As with the local unified strategic plan, this plan was developed as a collaborative effort of required partners, local elected officials, employers, interested parties, education systems and human services agencies. The plan considers the points-of-view of youth and adult job-seekers, displaced workers, workers with special needs and the employer’s ability to access local labor pools to match appropriately trained workers to existing vacancies.
The local collaborative plan cites access to services and transportation issues as major inhibitors to providing optimal service to job seekers and employers. The Lower Shore consists of a geographical area of 1227 square miles with major population centers ranging from seven to thirty miles apart. The population is approximately 165,000 with 121,367 White, 39,557 Black/African Americans, 2,273 Asian/Pacific Islanders, 3,874 Hispanic Latino (any race) and 1,351 Other/Multiple Races.
The Lower Shore’s civilian labor force is 90,370, where 85,404 are employed, yielding an unemployment rate of 5.8%. Over half of the area labor force resides in Wicomico County, with the area’s lowest annual unemployment rate. The seasonal nature of the area’s economy is reflected in labor force patterns. Participation tends to climb sharply during the summer months as the tourism season gets underway and bottoms out in winter as seasonal activities diminish. However, the off-season is getting much shorter as a result of additional year round tourist activities in the region.
Some of the highest employment industries in the region include leisure and hospitality, education and health services and construction. Since the area is a hot spot for retirees, the healthcare services industry has been booming, with an intense need for training in this area. LSWA is becoming more involved in a variety of healthcare groups and initiatives, primarily focused on bringing more nurses and nurse educators to the areas and retaining and/or upgrading the current nurse workforce.
LSWA has moved to an industry cluster approach, which is in line with GWIB’s cluster based initiative, to identify and address labor market trends in the local area. LSWA utilizes the cluster data provided by GWIB in making programmatic and training decisions for youth and adult programs.
To better serve businesses, job-seekers and youth, the Lower Shore Workforce Alliance is partnering with other community agencies in a strategic shift towards the utilization of industry cluster advisory groups. This involves coordinating with existing organizations to ensure that workforce issues are brought to the forefront. Using an industry cluster model will allow staff to better focus on specific workforce issues. This strategy will assist in the transition from a supply-side (randomly trained individuals) approach to a demand-side (employer) approach to workforce development. For example, a healthcare industry advisory group (demand-side) identifies the need for nursing assistants, and then LSWA will broker relevant training, producing a skilled workforce (supply-side).
Industry clusters currently identified for the Lower Shore are healthcare, manufacturing, construction, hospitality and tourism, agriculture and aerospace (predominately for NASA Wallops Island). These are a subset of GWIB’s clusters identified for the entire state of Maryland.
LSWA uses the DLLR Lower Shore projections to determine what the occupational outlook/demand is for training programs currently on the approved MHEC training provider list. Then the list is adjusted or pared down for the Lower Shore based on these projections. In addition, if there is training in a high demand occupation that is not addressed on the MHEC training provider list, LSWA will seek out these programs with the necessary curriculum to be added to the list. Labor market data (provided by DLLR) and past training trends are the objective measures LSWA utilizes to develop a dynamic training strategy, whereas the industry advisory groups provide a more subjective approach based on insight regarding current business needs. This blended approach allows LSWA to be closely in tune with the business and training needs for the local area. LSWA will then respond with relevant and high demand training programs that yield marketable individuals/ participants.
In response to severe funding cuts, LSWA is streamlining the delivery of training services to a central location on the Lower Shore. This location is the One-Stop Job Market, located in Salisbury. Shore Transit, the regional transportation network, has regularly scheduled stops at this location in an effort to provide maximum access.
The WIA/DLLR consolidation to the One-Stop Job Market using the Maryland Workforce Exchange (MWE) system includes an expansion of access points primarily utilizing the public library system. Other MWE access points for services include faith-based organizations/churches and other public entities such as the Housing Authority. These initiatives combine to establish a baseline of improved access to services upon which to build. (See public workforce network map Attachment E). The Mobile One-Stop job market makes career resources available to more remote areas, correctional facilities, schools, libraries, courthouses etc.
To prepare for the implementation of the Workforce Investment Act (WIA) in Maryland, local strategic and operational plans were developed by the Lower Shore Workforce Alliance (LSWA) in 2000 to identify workforce needs and strategies for a five (5) year period.
The workforce plan was developed as a collaborative effort of Board members, required partners, local elected officials, employees, interested parties, educational systems, secondary and post-secondary, and myriad human services agencies. All came with the common purpose of maximizing the potential of the Lower Shore’s (Somerset, Worcester and Wicomico counties) human capital. This process was facilitated by a local training and development consultant through several workgroups and meetings.
The planning team represented all three Lower Shore counties. It was divided into two emphasis areas, the One-Stop Operations/Service Provider Workgroup and the WIA Youth Work Group.
The Youth Work Group provided nominees for the WIB Youth Council and a comprehensive series of career readiness criteria for youth programs. The work group’s vision is to have access for all services under one roof - as part of One-Stop Operations.
The One-Stop Operation/Service Provider Workgroup provided local needs assessment that addressed trends in hiring, skills requirements and education and training. It also put forth criteria relative to establishing One-Stop Operations services at existing Department of Labor, Licensing and Regulation locations at start-up on July 1, 2000. The guidance includes providing expanded services in community- based locations more accessible to the general population within five years.
Continuous oversight will be accomplished through the Lower Shore Workforce Investment Board with consideration of Youth Council input relative to the needs of local youth preparing for entry into the workforce.
In order to involve the general public in the development of this document, the planning team made personal solicitations to former recipients of services and placed legal announcements in the local area newspapers. An article featuring WIB efforts was written and published by Gannett Company, Incorporated, owners of fourteen local newspapers. The article emphasized the need for public involvement.
All meetings were held in easily accessible public facilities to encourage participation. The meeting locations were the Wicomico County Public Library and Wor-Wic Community College. Meetings were announced on the internet at www.lswa.org, the Lower Shore Workforce Alliance Website. The minutes of each meeting were also posted on the site.
In addition to participating in the development of the workforce plan, the Board will provide guidance for youth activities by reviewing, offering feedback and approving Youth Council recommendations regarding youth strategy, RFP/funding allocations, provider performance etc. The Board reviews all monitoring reports and may offer guidance/ recommendations for enhancement of current programs.
The Board will provide guidance for employment and training activities by reviewing and approving RFP’s and helping to execute staff recommendations for innovative workforce projects such as the Mobile One-Stop or the Eastern Shore Career Guide. The Board makes decisions regarding local ITA/Career Scholarship providers based on LMI, business demand, cost, performance, etc. Members provide insight based on their professional experience regarding what services best suit business as well as employees, including the demand for those services.
WIA Current Five-Year Operational Plan
WIA Operational Plan Update – April 19, 2011
For questions or comments, please contact us at info@lswa.org.