
Older Youth Employment Retention Rate 70% 72% 74% 68%
Older Youth Earnings Gain $2500 $2600 $2700 $2489
Older Youth Employment and Credential Attainment Rate 36% 42% 45% 36%
Youth 14-18
Younger Youth Skill Attainment Rate 65% 70% 75% 61%
Younger Youth Diploma or Equivalent Rate 40% 42% 45% 40%
Younger Youth Retention Rate 40% 42% 45% 38%
Participant Customer Satisfaction Rate 66% 67% 68% 66%
Employer Customer Satisfaction Rate 64% 65% 66% 64%
(1) Guidance on the definitions of specific indicators can be obtained from the State of California Consultation Paper on WIA Performance Measures (Information Bulletin WIAB99-15) at www.edd.ca.gov/emptran.htm and from the Department of Labor WIA webpage at www.usworkforce.org.
Actual negotiated performance goals per June 1, 2001 letter from Bill Burke.
2nd Year performance goals for the program will be negotiated following Board negotiation with State for 2nd and 3rd Year goals.
California
Local Workforce Investment Area
Grant Recipient Listing
ALAMEDA COUNTY
(Name of Area)
ENTITY
ORGANIZATION CONTACT
(Name / Title) ADDRESS
(Street, City, Zip) PHONE, FAX
E-MAIL
Grant Recipient
(or Subrecipient, if
applicable)
ALAMEDA COUNTY
Scott Haggerty
President
Board of Supervisors
Administration Building
1221 Oak Street
Oakland, CA 94612
PHONE: (510) 272-6691
FAX: (510) 208-3910
E-MAIL: SHaggerty@co.alameda.ca.us
Fiscal Agent
ALAMEDA COUNTY
Edwin Bermudez
Budget Analyst
Alternate Contact:
Elliott Robinson
SSA Budget Officer
Social Services Agency
1106 Madison St. – 4th Fl
Oakland, CA 94607-4907
PHONE: (510) 268-2031
FAX: (510) 271-9107
E-MAIL: EBermudez@co.alameda.ca.us
PHONE: (510) 271-9130
Local Area
Administrator
ALAMEDA COUNTY
Dorothy Chen
WIB Director
WIB Department
24100 Amador Street, 6th Fl
Hayward, CA 94544
PHONE: (510) 259-3844
FAX: (510) 259-3845
E-MAIL: DChen@co.alameda.ca.us
Signature: ____________________________________________________ Date: _________________________
Name / Title: Scott Haggerty, President – Alameda County Board of Supervisors
If a local Grant Recipient has been designated, please submit a copy of the agreement between the Chief Elected Official and the Subrecipient.
The agreement should delineate roles and responsibilities of each, including signature authority.
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