ii. workforce area description area 17... · workforce investment board area 17 business plan 1 ii....

Workforce Investment Board Area 17 Business Plan

1

II. Workforce Area Description

Workforce Investment Area #17 encompasses Mahoning and Columbiana Counties and is part of the Youngstown-Warren MSA. Columbiana County has been included in the Appalachian Region since 1987 and Mahoning County was added in 2009.

Columbiana County had a population of 107,722 in 2009. It is included in Ohio Department of Development (ODOD) Region 10 and is primarily rural in nature. Major employers include: American Standard, Inc., Columbiana County Government, East Liverpool City Board of Education, East Liverpool City Hospital, Flex-N-Gate/Ventra Salem, Fresh Mark Inc., Salem City Board of Education, Salem Community Hospital, Trane USA Inc. and Wal-Mart Stores.

Located north of Columbiana County, Mahoning County had a population of 236,735 in 2009 and is included in ODOD Region 12. The county has a proud manufacturing segment that survived the decline of the area‘s steel industry as well as an emerging healthcare industry. The center and northern portion of the county is urban in character with the surrounding areas suburban and rural in character. Major employers include: Austintown Local Board of Education, Boardman Local Board of Education, ValleyCare Health System, Humility of Mary Health Partners, InfoCision Management, Mahoning County Government, UCFC/Home Savings & Loan, V&M, Wal-Mart Stores, Youngstown City Board of Education, and Youngstown State University.

Both counties continue to experience a decline in population and at the same time an aging population as youth leave the area for employment opportunities and those who have left for higher education, do not return. The median age of Columbiana County is 38.5 years and for Mahoning County it is 39.7 years, according to ODOD statistics.

In Columbiana County, women make up 50.1 percent of the population, according to the Census Bureau, while in Mahoning County women comprise 52 percent of the population. Minorities total 5.1 percent of Columbiana County‘s population and 21.4 percent of Mahoning County‘s. The median household income of Columbiana County is $34,226, slightly below the Mahoning County median income of $35,248, according to ODOD County Profiles.

The economics of the two counties are interconnected by industry and workforce. Both counties have a high percentage of workers who commute out to work, and a remarkable high rate of workers who commute in. This noteworthy commuting pattern extends to Trumbull County, located north of


2

Mahoning and across the state line into Lawrence and Mercer Counties in Pennsylvania and is one of the driving forces behind the creation of the Oh-Penn Interstate Region, the nation‘s first interstate region encompassing those five counties.

Mahoning and Columbiana Counties are heavily influenced by the auto industry with the huge General Motors‘ Lordstown Complex located in nearby Trumbull County. Likewise, the heavy industry/manufacturing history of the area continues to hold sway but the fastest growing employment sector is healthcare. The Ohio Department of Job & Family Services (ODJFS) estimates that ―Healthcare practitioners & technical employment‖ and ―healthcare support‖ employment as a percentage of total employment will increase from 21.3 percent in 2002 to 28.0 percent in 2012 in Region 12.

a. Demographics and skills attainment level

For years the heavy industry/manufacturing plants/steel mills of the region provided well-paying jobs to a large portion of the area‘s population. Little if any education beyond high school was required and employment opportunities existed even for those who lacked a high school diploma.

Today, those low skill jobs have disappeared and jobs in manufacturing and heavy industry require a minimum of a high school diploma or equivalent and a modicum of skill. Those without a high school diploma are generally relegated to minimum wage jobs with no benefits, security or future.

Poverty in the area is high with 16.7 percent of Mahoning County residents at the poverty level, according to the ODJFS. That rate is 14.5 percent in Columbiana County.

Educational attainment in both counties is relatively low. In Columbiana County, 19.4 percent of the population over 25 years of age does not have a high school diploma or the equivalent. In Mahoning County, that statistic is 17.6 percent, according to the ODOD County Profiles. While 17.2 percent of Columbiana County residents have some college and 5 percent have an associate degree only 7.4 percent have a bachelor‘s degree. High school graduates in Mahoning County total 40.1 percent with 20 percent of the population having some college and 4.8 percent possessing an associate degree. Nearly 12 percent of Mahoning County residents have a bachelor‘s degree.

With its high degree of reliance on the auto industry and manufacturing, layoffs, closings and terminations have kept the area‘s unemployment rate higher than the nation‘s and the state‘s. The unemployment rate in the area had been in the 6 percent to 7 percent range during 2006 and 2007 but then began inching up during the Fall of 2008. In January 2009, the rate jumped to double-digits and remained there despite auto industry callbacks, manufacturing upturn and other positive developments.

Many of the region‘s dislocated workers are facing joblessness for the first time. These workers often lack in-demand skills. They had worked for a company for 10, 15 even 20 years and their skill set is from an era no longer viable. Other dislocated workers who do possess more up-to-date skills do not necessarily recognize those skills can transfer to other occupations or industries. Furthermore, dislocated workers face the need to get back to work quickly in order to support their families. Frequently, they cannot afford to participate in lengthy training and must take the first job available so


3

they can pay the mortgage and feed their families. For the dislocated worker with a family and bills, only short term training programs or a program that gives credit for prior learning or skills acquired can even be considered.

b. What is the makeup of business in the workforce area by industry sectors? (percent of manufacturers, percent of service industries, etc.).

Despite years of declines in manufacturing in the area, the manufacturing segment continues to be a predominate employment factor in the region. Showing significant growth has been the healthcare segment. At present the two segments hold significant weight in terms of workforce. The chart below does not fully reflect the manufacturing recovery that materialized during 2010 with the two segments currently believed to be about equal in employment. According to a study commissioned by the Area 17 LWIB, entitled Health Care & Manufacturing Sectors: Drivers of Regional Employment, ―While the total number of traditional jobs in the manufacturing sector has been on a steady decline during the past decade, demand continues to be strong for replacement workers because of an aging workforce. In addition, the advanced manufacturing sub-sector is starting to build a new high-tech platform for production that will move future job requirements to a higher level. Future job growth of the sector depends heavily on continuing advances in advanced manufacturing and the ability of the education and workforce systems to produce higher skill levels for both new and incumbent workers in manufacturing.‖ In the healthcare sector, ―There are excellent job prospects at all levels in the health care system, along with training options that allow workers to move ‗one step up.‘ An aging population is increasing demands on the system, and an aging workforce is decreasing the labor pool for many skilled positions.‖ For both industry sectors, there are also numerous unfilled jobs as dislocated workers do not possess the skills required for employment.

Youngstown-Warren-Boardman Metro Area (Ohio area) Rank Industry Av. Qtr Emp Change

1Q09-4Q09 4Q08-4Q09

1. Health Care and Social Assistance 29,461 -0.1 % 2. Retail Trade 24,027 -1.0 % 3. Manufacturing 19,820 -22.1 % 4. Accommodation and Food Services 15,210 -1.7 % 5. Administrative & Support; Waste Management & Remediation Services 10,304 1.9 % 6. Wholesale Trade 7,065 -7.1 % 7. Construction 6,894 -19.0 % 8. Transportation and Warehousing 5,579 -15.9 % 9. Other Services (except Public Administration) 5,313 -8.4 % 10. Professional, Scientific, and Technical Services 4,676 -6.4 % 11. Finance and Insurance 4,223 -6.5 % 12. Information 2,061 2.1 % 13. Real Estate and Rental and Leasing 2,051 -6.7 %


4

14. Educational Services 1,868 -1.8 % 15. Management of Companies and Enterprises 1,577 -0.1 % 16. Arts, Entertainment, and Recreation 1,514 0.7 % 17. Utilities 385 -6.7 % 18. Mining, Quarrying, and Oil and Gas Extraction 272 -27.7 % 19. Agriculture, Forestry, Fishing and Hunting 210 -3.9 %

Total 142,507 -6.4% Source: U.S. Census Bureau, Local Employment Dynamics

c. What percent of jobs exist in each sector?

d. What educational attainment is needed to do these jobs?

In the Health Care industry, the Thomas P. Miller & Associates, Mahoning, Columbiana and Trumbull Counties Market Research Report entitled Health Care and Manufacturing Sectors: Drivers of Regional Employment found occupations in high demand include: pharmacists, registered nurses, physical therapists, speech-language pathologists, occupational therapists, medical and clinical laboratory technicians, and nurses aides, orderlies and attendants/STNAs. IT skills are emerging as an in-demand area with the introduction of electronic recordkeeping, transcription of speech recognition and electronic imaging. Furthermore, the study states, ―The increasing complexity of medical records and related security issues is increasing the skill and competence level needed for clerical and office workers.‖

Healthcare20%

Retail 17%

Manufacturing14%

Hospitality11%

Admin. & Waste Mgt.

7%

Wholesale Trade

5%

Construction 5%

Transportation/Warehousing

4%

Other Services except public

4%

Professional-Technical Services

3%

Finance & Insurance

3%

Other7%

Percentage of Jobs by Industry


5

The Retail segment skill requirements involve basic education, good listening skills as well as math and speaking skills. According to ODJFS, most retail skills can be learned during short-term On-the-Job Training (OJT). Manufacturing‘s emerging needs were: software engineers, robotics technology, trouble-shooting maintenance, general production workers possessing IT proficiency. The study further stated that ―Many employers anticipated a future workforce where all workers must possess a two-year or higher degree.‖ Employers demand evidence that applicants have the ability to do the job. Although a reasonable requirement, common practice in the region is to require several years experience in order to be considered for a job opening. This presents a dilemma for new grads. Although some progress has been made in making the case for credentials, there is still far to go. For machinists and industrial maintenance technicians, employers either require a Journeyman certificate or 3-5 years in the trade. For welding, experience tends to be the critical factor, although some employers have begun to recognize and accept the AWS Weld Certification. Other entry level positions, including laborers, require basic skills, general manufacturing experience and on-the-job-training. Employers continue to cite ―soft skills‖ as their most important qualification for entry level positions. At the same time, one local employer who is expanding operations and hiring 350 manufacturing positions in the next year has established the requirement for employees to possess the MSSC-CPT credential, with an associate degree strongly preferred.

e. What resources are available for training in the workforce development area, including primary and secondary education systems, colleges, adult workforce centers, private training providers, local workforce centers, etc.?

Area 17 has 100 institutions offering a variety of training and education within 50 miles of zip code 44512 (Boardman). They range from technical and specialty schools to four year universities. These institutions not only offer courses and training to students but many will provide customized training programs for local employers.

The One-Stop provides information regarding training programs and local, state and federal resources available to assist in training including partnerships with several education institutions, including Kent State University-Columbiana County, Youngstown State University, Choffin Career & Technical Center, Columbiana County Career & Technical Center, Mahoning County Career & Technical Center, Columbiana County Educational Service Center and Eastern Gateway Community College.

Public schools in Mahoning County include: Youngstown City, Austintown, Boardman, Campbell, Struthers, Jackson-Milton, Springfield, West Branch, Canfield, Sebring, Poland, South Range, Western Reserve and Lowellville. Non-public and/or non-traditional schools include: Eagle Heights Academy, Legacy Academy, Life Skills Center, Mahoning Unlimited Classroom, Mahoning Valley Opportunity Center, Mollie Kessler, Stambaugh Charter Academy, Summit Academy, Western Reserve Alternate Learning Center, Youngstown Academy of Excellence, Youngstown Community School and Youngstown Leadership Institute.

Columbiana County public school districts include: Beaver Local, Wellsville, Southern Local, Leetonia, United Local, Crestview, Columbiana, Lisbon, East Liverpool, East Palestine and Salem. Alternative schools in Columbiana County are: Buckeye On-Line School for Success, Heartland Christian, East Liverpool Christian, Act I Education Center.


6

Both the Mahoning County Board of Mental Retardation and Developmental Disabilities (MRDD) and the Columbiana County MRDD serve a number of school-age children in specialized educational programs.

A variety of Apprenticeship Programs are offered by skilled trade unions in the area. Minimum qualifications vary, but all require applicants to be at least 17 years of age and have a high school diploma or the equivalent (GED), and most require that applicants take and pass a drug test. Barriers exist when applicants are not able to meet the minimum qualifications set by the trade union. Programs can be 1-5 years in length, and completion rates for applicants accepted into the multi-year programs range from 50% to 98%. A complete list is included as Attachment 2a.

The workforce development system described under Workforce Investment Act (WIA) mandates informed customer choice, system performance, and continuous improvement – all ingredients of the Individual Training Account (ITA) system. The Workforce Investment Board (WIB) establishes the level of support, which is $4,000 for a 12-month period for area residents for completion of a program of training services which is a series of courses or classes that will lead to a degree or certificate recognized by business and industry that may not exceed two (2) years. ITA‘s are coordinated with PELL and other applicable grants, and are provided to those customers who lack a marketable skill through a credential or work experience, or those customers who need skill enhancements to make them more employable. Payment methods and schedules are determined by the training institution.

See Attachment 3 - ITA Policy and Attachment 4 – WIA-Eligible Training Provider List.

f. Who else is providing similar services in the area?

No single organization or agency provides all the same services as the One-Stop system. However, a variety of public and private organizations provide some of the services.

Private employers, employment agencies and temp service provide employment services.

Labor Unions, Ohio Investment in Training Program and other agencies provide training services.

Select social service agencies provide some training tuition.

Some web sites/computer programs provide limited skill training and job search assistance (resume writing, interviewing techniques, etc.)

The One-Stop is constantly monitoring services provided by others in order to assess whether that service should be considered for inclusion in the One-Stop offerings or the provider of that service should be approached to become a One-Stop partner.

g. Why are customers (job seekers and employers) using venues other than the One-Stop? What is lacking in the One-Stop?

Lack of awareness continues to be a reason. The One-Stop has taken a number of steps to correct the short-fall. In Mahoning County, a One-Stop satellite was established to serve City of Youngstown residents. In both Columbiana and Mahoning Counties, the One-Stop has established Express Sites at all public


7

libraries. In Mahoning County that equates to 17 sites spread throughout the county and in Columbiana County that is 7 additional sites. In addition, four libraries in counties adjacent to Columbiana County have been designated One-Stop Express Site. While the libraries add geographically to the system, they expand the hours of access with evening and weekend hours.

II. Current Operations –

With this Business Plan, the Area 17 WIB will continue to align the workforce development and economic development resources and services available to businesses and job seekers in Mahoning and Columbiana Counties in order to better meet their needs.

a. How are area resources being used to support local workforce efforts?

There are two full-service One-Stop Workforce Centers in Area 17. In both One-Stop workforce centers, all 19 required partners and many non-required partners are actively involved. The One-Stop Workforce System delivers services at the following locations:

Columbiana County One-Stop 7860 Lincole Place Lisbon, OH 44432 Ph: 330.420.WORK Fax: 330.424.7313

Mahoning County One-Stop 141 Boardman-Canfield Road Youngstown, OH 44512 Ph: 330.965.1STP Fax: 330.965.1788

SATELLITE – OPENED IN MAY 2010 Oakhill Renaissance Place 345 Oak Hill Place Youngstown, OH 44502 Ph: 330.884.6178

EXPRESS SITES Public Libraries of Youngstown & Mahoning County (17 locations) Public Libraries in Columbiana County (Salem, Lisbon, Leetonia, Columbiana, East Liverpool, Wellsville and East Palestine) and in contiguous counties (Minerva, Alliance, Carrollton and Malvern)

ELECTRONIC ACCESS is possible from any internet-connected computer: www.onestopohio.org An intergovernmental agreement (Attachment 6), was executed on January 20, 2004, between the Mahoning and Columbiana County Boards of Commissioners and MCTA, designating MCTA as the entity responsible for administrative and fiscal functions in the


8

implementation of a local workforce investment system pursuant to the WIA of August 7, 1998.

MCTA was designated as the One-Stop System Operator for Mahoning and Columbiana Counties on January 20, 2004, by the Executive Council of the WIB which consists of the six elected County Commissioners, and by the Executive Committee of the WIB on February 19, 2004, and has dedicated personnel for management, technology and staffing of the One-Stop System. Copies of these resolutions are included as Attachment 7. A current list of WIB members is included as Attachment 8. The WIB includes a minimum of 51% participation by employers and private sector representatives.

Policies and Procedures are in place within the One-Stop System, as evidenced by a copy of the Table of Contents included in Attachment 9 – Memorandum of Understanding (MOU), Attachment D.

One-Stop partners contribute staff to provide One-Stop System services to employers and job seekers alike, minimizing duplication of service delivery in the area (see Organizational Chart – Attachment 10).

With the launch in 2008 of the Business Resource Network (BRN), much of the Business Outreach of the One-Stop is through this collaborative effort of 40 partner organizations. The BRN is made up of the region‘s chambers of commerce, workforce training organizations, schools, colleges and universities and government agencies that offer some sort of business service. (see Attachment 9 – MOU, Attachment A2a.)

Job Seekers complete orientation and self-assessment to determine eligibility for benefits and/or services provided by One-Stop partners. The Self-Assessment results in recommendations that are discussed with appropriate partner agency staff. Job Seeker Work Flow Charts are included in Attachment 9 – MOU, Attachments A-2.

b. Where is the majority of time and resources being spent? Are all services receiving the correct amount of staff time and resources based on the workforce area’s priority needs?

If there was a silver lining to the negative economic conditions in the past few years, it is that many low-skilled and dislocated workers realized the need for additional training/education—a change in long-standing values and perceptions in the region. Although the workforce system served unprecedented numbers of individuals with American Recovery & Reinvestment Act (ARRA) funding, the need still persists and the Workforce Investment Act (WIA) formula caused a reduction in funds in the Interstate Region. This has resulted in large waiting lists—500 and counting in Mahoning and Columbiana Counties alone. Expenditures and resources are detailed throughout Attachment 9 – MOU.


9

c. How are the workforce preparation and development needs of youth being addressed?

The purpose of youth programming under WIA is to improve education and skill competencies through 1) effective connections for youth (mentoring, training and support services), 2) incentives for recognition and achievement and 3) opportunities for leadership, citizenship, decision-making and community service. Additionally, MCTA provides a menu of services for eligible youth.

Under WIA guidelines, youth must be between the ages of 14 and 21 (our local target group is youth between the ages of 16 and 21); must be low income, and must have a ―legislative barrier‖. These barriers include:

Deficiency in basic literacy skills (1 year below grade level);

School drop out;

Homeless, runaway or a foster child;

Pregnant or a parent;

Offender/Ex-offender;

Needs additional assistance to complete school or get a job – WIB defined.

Youth services, currently provided through Mahoning & Columbiana Training Association include; information, referral, and assessment, which results in an individual service strategy developed for each student that 1) prepares participating youth for post-secondary educational opportunities; 2) links youth to academic and occupational learning; 3) prepares youth for employment and 4) provides connections to intermediary organizations linked to the job market and employers. Parents, youth participants, and other members of the community with experience relating to youth are involved in the design and implementation of programs. Partners include Columbiana County Family & Children First Council, Job Corps (Del-Jen), Burdman Group Inc., Columbiana County Educational Service Center, The Counseling Center, Mahoning County Department of Job & Family Services, Columbiana County Department of Job & Family Services, Mahoning-Youngstown Community Action Partnership and Columbiana County Community Action Agency.

The Youth Resource Mapping Guide, a directory of youth services available within the region, was updated Fall of 2008. The Youth Resource Mapping Guide is available on-line at www.onestopohio.org/youthservices.asp.

A list of Youth Council members is included in Attachment 8.

d. Are there other local policies and procedures, assurances and certifications, and/or processes pertaining to the current operations of the local area?

Please see Attachment 9, the Memorandum of Understanding, for additional information.


10

e. How is the local area ensuring continuous improvement of services and the One-Stop System?

Through participation in sub-committees and work teams, One-Stop partners participate in a process of program review and continuous improvement to offer the best possible services and seize opportunities for further integration. The WIB Planning and Monitoring Committee oversees this process.

In addition, the partners encourage and accommodate training and cross training, as deemed appropriate, to ensure that partner staff is familiar with programs represented within Area 17‘s One-Stop System so that services are as integrated as possible, duplication is reduced and overall service delivery is at its highest level.

To assure that services are responsive to the needs of the community, partners survey their customers regularly to obtain feedback on customer satisfaction and to consider modification of services based on customer input.

Quarterly One-Stop Committee meetings typically include a training component on various issues and programs. These training sessions seek to ensure all partners are fully informed of programs, policies and developments relevant to One-Stop services.

The Area 17 Workforce Investment Board‘s commitment to continuous improvement was validated with the ranking of Gold in the Gold Standard Continuous Improvement Program set forth by the Ohio Department of Job & Family Services. The Area 17 Workforce Investment Board‘s Balanced Scorecard that monitors the metrics considered key in meeting the goals and objectives of the business plan continues to track the area‘s efforts to maintain and build on the gold level of performance. (Attachment 9 – MOU, Attachment C2).

f. Identify the needs not being met in the workforce area.

Healthcare employers continue to encounter the issue of worker retention as well as recruitment.

During research into these issues, the NEO HealthForce began to understand that many obstacles faced by low-wage earners from generational poverty could be addressed more effectively by approaching poverty as a diversity issue using theories developed by Payne, DeVol, and Smith (―Bridges Out of Poverty,” 2001). The theory describes ―hidden rules‖ for those in poverty versus those for the middle class whose ―rules‖ apply to the workplace.

Although there are several programs developed to provide retention services there is still much work to be done in this area.

Local manufacturers continue to struggle to find employees with the skills for today‘s sophisticated and technologically advanced shop floor. While manufacturing remains a viable and significant employment sector in the region, many individuals do not view it as desirable because of the perception it is a ―dirty‖ job or because individuals are hesitant


11

due to uncertainties of stability or lack of awareness of the need for high skill, high wage workers—particularly in small to mid-sized companies.

An effort just launched by a Mahoning County Career & Technical Center instructor is aimed at attracting and training young workers for the local manufacturing sector.

IV. Market Trends Analysis

While Area 17‘s employment rate has improved slightly from the peak reached in 2009, it remains at high levels with more joblessness looming. Since the beginning of 2011, layoffs have been announced by 11 employers affecting at least 182 workers. Further layoffs are expected as state-funded local agencies and schools react to the significant state budget cuts that address Ohio‘s $8 billion budget shortfall. The area has never fully recovered from the mill closings of the 1970s and now the General Motors Lordstown complex and its suppliers are the region‘s economic driver. Thus in the Great Recession of 2008-09, with the domestic auto industry on the brink of extinction, unemployment in the region reached levels not seen since the Great Depression. The region‘s manufacturing segment was extremely hard hit in the economic downturn and was designated ―auto impacted‖ by the DOL.

The area workforce has declined since 2000 by 5.3 percent in Mahoning, and 4.8 percent in Columbiana County as a result of an aging population and young people, especially those with a college education, leaving the area for better job prospects. Total population in Mahoning County dropped 8.1 percent from 2000 to 2009 and 3.1 percent in Columbiana County.

The ―strong back‖ factory mentality and population shift, has resulted in the area having a high percentage of individuals with limited education and skills.

a. What do current employers want and need?

0

2

4

6

8

10

12

14

16

2006 2007 2008 2009 2010

Area 17 Unemployment Rate

Mahoning County

Columbiana County

City of Youngstown


12

Today‘s busy employers want and need a single point of contact for a wide range of services. They want to cut through the ―red tape‖ and they want a service representative who knows and understands their industry sector.

The area‘s two largest employment sectors, manufacturing and healthcare, have very different employee needs however they do share one criterion—most hiring is for replacement workers.

Manufacturing

The Manufacturing Sector is divided somewhat into two distinct segments: Traditional and Emerging/Advanced. Traditional requires some exposure/experience in production, and, in some instances, basic computer skills because of sophisticated equipment. The emerging/advanced manufacturing segment requires workers with technical, computer and engineering skills.

Hiring and Training needs:

There is a strong on-going demand for skilled production/manufacturing workers, especially in the industrial trades. Entry level positions exist but employers prefer some previous experience in production and are more cautious before hiring an applicant. They want to get it right the first time. However, employers often low ball wages and complain when they do not get adequate responses for openings or candidates that have sub-standard skills.

Employers are looking for a good work ethic, solid basic skills, and some exposure to the manufacturing environment before committing to an applicant. Applicants with the ―wrong‖ attitude, even those well qualified, are often by-passed if an employer does not feel comfortable about their commitment.

Hard-to-fill occupations include; Machinists (CNC and Manual), welders (basic and certified), fabricators/assemblers, 3-D- CAD Modelers/Technicians, diesel mechanics and software engineers/technicians.

There is an emerging acknowledgment among manufacturers that they must take a more pro-active role in the creation and the expanding of the workforce pool. They realize they can no longer sit on the sidelines and expect the problem to correct itself. Some align with trade and technical schools to increase enrollment. Some have provided input on curricula and started in-house training/intern programs. Others have participated in educational trade shows and actively reached out to students.

Health Care

The local health care segment suffers from high turnover rates that is the result of intense

competition for talent. Large health care organizations report that they lose staff to smaller clinics

and organizations that offer less strenuous work, attractive salaries and other perks and benefits.


13

Hiring and Training needs:

Almost all immediate hiring is for replacements, not expansions of workforce.

The overwhelming immediate need is for Registered Nurses (RNs) – they were the source of

most openings, the hardest to fill openings, and were identified as openings most critical to the

success of organizations.

The need for Medical Lab Technologists and Medical Lab Technicians is looming due to an

aging workforce and few individuals choosing the career and few educational institutions

offering the program locally.

Other occupations were cited as hard to fill, but demand as much lower for these – physicians,

physical therapists, occupation therapists and pharmacists.

Turnover rates generally ranged from 5% to 30%, with one facility indicating approximately

40% for nursing assistants.

In addition to retirements and relocations, higher-skilled employees can find other employment

easily and generally leave for higher wages/benefits, bonuses, and better work conditions

(such as stable work hours or move to lower-stress environments).

There is a constant need for STNAs due to turnover and growth in home healthcare and long-

term care facilities.

b. What are the worker populations whose needs should be addressed? In what ways can these workers’ needs be better met?

The area‘s unemployment rate continues in double digits so the most critical need for the area is jobs. Many of those seeking work have held the same job for years. These workers are not only in need of skills to match the current labor market demand but also the skills and tools to job search in today‘s environment. They also need assistance identifying transferrable skills.

In layoff and shutdown situations where a number of workers are affected, the One-Stop system will hold a Rapid Response session. Such a session will often include a representative of ODJFS, Unemployment Benefits division along with One-Stop personnel to inform workers of One-Stop services as well as other public and private agency assistance that may be available to them.

The current high unemployment environment has highlighted the low educational attainment levels.

Education Attainment

Mahoning Columbiana

No high School diploma or GED 17.6% 19.4%

High School diploma 40.1% 47.6%

Some college 20.0% 17.2%

Associate Degree 4.8% 5.0%


14

Bachelor's Degree 11.8% 7.4%

Master's Degree or higher 5.7% 3.3% Source: County Profiles, ODJFS

Both counties have ABLE/GED programs connected to the One-Stop System. With the One-Stop‘s self-assessment completed by all registrants, those lacking a high school diploma are identified quickly and are encouraged and guided to use the free program to improve their employment potential.

Another need identified by Area 17 job seekers is the need to get back to work quickly. Many have financial responsibilities so long-term training is not an option. Many must simply take the first job available in order to pay the mortgage and keep food on the table.

One way to address some of these issues is through Career Pathways efforts to efficiently get an individual through training/school by giving credit for acquired knowledge, previous training and helps a job seeker plot the shortest course to employment.

c. What changes can we anticipate in the regional economy and local workforce that will have workforce development implications?

At this writing, the state of the local economy and the outlook for employment is very much a conundrum.

On the positive side, unemployment rates have been dropping, a number of local businesses have

announced significant expansions that will result in new jobs, a Marcellus and Utica Shale natural gas

drilling boom seems about to explode and the General Motors‘ Lordstown complex has added a third shift.

On the negative side, despite improvements in the unemployment rate it remains in double digits, many

local companies continue to struggle with a number of layoffs and closings still taking place and the area‘s

fortunes continue to be heavily tied to the auto industry.

Nationally, the high price of gasoline is worrying as it could negatively impact the nation‘s recovery.

Additionally the government spending cuts looming, at both federal and state levels, could have significant

effects locally on public sector employment and services.

d. What industries are growing, which are declining?

Manufacturing (15.9%) and Education & Healthcare (16.6%) in 2006 were nearly equal in employment

following years of manufacturing decline and healthcare growth.

The trend is projected to continue with the result being manufacturing falling to just 12.4% of the area‘s total

employment in 2016. Education & Healthcare is projected to continue to increase to 20% of total

employment. Trade, Transportation & Utilities sector, that includes retail trade, is expected to hold steady at

approximately 20% of total employment accounting for 19.8% of total in 2016.


15

e. What ways can we transition incumbent workers in a declining industry into a growing industry by building on their existing skills?

Area 17‘s One-Stop System brings together resources to help job seekers find jobs and employers find qualified workers in many ways.

NEO HealthForce Workshops – Demand continues for employees to fill positions in many health-related fields including; nursing, direct care, laboratory technology, therapy, medical records and emergency medicine. NEO HealthForce holds quarterly career workshops to introduce participants to the healthcare industry and its employment opportunities. The workshops are free and open to the public.

Ohio Skills Bank – Created to ensure that an area‘s workforce has the skills required by local businesses, Ohio Skills Bank is under the Ohio Board of Regents. The OSB works closely with postsecondary institutions and other training providers to meet the needs of business. Among other responsibilities, It is charged with creating ―stackable certificates‖ that will allow adults a simplified path toward advancing their education and improving skills, according to the 2008 Ohio Economic Analysis, Changing Course.


16

Career Pathways Workshop – The One-Stop workshop allows participants to explore different career possibilities. The participant can learn what is required in various careers and see what best suits their individual skills, abilities, experience and personality. They also learn how to find information about a career‘s wages, projected growth rates and education and/or certification requirements.

Career Pathways Initiative — The initiative aims to identify programs and systems that will help the incumbent worker advance in his/her chosen field in an efficient and cost-effective manner.

MySkills/MyFuture.org – The website helps job seekers explore new careers that use skills the same or similar to those they used in a past job.

f. What employers are you reaching and what employers should you focus more attention towards?

The One-Stop System is reaching many employers in Area 17 through strategic participation in industry sector organizations:

NEO HealthForce – a collaboration of local healthcare providers and training

organizations. One-Stop is an active participant and works closely with the employers providing recruitment services and various health care career promotional activities.

Mahoning Valley Manufacturers Coalition – recently created to train and recruit workers for

local machining and fabrication shops. Business Resource Network (BRN) – The One-Stop System was instrumental in the

creation of this collaboration of agencies and organizations, schools, colleges and universities and government entities that provide business services. The BRN provides a single access to smorgasbord of services available to assist a struggling company survive or a growing company expand.

IT Career Workshops – Recently initiated, the regularly-scheduled workshop seeks to

interest job seekers in a career in the growing field of Information Technology. Professional Services – This growing industry segment is currently being researched for

more focused attention.

g. What are some of the changes occurring in local demographics that may affect the current workforce system?

Overall the population in Area 17 has been on a steady slightly downward slide. Since 2000, Mahoning County population has dropped from 257,555 to 236,735 in 2009 and in Columbiana County, the drop has been from 112,075 to 107,722 in the same timeframe.


17

The population in Mahoning and Columbiana Counties is aging. The percentage of residents 65 or older is 20.3 percent in Mahoning County and 18.3 percent in Columbiana County. The trend is expected to continue.

Many of the area‘s youth go out of the area to college or university and then stay away for employment opportunities. Many youth who stay close by for college or university, upon matriculation leave for those same better job prospects. Even many youth who complete high school leave the area for better job opportunities.

At the same time, the trend of individuals in their 60s and 70s continuing to work well past the time that earlier generations would have retired has and is expected to ―age‖ the composition of the workforce. ODJFS‘s The Ohio Economy and Labor Market: Understanding the Current Environment in Developing Workforce Strategies for the Future also sees that the overall Ohio workforce will have a greater percentage of women and minorities in the future.

V. MARKETING – This section should outline a strategy for creating awareness of services

provided and connecting with all job seekers and employers in the regional workforce area.

a. What is the current marketing strategy and what plans are in place for improvements?

The WIB has identified Outreach and Image as one of its Critical Issues for the biennium. The stated goal is to focus outreach efforts to increase access, partner participation and utilization of the One-Stop by targeted populations. With a communications assistant dedicated to marketing and outreach and a heightened awareness of marketing by managers and staff, the goal can be reached.

Recent outreach efforts--

Frequent TV news interviews with management on current unemployment rates.

Recognition by media (TV and newspapers) that One-Stop is the expert on workforce development issues.

Yellow Pages, User-Friendly Yellow Pages and Yellow Pages.com display ads under ―Employment Agencies‖ heading.

Articles were submitted for the Progress Editions/Growth Reports in The Business Journal, The Vindicator, The Salem News and The (East Liverpool) Review. An article will be submitted for the Morning Journal in its July Progress edition.

The Connection, the One-Stop newsletter, published every other month with partner information actively solicited for each edition. Editions also can be accessed at: www.OneStopOhio.org.

Current marketing outreach strategies--

Update frequently the One-Stop web site, www.OneStopOhio.org .

Brand consistently One-Stop press releases and ads.

http://www.onestopohio.org/


18

Develop workshops to position the One-Stop as an expert on various work-related topics.

Prioritize and target businesses for BRN outreach.

Build on successful employer relationships in One-Stop promotions.

Identify Partner prospects

Maintain express sites.

Update and consolidate One-Stop brochures and pamphlets. .

b. Are targeted job seekers and employers aware of the services provided?

A survey of the job seekers participating in Oh-Penn Job Expo 2010 at the Covelli Centre found that 60 percent of the 3,500 participants used the services of the One-Stop or its Pennsylvania counterpart, PA CareerLink. That was a significant increase from the previous year when 52 percent of the job seeker participants reported being users of the One-Stop or CareerLink. The Gold Standard On-line Business Survey found that 74 percent of the companies responding were familiar with the One-Stop and 43 percent used One-Stop services. The survey also found that 70 percent of business customers were satisfied with services.

The Business Resource Network was created to better serve the employer/business community by providing it with a single access point for a wide variety of services. The BRN that was formed in partnership with Area 18 currently has 40 partners including chambers of commerce, workforce training organizations, schools, colleges and universities and government agencies that offer some sort of business service. The BRN is constantly seeking new partners and targeting businesses where it can provide solutions that will help a company survive or grow.

c. Are there job seeker and/or employer target populations that need to be reached?

Job Seekers

The One-Stop case management system provides customer demographics that are periodically

reviewed to ensure the region‘s population is being served. Such demographics and reviews allow

the One-Stop management to assess the extent that it serves all aspects of Area 17‘s population.

Columbiana Population* One-Stop

White 96.0% 97.0%

African-American 2.1% 2.0%

Native American 0.2% 0.0%

Asian 0.3% **

Pacific Islander 0.0% 0.0%

Other 0.4% 0.0%

2 or more races 1.0% **

Hispanic (any race) 1.1% 1.0%


19

Mahoning Population* One-Stop Oakhill

White 81.1% 61.0% 33.0%

African-Am 15.6% 31.0% 59.0%

Native Am 0.2% 1.0% 0.0%

Asian 0.4% ** **

Pacific Islander 0.0% 0.0% 0.0%

Other 1.1% 2.0% 2.0%

2 or more races 1.7% ** **

Hispanic (any race) 2.9% 4.0% 6.0%

** not tracked *from Ohio Department of Development County Profiles

Males predominate at Mahoning and Columbiana One-Stops, accounting for 57 percent and 56 percent

respectively. However at the Oakhill Satellite, 52 percent of customers are female.

The ages of One-Stop customers fall within every decade section with the highest percentages in the age

range of the standard working population. The Senior Aides program in Columbiana County and Mature

Workers program in Mahoning County accounting for most, if not all, of the customers in the 70 to 80 and

80 to 90- year old categories.

Customer Age by decade:

10 to 20 3%

20 to 3025%

30 to 40 22%

40 to 50 21%

50 to 60 22%

60 to 70 6%

70 to 80 1%

80 to 90 0%

Mahoning

10 to 20 2%

20 to 3026%

30 to 4023%

40 to 50 22%

50 to 6019%

60 to 707%

70 to 801%

80 to 900%

Columbiana


20

The percentage of One-Stop customers that list themselves as having a disability is 5 percent in both

Columbiana and Mahoning County and 7 percent at the Oakhill One-Stop Satellite. The question asked is:

Do you have a disability or medical condition that hinders you from obtaining or maintaining employment?

(This includes currently being treated for excessive alcohol use or abuse of a controlled substance).

The breakdown by educational achievement shows One-Stop customers are at all levels of education.

Those lacking a high school diploma or GED are identified very early in the orientation/registration process

and encouraged to attend ABLE classes with the aim of earning a GED.

10 to 20 5%

20 to 30 31%

30 to 40 24%

40 to 50 19%

50 to 60 18%

60 to 70 3% 70 to 80

0%Oakhill

HS Diploma

47%

Some College17%

GED8%

Associates Degree

8%

Less than HS/GED

7%

Vocational/Trade School

7%

Bachelors Degree

5%

Masters Degree

1%

Columbiana Co Education


21

In Columbiana County, 10 percent of customers are employed full-time, in Mahoning County, 11

percent are employed while 7 percent of the Oakhill Satellite customers are employed full time.

Having the highest percentage of veterans during the past 16 months is Columbiana County at 4.5

percent followed by 4.2 percent at Oakhill and 3.9 percent at the Mahoning County One-Stop.

Because Area 17 WIB has identified Outreach and Image as a Critical Issue for PY 11-12 with the stated goal of increasing utilization and participation by targeted populations, those groups will continue to receive the focus, attention and effort of the One-Stop and its staff.

HS Diploma

36%

Some College22%

Bachelors Degree

10%


8%

Less than HS/GED

8%

Associates Degree

7%

GED7%

Masters Degree

2%

Doctorate0%

Mahoning Co Education

HS Diploma35%

Some College

25%Less than HS/GED

12%

GED8%


8%

Associates Degree

6%

Bachelors Degree

5%

Masters Degree

1%

Oakhill Education


22

d. Does the current marketing strategy relate to a statewide marketing initiative?

All outreach efforts and materials include the use of the OhioMeansJobs branding.

The Business Outreach Team of Area 17 was named best in the state in 2008 and in 2010 by the ODJFS.

The annual Job Expo that has developed into the largest workforce development event in the area is held in September to coordinate with the state‘s Workforce Services Month.

One-Stop partner agencies are notified of and urged to complete the ODJFS partner survey that is conducted each year. The report of survey results are presented to the One-Stop Committee and appropriate action is taken.

VI. GOAL SETTING AND MEASURES OF SUCCESS

Please see Area 17‘s Strategic Plan detailed on the following pages.

VII. STRATEGIC PLAN

Please see Area 17‘s Strategic Plan detailed on the following pages.

ii. workforce area description area 17... · workforce investment board area 17 business plan 1 ii....

Documents