Area 10 Local Plan 2026-2030
- Clint Knight
- Jan 7
- 19 min read
Updated: Jan 8
Area 10 Workforce Development Board
Local WIOA Plan 2026-2030
Richland and Crawford Counties
Table of Contents
Executive Oversight and Governance …………………………………………….. 2
Section 1 : Regional Demand and Industry Intelligence………………………………….. 3
Section 2: The Regional Workforce System ……………………………………… 9
Section 3: Goals and Strategies of the Workforce System ……………………………… 11
Section 4: WIOA Performance Standards For Area 10…………………………. 18
Section 5: Area 10 WIOA Local Plan Assurances ……………..………………… 19
Executive Oversight and Governance
The Area 10 Richland-Crawford Workforce Development Board (WDB) is the designated entity charged with overseeing the strategic allocation and management of Workforce Innovation and Opportunity Act (WIOA) funds within the Richland and Crawford County service area.
The WDB's composition ensures a business-led governance structure, with a mandate requiring that over 50% of its members be owners or executives of local businesses who possess hiring authority. This foundation ensures that workforce strategies are directly informed by current and future industry demands. Membership also includes critical representation from local educational and training institutions, including the community college, as well as elected officials and workforce service providers. All members are formally appointed by the Chief Elected Official, the Richland County Commissioners, ensuring local accountability and executive alignment. The Board's core mission is to render essential assistance for developing the regional workforce and strategically addressing its present and projected challenges.
Strategic Planning Mandate and Framework
This document, serving as the Local WIOA Plan, constitutes a comprehensive, five-year action plan (as defined by the Ohio Department of Job and Family Services for strategic planning cycles) essential for the area. Its purpose is to develop, align, and integrate the region's job-driven workforce development systems and provide the platform to achieve the area's vision, strategic, and operational goals.
This plan will officially establish the framework that guides the Richland-Crawford local workforce development system over the five-year period, ensuring all activities are coordinated, efficient, and targeted toward maximum regional economic impact.
Section 1 : Regional Demand and Industry Intelligence
Based on data provided by the Ohio Bureau of Labor Market Information (LMI), Crawford and Richland counties share a remarkably similar economic foundation, characterized by a heavy reliance on a few core sectors. In both counties, Manufacturing, Health Care and Social Assistance, and Retail Trade occupy the top three spots, collectively accounting for roughly half of all employment. While the specific rankings fluctuate slightly—with Crawford County seeing Health Care overtake Manufacturing as the top employer by 2023, and Richland County maintaining Manufacturing as its primary sector—the two regions mirror each other in their secondary industries as well. Both counties list Accommodation and Food Services, Educational Services, and Administrative and Support Services as major pillars of their local labor markets.
Richland county
Crawford County
When examining trends across the 2014, 2023, and 2024 periods, a clear shift from traditional blue-collar dominance toward service-oriented growth is evident in both charts. In Crawford County, the Manufacturing sector experienced a significant decline, falling from a dominant 24.3% in 2014 to 15.1% in 2024, while Health Care rose and stabilized as a primary employer at over 20%. Richland County mirrored this relative stability in its top sectors but saw notable growth in Accommodation and Food Services, which climbed from 8.9% to 9.9% over the decade. Across both counties, the "Administrative and Support Services" sector showed an upward trajectory, particularly in Crawford where it more than tripled its share from 1.3% to 4.7%. This decade-long snapshot suggests that while the industrial heritage of the region remains vital, both Crawford and Richland are increasingly pivoting toward healthcare, hospitality, and professional support services to sustain their workforce.
Examining Job Title Demand
To gain a more granular understanding of the regional labor market, the chart below shows the 2-digit Standard Occupational Classification (SOC) codes. This focus allows us to see beyond broad industry categories and identify the specific functional roles driving the Mansfield-Ashland-Bucyrus economy. The data reveals that Production (SOC 51) remains the undisputed volume leader with 41,650 employees, supported by a median wage of $46,620. This is followed by Office and Administrative Support (SOC 43) and Transportation and Material Moving (SOC 53). However, when looking at recent growth trends, Healthcare Support (SOC 31) and Transportation and Material Moving (SOC 53) have emerged as the fastest-growing categories. While Production remains the largest, its growth has stabilized, whereas the surge in logistics—specifically for Stockers and Order Fillers—and healthcare support roles like Home Health Aides reflects the area's increasing role as a regional distribution hub and a center for elder care.
Despite the high volume of jobs in Production and Transportation, a deeper look at the 2-digit SOC codes highlights a persistent wage-to-volume gap. The occupational groups seeing the most significant job growth, such as Food Preparation (SOC 35) and Healthcare Support (SOC 31), often carry the lowest median wages ($30,820 and $37,550, respectively). In contrast, the highest-paying occupations like Management (SOC 11) and Legal (SOC 23) offer median annual earnings above $95,000 but represent the smallest shares of the total workforce. Healthcare Practitioners and Technical (SOC 29) is the only high-growth, high-volume group that successfully bridges this gap, offering a strong median wage of $86,700. As we look at the data from the most recent periods, it is clear that while the region is successfully adding jobs in "middle-skill" and service-oriented SOC codes, the highest wage increases are concentrated in Architecture and Engineering (SOC 17) and Computer and Mathematical (SOC 15), despite their smaller overall employment footprint.
SOC Code | Major Occupational Group | Area Employment | Area Median Wage |
51-0000 | Production | 41,650 | $46,620 |
43-0000 | Office and Administrative Support | 25,270 | $45,390 |
53-0000 | Transportation and Material Moving | 24,770 | $44,060 |
35-0000 | Food Preparation and Serving Related | 20,920 | $30,820 |
41-0000 | Sales and Related | 20,000 | $43,940 |
25-0000 | Educational Instruction and Library | 15,690 | $62,170 |
11-2000 | Management | 14,880 | $104,820 |
29-0000 | Healthcare Practitioners and Technical | 14,130 | $86,700 |
49-0000 | Installation, Maintenance, and Repair | 12,340 | $57,170 |
47-0000 | Construction and Extraction | 11,300 | $58,040 |
13-0000 | Business and Financial Operations | 9,320 | $74,000 |
31-0000 | Healthcare Support | 9,010 | $37,550 |
37-0000 | Building/Grounds Cleaning and Maintenance | 6,820 | $35,240 |
33-0000 | Protective Service | 4,150 | $55,640 |
17-0000 | Architecture and Engineering | 4,090 | $84,630 |
21-0000 | Community and Social Service | 3,480 | $54,070 |
39-0000 | Personal Care and Service | 3,020 | $33,660 |
15-0000 | Computer and Mathematical | 2,680 | $85,000 |
27-0000 | Arts, Design, Entertainment, Sports, and Media | 2,440 | $50,100 |
Note: The occupational wage and employment data in the first table are reported at the Metropolitan Statistical Area (MSA) or Nonmetropolitan Statistical Area level, not at the individual county level.
Fastest Growing Occupational Groups (2-Digit SOC)
Based on 2024 Ohio LMI growth indicators, these groups have seen the significant upward movement in employment:
Healthcare Support (SOC 31): Driven by an aging population requiring home health and nursing assistants.
Transportation & Material Moving (SOC 53): Fueled by the expansion of distribution centers along the US-30 and I-71 corridors.
Food Preparation & Serving (SOC 35): Significant post-pandemic recovery and growth in the "Accommodation and Food Services" sector.
Computer & Mathematical (SOC 15): Smallest in volume but highest in percentage growth due to regional digitalization in manufacturing.
b. Education Requirement Demand Analysis
As shown in the data, the regional economy is heavily reliant on a workforce with a High School Diploma, which accounts for 42.4% of the total employment (approximately 105,390 positions). This aligns with the region's strong roots in Production and Office Support roles.
Positions requiring a Bachelor's Degree or Higher and those requiring No Formal Education represent nearly equal shares of the labor market at 22.0% and 21.4% respectively. This highlights a dual-track economy where a significant portion of the workforce is engaged in either high-skill professional/management roles or entry-level service and labor positions.
Finally, 14.3% of the regional demand is for "middle-skill" roles that require a Postsecondary Certificate or Associate's Degree. This category, while smaller in total volume, includes critical growth areas such as Healthcare Support and Industrial Maintenance, which often provide a high return on investment for workers seeking to increase their earnings without a four-year degree.
c. Technical Skill Need Identification
By shifting our focus from broad occupational categories to the specific technical skills required by in-demand positions, we can pinpoint the precise competencies driving the regional economy. This data reveals a critical "middle-skill" gap; while the majority of current employment remains anchored in roles requiring only a high school diploma, the highest-growth and highest-paying sectors—specifically advanced manufacturing, logistics, and healthcare—increasingly demand specialized technical proficiency in areas like quality control, medical software, and automated systems monitoring. For a 5-year support plan, this distinction is vital because it moves the strategy beyond general education and toward industry-aligned "earn-and-learn" pathways, such as registered apprenticeships for construction trades and STNA-to-RN pipelines. By targeting the technical skills associated with 6-digit SOC codes that boast the highest growth-to-wage ratios, the region can provide the 42.4% of its workforce currently holding only a high school diploma with a clear, accessible roadmap to upskill into the $50,000–$80,000 wage bracket.
Top 5 Technical Skills for High-Demand Roles
Quality Control & Inspection: Critical for SOC 51-2090 (Assemblers) and 51-4041 (Machinists) to ensure precision in manufacturing components.
Operations & Equipment Monitoring: Essential for both SOC 53-3032 (Truck Drivers) and production workers to manage automated systems and heavy machinery safely.
Medical Software & EHR: The primary technical requirement for SOC 29-1141 (RNs) and 31-1131 (Nursing Assistants) for patient data management.
Logistics & Supply Chain Management: Necessary for the surge in SOC 53-7065 (Stockers and Order Fillers) and regional distribution roles.
Equipment Maintenance & Repair: A high-demand skill for SOC 49-9071 (Maintenance Workers) who keep the region's production lines and transport fleets running.
Skill Category | Matching SOC Codes | Key Application |
Quality Control | 51-2090, 51-4041 | Identifying defects in manufactured goods. |
Equipment Monitoring | 53-3032, 51-9061 | Watching gauges/dials to ensure machines work properly. |
Medical Software | 29-1141, 31-1014 | Recording patient history and vitals in digital systems. |
Logistics | 53-7065, 53-1048 | Inventory control and optimized route planning. |
Maintenance | 49-9071, 49-3031 | Routine servicing of industrial or automotive equipment. |
The regional workforce identity of Area 10 CSA is defined by its resilient industrial heritage and its strength in high-tech manufacturing and a healthcare hub. Currently, the "backbone" of the economy rests on a large population of workers with high school diplomas who serve in high-volume Production and Transportation roles. However, the identity is shifting toward a "Precision and Care" model, where the manual labor of the past is being replaced by the technical monitoring of robotic systems and the specialized data management of the medical field. This evolution creates a regional profile of a workforce that is hardworking and grounded, but one that is at a critical crossroads where the traditional "OJT" (On-the-Job Training) is no longer sufficient to keep pace with the $50,000–$80,000 "middle-skill" roles that are now in peak demand.
To drive economic prosperity over the next five years, investment must be laser-focused on Industry-Integrated Skill Training that bridges the gap between the current educational attainment levels and the 6-digit SOC technical requirements. This means shifting from broad academic degrees toward high-velocity "stackable" credentials in fields like Quality Control (Engineering) , Logistics, and Medical Services. By continuing to partner with regional training providers who have established relationships with employers in Crawford and Richland counties, the region can create a pipeline that feeds directly into local employers like manufacturing plants and healthcare systems. The focus should be on converting the 42.4% of the population currently limited to high-school-level jobs into specialized technicians who command the higher median wages necessary to boost regional purchasing power and local tax bases.
Section 2: The Regional Workforce System
a) The strengths and weaknesses of workforce development activities
One of the greatest strengths of the workforce development system in Area 10 is the intimate collaboration among education providers, community partners, and employers. Over the last five years, the region has seen significant improvement in communication between training providers, K-12 systems, and local industry. This synergy is exemplified by the partnership between North Central State College and The Ohio State University at Mansfield, who have worked together to create complementary engineering degrees. These programs are intentionally designed to avoid the duplication of services in the region while ensuring students have access to a complete educational pathway. Furthermore, both institutions have actively involved local employers to hand-craft a curriculum that specifically meets the unique industrial and technical needs of our regional economy.
The connectivity of the system has been further strengthened by the addition of a direct partnership with The Richland Area Chamber & Economic Development and The Crawford Partnership. This alignment has created a direct communication line between the Workforce Development Board, educational institutions, and employers, ensuring that training remains relevant to real-time labor market demands. While business engagement was previously a challenge, these new structural links allow for better resource sharing and talent direction. By operating as a unified front, partners like the Crawford Success Center and various adult career centers can now more effectively funnel prepared workers into the manufacturing and healthcare roles that drive the local economy.
b) Capacity to provide workforce development to individuals with barriers to employment
The region utilizes a mix of physical and virtual services to address the education and skill needs of the workforce. The OMJ Center in Richland County provides essential access to technology for job preparation activities such as online training, resume building, and interview preparation. For individuals with barriers to employment, such as those returning to the community from the justice system, the Richland County Citizen Circle provides vital support. This collaboration, hosted by the Richland County Public Library, offers monthly sessions that connect individuals with community resources. The library’s workforce development coordinator also provides specialized computer classes designed to teach inmates and returning citizens how to navigate online job boards and social media to secure employment.
c) The needs of employers
The Workforce Development Board maintains a strategic alliance with regional economic development entities to conduct business visits that ensure a unified approach to local industry. By partnering with organizations like the Richland Community Development Group and the Crawford Partnership, the board gains access to executive leadership to discuss long-term growth and retention strategies. These collaborative interviews are designed to capture real-time data on specific skill demands and emerging industry trends that are currently shaping the regional market. Our education partners are integrated into this process to ensure that curriculum development aligns precisely with the needs of employers. This shared feedback loop allows the board to understand the pace of business operations and the specific technological shifts requiring new workforce competencies. Ultimately, these joint efforts transform business intelligence into actionable training programs that bridge the gap between classroom instruction and the evolving requirements of the modern workplace.
d) Collaboration with JobsOhio and Regional Economic Development Partners
The Area 10 Workforce Development Board maintains a continued partnership with regional economic development entities to proactively identify new program initiatives and diverse funding opportunities. By maintaining a direct line of communication with TeamNEO (Richland County) and the Regional Growth Partnership Northwest Ohio (Crawford County), the Board is uniquely positioned to respond quickly to potential economic development projects and business expansions. This collaborative framework ensures that the workforce system is an active participant in regional growth, allowing the Board to align training resources with JobsOhio regional goals and provide the skilled talent necessary to attract and retain high-impact industries in our community.
e) Comprehensive List of Workforce Partners and Program Affiliation
Partner Name | Program |
Richland Community Development Group | Economic Development |
Crawford Partnership | Economic Development |
City of Mansfield | Economic Development |
Mid Ohio Educational Services Center | ASPIRE & GED Program |
Pioneer Career & Technology Center | Career & Technical Education |
Goodwill of Akron | Mature Services |
Wagner-Peyser | Re-Employment |
Unemployment Compensation | Unemployment Insurance |
Richland County Job & Family Services | TANF |
Crawford County Job & Family Services | TANF |
Office of Enterprise Development | Re-Entry |
Adult Parole Authority | Re-Entry |
Catalyst Life Services / Crawford JFS | WIOA Title I Youth Services |
Crawford JFS / Richland JFS | WIOA Title I Adult & Dislocated Worker Services |
OOD / Project SEARCH | Vocational Rehabilitation Services |
Richland Newhope (RCBDD) | Vocational Rehabilitation Services |
Mansfield-Richland County Public Library | Community Partner |
North End Community Improvement Collaborative | Community Partner |
Success Unlimited | TANF |
North Central State College / Pioneer C&TC | Adult Diploma Program |
Madison Adult Career Center / Mansfield City Schools | Adult Diploma Program |
Section 3: Goals and Strategies of the Workforce System
Alignment with the Ohio State Combined Plan
Goals of the Ohio Combined State PLan | Area 10 Implementation Strategies & Efforts |
Goal 1: Coordinate efforts across entities (public, private, local, and State) to reduce unnecessary duplication and maximize resources. | • Integrated Business Services Team: Jointly staff business outreach with Richland/Crawford JFS and Economic Development partners to provide direct points of contact. • MOU Alignment: Establish formal resource-sharing agreements with all partners to co-locate services at OhioMeansJobs centers. |
Goal 2: Leverage technology and data to create efficiencies and improve services and outcomes. | • Virtual Service Delivery: Identify and utilize virtual resources and to reach more residents in Crawford and Richland counties. • OMJ Database Integration: Leverage the statewide resume database and Ohio LMI partnership tools to match local talent with "in-demand" regional roles. |
Goal 3: Deploy locally driven programs that produce results. | • Sector Partnerships: Support and partner with regional organizations who develop programming that is specific to career awareness, skill development, and job creation for both youth and adults. |
Goal 4: a) Invest in and promote education and training for jobs that empower people with 21st Century skills and strengthen Ohio’s strategic economic advantage. | • Incumbent Worker Training: Use WIOA funds to upskill current employees in advanced manufacturing and digital skills • TechCred & OJT: Actively promote the State’s TechCred program and local On-the-Job Training (OJT) grants to reduce the risk of hiring for high-tech roles. |
Goal 4: b) Invest in and promote education and training for jobs that ensure that our State has a workforce to support the health and well-being of Ohioans, their families, and communities. | • Healthcare Career Pathways: Partner with local providers to fund in demand healthcare credentials. • Youth Career Coaching: Partner closely with contracted CCMEP providers, K-12 Education, and the Educational Service Centers to support curriculum and programming that effectively develops the future workforce. |
Goal 1:
The Business Services Team serves as a strategic single point of entry for the regional business community, as an effort to prevent a siloed agency approach. By combining the expertise of Richland and Crawford County Job & Family Services with regional economic development leaders, the team conducts coordinated outreach that respects the employer's time while addressing their multi-faceted needs. During these visits, the team can simultaneously discuss talent recruitment, tax incentives, and customized training grants, ensuring that a business doesn't have to navigate multiple government layers to find support. This unified front not only improves the board's professional image but also allows for the rapid collection of business intelligence that informs local workforce policy. This team consists of (but not limited to) the Workforce Development Professionals staffed at The Richland Area Chamber & Economic Development, The Crawford Partnership, Directors of both the Crawford and Richland OMJ Centers, as well as Outreach Specialists or Program Directors from the regional training partners (NCSC, Pioneer, OSU, Madison Adult, MID Ohio ESC, Catalyst)
The MOU Alignment initiative formalizes the "no wrong door" philosophy by anchoring all workforce partners through consistent resource-sharing agreements. These Memorandums of Understanding (MOUs) do more than satisfy federal compliance; they create a functional framework for co-locating essential services within the OhioMeansJobs centers. By establishing clear expectations for shared costs and integrated staffing, the board ensures that partners—ranging from Vocational Rehabilitation to Adult Education—are physically or technologically accessible to every job seeker. This structural alignment eliminates service gaps, reduces overhead duplication, and transforms the physical OMJ centers into high-efficiency hubs where the community can access a comprehensive suite of career and supportive services in one location.
Goal 2:
To ensure equitable access across the geographically diverse landscapes of Richland and Crawford counties, the Board will prioritize Virtual Service Delivery as a core operational goal. By identifying and deploying robust virtual resources—such as remote career coaching, digital GED prep modules, and virtual "hiring halls"—the system aims to remove barriers such as transportation and childcare for residents in rural communities. This digital-first strategy allows for a wider "catchment area" for potential employees, ensuring that residents who cannot easily visit an OhioMeansJobs center in person are still connected to high-quality counseling and training opportunities, thereby increasing the overall labor force participation rate for the region. This effort is not only directed at the potential employee or trainee, but as a business service as well. With continued effort to ease access to digital application and information, Area 10 will continue to invest in the development of its web presence and its “ease of use” for employers seeking services.
Complementing this outreach is an expanded use of the OMJ Database, which serves as the "engine" for matching local talent with high-demand regional roles. Area 10 leverages the statewide resume database to perform precise candidate queries, but will increase its competitive advantage by continuing open communication and partnership with the Ohio Bureau of Labor Market Information (LMI). Notably, Area 10 was a key partner in the development of the County Level Data tool released in 2024, a resource that provides granular, localized insights into unemployment trends, wage data, and occupational demand specifically for Richland and Crawford counties. By using this tool to analyze "real-time" industry shifts, the board can align its training investments with the actual pace of business, ensuring that the local talent pipeline is always tuned to the 21st-century needs of area employers.
Goal 3:
To drive regional economic growth, Area 10 prioritizes robust Sector Partnerships that create a seamless talent pipeline by bridging the gap between the classroom and the workplace. This initiative relies on continued collaboration involving the local Job & Family Services (JFS) to provide essential wrap-around supports, ensuring that both youth and adults can overcome barriers to participation. By partnering with all K-12 school districts, the Educational Service Centers (ESCs), and local Educational Foundations, the board works to promote early career awareness and structured pathways from a young age. This continuum is further strengthened by aligning with Adult Education Centers, as well as two- and four-year colleges, to ensure that skill development is tiered and credential-focused. These partners work in concert to develop programming that is hyper-specific to the region’s dominant industries, effectively synchronizing job creation efforts with a workforce that is trained and ready to meet the evolving demands of local employers.
Goal 4:
Area 10 is committed to a forward-thinking investment strategy that addresses both immediate talent shortages and the long-term technological evolution of our regional economy. Central to this is our Incumbent Worker Training and TechCred initiatives, which serve as a critical bridge for local industry to adopt 21st-century innovations. We are specifically focusing WIOA funds on upskilling current employees in advanced manufacturing to ensure our local plants remain globally competitive. As our workforce demographics shift, we are placing a unique emphasis on digital skills for our aging community, ensuring that experienced workers remain vital contributors in an increasingly tech-heavy environment. Furthermore, we are aggressively promoting the State’s TechCred program and On-the-Job Training grants to lower the financial risk for employers as they incorporate Artificial Intelligence and automated systems into their operations, providing the specialized training necessary for staff to pivot into these high-tech roles.
Simultaneously, we are reinforcing the essential infrastructure of our community by supporting Healthcare Career Pathways. By partnering directly with local training and medical providers, the Board is streamlining the funding and recruitment process for high-demand credentials, ensuring that our healthcare systems are staffed to support the well-being of all residents. To sustain this momentum into the next generation, our partners are executing various career exploration and awareness initiatives to create a seamless "classroom-to-career" transition. By working in lockstep with contracted CCMEP providers, K-12 Education, and the Educational Service Centers, we support career awareness and technical proficiency early on. These efforts ensure that the future workforce is prepared and possesses the practical, in-demand skills required to drive the economic future of Richland and Crawford counties.
Coordination with Economic Development & Entrepreneurship
The Area 10 Workforce Development Board identifies Entrepreneurial Skills Training and Microenterprise Services as vital drivers of regional economic vitality. To bridge the gap between workforce and economic development, OMJ Center staff utilize a direct referral pathway to specialized partners:
North Central SCORE: Provides executive-level mentoring and workshops in marketing and finance. Their NEO Women Connect initiative is a cornerstone for developing female leadership in the local business landscape.
Braintree Business Development Center: As an Ohio Edison Incubator, Braintree assists startups in the Mansfield area with technology commercialization and capital access, effectively reducing the risk associated with new business ventures.
c) OhioMeansJobs (OMJ) Delivery System & Continuous Improvement
The Board ensures the excellence of service providers through a rigorous accountability framework. Providers are required to submit regular performance data regarding individuals served and outcomes achieved. A key component of the 2025 Request for Proposals (RFP) for One-Stop Operator and Youth/CCMEP services is a mandated Continuous Improvement Process. This ensures that the system remains agile, adapting in real-time to the skill demands and industry trends identified through the 2024 County Level Data tool.
d) Strategic Access via Technology
Area 10 facilitates broad service access through RichlandCrawfordWorks.com. This digital hub allows job seekers to research 21st Century skills and employers to post opportunities directly. Outreach for this platform is integrated into quarterly Board meetings and events with the Regional Manufacturing Coalition (RMC) and Crawford Partnership, ensuring that our digital resources are reaching every corner of the district.
e) Roles and Resource Contributions of OMJ Partners
Partner Name | Program / Core Service | Contribution to Area 10 |
Richland & Crawford JFS | WIOA Title I, TANF, PRC | Fiscal Agent; Supportive services (Car repairs, tools); Business Services. |
Catalyst Life Services | WIOA Title I Youth | CCMEP implementation and Youth Career Coaching. |
ODJFS / Wagner-Peyser | Title III, Trade Act, UI | Re-employment Services (RESEA); LMI data integration. |
Aspire (Mid Ohio ESC) | WIOA Title II (Adult Ed) | Digital skilling; GED prep; Academic remediation. |
OOD / Project SEARCH | WIOA Title IV (Vocational Rehab) | Specialized services for individuals with disabilities. |
Goodwill of Akron | SCSEP (Older Americans Act) | Employment services for an aging community. |
NCSC / Pioneer / Madison | Postsecondary Tech Ed | Incumbent Worker Training; TechCred; AI upskilling. |
f) Demand-Driven Training & Supportive Services
All training activities in Area 10 are strictly aligned with employer needs.
Advanced Assessments: Utilizing Careers 101 and ASPIRE to verify that candidates possess the technical competencies required by local industry.
Rapid Response: Utilizing a RACI (Responsible, Accountable, Consulted, Informed) model to coordinate with the State on layoff aversion and worker transition.
Barrier Removal: Leveraging Prevention, Retention, and Contingency (PRC) funds through JFS to provide immediate support for transportation, car insurance, and required work tools.
g) Educational Synergy & Articulation
Area 10 maximizes resources through a collaborative "Two-County" model. North Central State College, Pioneer CTC, and Madison Adult Career Center operate under formal Articulation Agreements. This ensures that dual-credit programs are transferable and that providers refer businesses to the partner best suited for a specific technical need, preventing the duplication of expensive training programs.
h) Procurement & Accountability
Richland County Job and Family Services acts as the fiscal agent. In 2025, the Board will conduct a competitive RFP process for the One-Stop Operator and Youth services. Selection is based on a technical evaluation that prioritizes firms capable of delivering high-performance results and innovative solutions for the Area 10 workforce.
Section 4: WIOA Performance Standards For Area 10
Program Category | Performance Measure | Standard | 90% "Success" Level |
WIOA Adult | Employment 2nd Quarter After Exit | 77.00% | 69.30% |
Employment 4th Quarter After Exit | 76.00% | 68.40% | |
Median Earnings 2nd Quarter After Exit | $5,800 | $5,220 | |
Credential Attainment Rate | 70.00% | 63.00% | |
Measurable Skill Gains | 62.00% | 55.80% | |
WIOA Dislocated Worker | Employment 2nd Quarter After Exit | 80.00% | 72.00% |
Employment 4th Quarter After Exit | 81.00% | 72.90% | |
Median Earnings 2nd Quarter After Exit | $9,000 | $8,100 | |
Credential Attainment Rate | 72.00% | 64.80% | |
Measurable Skill Gains | 62.00% | 55.80% | |
CCMEP Youth | Education, Training, or Employment 2nd Qtr | 69.00% | 62.10% |
Education, Training, or Employment 4th Qtr | 68.00% | 61.20% | |
Median Earnings 2nd Quarter After Exit | $4,100 | $3,690 | |
Credential Attainment Rate | 55.00% | 49.50% | |
Credential Attainment Rate | 60.00% | 54.00% | |
Measurable Skill Gains | 55.00% | 49.50% |
Section 5: AREA 10 WIOA LOCAL PLAN ASSURANCES
Fiscal Accountability: The Local Workforce Development Board assures it will establish fiscal control and fund accounting procedures to ensure the proper disbursement of, and accounting for, all funds received through the Workforce Innovation and Opportunity Act.
Record Keeping & Reporting: The Local Workforce Development Board assures that it shall keep records sufficient to permit the preparation of reports required by the Act. It shall maintain such records, including standardized records for all individual participants, and submit such reports as the State may require.
Nondiscrimination Data: The Local Workforce Development Board assures that it will collect and maintain data necessary to show compliance with the nondiscrimination provisions of the Act.
Regulatory Compliance: The Local Workforce Development Board assures that funds will be spent in accordance with the Workforce Innovation and Opportunity Act, regulations, written Department of Labor Guidance, written Ohio Department of Job and Family Services guidance, and all other applicable Federal and State laws.
Veterans' Priority: The Local Workforce Development Board assures that veterans will be afforded employment and training activities authorized in the Jobs for Veterans Act and 20 C.F.R. Part 1010.
Grant Procedures & Secretary Mandates: The Local Workforce Development Board assures it will comply with any grant procedures prescribed by the Secretary necessary to enter into contracts for the use of funds under WIOA, including but not limited to:
General Administrative Requirements: Uniform Guidance at 2 C.F.R. Part 200 and 2 C.F.R. Part 2900.
Assurances and Certifications: SF 424B (Assurances for Non-Construction Programs); 29 C.F.R. Part 31, 32 (Nondiscrimination and Equal Opportunity Assurance and Regulation); 29 C.F.R. Part 93 (Certification Regarding Lobbying and Regulation); 29 C.F.R. Parts 94 and 95 (Drug-Free Workplace and Debarment and Suspension Certifications and Regulation).