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Implementing the WIOA in California - Opportunity for Change

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Presentation on theme: "Implementing the WIOA in California - Opportunity for Change"— Presentation transcript:

1 Implementing the WIOA in California - Opportunity for Change
Amy Wallace, Assistant Director for Workforce Innovation California Workforce Investment Board

2 California’s Economy is Changing
Changes in labor market conditions require more strategic investment in workforce and education programs Long term job stability is no longer guaranteed There is significant labor market turnover with some estimates suggesting 30 to 40 percent labor market turnover in any given year Competition from abroad requires greater skills attainment and labor productivity at home Employers face projected shortages in many middle and high skill occupations, especially in technical fields (e.g health care and advanced manufacturing)

3 California’s Economy is Changing
At the same time there will be new opportunities for job seekers A substantial number of replacement jobs will be opening over the next ten years as a result of baby boomer retirements Many of these jobs are middle skills jobs that require some post-secondary education but not necessarily a four year degree Access to these jobs can be facilitated through community colleges CTE programs and other workforce programs that are relatively low cost

4 Why is this relevant? Employability, self-sufficiency, and upward mobility are directly related to skills attainment Data show that the likelihood of being employed, staying employed and earning more are all linked to one’s level of skills attainment Low skill, low wage women have consistently shown the greatest income and employability gains from training programs Middle-skill jobs, those projected to have a significant number of openings over the next decade, typically lead to careers and middle class incomes

5 What We Know About Workforce Investment Policy
Training programs that link educational and workforce training to employer needs and labor market trends work better at placing people – particularly those with barriers to employment- in jobs Client success completing programs is linked to provision of counseling and supportive services Meeting employer needs for a skilled labor force while ensuring access to good jobs for low income individuals and/or persons with barriers to employment requires policy coordination across a variety of programs

6 The Policy Context: From WIA to WIOA
Workforce Investment Act (1998 to 2014) The policy emphasis under WIA was job placement WIA was passed by the same Congress that did welfare “reform” WIA was typically implemented as a work-first program Services provided through one stops One stops function primarily as labor exchanges Sequence of services under WIA emphasized attempts to move people into the labor market before providing access to resources for training and skills upgrades WIA performance metrics emphasized placement and encouraged both cream-skimming and lower levels of service for hard to serve populations As a result job quality and long term earnings were not given sufficient emphasis

7 The Policy Context: From WIA to WIOA
Workforce Innovation and Opportunity Act (2015) Greater emphasis on market relevant skills attainment than with WIA Career pathways language (helping students navigate the system while attaining a labor market relevant stackable credential) sector strategies language (engaging employers in growth sectors to ensure training investments are relevant to employer needs) new performance measures under WIOA focus on measuring skills attainment Greater emphasis on system alignment, working across funding streams and programs Unified and Combined Plans and planning integration Required for core programs (Adult Ed, Voc. Rehab, Workforce Boards and EDD) allows broader planning integration to include TANF, Community Colleges and other programs Greater access to services for those with barriers to employment Statutory prohibition on limiting access to those with barriers to employment

8 California’s Current Policy Context
Workforce Development in Governor's Budget Governor’s vision is consistent with WIOA’s emphasis on skills attainment, system alignment, and access to services Budget calls for targeted investments for training and education to help all Californians access paths out of poverty and promote income mobility Calls on agencies and departments to regionally align 49 WIBs, 72 CCC districts, +1,000 other LEAs, and employment programs of 58 HHS agencies

9 California’s Current Policy Context
Current Efforts at Cross-Agency Collaboration are taking place through the WIOA Workgroup Governor has charged Labor Agency to align more stakeholders, when appropriate, around a shared vision and strategic plan CWIB, EDD, DOR, DSS, CCCO, DOE, ETP are meeting at the department level to explore partnerships Learning about each other programs Identifying shared spaces for innovation and opportunity Partners recognize that program strategies will need to be scaled to population needs

10 Policy Strategies Under WIOA and State Statute
Partnering in Sector Strategies Through employer-led public-private partnerships that close skills gaps and increase regional prosperity Building Career Pathways Around sector-based training and education opportunities in regional economies Utilizing “Learn-and-Earn” Training To show the benefits of work-based learning, apprenticeships, on-the-job training, subsidized and transitional employment programs Organizing Regionally By building mutually beneficial partnerships among stakeholders, including service providers, employers, educators, workforce professionals, and labor

11 Policy Strategies Under WIOA and Relevant State Statutes
Providing Supportive Services To better serve our client populations by matching client needs with relevant services Creating Cross-System Data Capacity That bridges program data for purposes of assessing common needs and ensuring performance accountability Integrating and Braiding Federal & State Resources To improve client success, attain shared goals, be innovative and experiment, and create system change

12 Adapting Program Strategies for Clients
It’s Not One Size Fits All Different Population Groups, Different Needs Low-income Adults, Dislocated Workers, Youth (WIOA Title 1) Job Seekers (WIOA Title 3) Those in need of Basic Skills (WIOA Title 2) Disability Community (WIOA Title 4) TANF, CTE Students Different Funding Streams and Regulatory Environments

13 Finding Common Ground Although our programs sometimes serve different populations, we all have common programs elements that may allow us to strategically build partnerships Client populations and client needs Local service delivery within regions State and federal regulatory and operational structures State and federal resources A repertoire of program best practices Client outcomes as measured by outcome metrics

14 Why it makes sense to partner
Employability and upward mobility are directly related to skills attainment Low skill, low wage women have consistently shown the greatest income and employability gains from public training programs CWIB and the Chancellor’s Office are working to implement education and training policies that align career pathways with growth sectors and middle class jobs CWIB and EDD have access to and regularly engage in labor market research relevant to successful job placement for job seekers Local boards have a long history of helping place people in jobs (Nearly 1/2 of local workforce boards are already partnering with county social services or human services programs)

15 Ways To Get Involved Talk to your local Workforce Investment Board
Work with DSS to help identify areas of collaboration with the WIOA state level workgroup Apply for a Workforce Accelerator Grant (Spring 2015)

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