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Workforce Training and Education Coordinating Board Washington’s 10-Year Strategic Plan for Workforce Development Terri Colbert, WIOA Program Administrator Patrick Woods, Director of Operations Dave Wallace, Research Manager Eric Wolf, Workforce Policy Associate

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Page 1: Washington’s 10-Year Strategic Plan for Workforce …€™s 10-Year Strategic Plan for Workforce Development ... Trade Adjustment Act ... 2010. 2010. 2011. 2011. 2012. 2012. 2013

Workforce Training and Education Coordinating Board

Washington’s 10-Year Strategic Plan for Workforce Development

Terri Colbert, WIOA Program Administrator Patrick Woods, Director of Operations Dave Wallace, Research Manager Eric Wolf, Workforce Policy Associate

Page 2: Washington’s 10-Year Strategic Plan for Workforce …€™s 10-Year Strategic Plan for Workforce Development ... Trade Adjustment Act ... 2010. 2010. 2011. 2011. 2012. 2012. 2013

Today’s forum will cover… 1. The state’s strategic plan for workforce development 2. Economic conditions and trends outlook – What are the

impacts? 3. Workforce Innovation and Opportunity Act (WIOA) and

Workforce Investment Act (WIA) – What are the differences and how do those affect the state plan?

4. Key strategic priorities for Washington’s workforce development system

Washington’s 10-Year Strategic Plan for Workforce Development

2

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Central coordinating hub for WA workforce system. Sets a strategic vision for the

system. Measure system performance

through research, analysis.

Dual customer focus: Business and Labor guide the Board 2/3 of seats held by Business and

Labor; remaining seats held by major service providers (OSPI, SBCTC, ESD)

Advisory members representing STEM community, chief local elected officials, DSHS, and Commerce

The Workforce Board

3

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4

Required by state law: 10-year plan, updated every 4 years Blueprint for workforce

development strategies across the system, looks at system as a whole to align pathways

The new federal law on workforce development—WIOA—requires a state strategic plan much like WA’s existing plan

Plan Elements Vision and goals Analysis of economic conditions Analysis of current workforce and

labor market trends Analysis of education and training

activities Strategies for individuals with barriers

to employment (14 subpopulations) Strategies for supporting critical

industry sectors Career pathway development

The State Strategic Plan for Workforce Development

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The State Strategic Plan for Workforce Development

What programs are part of the state’s workforce development system?

• Disadvantaged Adult, Youth, and Dislocated Workers

• Basic Education for Adults • Wagner-Peyser Services • Vocational Rehabilitation • Carl Perkins Act • Temporary Assistance for Needy

Families (TANF)*/WorkFirst • Job Skills Program • Customized Training Program • Worker Retraining Program • Training Benefits Program • Apprenticeship

• Private Vocational Schools • Trade Adjustment Act • Veterans Employment and Training • Unemployment Insurance Services • Food Stamp Employment and

Training • Senior Community Services

Employment • Community Development Block

Grant • Community Services Block Grant • Second Chance Act

5

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Workforce Training and Education Coordinating Board

Outlook on Economic Conditions in Washington State Trends for Washington’s Future Workforce

Page 7: Washington’s 10-Year Strategic Plan for Workforce …€™s 10-Year Strategic Plan for Workforce Development ... Trade Adjustment Act ... 2010. 2010. 2011. 2011. 2012. 2012. 2013

US economic output recovered quicker than employment

Source: Bureau of Labor Statistics, Bureau of Economic Analysis

124,000,000

126,000,000

128,000,000

130,000,000

132,000,000

134,000,000

136,000,000

138,000,000

140,000,000

142,000,000

$12.0

$12.5

$13.0

$13.5

$14.0

$14.5

$15.0

$15.5

$16.0

$16.5

2004

2004

2005

2005

2006

2006

2007

2007

2008

2008

2009

2009

2010

2010

2011

2011

2012

2012

2013

2013

2014

2014

Empl

oym

ent L

evel

Gros

s Dom

estic

Pro

duct

in T

rillio

ns

GDP Employment • US economic output recovered more quickly from the Great Recession than did employment

• Unemployment in Washington recently dropped to 5.3 percent as a seasonally-adjusted average–low, but not quite to pre-recession lows

7

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Unemployment rates by Washington county, July 2015 (not seasonally adj.)

Source: Employment Security Department

8

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The standard unemployment rate doesn’t count discouraged and part-time workers

Source: Bureau of Labor Statistics, Bureau of Economic Analysis

• The widest measure of unemployment (U6) includes:

• Discouraged workers. • Those unable to work

for reasons beyond their control.

• Those working involuntarily part-time.

• U6 was nearly 9

percentage points higher than U3 in early 2011

9

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Unem

ploy

men

t Rat

e

Standard Rate (U3)

Widest Measure (U6)

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Forecasted unemployment Washington State, 2012-2019

Source: Washington State Economic and Revenue Forecast Council

8.03

6.93

6.26

5.71

5.24 5.15 5.17 5.16

4.0

4.5

5.0

5.5

6.0

6.5

7.0

7.5

8.0

8.5

2012 2013 2014 2015 2016 2017 2018 2019

Unem

ploy

men

t Rat

e (Pe

rcen

t)

Unemployment Rate (%)

UnemploymentRate (%)

• Projecting moderate growth

and decline/plateau in unemployment

• From 2015-2019, employment is projected to grow 1.9% annually

• Global factors, particularly with important trade partners like China, are critical

10

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Net In-migration coincides with economic growth

Source: Office of Financial Management

-30,000

-10,000

10,000

30,000

50,000

70,000

90,000

110,000

130,000

150,000

1961

1963

1965

1967

1969

1971

1973

1975

1977

1979

1981

1983

1985

1987

1989

1991

1993

1995

1997

1999

2001

2003

2005

2007

2009

2011

2013

2015

2017

2019

2021

2023

2025

2027

2029

2031

2033

2035

2037

2039

Num

ber o

f Per

sons

Year

Population Change

Natural Increase

Net Migration

• Population growth attributed t0 in-migration, both from other states and countries

• In-migrants tend to have higher educational attainment • But: Large in-migration population of migrant and seasonal farmworkers

11

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$9.22 $11.58 $14.07 $16.75 $19.62 $22.90 $27.10

$33.03 $41.79

$90.48

$9.50 $11.70 $14.30 $17.15 $20.33 $24.21

$29.41 $36.85

$47.75

$100.33

$0

$20

$40

$60

$80

$100

$120

Lowest-paid10 percent of

jobs

Next 10percent

Next 10percent

Next 10percent

Next 10percent

Next 10percent

Next 10percent

Next 10percent

Next 10percent

Highest-paid10 percent of

jobs

2003 2013

Growth in hourly wages fastest at the top end (adj. for inflation)

Source: Employment Security Department

12

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392,174

514,240

407,681

277,538

192,219 146,479

110,131 74,227

193,946

374,914

501,549

387,977

267,634

186,816 149,910

113,239 85,280

252,457

0

100,000

200,000

300,000

400,000

500,000

600,000

<$12 $12 - $18 $18 - $24 $24 - $30 $30 - $36 $36 - $42 $42 - $48 $48 - $54 $54+

Num

ber o

f FTE

s

Hourly Wage Range

2007 2008 2009 2010 2011 2012 2013

Highest Wage Group the only one consistently growing in Washington

Source: Employment Security Department

• “Hollowing-out” of middle income earners continues

• Those earning $12-$18 per hour are the biggest group and have grown in the post-recession period

13

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Washington Population by Age Group (1970-2030 projected)

Source: Office of Financial Management

38%

16%

28%

9% 9%

26%

14%

35%

12% 12%

24%

12%

32%

11%

21%

0%5%

10%15%20%25%30%35%40%45%

0-19 20-29 30-54 55-64 65+Age Group

1970 1980 1990 2000 2010 2020 2030

• Older age cohorts are expected to increase

• Younger and middle age cohorts have declined and are forecasted to decline further

14

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Let’s Take A Poll! What is the unemployment rate for those who have not completed a high school-level certification?

A. 61%

B. 49.5%

C. 23%

D. 13.5%

E. 8%

15

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Educational Attainment and Labor force outcomes

Highest level of Educational Attainment

Labor Force Participation

Rate

Unemployment Rate

Less than high school graduate 64.1% 13.5%

High school graduate 73.1% 10.0%

Some college or associate's degree 77.3% 8.0%

Bachelor's degree or higher 84.8% 4.2%

Source: U.S. Census Bureau, American Community Survey, Average 2011-2013

16

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59.0

45.8 36.1

63.3 65.2

10.9 14.4 17.4

0102030405060708090

100

1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014

Perc

ent i

n La

bor F

orce

16 to 19 20 to 24 25 to 34 35 to 44 45 to 54 55 to 64 65+

Labor force participation rates falling for younger workers

Source: Bureau of Labor Statistics

• The recovery has left many groups behind – particularly youth

• Washington’s workforce grows older, more female, and increasingly diverse

17

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Washington mirrors national trends on youth labor participation (16-19 year olds)

Source: Bureau of Labor Statistics

• Until 2011, Washington youth generally had higher labor force participation

• However, both state and nation are trending down

18

59.0

45.8 36.1

52.0

43.9 41.3 34.2

34.0

0

10

20

30

40

50

60

70

1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014

Perc

ent i

n La

bor F

orce

WAUSA

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Workforce Training and Education Coordinating Board

The State Strategic Plan The Future of Workforce Development in Washington State

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Let’s Take A Poll! What does WIOA stand for?

A. Workforce Investment and Opportunity Act

B. Washington Innovation and Optimal Action

C. Why Invest Our Assets

D. Workforce Innovation and Opportunity Act

E. Washington’s Investments for Opportunity Act

20

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WIOA Goals To improve the quality of the workforce; Increase economic self-sufficiency; Reduce welfare dependency; Meet employer skill requirements; and Enhance the productivity and competitiveness of the nation.

The Workforce Innovation and Opportunity Act (WIOA)

21

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1. Help more people find and keep jobs that lead to economic self-sufficiency, with a focus on disadvantaged populations.

2. Close skill gaps for employers, with a focus on in-demand industry sectors and occupations.

3. Work together as a single, seamless team to make this happen.

Governor Inslee’s Charges to the Workforce Board

22

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Let’s Take A Poll! How many specific sub-populations are identified as priority populations by WIOA?

A. 4

B. 9

C. 14

D. 17

E. 22

23

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WIOA spells out 14 priority subpopulations—and a 15th “catch-all” category for other populations designated by the Governor.

The Workforce Board and system partners have interpreted Governor Inslee’s charge as a call to improve access among all priority populations.

Displaced Homemakers Youth in/Formerly in Foster Care

Low-Income Individuals English Language Learners

Native Americans, Alaska Natives, Hawaiians Migrant/Seasonal Farmworkers

Individuals with Disabilities Individuals within 2 Years of Exhausted TANF Eligibility

Older Individuals Single Parents/Pregnant Women

Ex-Offenders Long-Term Unemployed

Homeless Individuals Veterans

“Other Groups”

Priority Populations

24

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Integrated and Streamlined

Customer Service

Strengthened Business

Engagement

Accessible, Technologically Savvy System

Next Generation Performance

Accountability

Washington’s Key Strategic Priorities for WIOA

25

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Workforce Training and Education Coordinating Board

Streamlining the Customer Experience Using Integrated Service Delivery to Help Customers—Job-Seekers and Businesses—Navigate the Workforce Development System

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What can we do to help customers find

their pathway to economic self-

sufficiency, and how can we most

effectively leverage the system’s existing

resources to help them achieve their goals?

“Work together as a single, seamless team…”

Governor Inslee

The State Strategic Plan and Integrated Service Delivery

27

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WIOA: A single umbrella for job

training programs Blending and braiding of program

expertise and resources

Eliminating the WIA sequence of services, allowing customers to access the right programs quickly

All mandatory one-stop partners contribute to shared infrastructure costs, cash and/or in-kind

Required One-Stop Partners WIOA “Core” Partners

• Disadvantaged Adults, Youth, and Dislocated Workers

• Basic Education for Adults • Wagner-Peyser Act • Vocational Rehabilitation

Other One-Stop Partners

• TANF • Postsecondary Carl Perkins Act

Programs • Trade Adjustment Act • Veterans Employment and Training • Unemployment Insurance Services • Food Stamp Employment & Training • Senior Community Services Employment • Community Development Block Grant • Community Services Block Grant • Second Chance Act

WIOA on Integrated Service Delivery

28

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Creating an efficient, non-duplicative intake process

A staff culture of “navigators” connecting customers to a career pathway: Emphasizing the coaching and mentoring

roles of staff Encouraging a broader array of wrap-around

support services, customized to the specific needs of customers

Continue as a navigator post-placement, strengthening the bond between the business and system and helping the job seeker stay on their pathway to economic self-sufficiency

Designing and adopting professional development for staff on the “front-line” and in management

Integrated Service Delivery Strategies

29

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What successful strategies are in place today?

Where are there gaps or opportunities to excel in the future?

What other strategies should we consider?

Integrated Service Delivery Strategies and the State Plan

30

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Workforce Training and Education Coordinating Board

Business Engagement Improving and Refining Business Engagement to Build Long-Term, Sustained Partnerships

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Let’s Take A Poll! What percent of businesses are engaged in WA’s Workforce Development System?

A. 3%

B. 5%

C. 8.5%

D. 11%

E. 18.25%

32

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What can we do to engage businesses as

partners in our workforce

development system to produce a better-trained workforce

directly responsive to their skill needs?

“Close skill gaps for employers, with a focus on in-demand industry sectors and occupations.”

WIOA Implementation Charge to the Workforce Board

The State Strategic Plan and Business Engagement

33

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WIOA Section 197(d)(4) EMPLOYER ENGAGEMENT- Local Boards shall lead efforts to engage with a diverse range of employers and with entities in the region.

New focus on employer-led/employer engaged workforce development strategies, including: Sector strategies On-the job-training Incumbent worker training Apprenticeship Business Services

WIOA on Business Engagement

34

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Suggested answer: Build on current local

business engagement efforts to create a model framework that….

Business Engagement Strategies

Aligns across sector strategies, career pathways, etc. Creates greater consistency and shared expectations Recognizes the leadership role required of WDCs in WIOA Provides a vehicle for tracking, training and continuous

improvement Fits together the many pieces of the business engagement

puzzle—to build a sustained partnership to meet evolving needs

35

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Map and analyze points of contact with businesses

Single points of contact for system, focused through workforce development councils

Develop work-based learning opportunities aligned with industry skills needs

Business Engagement Strategies

Business Partners

Adult Basic

ED

Voc. Rehab.

TANF

Workforce Development

Councils

36

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Incumbent worker training funds for business growth strategies Upskill-backfill strategies

Use standardized terms and

speak the language of business Emphasize returns on

investment and value proposition Cost of hiring/retention Productivity Quality of match

Business Engagement Strategies

37

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Developed a consensus definition of career pathways agreed upon by all system stakeholders

The career pathway approach connects progressive levels of education, training,

counseling, support services, employment experiences, and credentials in a way that

optimizes continuous progress towards the education and career goals of individuals of

all ages, abilities, and needs.

This approach: helps individuals earn marketable

credentials; prepares an individual to be successful in any

of a full range of secondary or postsecondary education options, including apprenticeships;

engages individuals in further education and employment; and

helps individuals achieve sustained economic success.

Career pathways deeply engage employers and help meet their workforce needs; they also help the state and its communities strengthen their workforces and economies.

Business Engagement Strategies

38

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What successful strategies are in place today?

Where are there gaps or opportunities to excel in the future?

What other strategies should we consider?

Business Engagement Strategies for the State Strategic Plan

39

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Workforce Training and Education Coordinating Board

Accessibility and Technology Leveraging Technology and Other Tools to Improve Access for All

Page 41: Washington’s 10-Year Strategic Plan for Workforce …€™s 10-Year Strategic Plan for Workforce Development ... Trade Adjustment Act ... 2010. 2010. 2011. 2011. 2012. 2012. 2013

What strategies can we employ to ensure

equal physical and programmatic access

to the workforce development system for all, and how can

technology specifically help us achieve this

goal?

“Help more people find and keep jobs that lead to economic self-sufficiency, with a focus on disadvantaged populations.”

WIOA Implementation Charge to the Workforce Board

The State Strategic Plan and Accessibility

41

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Strengthens the non-discrimination requirements of WIA’s Section 188 and other applicable provisions of the Americans with Disabilities Act Requires career centers to provide equal physical and

programmatic accessibility to individuals with disabilities Encourages local boards to establish standing committees

for working on issues for individuals with disabilities, ensuring programmatic and physical accessibility appropriate staff training

WIOA on Accessibility

42

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Encouraging access to wireless

Internet and paperless one-stops centers

Virtual service delivery as a way of meeting the needs of participants who have mobility and transportation difficulties, rural customers

Recommended customizations to the new state labor exchange system, WorksourceWA.com, to help match people with disabilities to federal contractors

Accessibility Strategies using Technology

powered by

43

Page 44: Washington’s 10-Year Strategic Plan for Workforce …€™s 10-Year Strategic Plan for Workforce Development ... Trade Adjustment Act ... 2010. 2010. 2011. 2011. 2012. 2012. 2013

The state Workforce Board is forming a standing Advisory Committee on Barrier Solutions

Local areas will annually assess accessibility of their one-stops, provide a report to the state advisory group on the progress of accessibility improvement projects Local advisory groups with broad

cross-section of representation barrier communities

Accessibility Strategies – Systemic Barrier Removal

44

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What successful strategies are in place today?

Where are there gaps or opportunities to excel in the future?

What other strategies should we consider?

Technology and Access Strategies for the State Strategic Plan

45

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Workforce Training and Education Coordinating Board

Next-Generation Performance Accountability Aligning Performance Measures Across Core Programs to Drive a Process of Data-Informed Continuous Improvement

Page 47: Washington’s 10-Year Strategic Plan for Workforce …€™s 10-Year Strategic Plan for Workforce Development ... Trade Adjustment Act ... 2010. 2010. 2011. 2011. 2012. 2012. 2013

How can we measure performance and

outcomes in ways that measure progress in

achieving our goals of streamlined customer

service, universal access, and improved

business engagement?

“WIOA requires us to develop a system where data drives our decision making.”

WIOA Implementation Charge to the Workforce Board

The State Strategic Plan and Performance Accountability

47

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Updates federal workforce performance measures Waiting on federal guidance on setting performance indicators Measure(s) of effectiveness serving businesses/employers to

be developed at federal level Four measures of post-program participant outcomes in

employment and further educational progress One measure of ongoing progress in education or training

during participation

WIOA on Next-Generation Performance Accountability

48

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Waiting for federal guidance on measuring business engagement. Examples: Durability of placements Repeat business Business-impact specific measures

Using common accountability

measures allows for demographic comparisons across “silo-ed” programs Common exit Focus on effectiveness among target

populations – dashboard to assess performance across system

Performance Accountability Strategies

49

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Credential Attainment Earnings Employment

Page 51: Washington’s 10-Year Strategic Plan for Workforce …€™s 10-Year Strategic Plan for Workforce Development ... Trade Adjustment Act ... 2010. 2010. 2011. 2011. 2012. 2012. 2013

What successful strategies are in place today?

Where are there gaps or opportunities to excel in the future?

What other strategies should we consider?

Performance Accountability Strategies for the State Strategic Plan

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Page 53: Washington’s 10-Year Strategic Plan for Workforce …€™s 10-Year Strategic Plan for Workforce Development ... Trade Adjustment Act ... 2010. 2010. 2011. 2011. 2012. 2012. 2013

For additional information go to:

Www.wtb.wa.gov/WIOA.asp

Additional WIOA Information

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Contact Information

Terri Colbert WIOA Program Administrator

360-790-4623 [email protected]

Patrick Woods Director of Operations

360-709-4622 [email protected]

Dave Wallace Director of Research

360-709-4613 [email protected]

Eric Wolf Workforce Policy Associate

360-709-4614 [email protected]