San Benito Five Year Plan Final - California · San Benito County is located in the Coast Range Mountains of the state, and is approximately 40 miles east of Monterey, CA and 50 miles

SAN BENITO COUNTY WORKFORCE INVESTMENT BOARD FIVE YEAR STRATEGIC PLAN

SAN BENITO WORKFORCE INVESTMENT BOARD

1111 San Felipe Road, Suite 107 Hollister, CA 95023 831‐637‐5627

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Table of Contents

SECTIONI:VISION.....................................................................................................................3

SECTIONII:ECONOMICANDWORKFORCEINFORMATIONANALYSIS...................5

SECTIONIII:BUSINESSSERVICEPLAN............................................................................20

SECTIONIV:ADULTSTRATEGIES.....................................................................................26

SECTIONV:YOUTHSTRATEGIES......................................................................................33

SECTIONVI:ADMINISTRATION........................................................................................36

SECTIONVII:MEMORANDAOFUNDERSTANDING.....................................................41

SECTIONVIII:LOCALWIACOMMONMEASURESPERFORMANCEGOALS...........43

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SECTION I: VISION BusinessandIndustryGoal:Meettheneedsofhighdemandsectorsoftheregionaleconomy.Describethevisionforbringingtogetherkeystakeholdersinworkforcedevelopment,includingbusinessandindustryemployers,organizedlabor,economicdevelopmentspecialistsandeducationexpertstoidentifytheworkforcechallengesfacingthelocalarea,andalsodevelopinnovativestrategiesandsolutionsthateffectivelyleverageresourcestoaddressregionalworkforcechallenges.SanBenitoCountyislocatedintheCoastRangeMountainsofthestate,andisapproximately40mileseastofMonterey,CAand50milessoutheastofSanJose,CA.ItconsistsofthetwoincorporatedcitiesofHollisterandSanJuanBautista,thefourunincorporatedtownsofAromas,Bitterwater,Dunneville,NewIdria,Paicines,Panoche,TresPinos,andthepopulatedareaknownasLlanada.The2010Censuslistedthecounty’spopulationat55,269makingitthe16thsmallestofCalifornia’s58counties,andwith1,390squaremilesitis24thingeographicalsize.Nearlytwo‐thirdsofthecounty’spopulationlivesinthecountyseatofHollister.TheWorkforceInvestmentBoardofSanBenitoCounty(SBWIB)isanestedboardwhollyincorporatedintothecountygovernmentalstructure.TheWIBispartoftheCommunityServicesandWorkforceDevelopmentDepartmentofthecounty,whichrunsoneOne‐StopCareerCenterlocatedinHollister.TheSBWIBisthesmallestWIBinthestateintermsofWorkforceInvestmentAct(WIA)monetaryallocation,receivingjustover$673,000inProgramYear2012‐13.1TheSBWIBcurrentlyhasrepresentativesfromtherequiredprivatesector,publicsector,educationcommunity,economicdevelopmentorganizations,andorganizedlabor.TheSBWIBmeetsquarterlyataminimumwiththeExecutiveCommitteeempoweredtotakeactiononbehalfoftheentireWIBoutsideofsettingpolicy.SBWIB’smissionistoprovideavarietyoftrainings,services,andresourcestotheunemployed,under‐employed,anddislocatedworkers,whichwillraisetheeducationandskilllevelsoftheworkforcetoensuretheircontinuedsuccessintheworkplace.ThevisionoftheSBWIBisthatSanBenitoCountywillhaveatrained,skilled,andrelevantworkforcethatmeetstheneedsofemployersandincreasesthequalityoflifeinthecommunity.TheSBWIBstrivestoremoveemploymentbarriersthroughtrainingprogramsdesignedtoprovidetheregion’semployerswithaskilledworkforce.TheSBWIBrepresentativesfromthevarioussectorsformthestrategicbody,whichdiscussesanddecidesuponthecounty’sjobtrainingdesignandprogrammaticfocus.In

1http://www.edd.ca.gov/Jobs_and_Training/pubs/wsin11‐48.pdf

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addition,thePrograms,PlanningandBusinessServicesCommittee(PPBSC)furthermeetstodiscussstrategiesonhowtoaddressSanBenito’sworkforcechallenges.StatePriorities:Armedwiththenewlyresearchedcompetitiveandemergentregionalindustrysectors(BWResearchPartnership’sEconomicandWorkforceInformationReport),aswellaspaststudiesfocusedonregionallabormarketinformation(LMI),theSBWIBandPPBSCareideallysituatedtoaddresstheskillsgapsthatexistforskilledworkersinthecompetitiveandemergentindustries.2TheLMI,whichwilldrivefuturedecisions,willbedetailedinSectionII,whiletheBusinessServicesPlan,designedtoaddresstheskillsgaps,willbedetailedinSectionIII.Inaddition,overthenext12‐16months,theSBWIBwillbedevelopingregionalworkforceandeconomicdevelopmentnetworksthatwillbedesignedtoaddresstheworkforceeducationandtrainingpriorities.Basedontheregionaleconomicandworkforceinformationanalysis,identifytheindustrysectorsandoccupationalclusterswithintheregionthatarehigh‐growth,high‐demand,projectingskillsshortages(duetoreplacementsand/orgrowth),and/orvitaltotheregionaleconomyAsdetailedfurtherinSectionIIofthisPlan,theindustriestheSBWIBwillfocusonarethosethatwillmakeasignificantimpactontheregion’seconomyinthecomingyears.AsidentifiedintheLMIstudycommissionedbytheSBWIB,andconductedbyBWResearchPartnership,theindustriestheSBWIBwillfocusoninclude:

1. Manufacturing2. ConstructionandRealEstate3. Arts,Entertainment,Tourism,andRetail

2http://www.calmis.ca.gov/htmlfile/county/sbenito.htm

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SECTION II: ECONOMIC AND WORKFORCE INFORMATION ANALYSIS SystemAlignmentandAccountabilityGoal:Supportsystemalignment,serviceintegrationandcontinuousimprovement,usingdatatosupportevidence‐basedpolicymaking.Coordinateanddevelophighquality,actionableLMIdatathatassessesregionalindustryandoccupationaltrendsandneedsandincludea“skillsgap”analysis.

SanBenitoCounty,likeothercommunitiesacrossCaliforniaandthenation,islookingtoreboundfromtheeconomicdownturnoftenreferredtoasthe“greatrecession”thatbeganin2008.Thistimeofeconomictransitionprovidespolicymakersandworkforcedevelopersanopportunitytoseehowthecounty’seconomyhasbeenimpactedandhowtodevelopnewstrategiesandthinkingaboutsupportingemployersandgettingpeoplebacktowork.

ThetablesbelowshowSanBenitoCounty’shistoricunemploymentrate,showingannualaverages,from1990to2012.Overthat22‐yearperiod,thecountyhasneverfacedanunemploymentrateatorbelowthestate’saverage,generallyremainingseveralpercentagepointsabove.Thisoverallemploymentpictureshowsacommunitythathasgenerallyfacedaverylooselabormarketwithmorepeoplethanavailablejobs.

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From2007to2010,employmentinSanBenitoCountyexperiencedasubstantialdeclineevengreaterproportionallythanwhatwasexperiencedintherestofCaliforniaorinthecountry.Neighboringcounties,suchasMontereyandMerced,sawasmalldeclineinoverallemploymentbetween2007and2010andhavesincereturnedorcomeclosetopre‐recessionemploymentlevels.

Overthelasttwentyyears,SanBenitohasfacedrelativelyhighlevelsofunemploymentandnotenoughjobcreation.ThegreatrecessionwasparticularlypainfulforSanBenito,andinamatterofthreeyears,theCountylostoneineveryeightjobs.

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4

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8

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1990 1992 1994 1996 1998 2000 2002 2004 2006 2008 2010 2012

Un

emp

loym

ent

Rat

e

California SanBenitoCounty

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CountywideWorkforceProfile

Theterm“demand‐driven”isoftenusedintheworkforcedevelopmentworldtoindicatetheimportanceofdevelopingandprovidingprogramsandservicesthatareresponsivetotheneedsofemployers.Toprovideaworkforcedevelopmentsystemthatistrulydemand‐driven,thatfoundationmustbebuiltuponacomprehensiveunderstandingofthecounty’semployersandtheirbehaviorasitrelatestorecruiting,hiringanddevelopingtalent.Thisprofilewillincludeadescriptionofhowtheregion’sindustries,occupationsandskillsarechangingtomeettheneedsofemployerswhoareconstantlyadaptingtothedesiresoftheircustomers.

SanBenitoIndustryClustersofImportance

Anemphasisonindustryclustersinagivenregionhasseveraladvantages;theyallowustomovebeyondthegeneralindustryassessmenttoidentifyregionaleconomicdrivers,sharedresourcesthatareneeded(includinghumanresources),andabetterunderstandingofthemarketsinwhichemployerscompeteandcooperate.Analysesofindustryclustersarevaluabletoolstounderstandinghowtheregionaleconomyissegmentedintermsofdifferinggrowthexpectations,workforceneeds,andinfrastructurerequirements.

‐15%

‐12%

‐9%

‐6%

‐3%

0%

3%

2007 2008 2009 2010 2011 2012

SanBenitoCountyCaliforniaMontereyCountySantaCruzCountyMercedCounty

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MichaelPorter,aHarvardeconomistandpioneerofindustryclusterresearch,definedanindustryclusterasageographicconcentrationofinter‐connectedcompaniesandinstitutionsworkinginasharedindustry.Thisdefinitionhasbeenexpandedovertheyearstoaccountforemployersinsharedtechnologies,supplychains,services,and/orcustomerswhosecompetitionand/orcollaborationcreateopportunitiesfornewbusinesscreation,increasedregionalwealth,andnewemployment.Oftentimes,industryclustersarenotinthesameorevencloselymatchedindustryclassificationsstructures.

Thereremainthreekeyreasonsforfocusingonindustryclusters:

1. Anemphasisonindustryclustersallowsyoutomoreeffectivelyengagewithemployerswhoarefocusedontheirindustry,relatedtechnologies,andcustomers,butwhomaybelessfocusedonoverallregionaleconomictrends.Anemphasisonindustryclustersallowsyoutobetterunderstandtheprioritiesandworkforceneedsoftheemployersthataredrivinggrowthinthecounty'seconomy.

2. AdeeperunderstandingoftherelevantindustryclustersinSanBenitoprovidesvaluableinformationforjob‐seekersandcurrentworkerswhoarelookingtodevelopnewskillsandfindcareerpathwaysthatallowthemtostayproductiveandindemandwithregionalemployers.Oneofthekeychallengesforjob‐seekersworkingtostayrelevantandusefulforpotentialemployersistogetthemtounderstandhowtheycanbevaluableforemployers.EducationonthekeyindustryclustersinSanBenitoprovidesjob‐seekersavaluablefoundationforunderstandingwhatskillsandabilitiestheyshouldworktowardandwhatemploymentopportunitiesconnecttostrongerpathwaysandgreatercareerfulfillment.

3. Thecounty‐specificindustryclustersapproachprovidesanemployer‐drivenperspectivetounderstandingtheskillsemployersarelookingforandhowtobetterconnecteducationandtrainingtolocalandcountywideworkforcedevelopmentstrategies.

SanBenito'sProfiledIndustryClusters

ThefollowingindustryclustersweredevelopedbasedonanalysisofSanBenito’seconomyandtheidentificationoftheindustriesandemploymentopportunitiesthatareavailablewithintheCounty:

Arts,Entertainment,Tourism&Retail(1)consistsofallemployersinretailtradeaswellasthoseinvolvedinfoodservices,accommodationsandarts,entertainmentandrecreation.Fromaworkforceperspective,thisisasizableemployerclusterwithalargeportionofjobsinentry‐levelcustomerserviceandsales.

Healthcare,Education&GovernmentAssistance(2)isoneofthelargerindustryclustersinthecountyandunliketheotherindustryclustersis

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almostcompletelypopulation‐serving.Employmentinthisindustryislargelydrivenbydemographics,andthebudgetprioritiesoflocal,state,andnationallegislativebodies.Thisclusterincludesprivateandpubliceducation,healthcareandsocialassistanceandgovernment.

Business&PersonalSupportServices(3)isaparticularlyimportantclusterforSanBenitogiventhelargenumberofsmallandmedium‐sizedbusinessesthatarefoundinthecounty.TheBusiness&PersonalSupportServicesclusterinSanBenitoCountyiscomprisedofadministrative,support&wastemanagementservicesaswellasotherrelatedprivatesectorservices.

Manufacturing(4),alongwithagriculture,istheindustryclusterwiththehighestconcentrationofemploymentinSanBenito.Unlikeagriculture,itisexpectedtoseeconsiderableincreasesinemploymentoverthenextfiveyears.Thisclusterincludesallmanufacturingfromfoodmanufacturingtocomputerandelectronicsproductmanufacturing.

Construction&RealEstate(5)includesallconstructionactivitiesfromconstructionofbuildingstospecialtytradecontractorsaswellasallrealestateservices,whichincluderentalsandleasingservices.

Agriculture(6)hasbeenafoundationalemployerinSanBenitothroughoutmostofitshistory.Thisclusterdefinitionincludesagriculture,forestryfishingandhunting,althoughinSanBenitoalmostallemploymentisdirectlyconnectedtoAgriculture.

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ThefigurebelowrevealsseveralpiecesofkeyinformationregardingSanBenito’sindustryclusters.Thesizeofthesphereshowstherelativesizeofeachcluster,intermsofcurrentemployment.TheverticalaxisindicatestherelativeemploymentconcentrationoftheclusterincomparisontotheCaliforniaaverage.3Thehorizontalaxisindicatestheexpectedgrowthinoverallindustryclusteremploymentfrom2012to2017.

3Alocationquotient(LQ)of1.0indicatesthataregionhastheaverageemploymentforagivenindustryclusterincomparisontotheCaliforniaeconomy.AnLQof2.0indicatestheregionalhastwicetheaverageemploymentforagivenindustryclusterincomparisontothecountry’seconomy.

(1)

(2)

(3)

(4)

(5)

(6)

0.5

1.0

1.5

-4% 0% 4% 8% 12% 16% 20% 24%

2012

L

Q

2012-2017 % Employment Growth(1) Arts, Entertainment, Tourism & Retail(2) Healthcare, Education & Government Assistance(3) Business & Personal Support Services(4) Manufacturing(5) Construction & Real Estate(6) Agriculture

LQ = 5.51Growth = ‐13.5%

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Astheindustryclusterchartshows,thetwoclustersthathavethehighestconcentrationinSanBenito,manufacturingandagriculturearegoinginoppositedirectionsintermsofexpectedemployment.ManufacturingisexpectedtoseeconsiderablegrowthinSanBenitooverthenextfiveyears,whileagricultureisexpectedtoseeconsiderabledeclinesintotalemployment.Whiletheseindustryforecastsareseldomifevercompletelyaccurate,thesignificantdifferencesinthedirectionoftotalemploymentbetweenthesetwoimportantclustersinSanBenitoisworthnoting.SanBenitoCountyOccupationsOccupationalTiers

Theunemploymentrate,numberofjobscreated,numberofpeopleemployed,andnumberofpeopleunemployed–allthesegeneralstatisticshavesomevaluewhenyouarelookingatSanBenito'soveralleconomy,buttheyalsohidesomecriticalinformationaswell,startingwiththerealitythatnotalljobsareequal.Apart‐timejobthatpaysminimum‐wagewithlimitedtrainingandon‐the‐jobskilldevelopmentisconsiderablylessvaluablethanahigh‐paying,full‐timepositionwithfullbenefitsthatcontinuallydevelopsandtrainsanindividualforincreasinglevelsofresponsibility.

ArecentstudybyDavidAutor4revealedthechangesinthenation'soccupationalprofile.Autorprovidedanin‐depthexaminationofthequalityandquantityofthejobsthatemployershavedemandedoverthelast30years.Inhisanalysis,AutordevelopedanoccupationalsegmentationthatBWResearchalsousesinregionaloccupationalanalyses.Thisoccupationalsegmentationtechniquedelineatesalloccupationsintooneofthreetiers.Theoccupationaltiersarebroadlydefinedasfollows:

Tier1Occupationsincludemanagers(ChiefExecutives,FinancialManagers,andSalesManagers),professionalpositions(Lawyers,Accountants,andPhysicians)andhighly‐skilledtechnicaloccupations,suchasScientists,ComputerProgrammers,andEngineers.Theseoccupationsaretypicallythehighest‐paying,highest‐skilledoccupationsintheeconomy.In2012,theaverageearningsforTier1occupationsinCaliforniawas$38.17anhourorapproximately$79,400ayear(assuminga40hourworkweekfortheentireyear).

Tier2Occupationsincludesalespositions(SalesRepresentatives),teachers,andlibrarians,officeandadministrativepositions(AccountingClerksandSecretaries),andmanufacturing,operations,andproductionpositions(Assemblers,Electricians,andMachinists).Theseoccupationshavehistoricallyprovidedthemajorityof

4ThePolarizationofJobOpportunitiesintheUSLaborMarket;ImplicationsforEmploymentandEarnings,April2010.

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employmentopportunitiesandcouldbereferredtoasmiddle‐wage,middle‐skillpositions.In2012,theaveragewageforTier2occupationsinCaliforniawas$21.22anhourorapproximately$44,100ayear(assuminga40hourworkweekfortheentireyear).

Tier3Occupationsincludeprotectiveservices(SecurityGuards),foodserviceandretailpositions(Waiters,Cooks,andCashiers),buildingandgroundscleaningpositions(Janitors),andpersonalcarepositions(HomeHealthAidesandChildCareWorkers).Theseoccupationstypicallyrepresentlower‐skilledservicepositionswithlowerwagesthatrequirelittleformaltrainingand/oreducation.In2012,theaveragewageforTier3occupationsinCaliforniawas$11.96anhourorapproximately$24,900ayear(assuminga40hourworkweekfortheentireyear).

Dr.Autor’sresearchonoccupationaltiersrevealedthatTier2occupationshavebeendecliningconsiderablysincethemid‐1970sasmanyofthesejobshavebeenlosttoautomationormorerecentlyoffshoredtolessexpensivelabormarkets.ThegreatrecessiononlyexpeditedthislongruntrendasnationallyandregionallyTier1andTier3jobsincreasedduringtherecessionwhileTier2jobsdeclined.Whilethistrendistrueforthecountryasawhole,itisnotentirelyaccurateinSanBenito,however,weareseeingconsiderablymorechurnandchangeinTier2occupations.

Thetablebelowrevealsthatapproximately45percentofSanBenitoCounty’sjobscanfoundamongTier2occupations,withjustbelowathirdinTier3andabout15percentinTier1.SanBenitoCountyhasmoreTier3occupationsproportionallythanCaliforniaasawholebutactuallyhaslessTier3occupationsproportionallythaneitherMontereyorMerced.

Table1:OverallOccupationalTiersbyRegion5

OverallOccupationalTiers

Tier1 Tier2 Tier3SanBenitoCounty 15.3% 44.3% 31.8%California 19.4% 43.3% 28.2%MontereyCounty 13.4% 34.3% 42.1%SantaCruzCounty 19.3% 41.3% 31.2%MercedCounty 10.4% 44.3% 36.2%

Itshouldbenotedthatnotalloccupationsfitintooneofthethreeoccupationaltiers.Approximately10percentofalloccupationsarenotplacedintooneofthethreetiers.

5Source:EMSICompleteEmployment2013.2

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AnanalysisofSanBenito’soccupationsbytiersandindustryrevealsaninterestingprofileofwherejobsarelocatedwithintheregion.JustunderfortypercentofallTier1SanBenitoCountyoccupationsarefoundinoneoftwoindustryclustersHealthcare,Education,&GovernmentAssistance(25%)aswellasManufacturing(15%),

ItshouldbenotedthatSanBenitoCounty’saverageannualearningsperjobis$41,700for2013,about82percentofthenationalaverage..Anearningperjobindexof1.00indicatesaverageannualearningsof$41,700foragivenoccupationwhileanindexscoreof2.00indicatesaverageannualearningsof$83,400foragivenoccupation.

Table2:OverallOccupationalTiersforSanBenitoCountyIndustries6

IndustryDescriptionOccupationalTiers Earnings

PerJobIndexTier1 Tier2 Tier3

Arts,Entertainment,Tourism&Retail 12.6% 14.2% 37.4% 0.79

Healthcare,Education&GovernmentAssistance 25.0% 21.1% 12.6% 1.41

Business&PersonalSupportServices 6.7% 7.1% 20.8% 0.58Manufacturing 14.5% 19.2% 6.0% 1.34Construction&RealEstate 13.0% 20.2% 1.9% 0.74Agriculture 2.4% 3.9% 18.5% 0.94ThetablebelowillustratesSanBenito’soccupationalcompositionbyindustryclusters.IndustryclusterssuchasManufacturingandConstruction&RealEstatehavealargerportionofoccupationsinTier1comparedtoTier3,whileallotherindustryclustersinSanBenitohavemoreTier3thanTier1occupations.

Table3:OccupationalTierCompositionwithinIndustriesinSanBenitoCounty7

IndustryDescriptionOccupationalTiers

Tier1 Tier2 Tier3Arts,Entertainment,Tourism&Retail 9.5% 30.8% 58.3%Healthcare,Education&GovernmentAssistance 19.5% 47.5% 20.4%

Business&PersonalSupportServices 9.0% 27.4% 57.8%Manufacturing 16.3% 62.5% 14.0%Construction&RealEstate 16.9% 76.1% 5.1%Agriculture 3.4% 15.9% 54.4%

6Source:EMSICompleteEmployment2013.27Source:EMSICompleteEmployment2013.2

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Thefollowingthreefiguresrevealtheoveralloccupationaldemand,bothwithinSanBenitoCountyaswellaswithinCaliforniaandtheneighboringcountiesforthethreeoccupationaltiers.Asthefiguresreveal,CaliforniahasexperiencedanincreaseinTier1andTier3occupationsofthetotaloccupationalpoolwhileTier2occupationshavedeclinedandareexpectedtodecline.

InSanBenito,Tier1occupationshaveandareexpectedtoremainflatintermsoftheirproportionofCountywideemploymentwhileTier2isdeclining,Tier3isincreasing.

Figure1:Tier1OccupationShareofTotalEmploymentbyRegionfrom2002to20178

8Source:EMSICompleteEmployment2013.2–Combinedoccupationaltierdefinitionsdonotcaptureallemployment.

14.5

%

13.9

%

15.3

%

15.6

%18.3

%

18.8

%

19.4

%

19.6

%

13.6

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%

13.3

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17.8

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%

9.6

%

10.3

%

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%

10.7

%

0%

10%

20%

30%

2002 2007 2012 2017

San Benito CountyCaliforniaMonterey CountySanta Cruz CountyMerced County

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45.5

%

46.3

%

44.3

%

44.9

%

46.1

%

45.4

%

43.3

%

42.4

%

37.9

%

36.5

%

34.3

%

33.9

%

43.5

%

43.2

%

41.3

%

40.5

%

44.9

%

45.7

%

44.3

%

44.1

%

10%

20%

30%

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50%

2002 2007 2012 2017


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31.2

%

31.9

%

31.8

%

31.0

%

26.3

%

27.1

%

28.2

%

29.1

%

37.9

%

39.8

% 42.1

%

43.3

%

30.0

%

29.8

%

31.2

%

32.5

%35.2

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2002 2007 2012 2017


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KeyOccupationsforSanBenitoCounty

ThetablesonthefollowingthreepagesidentifytheSanBenitoCountyoccupationsineachtierwiththemostjobopenings(newjobs+replacementjobs)expectedfrom2012to2017.Thetableincludesboththegrowthpercentage,whichindicatestheproportionalincreaseindemandforthatoccupationalcategory,aswellastheearningsindex,whichindicatestheproportionalaverageearningsforeachoccupationincomparisontothe2012averageearningsinSanBenitoof$41,700annually.Forexample,anearningsindexof1.00indicatesthatoccupationalcategoryhasanaverageearningsof$41,700,whileanearningsindexof2.0indicatesanannualaverageearningsof$83,400forthatoccupationalcategory.

Table4:KeyTier1OccupationsforSanBenitoCounty11

SOCDescription2012Jobs

Growth2012‐2017

%Growth

TotalJobOpenings

(new+repl.)

Earningsindex

RegisteredNurses 161 111 69% 325 2.71Property,RealEstate,andCommunityAssociationManagers 120 81 68% 256 0.70

PersonalFinancialAdvisors 63 96 152% 236 1.36

Managers,AllOther 159 32 20% 156 1.20

ManagementAnalysts 78 41 53% 124 1.49

GeneralandOperationsManagers 307 ‐33 ‐11% 96 2.97

FinancialManagers 79 22 28% 84 2.33BusinessOperationsSpecialists,AllOther 82 13 16% 83 1.99

AppraisersandAssessorsofRealEstate 50 19 38% 82 0.75

AccountantsandAuditors 178 ‐22 ‐12% 67 1.40

IndustrialProductionManagers 37 20 54% 60 2.55

IndustrialEngineers 43 15 35% 59 2.27

CoachesandScouts 36 17 47% 58 0.69

Lawyers 70 2 3% 51 2.50

SalesManagers 64 6 9% 46 2.93

MarriageandFamilyTherapists 13 11 85% 44 0.80

FinancialAnalysts 30 11 37% 43 1.66ElectronicsEngineers,ExceptComputer

24 11 46% 41 2.67

MusiciansandSingers 38 7 18% 39 0.90ArchitecturalandEngineeringManagers

33 6 18% 35 3.58

11Source:EMSICompleteEmployment2013.2&CaliforniaEmploymentDevelopmentDepartment(EDD)OccupationalEmploymentProjections2012.

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Description2012Jobs

Growth2012‐2017

%Growth

TotalJobOpenings

(new+repl.)

Earningsindex

RealEstateSalesAgents 398 228 57% 775 0.56

ButchersandMeatCutters 34 115 338% 281 0.94PackagingandFillingMachineOperatorsandTenders

97 100 103% 260 0.52

FoodBatchmakers 53 88 166% 247 0.60HeavyandTractor‐TrailerTruckDrivers

305 14 5% 211 0.88

First‐LineSupervisorsofRetailSalesWorkers

303 34 11% 198 0.69

Securities,Commodities,andFinancialServicesSalesAgents

56 64 114% 194 1.07

InsuranceSalesAgents 103 52 50% 187 1.09

StockClerksandOrderFillers 232 30 13% 184 0.54

Electricians 116 ‐41 ‐35% 176 1.40

OfficeClerks,General 264 14 5% 173 0.80Meat,Poultry,andFishCuttersandTrimmers

14 70 500% 167 0.62

Inspectors,Testers,Sorters,Samplers,andWeighers

79 60 76% 162 0.95

TeamAssemblers 170 29 17% 151 0.74

RealEstateBrokers 81 42 52% 150 0.93Self‐EnrichmentEducationTeachers 49 55 112% 133 0.65

PoliceandSheriff'sPatrolOfficers 137 ‐5 ‐4% 121 2.13

Carpenters 237 ‐42 ‐18% 117 0.97

Helpers‐‐ProductionWorkers 73 34 47% 116 0.53

CustomerServiceRepresentatives 139 15 11% 112 1.00

12Source:EMSICompleteEmployment2013.2&CaliforniaEmploymentDevelopmentDepartment(EDD)OccupationalEmploymentProjections2012.

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Description 2012Jobs

Growth2012‐2017

%Growth

TotalJobOpenings

(new+repl.)

Earningsindex

Cashiers 399 177 44% 756 0.61

RetailSalespersons 471 128 27% 546 0.49LaborersandFreight,Stock,andMaterialMovers,Hand 353 130 37% 506 0.67

CombinedFoodPreparationandServingWorkers,IncludingFastFood

277 107 39% 375 0.52

MaidsandHousekeepingCleaners 167 118 71% 324 0.48CounterAttendants,Cafeteria,FoodConcession,andCoffeeShop

97 56 58% 275 0.52

ChildcareWorkers 392 ‐24 ‐6% 211 0.47

FoodPreparationWorkers 111 61 55% 210 0.53

PackersandPackagers,Hand 196 31 16% 209 0.47

PersonalCareAides 58 90 155% 198 0.57IndustrialTruckandTractorOperators

120 43 36% 171 0.76

LandscapingandGroundskeepingWorkers

203 21 10% 157 0.56

JanitorsandCleaners,ExceptMaidsandHousekeepingCleaners

260 10 4% 152 0.55

SecurityGuards 48 52 108% 136 0.71Hairdressers,Hairstylists,andCosmetologists 99 46 46% 135 0.44

RefuseandRecyclableMaterialCollectors 13 49 377% 134 1.07

HomeHealthAides 28 57 204% 133 0.50FarmworkersandLaborers,Crop,Nursery,andGreenhouse

1,137 ‐559 ‐49%127

0.44

WaitersandWaitresses 186 ‐83 ‐45% 105 0.45NursingAides,Orderlies,andAttendants

43 37 86% 97 0.78

MostoftheanalysesinthisportionofthePlanfocusonthechangesinSanBenitoCountythathaveoccurredfrom2007throughtheendof2012.ThistimeframeallowstheSBWIBtolookattheeconomyrightbeforethegreatrecessionandaskhowthissignificantdownturnintheeconomyimpactedtheregion’sworkforceneeds.Lookingforward,thestudyfocusedon2012to2017,using2012asthebaseyearand2017asthefarthestoutamongtheforecastsutilizedforthisreport.Armedwiththisdata,theSBWIBcanbetterassesstheneedsofitsregionalworkforceandbetterfocusfundingandstrategiestothoseneeds.


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SECTION III: BUSINESS SERVICE PLAN BusinessandIndustryGoal:Meettheworkforceneedsofhighdemandsectorsofthestateandregionaleconomies.TheSBWIBshallestablishaBusinessServicePlanthatintegrateslocalbusinessinvolvementwithworkforceinitiatives.Programs,PlanningandBusinessServicesCommittee:ThePPBSCisresponsibleforreviewingandadvisingtheSBWIBonallmattersrelatingtoprogramplanningincludingthepreparationofdraftandfinallocalplans,budgets,RequestsforProposals(RFP),evaluationofRFPresponses,incorporationofselectedproposalsintotheBusinessServicesPlan,recommendationsontheawardingofcontractstoserviceproviders,indentifyingeligibleintensiveservicesandtrainingproviders,aswellasmakingrecommendationsonlocalpolicyonIndividualTrainingAccounts(ITAs).Currently,theSBWIBViceChairsitsastheChairofthePPBSCandisjoinedbysixothermembersoftheSBWIB.Threemembersfromtheprivatesectorrepresentthefollowingindustries:construction,manufacturing,lifesciences,andmedicalservices.Threemembersfromthepublicsectorinclude:adevelopmentaldisabilityserviceprovider,andrepresentativesfromtwoorganizedlaborunions.Therewillbeaconcertedeffortgiventoexpandingthesub‐committeetofullyrepresentthevariousvoicesneededtoeffectivelyrepresentthevarietyofworkforceneedsandconstituenciesasreflectedonthelargerSBWIB.ThePPBSCwillbetaskedwithfurtherdevelopmentandrecommendationfortheBusinessServicePlaninanefforttoincreaseemployerinvolvementintheactivitiesofSBWIB.ThegoalofthePPBSCwillbetoensuretheprogramsandinitiativesundertakenbytheSBWIBareinconformancewiththestatedneedsoftheregionandidentifiedskillsgapsoftheregionalworkforce.ThecommitteewillendeavortorecommendrequiredrevisionstothegoalsandstrategiesoftheSBWIBinordertomaximizeefficiency,leveragescantresources,andprovideoutstandingservicetoallbusinessstakeholdersintheregion.

SBWIBServices:AdescriptionofthetypesofservicesSBWIBofferstobusinesses,includingadescriptionofhowSBWIBintendsto:

1. Determinetheemployerneedsinthelocalorregionalarea;2. Integratebusinessservices,includingWagner‐PeyserActservices,to

employersthroughtheOne‐Stopdeliverysystem;and3. Leverageandbraidotherresourcesthrougheducation,economic

developmentandindustryassociationstosupportOJTandotherCTventures.

21

TheSBWIB,inconjunctionwiththePPBSC,willengagethebusinesscommunitythroughtheirBusinessServicesrepresentativesintheOne‐StopCareerCenter.ArmedwiththeidentifiedindustriesasdetailedinSectionIIofthisPlan,theBusinessServicesrepresentativeswillbegintheprocessofestablishingnotonlylinkageswiththeidentifiedoccupationalindustryclusters,butbegintoestablishnetworkstoleverageresourcesacrosstheidentifiedindustries.ThissectormappingapproachwillallowtheSBWIBtoidentifyemployerneedsinagivenindustry,employmentchallenges,specializedskillsgaps,andgrowthopportunitiesthroughouttheregion.Theidentifiedclustersinclude:Manufacturing,ConstructionandRealEstate,andArts,Entertainment,Tourism,andRetail.

TheSBWIBwillstrivetobraidmultipleresourcestoaddresstheemploymentneedsoftheregion.Fromapprenticeshiptraining,On‐the‐JobTraining(OJT)andCustomizedTraining,toemployersponsoredjobtrainingandotherorganizationsandagencies(i.e.EDD),whichhavemissionsinlinewithSBWIB’s,theSBWIB,PPBSC,andtheBusinessServicesrepresentativesoftheOne‐StopCareerCenter,willallworkinconcerttobringinnovativeemploymenttrainingstrategiestobearonthehighgrowthindustriesoftheregion.PartofthateffortwillbetoidentifyneededapprenticeshipprogramsfortheidentifiedsectorandworkingwithGalivanCollegetoestablishcomplimentaryprograms.TodateGalivanonlyhastwoapprenticeshipprogramsforDrywallingandCarpentry.ItwillbeincumbentupontheSBWIBandPPBSCtoidentifyandpursueothersourcesoffundingwhichwouldallowfortheexpansionofthesekindsofprograms.RecentlytheregionalEconomicDevelopmentCorporation(EDC)inSanBenitoCountyhasexperiencedachurninthepostofExecutiveDirector.CurrentlytheEDCisnotfunctioning,andthelocalandregionalChambersofCommercearenotnecessarilysteppingintothevoidtoattractandpromotebusinessexpansionandinvestmentinSanBenitoCounty.ThisisanopportunetimefortheSBWIBtostepintothatvoidandbecomeatrueconvenerandengineforeconomicgrowth,butwithlimitedresourcesSBWIBwillbechallengedtodoso.Nonetheless,inthefaceofacompletelackofanEDCpresence,theSBWIBisideallysituatedtofillthevacuum,andsearchoutotherpartnerswithwhichtoleveragejob‐trainingresourcesforlocalbusinessclientele.DescribehowSBWIBintendstoaccomplishthefollowing:

1. Identifytheworkforcetrainingandeducationalbarriersthathinderjobcreationinthelocalareaorregionaleconomy;

2. Identifyskillgapsintheavailablelaborforcethatcontributetothelackoflocalbusinesscompetitiveness;and

3. Identifyprioritysectorsthatwouldlikelycontributetojobgrowthinthelocalareaorregionaleconomyiftheinvestmentsweremadefortrainingandeducationalprograms.

InrecentyearstheSBWIBhasengagedinaprovidinga“fullbodyscan”ofthecommunityincludingdesigningstrategiestopreparethelocalworkforceforthe

22

jobsthatdocurrentlyexist,seekingoutwaystoavertlayoffsandkeepbusinessopen,attractingqualitybusinesseswillingtoworkwiththelocalpopulation,andworkingwithmiddleandhighschoolstoengageyouthindiscussionsaroundexcitingcareers.

Underminingtheseefforts,areseveralcontractions:thestructureoftheSBWIBitself,unevenorlimitedknowledgeofSBWIBmembersaboutroles,responsibilities,andexpectations,alackofcommunityawarenessastothevalueoftheWIAsystem,communityapathy,alackofcommunitywideeconomicdevelopmentstrategiesoutsideoftheSBWIBitself,andlimitedstaffresourcesespeciallyintermsofWIAallocations.Specifically,alackofrobustfundingfortheneedidentifiedintheregionisthesinglemostfrequentlyidentifiedfactorthathindersaregion‐widestrategyandabilityoftheSBWIBtoaddresstheworkforceneedsinthecommunity.

Withthatsaid,theSBWIBhascreatedwithGalivanCollegeastrongrelationshiptoidentifytheeducationalbarriersoftheregion,andwillbedevelopingabusiness/industryworkinggrouptoidentifyspecifictrainingbarriersforlocalprograms.

AlookatSanBenito’sregionalpopulationdemographicsgivesinsightintosomeofthechallengestheregionfacesintermsofskillgapsandneededstrategiestoalleviatesuchdisparities.

23

Overthelast12years,SanBenitoCounty’soverallpopulationhasgrownatarateconsiderablyslowerthanCaliforniaasawhole.InfactSanBenitoexperiencedadeclineintotalpopulationfrom2003to2007andhasgenerallyexperiencelittletonogrowthinpopulationfrom2001to2009,withaslightuptickinpopulationfrom2009to2012.

Figure4:OverallChangeinPopulationbyRegionfrom2001to201214


‐3%

0%

3%

6%

9%

12%

15%

18%

21%

2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

SanBenitoCountyCaliforniaMontereyCountySantaCruzCountyMercedCounty

24

Examiningpercapitaincomebyregion,SanBenitoisbelowtheCaliforniaaveragebutslightlyaheadofMontereyCountyandconsiderablyhigherthanMerced.Itisimportanttonotethatthisisanaveragemeasureanddoesnotaccountforthedistributionofincomeorthepercentageofthepopulationthatisaboveorbelowthisamount.

Figure5:PerCapitaIncomebyRegion(2011)15

ThereareseveralwaysofexaminingtheskillsgapinSanBenitoCounty.OnewayistoexamineandcomparehowresidentsofSanBenitointhelaborforce(identifiedastheresidentworkforce)andthoseworkingoremployedinSanBenitoCounty(regardlessofwheretheylive)lookintermsofthegeneraloccupationalcategoriesandskillsthattheyprovide.Overall,SanBenitoCountyhasmoreemployedresidentsthanitdoesavailablejobsintheCounty,approximately25,000employedresidentsand20,000jobsinCounty.TheonlygeneraloccupationalskillcategorythathasahigherlevelofjobsthanresidentsthatareworkinginthemarethoselargelyTier2andTier3occupationsfoundinmanufacturing(productionoccupations)andlogistics(transportationandmaterialmovingoccupations).

15Source:ACS20115‐yearestimates.

$18,304

$25,508

$26,300

$29,634

$32,975

$0 $10,000 $20,000 $30,000 $40,000

Merced County

Monterey County

San BenitoCounty

California

Santa CruzCounty

25

Figure6:ResidentWorkforcevs.EmployerWorkforcefortheCounty16

Therefore,itwillbeincumbentupontheSBWIBtocontinuallyseekoutstrategiesandpartnershipstoestablishwell‐fundedandwellthought‐outtrainingprogramsinthehighjobgrowth,prioritysectorsofmanufacturingandlogistics.Inaddition,theSBWIBwillalsoremainfocusedontheotheridentifiedhighgrowthsectorsofConstruction&RealEstate,andArt,Entertainment,Tourism&Retail.

16Source:EMSICompleteEmployment2013.2andAmericanCommunitySurvey(ACS)5‐yearestimates.

6,93

8

4,10

3

6,67

2

4,16

0

3,04

4

6,08

5

3,39

9

4,81

5

2,61

0

3,17

8

0

2,000

4,000

6,000

8,000

10,000

Management,business,

science, andarts

occupations

Serviceoccupations

Sales andoffice

occupations

Naturalresources,

construction,and

maintenanceoccupations

Production,transportation,

and materialmoving

occupations

Resident Workforce (ACS)

Employed in San Benito County (EMSI)

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SECTION IV: ADULT STRATEGIES AdultsGoal:IncreasethenumberofCalifornianswhoobtainamarketableandindustry‐recognizedcredentialordegree,withaspecialemphasisonunemployed,underemployed,low‐skilled,low‐income,veterans,individualswithdisabilities,andotherat‐riskpopulations.Describethevisionforalignmentoftheregionaleducationsystemtodevelopcareerpathwaysandmeettheeducationalneedsofworkersandpriority‐sectoremployersinthelocalareaorregionaleconomy.Includedetailedactionstoaddressthefollowingstatepriorities:

1. Increasethenumberofcareerpathwayprogramsindemandindustries;2. Increasethenumberofadultbasiceducationstudentswhosuccessfully

transitiontopostsecondaryeducation,trainingoremploymentandreducethetimestudentsspendinremediation;

3. Increasethenumberofunderpreparedjobseekersanddisplacedworkerswhoenterandsuccessfullycompleteeducationandtrainingprogramsindemandindustriesandoccupations;

4. Developandimplementastrategiclayoffaversionstrategythathelpsretainworkersintheircurrentjobsandprovidesrapidtransitionstonewemploymentminimizingperiodsofunemployment;and

5. Expandtheavailabilityofandparticipationin“EarnandLearn”modelssuchasapprenticeships,OJTandotherCTwhereworkerscanbuildskillswhileworking.

GalivanCollegeistheonlycommunitycollegeintheregionofSanBenitoCounty.Muchofthecommunitycollege’sfundinghasbeenreducedatthestateleveltocomportwiththeGovernor’sausteritymeasuresenactedoverthelastcoupleofbudgetcycles.Duetothisreductioninfunding,theAdultEducationprogramsatGalivanhavebeenallbutcompletelydecimated,reduced,oreliminated.

GivenSBWIBisCalifornia’ssmallestWIBintermsoffunding,itishighlyunlikelySBWIBwillbeabletostepinandfullyreestablishtheAdultEducationprogramsintheregionalone.Therefore,SBWIBwillbechargedwithpartneringwithGalivan,andtheK‐12educationalsystemtoidentifyalternativesourcesoffundingwhichcouldbecometheseedcapitalformoreprograms.

Additionally,representativesfromGalivanCollegecite90%ofallincomingstudentsfromtheK‐12educationalsystemarebelowproficiencyinMathskills,while80%aredeficientinEnglishskills.RemediationisakeyfunctionofGalivan’scurriculum.Thepreparationofthecurrentworkforceisunderstrain,anditwillbeamainchargeoftheSBWIBandPPBSCtoidentifyfundingandaggressivelypursuethosesourceswhethertheybefederal,state,orapproachingthelocalbusinesscommunitytoassist.

Inadditiontotheeducationchallengesfacedbytheregion,thedemographicsofSanBenitoCountyalsopresentitwithauniquesetofchallenges.Thefigurebelow

27

showsthe2012agedistributionofSanBenitoCountyaswellasCaliforniaandthethreeneighboringcounties.Overall,SanBenitohasalargerportionofitspopulation19yearsoldoryounger(31%vs.27%)comparedtoCalifornia,butasmallerportionofitspopulation20to39yearsold(25%to29%)and65yearsandolder(10%vs.12%).

Figure7:AgeDistributionbyRegion(2012)

From2001to2012,SanBenitohasseenitspopulationgetconsiderablyolder.Ifthesetrendscontinue,SanBenitowillgofromaCountythatwaslargelyyoungerthanthestateaverage,toonethatislargelyolderthanthestateaverage.

31.0

%

25.3

%

33.4

%

10.4

%

27.3

%

28.7

% 32.1

%

11.9

%

29.8

%

29.5

%

29.6

%

11.1

%

25.1

% 28.5

%

34.3

%

12.1

%

34.3

%

28.6

%

27.2

%

9.8

%

0%

10%

20%

30%

40%

19 and under 20 to 39 years 40 to 64 years 65 years and older


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Figure8:ChangewithinAgeCohortsbyRegionfrom2001to201217


-7.3

%

-10.

4%

21.3

%

35.7

%

0.5

% 3.7

%

22.3

%

24.1

%

-0.5

%

-1.2

%

12.8

%

15.9

%

-5.5

% -1.4

%

9.7

%

28.0

%

10.0

%

23.2

%

29.7

%

27.5

%

-15%

0%

15%

30%

45%

19 and under 20 to 39 years 40 to 64 years 65 years and older


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Thefigurebelowillustratesthe2012ethnicresidentprofileofSanBenitoCounty,Californiaandthethreecomparablecounties.Itshouldbenotedthatthetotalsfromtheethnicgroupsdonotequal100percent,asthoseresidentsthatfallintothe“allother”categorywerenotincludedinthisfigure.

Figure9:EthnicitybyRegion(2012)18

18Source:EMSICompleteEmployment2013.2,“AllOther”categoryexcluded.

52.8

%

2.4

%

37.1

%

0.7

%

36.0

%

13.2

%

39.1

%

5.8

%

52.6

%

5.8

%

31.6

%

2.7

%

30.5

%

4.3

%

58.2

%

1.0

%

52.8

%

7.3

%

30.6

%

3.4

%

0%

10%

20%

30%

40%

50%

60%

70%

Hispanic Asian, Non-Hispanic

White, Non-Hispanic

Black, Non-Hispanic


30

Thefigurebelowdescribesthechangeinethnicpopulationsfrom2001to2012inSanBenitoCounty,CaliforniaandthethreecomparableCounties.Astheresultsshow,thecountyhasfollowedthestatewidetrendofincreasingHispanicandAsianpopulationswhilegenerallyexperiencingadeclineinWhite,Non‐HispanicandBlack,Non‐Hispanicpopulations.

Figure10:ChangewithinEthnicityCohortsbyRegionfrom2001to201219

19Source:EMSICompleteEmployment2013.2,“AllOther”categoryexcluded(thecategoryexperiencedover100percentgrowthfrom2001to2012acrossallregions).

17.1

%

5.5

%

-16.

4%

-25.

8%

25.0

%

29.0

%

-7.2

% -1.1

%

19.2

%

2.0

%

-16.

9%

-18.

0%

21.1

% 25.9

%

-7.5

%

15.4

%

40.9

%

28.3

%

-8.8

%

12.8

%

-30%

-20%

-10%

0%

10%

20%

30%

40%

50%

Hispanic Asian, Non-Hispanic

White, Non-Hispanic

Black, Non-Hispanic


31

Intermsofeducationalattainment,SanBenitoCountyhasalowerportionofitsadultsresidents(25yearsorolder)withaBachelor’sdegreeormore,thanCaliforniaoranyofthecomparablecountiesexceptforMerced.With15percentofSanBenito’soccupations,classifiedatTier1,theCountyhasarelativelylowpercentageofresidentswithaBachelor’sdegreeorhigher.Figure11:EducationalAttainmentforResidents25andoverbyRegion(2011)20

Obviously,SBWIBhasitsworkcutoutforitintermsofsuccessfullyaddressingtheneedsofitsadultworkforceandtransitioningthemintoeitherOJTorCustomizedTrainingopportunities,apprenticeshipprograms,orsomeotherformof“EarnandLearn”program.AnexampleofpastsuccessforSBWIB,andamodeltoreplicateforhighdemandoccupationalsectorsgoingforward,isthecreationoftheCleanEnergyTechnologyTrainingCenter(CETTC).TheCETTCfocusesoncreatingaworld‐classgreenworkforcebyprovidinglocalaccesstotrainingandeducations.Thepartnersoftheinitiativeincludedbothprivateandpublicentities(SBWIB,andtheInternationalBrotherhoodofElectricalWorkerstonametwo).WorkingcloselywithGalivan,SBWIBandPPBSCwillneedtocreateanaccepteduniformskillsassessmentformtoassessapotentialOne‐StopCareerCenterclient’sreadinessforpostsecondaryeducationprograms.SBWIBandPPBSCwillalsoneedtoseekoutpotentialpartnerswhocanalsoassistinabraidedstrategytocreatemorepathwaysforjobseekerstoreceiveneededtrainingandremedialeducation.

20Source:AmericanCommunitySurvey(ACS)5‐yearestimates2011

58.5%

33.9%

51.4%

41.2%

48.9%

12.0%

34.3%

21.6%

29.4%

17.4%

0% 20% 40% 60% 80% 100%

Merced County

Santa Cruz County

Monterey County

California

San Benito County

Bachelor's Degree or more

High School Diploma or less

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TheOne‐StopCareerCenterstaffwillneedtocontinueitsintensivecasemanagementforallincomingjobseekers.Asstatedbefore,withthelimitednumberofWIAdollarsallocatedtoSanBenito,themissionoftheSBWIBinrelationtothestatedneedareincongruent,andcasemanagementbecomesharderastheneedintheregionrises.Thiswaspainfullyevidentintherecessioninthelatterpartofthefirstdecadeofthetwenty‐firstcentury.However,SBWIBwillbegintodevotetrainingresourcestothosejobseekerslookingtoentertheidentifiedhigh‐growthprioritycareersectors.Sittingastheonlyregionalcollectionofbusiness,education,organizedlabor,andjobtrainingprofessionalsintheregion,SBWIBistheonlybodyequippedwiththeabilitytoreachouttotheregionalbusinesscommunity,identifytheneedsoftheeconomy,assesstheeducationalrealitiesthatfacetheeducationsystem,identifytheskillsgapsandleveragefundingtoaddressthoseshortages.Partofthisstrategywillbetolookatinnovativeapproachestocareerexperienceattainment,bypartneringwithbusinessesonthecreationofinternshipprogramsforbothadultandyouthjobseekers.Byworkingcloselywiththebusinesscommunity,especiallyintheidentifiedhigh‐growthindustries,notonlywillSBWIBstaffbeabletoidentifyinternshippossibilities,theywillalsobeabletomarkettheOJTandCustomizedTrainingmodelsasviableearnandlearnopportunitiesforjobseekersinthesystem.ThroughtherenewedeffortsoftheBusinessServicesstaffoftheOne‐StopCareerCenter,itisenvisionedthatstaffwillhaveabetterfeelforcurrentbusinessstrainsandchallenges,andwillbeabletobetteraddresstheirneedsintermsofearlydetectionoflay‐offaversiontactics.Byidentifyingthebusinessclimatechallenges,andidentifyingtheresourcesbeingaccumulatedundertheSBWIBauspicesofexistingastheoneandonlyregionaljobtrainingandeducationconvener,SBWIBwillbeinabetterpositiontodeploythealreadylimitedresourcesinamoreefficientmannertobusinessesinneed.SBWIBremainsthesoleresourcefortheregionalworkforcetoattainskillstraininginacomprehensivemanner.ThedevelopmentoftheBusinessServicesPlanasidentifiedinSectionIIIofthisPlanwillgoalongwayinsettingtheSanBenitoworkforceonthepathtocontinuedrecoveryandultimatelyprosperity.

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SECTION V: YOUTH STRATEGIES YouthGoal:Increasethenumberofhighschoolstudents,withemphasisonat‐riskyouthandthosefromlow‐incomecommunities,whograduatepreparedforpost‐secondaryvocationaltraining,furthereducation,and/oracareer.Describethevisionforincreasingtheeducational,training,andcareerattainmentofyouth,consistentwiththefollowingstatepriorities:

1. Increasethenumberofhighschoolstudentswhocompleteachallengingeducation,includingmathgatewaycourseworkandindustry‐themedpathwaysthatpreparethemforcollege,“EarnandLearn”trainingthroughapprenticeships,OJT,etc.,andotherpostsecondarytraining;and

2. Increasetheopportunitiesforhighschoolstudentsanddisconnectedyouthtotransitionintopostsecondaryeducationandcareers.

3. Thevisionshouldincludethefollowing:a. Adescriptionofthelocalareasorregion’seligibleyouthpopulationand

anyspecialorspecificneedstheymayfacewhichareuniquetothelocalareaorregion;

b. Youthactivitiesavailableinthelocalareaorregion(identifysuccessfulproviderssuchasJobsCorps);

c. AdescriptionoftheWIB’sstrategiestopromotecollaborationbetweentheworkforceinvestmentsystem,education,humanservices,juvenilejustice,JobsCorps,andothersystemstobetterserveyouththataremostinneedandhavesignificantbarrierstoemployment,andtosuccessfullyconnectthemtoeducationandtrainingopportunitiesthatleadtosuccessfulemployment;

d. OrganizationsorbodiessuchastheYouthCouncil,designedtoguideandinformanintegratedvisionforservingyouthintheregionaleconomywithinthecontextofworkforceinvestment,socialservices,juvenilejustice,andeducation(describemembershipofsuchbodiesandthefunctionsandresponsibilitiesinestablishingprioritiesandservicesforyouth);

e. Adescriptionoftheuseanddevelopmentofdemand‐drivenmodelswithbusinessandindustryworkingcollaborativelywiththeworkforceinvestmentsystemandeducationpartnerstodevelopstrategiesforbringingtheseyouthsuccessfullyintotheworkforcepipelinewiththerightskills;

f. Practicesusedtoensurecontinuousqualityimprovementintheyouthprogram;and

g. TheWIB’sstrategy,goalsandobjectivesforensuringthateveryyouthhastheopportunityfordevelopingandachievingcareergoalsthrougheducationand/orworkforcetraining(includingtheyouthmostinneedofassistance,suchasout‐of‐schoolyouth,homelessyouth,youthin

34

fostercare,youthagingoutoffostercare,youthoffenders,childrenofincarceratedparents,migrantandseasonalfarmworkeryouth,youthwithdisabilitiesandotherat‐riskyouth).

TheYouthCouncil(Council)sitsnotonlyasanadvisortotheSBWIB,butalsositsasayouthpolicymaker,andsystemsbuilder.TheCouncilhasidentifiedseveralprioritiesoverthepasttwoyearsintermsofareasoffocus.Oneofthoseprioritiesiscareerpreparationfortheregion’syouth.Throughavigorousoutreacheffort,theCouncilhasidentifiedthefollowingstrategiesforengagingyouthintheregionandgettingthemintointernships,OJTopportunitiesandotherpostsecondaryeducationopportunities:

1. Createentrepreneurshipopportunitieswithregionaleconomicdevelopmentassociationsandbusinesses;

2. Integratecollegeprepcourseworkwithintheeducationalcurriculum;specificallyfocusingonsoftskillstraining,anddevelopmentofclient‐centeredvocationalplans;

3. Secureandleveragein‐kindresources(careerkeynotespeakers,jobshadowing,internships,OJTs,listingsofregionalbusinessesandindividualswillingtoparticipateinHire‐A‐Youthprograms);

4. Increasetrainingfundingby25‐50%;reassesstheallotmentofworkexperiencehours;and

5. Participateincommunity‐widecareerfairsatallschoollocations;gatherbrochuresfromallparticipatingcolleges;havetheOne‐StopCareerCenterhostcollegerepresentativeswhowillgivepresentationsonwhatcollegesarelookingforintheincomingclassesofstudents.

Additionally,theCouncilhasidentifiedanothersetofstrategiesforreachingyouthintermsofacademicreadiness:

1. Creationofmentoringnetworks(e.g.PuenteatGalivanCollege);2. Increaseyouthawarenessofanduseofresourcessuchason‐campus

tutoringusingclassannouncementsandfreedigitalmarketingtechniques;3. ParticipateinResourceFairsinordertoengageanddiscusswithyouth

collegeandtrainingopportunities;4. Arenewedfocusonentryleveljobsthroughvocationaltrainingskills

attainment;RegionalOccupationalProgram;continuallythinkoutsideoftheboxintermsofyouthengagement;

5. Solicitbusinesssponsorshipsforcareer‐orientedclubs;and6. Partnerwithonandoffsiteorganizationsthatprovideafterschoolprograms

andtutoring.With31%ofthecounty’spopulationbeing19oryounger(seeSectionIV,Figure7),andmanyoftheyouthgraduatingfromtheK‐12systemwithsignificantdeficienciesinbothEnglish(80%)andMath(90%),andmuchoftheregionaleconomystill

35

depressedfromtheleanyearsoftherecession,itisespeciallydifficulttoengageyouthintheregion.,andprovidethemwithcareertrainingopportunitiesinabusinessenvironmentnotfinanciallyrobustenoughtohirethem.However,unlikeintheadultprogram/economicdevelopmentarena,thereareotherorganizationschargedwithassistingtheyouthoftheregion.NotwithstandingtheK‐12andpostsecondaryeducationalsystems,HeadStartrunsaprogram,aswellastheestablishmentoftheCommunityFoundationforSanBenitoCounty’sYOUthMatter!programwhichattemptstoengageyouthindecisionsaboutthecounty’sfuture,benchmarkstheirresponsesforfutureyear’scomparisons,andsharetheopinionsoflocalyouth.TheYMCA,HollisterYouthAlliance,andtheUnitedWayhaveallusedtheYOUthMatter!surveytomapoutstrategies.TheCouncilwillmarshalresourcestoassistinthisyouthmappinginitiativeandbolsterthesuccessfulengagementactivitiesoftheregion.Inaddition,theCouncilhasalsopublisheditsYouthServicesDirectorywhichcompilesalloftheregionalyouthactivitiesandserviceprovidersinthecounty.TheCouncilisWIA‐mandated(WIATitleI,Chapter2Section117(h)(4))21,andconsistsofseveralmemberswhichrepresentvariousinterestsinyouthengagement,employment,training,education,andjuvenilejustice.However,astherestoftheWIA‐fundedsysteminthecountyis,theCouncilisextremelylimitedinitsabilitytocreatesustainablepartnershipswithbusinessrepresentativeswithonlyapproximately$200,000toservealloftheidentifiedneedsandgapsintheyouthpopulation.Withthatsaid,however,theCouncilwillworkcloselywiththeSBWIBtoidentifybusinesspartnersinthehigh‐growthprioritybusinesssectorswithwhichtopartnerandestablishtheEarnandLearnopportunitiessoughtbythestate.Thiswillentailtheimplementationofaqualityassessmentandimprovementplantoevaluatethelevelofengagementattainedandbenchmarkagainstpastperformance.

21http://www.doleta.gov/usworkforce/wia/wialaw.pdf

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SECTION VI: ADMINISTRATION SystemAlignmentandAccountabilityGoal:Supportsystemalignment,serviceintegrationandcontinuousimprovementusingdatatosupportevidence‐basedpolicymaking.

1. DescribehowtheWIBisacommunityleaderonworkforceissuescomparedwithotherorganizations;

2. Describehowthelocalplanningprocesstookintoaccounttheentireworkforcetrainingpipelinefortherelevantregionaleconomy,includingpartnersinK‐12education,careertechnicalandvocationaleducation,thecommunitycollegesystem,otherpostsecondaryinstitutions,andotherlocalworkforceinvestmentareas;

3. Describehowthelocalplanningprocessinvolvedkeystakeholders,includingthemajorpriority‐sectoremployersintherelevantregionaleconomyandorganizedlabor(includewrittendocumentationofstakeholderinvolvement);

4. DescribetheprocessusedbytheWIBtoprovideanopportunityforpubliccomment,includingcommentbyrepresentativesofbusinesses,andcommentbyrepresentativesoflabororganizations,andinputintothedevelopmentoftheLocalPlan,priortosubmissionoftheplan–includewiththeLocalPlananysuchcommentsthatrepresentdisagreementwiththeplan;

5. Identifytheentityresponsibleforthedisbursementofgrantfunds,providingadescriptionofthecompetitiveprocessusedtoawardgrantsandcontractsintheregionforactivitiescarriesoutundertheplan;

6. DescribethelocalOne‐StopsystemincludingasanattachmentalistoftheOne‐Stoplocationsintheregion;

7. ProvideacomprehensivelistofallservicesprovidedineachOne‐Stopintheregion;

8. DescribetheWIB’sstrategiestoensurethatthefullrangeofemploymentandtrainingprogramsandservicesdeliveredthroughtheOne‐Stopdeliverysystemareaccessibleto,andwillmeettheneedsof,dislocatedworkers,displacedhomemakers,low‐incomeindividuals,migrantandseasonalfarmworkers,women,minorities,individualstrainingfornon‐traditionalemployment,veterans,publicassistancerecipientsandindividualswithmultiplebarrierstoemployment(includingolderindividuals,limitedEnglishproficiencyindividuals,andpersonswithdisabilities);

9. DescribetheWIB’sstrategiestosupportthecreation,sustainability,andgrowthofsmallbusinessesandsupportfortheworkforceneedsofsmallbusinessesaspartofthelargereconomicstrategy;

10. Describethestrategiesinplacetoensurethatsufficientsystemresourcesarebeingspenttosupporttrainingofindividualsinprioritysectors;

11. DescribehowWIAfundswillbeusedtoleverageandbraidotherfederal,state,localandprivateresources(howdothesecoordinatedandleveragedresources

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leadtoamoreeffectivelocalsystemthatexpandstheinvolvementofbusiness,employersandindividuals?);

12. DescribehowtheWIBwillensurethecontinuousimprovementoftrainingproviderslistedontheETPLandensurethatsuchprovidersmeettheemploymentneedsoflocalareaemployersandparticipants;

13. DescribehowtheWIBisservingUIandTAAprogramservicerecipients;14. DescribehowtheWIBrecognizesopportunitiestoprepareworkersfor“green

jobs”relatedtoothersourcesoffederalfunding;15. DescribethepoliciesinplacetointegratethefederalregisteredandstateDAS‐

approvedapprenticeshipprogramsandtheJobCorpsinthelocalOne‐Stopsystem;

16. ProvideacopyoftheWIB’sBylaws;and17. DescribetheprocessbywhichtheLocalPlanwillbeupdatedtoincludenew

andrelevantinformation.AsstatedearlierinseveralsectionsofthePlan,withthedissolutionoftheregionalEDC,theSBWIBstandsaloneasthelonecommunityleaderonworkforceissues.Theresimplyisnotanotherorganizationdesignedorequippedtoperformsuchafunctioninthecounty.SBWIBengagedanindependentcontractortoperformthegatheringofallinformationincludedinthisPlan.Theconsultantconductednumerousstakeholderinterviewstosolicitfeedbackonlocalandstatepriorities.Detaileddiscussionswithrepresentativesfromthelocaleducationsystems,bothK‐12andpostsecondaryeducation,informedthePlanintermsofeducationpipeline,challengesandstrategies.ThePlanwaspostedontheSBWIB’swebsitefor30daysbeginningonMay31,2013.Noticewasalsopostedinthelocalnewspaper.GoingforwardthePPBSCwillnotonlyestablishnewbutalsomaintainandnurtureexistingfeedbackloopsestablishedwithlocalandregionalemployersontheplanningprocessforprogramsandstrategies.TheSBWIBistheidentifiedentitydesignatedtodisbursegrantfunds.FundsaregrantedthroughacompetitiveRFPprocess.TheRFPisdistributedbySBWIBandtheevaluationoftheRFPsisalsoconductedbytheSBWIB,specificallybythePPBSC.ThereisonlyoneOne‐StopCareerCenterinthecounty.TheCenterislocatedwithinthecountybuildinginHollisterwheretheremainderoftheCommunityServicesandWorkforceDevelopmentDepartmentofthecountyisalsolocated.InsideoftheCenterarelocatedrepresentativesfromthecounty,aswellasthemandatorypartnersincluding,butnotlimitedto:theCaliforniaDepartmentofVocationalRehabilitation,CountyOfficeofEducation,EDD.GalivanCollege,andmanyothers.TheCenterislocatedat:1111SanFelipeRoadinHollister,CA95023.TheCenteriswhollynestedwithinthecountystructureitselfandisnotoperatedbyanoutsideentity.

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ListingofservicesofferedintheOne‐StopCareerCenter:

AssistanceStartingaBusiness BusinessResourceLibrary CareerTraining ChildCareResourceandReferral ComputerWorkStations DownsizingAversionReferrals EmployeeRetentionandCoaching FirstMonth’sRentalAssistance FormsAssistance InterviewAssistance InterviewFacility JobDescriptionDevelopment JobPlacementAssistance JobSearchWorkshops JobsSearchAssistance LMI ManagementWorkshops&Seminars OJT PacificGasandElectricAssistanceorPropane Re‐TrainingCourses RecruitmentActivities Referrals ReferralsforOtherServices RehabilitationAssessment ResumeAssistance RetrainingInformation,Opportunities,andSchools SeniorEmploymentServices SkillsTraining SpecialApplicantScreening StopEvictionAssistance UnemploymentInsurance VocationalandCareerAssessment

SmallbusinessisthelifebloodofnotonlySanBenitoCounty,butthenationasawhole.Nomoreimportantthananywhereelse,theSBWIBunderstandstheneedtocreate,sustainandgrowsmallbusinessinordertoestablishaninfrastructuredesignedtosupporttheworkforceoftheregion.ThedepressedeconomicandbusinessattractioneffortsintheregionmakeitallthemoreimportantforSBWIBtoestablishandmaintainstronglinkageswithsmallbusinessesintheregion.Fromentrepreneurialopportunities,toretailestablishments,theSBWIBwillbeworkingwithlocalbusinessownersandassociationstoidentifyworkforceand

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skillsneeds.TheSBWIBhasdiscussedcreatingataskforcetodojustthis,andwithitsplanstoestablishbusinessnetworksthroughouttheregion,theywillfeedtheirfindingsandaccomplishmentsintothelargerstrategiesestablishedinthePlan.However,tobeatthesamerefrain,fundingisanissuefortheSBWIB.Withonly$600,000toexpendforalloftheworkforcetraining,services,andactivitiesintheregion,realisticplansneedtobeestablished,andefficientuseofthefundingwillfirstneedtobevettedatthePPBSCandthenwithneedthefullSBWIB’sfinaldecisiononanyexpenditure.ThesedecisionswillnowbeviewedthroughthenewlyestablishedlensoftheprioritysectorsasestablishedinthisPlan.Withfundingbeingthemainimpedimentfortheregiontoaccomplishitsstatedgoals,itisincumbentupontheSBWIBtocontinuallyseekoutfundedpartnerswhowillassisttheWIBinaccomplishingitsstatedgoals.Thisisanongoingobstacleandawell‐establishedgoaloftheregion.Braidingnotonlyservices,butleveragingfundingsourcesisinherentintheregion’sworkforcestrategicfabric.BeingwhollynestedwithinthecountystructureallowstheSBWIBtobenefitfromcertainfundingnottiedtoWIA(i.e.TANF,etc.),andmakingsurethereisstrategicalignmentwithsuchprogramsisalsoapriorityoftheSBWIB.Toensurejobseekersareappropriatelyprovidedqualitytraining,theSBWIBhasdiscussedtheneedtoevaluatetheserviceprovidersontheEligibleTrainingProviderList(ETPL).EstablishingbenchmarkcriteriaforlocaltraininginstitutionsandspecificallyfortheemergingemploymentsectorsidentifiedinthisPlan,willbeagoalinthecomingyearfortheSBWIB.EDDisafullpartnerwithintheOne‐StopCareerCenter,andanyassistanceneededwithUnemploymentInsurance,claimantscanalwaysavailthemselvesofWagner‐Peyserstaff.Additionally,TradeAdjustmentAssistancerecipientscanalsoreceiveassistanceattheOne‐StopCareerCenter.TheGreenEconomyhasbeenontheradaroftheSBWIBforseveralyearsnow,asevidencedbythecreationoftheabove‐referencedCleanEnergyTechnologyCenter.FindingadditionalopportunitiestopartnerlocallyandregionallywithothercountiesandinitiativesisalwaysattheforefrontoftheSBWIB’scollectivefocus.Unionrepresentationintheregionisverylimitedandapprenticeshipprogramsinnon‐uniontradesisvirtuallynon‐existent.Duringtherecession,theconstructionindustryexperiencedasignificantdecline,andconsequentlythenumberofapprenticeshipclasseshasdeclinedoverthepasttwoyears.However,sinceJanuary2013classesareonceagainbeginningtoincrease.Therearenowonepre‐apprenticeshipclass,onemetallathersclass,andtwoframingclasses.TheSBWIB,withrepresentativesfromorganizedlabor,willcontinuetoworkwiththetradestoestablishmorecoursesandprograms.ThisplanwillbeannuallyrevisitedbythePPBSCandSBWIBtoidentifyareasoffocus,andareasinneedofrevision.Theannualrevisionwillincludeare‐evaluation

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ofthepriorityhigh‐growthsectors,andtheapplicabilityofthemtotheregion’seconomyasestablishedbyLMI.Additionally,thePPBSCandSBWIBwillmakerecommendationsastowhichportionsofthePlantheywishtoupdateandhowtheyseektomodifythePlan’sstrategies,andwillseekthepublic’sinputonayearlybasisthroughapubliccommentprocess.CopiesoftheSBWIBbylawsareattached.

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SECTION VII: MEMORANDA OF UNDERSTANDING WIArequiresanexecutedMOUbetweentheWIBandeachoftheOne‐StoppartnersconcerningtheoperationoftheOne‐Stopdeliverysystem.AcopyofeachMOUmustbeincludedwiththeLocalPlanpursuanttoWIASection118(b)(2)(B).IftheLocalPlanidentifiesspecificservicesthataredeliveredbyaOne‐Stoppartner,theMOUwiththatpartnershalldescribewhattherelationshipisandcontaintherequiredelementsbelow.AcopyofanexecutedMOUshallbeincludedforeveryrequiredpartnerprogramidentifiedinWIA.

TheMOUsmaybedevelopedasasingleumbrelladocument,orassingularagreementsbetweenthepartnersandtheWIB.TheMOUsshouldpresentinspecifictermsmembercontributionsandthemutualmethodologiesusedinoverseeingtheoperationsoftheOne‐Stopsystem.WIASection121(c)(1)and(2)andUICodeSection14230(d)requireeachMOUtodescribe:

1. TheservicestobeprovidedthroughtheOne‐Stopsystem;2. Howtheservicesandoperatingcostswillbefunded(pleaseincludeany

ResourceSharingAgreements);3. ThemethodsusedforreferralofindividualsbetweentheOne‐Stopoperator

andpartners;4. ThedurationoftheMOU;5. TheproceduresthathavebeendevelopedforamendingtheMOU;6. OtherprovisionsasdeemednecessarybytheWIB;and7. TheWIB’spolicyforidentifyingindividualswhoshouldbereferred

immediatelytotrainingservices.DuetothenumberandlengthofeachMOU,theMOUscurrentlyineffectarenotincludedinthisdocumentduringthePublicCommentperiod.However,copiesofthefollowingMOUsarekeptonfilewiththeCountyofSanBenitoandwillbemadeavailabletothepublicuponrequest:

Aromas‐SanJuanUnifiedSchoolDistrict GavilanCollege GoKids,Inc. GreenThumb(ExperienceWorks) StateofCaliforniaDepartmentofRehabilitation StateofCalifornia’sEmploymentDevelopmentDepartment SanBenitoCountyHealthandHumanServicesAgency SanBenitoCountyOfficeofEducation SanBenito–EconomicDevelopmentCorporation

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SanBenitoHighSchool SantaClaraCountyRegionalOccupationalProgram–South(SCROP) SmallBusinessDevelopmentCorporation(SBDC)

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SECTION VIII: LOCAL WIA COMMON MEASURES PERFORMANCE GOALS

WIASECTION136(b)COMMONMEASURES

2012/13STATEGOAL

2013/14LWIAGOAL

ADULT EnteredEmployment 59.0% 73%EmploymentRetention 81.0% 75.5%AverageSix‐MonthsEarnings $13,700 $10,500 DISLOCATEDWORKER EnteredEmployment 64.5% 70%EmploymentRetention 84.0% 77%AverageSix‐MonthsEarnings $18,543 $13,500 YOUTHCOMMONMEASURES PlacementinEmploymentorEducation 72.0% 65%AttainmentofaDegreeorCertificate 60.0% 61%LiteracyandNumeracy 54.0% 40%

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ATTACHMENT1

ONE‐STOPCAREERCENTERLOCATIONS1111SanFelipeRoadHollister,CA95023831‐637‐5627

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ATTACHMENT2

SANBENITOWORKFORCEINVESTMENTBOARDBYLAWS

TOBEINSERTED

San Benito Five Year Plan Final - California · San Benito County is located in the Coast Range Mountains of the state, and is approximately 40 miles east of Monterey, CA and 50 miles

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