Workforce Training andEducation Coordinating

Board

Washington’s 10-Year Strategic Plan for Workforce Development

Terri Colbert, WIOA Program AdministratorPatrick Woods, Director of OperationsDave Wallace, Research ManagerEric Wolf, Workforce Policy Associate

2

Today’s forum will cover…1. The Workforce Board and 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

3

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)

Non-voting members representing STEM community, chief local elected officials, DSHS, and Commerce

The Workforce Board

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

5

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

Workforce Training andEducation Coordinating

Board

Outlook on Economic Conditions in Washington State

Trends for Washington’s Future Workforce

7

US economic output recovered quicker than employment

Source: Bureau of Labor Statistics, Bureau of Economic Analysis

2004

2004

2005

2005

2006

2006

2007

2007

2008

2008

2009

2009

2010

2010

2011

2011

2012

2012

2013

2013

2014

2014

$12.0

$12.5

$13.0

$13.5

$14.0

$14.5

$15.0

$15.5

$16.0

$16.5

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

GDP Employment

Gro

ss D

omes

tic P

rodu

ct in

Tril

lions

Empl

oym

ent L

evel

• 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

8

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

Source: Employment Security Department

9

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

Q2 200

8 to Q

1 200

9

Q3 200

8 to Q

2 200

9

Q4 200

8 to Q

3 200

9

Q1 200

9 to Q

4 200

9

Q2 200

9 to Q

1 201

0

Q3 200

9 to Q

2 201

0

Q4 200

9 to Q

3 201

0

Q1 201

0 to Q

4 201

0

Q2 201

0 to Q

1 201

1

Q3 201

0 to Q

2 201

1

Q4 201

0 to Q

3 201

1

Q1 201

1 to Q

4 201

1

Q2 201

1 to Q

1 201

2

Q3 201

1 to Q

2 201

2

Q4 201

1 to Q

3 201

2

Q1 201

2 to Q

4 201

2

Q2 201

2 to Q

1 201

3

Q3 201

2 to Q

2 201

3

Q4 201

2 to Q

3 201

3

Q1 201

3 to Q

4 201

3

Q2 201

3 to Q

1 201

4

Q3 201

3 to Q

2 201

4

Q4 201

3 to Q

3 201

4

Q1 201

4 to Q

4 201

4

Q2 201

4 to Q

1 201

50.0

2.0

4.0

6.0

8.0

10.0

12.0

14.0

16.0

18.0

20.0

Standard Rate (U3)

Widest Measure (U6)Unem

ploy

men

t Rat

e

10

Forecasted unemploymentWashington State, 2012-2019

Source: Washington State Economic and Revenue Forecast Council

2012 2013 2014 2015 2016 2017 2018 20194.0

4.5

5.0

5.5

6.0

6.5

7.0

7.5

8.0

8.5

8.03

6.93

6.26

5.71

5.24 5.15 5.17 5.16

Unemployment Rate (%)

Unemployment Rate (%)

Unem

ploy

men

t Rat

e (P

erce

nt) • 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

11

Net In-migration coincides with economic growth

Source: Office of Financial Management

1961

1964

1967

1970

1973

1976

1979

1982

1985

1988

1991

1994

1997

2000

2003

2006

2009

2012

2015

2018

2021

2024

2027

2030

2033

2036

2039

-30,000

-10,000

10,000

30,000

50,000

70,000

90,000

110,000

130,000

150,000 Population Change

Natural Increase

Net Migration

Year

Num

ber o

f Per

sons

• 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

12

Lowest-paid 10 percent

of jobs

Next 10 percent

Next 10 percent

Next 10 percent

Next 10 percent

Next 10 percent

Next 10 percent

Next 10 percent

Next 10 percent

Highest-paid 10 percent

of jobs

$0

$20

$40

$60

$80

$100

$120

$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

$100.332003 2013

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

Source: Employment Security Department

13

<$12 $12 - $18 $18 - $24 $24 - $30 $30 - $36 $36 - $42 $42 - $48 $48 - $54 $54+0

100,000

200,000

300,000

400,000

500,000

600,000

392,174

514,240

407,681

277,538

192,219146,479

110,13174,227

193,946

374,914

501,549

387,977

267,634

186,816149,910

113,23985,280

252,457

2007 2008 2009 2010 2011 2012 2013

Hourly Wage Range

Num

ber o

f FTE

s

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

14

Washington Population by Age Group(1970-2030 projected)

Source: Office of Financial Management

0-19 20-29 30-54 55-64 65+0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

38%

16%

28%

9% 9%

26%

14%

35%

12% 12%

24%

12%

32%

11%

21%

1970 1980 1990 2000 2010 2020 2030

Age Group

• Older age cohorts are expected to increase

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

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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%

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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

17

1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 20140

10

20

30

40

50

60

70

80

90

100

59.0

45.8

36.1

63.3 65.2

10.9 14.4 17.4

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

Perc

ent i

n La

bor F

orce

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

18

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

1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 20140

10

20

30

40

50

60

70

59.0

45.8 36.1

52.0

43.941.3

34.234.0

WA

USA

Perc

ent i

n La

bor F

orce

Workforce Training andEducation 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

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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)

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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

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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

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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

25

Integrated and Streamlined Customer Service

Strengthened Business

Engagement

Accessible, Technologicall

y Savvy System

Next Generation

Performance Accountability

Washington’s Key Strategic Priorities for WIOA

Workforce Training andEducation Coordinating

Board

Streamlining the Customer Experience

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

27

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

28

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 PartnersWIOA “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

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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

30

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

Workforce Training andEducation Coordinating

Board

Business Engagement

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

32

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%

33

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

34

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

35

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

36

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

37

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

38

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

39

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

Workforce Training andEducation Coordinating

Board

Accessibility and Technology

Leveraging Technology and Other Tools to Improve Access for All

41

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

42

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

43

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

44

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

45

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

Workforce Training andEducation Coordinating

Board

Next-Generation Performance Accountability

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

47

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

48

Updates federal workforce performance measures Waiting on federal guidance on setting performance

indicators Four measures of post-program participant

outcomes in employment and further educational progress

One measure of ongoing progress in education or training during participation

Measure(s) of effectiveness serving businesses/employers to be developed at federal level

WIOA on Next-Generation Performance Accountability

49

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

WIOA SuccessCredential Attainment

Earnings Employment

51

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

52

53

For additional information go to:

Www.wtb.wa.gov/WIOA.asp

Additional WIOA Information

Contact Information

Terri ColbertWIOA Program Administrator

360-790-4623 Terri.Colbert@wtb.wa.gov

Patrick WoodsDirector of Operations

360-709-4622 Patrick.Woods@wtb.wa.gov

Dave WallaceDirector of Research

360-709-4613 Dave.Wallace@wtb.wa.gov

Eric WolfWorkforce Policy Associate

360-709-4614 Eric.Wolf@wtb.wa.gov