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
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
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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
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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
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
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Workforce Training and Education Coordinating Board
Outlook on Economic Conditions in Washington State Trends for Washington’s Future Workforce
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
Unemployment rates by Washington county, July 2015 (not seasonally adj.)
Source: Employment Security Department
8
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
0.0
2.0
4.0
6.0
8.0
10.0
12.0
14.0
16.0
18.0
20.0
Q2 20
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Q3 20
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10 to
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11 to
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12 to
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13 to
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Q4 20
13 to
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Q1 20
14 to
Q4 2
014
Q2 20
14 to
Q1 2
015
Unem
ploy
men
t Rat
e
Standard Rate (U3)
Widest Measure (U6)
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
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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
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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
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
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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
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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
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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
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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
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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
Workforce Training and Education Coordinating Board
The State Strategic Plan The Future of Workforce Development in Washington State
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
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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
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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
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
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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
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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
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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
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Workforce Training and Education Coordinating Board
Business Engagement Improving and Refining Business Engagement to Build Long-Term, Sustained Partnerships
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%
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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
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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
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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
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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
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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
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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
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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
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Workforce Training and Education Coordinating Board
Accessibility and Technology Leveraging Technology and Other Tools to Improve Access for All
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
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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
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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
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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
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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
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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
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
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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
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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
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Credential Attainment Earnings Employment
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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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]