WDBCCC Full Board Retreat Vision, Mission, and Goals January 13, 2017

Agenda Welcome and Introductions Brief Overview of Local Planning Under WIOA Local Planning Process in Contra Costa County Stakeholder Engagement Demographic and Economic Background Vision, Mission, and Goals Next Steps WDBCCC Board Retreat | Local Planning Brief January 2017

Welcome and Introductions

Brief Overview Local Planning Under WIOA

Workforce Innovation and Opportunity Act Brief Overview of WIOA The purpose of WIOA is to better align the workforce system with education and economic development in an effort to create a collective response to economic and labor market challenges on the national, state, and local levels. Workforce Innovation and Opportunity Act (WIOA) In 2014, the Workforce Opportunity & Innovation Act (WIOA), which replaces the existing Workforce Investment Act (WIA) was signed into law. A specific focus of WIOA calls for a more customer-focused, integrated system and directs the workforce system to rethink its approach to serving the community and specialized populations including: Out of School Youth Individuals with Disabilities Individuals Who are Basic Skills Deficient or Limited English Proficient WDBCCC Board Retreat | Local Planning Brief January 2017

Brief Overview of Local Plans Local plans are an articulation of how workforce boards intend to work toward their vision over a four-year period under WIOA The four-year Local Plan will be a strategic road map for strengthening workforce development activities in Contra Costa County. Will serve to create on-ramps to career pathways that provide livable wage careers for job seekers, individuals with barriers to employment and other vulnerable groups. The Local Plan must mirror both the primary policy objectives and the policy strategies to be adopted at the local, regional, and state level. Workforce boards must function as: Convener of stakeholders Facilitator of dialogue between systems to produce cohesive strategies Primary policy objectives: Fostering “demand-driven skills attainment.” Workforce and education programs need to align program content with the State’s industry sector needs so as to provide California’s employers and businesses with the skilled workforce necessary to compete in the global economy. Enabling upward mobility for all Californians, including populations with barriers to employment. Workforce and education programs need to be accessible for all Californians and ensure that everyone has access to a marketable set of skills, and is able to access the level of education necessary to get a good job that ensures both economic self-sufficiency and economic security. Aligning, coordinating, and integrating programs and services to economize limited resources to achieve scale and impact, while also providing the right services to clients, based on each client’s particular and potentially unique needs, including any needs for skills development. Policy strategies: Sector Strategies: To engage industry and promote the alignment of workforce and education programming with the needs of leading sectors. Career Pathways: To enable progressive skills development through programming that offers flexible entry and exit points for job seekers with diverse needs and results in increased employability and earning potential at each level of the sequence. Earn and Learn: To engage employers and organized labor to create opportunities that combine applied learning with compensated work experience to support skills attainment among those with barriers to employment. Regional Organization: To build relationships between representatives of industry, workforce, education, and economic development with the goal of developing synergistic partnerships to support regional growth. Supportive Service Provision: To promote program completion by meeting the ancillary needs of job seekers, including services like childcare and transportation, or material support including training materials or professional clothing. Cross-System Data Capacity: To use diagnostic and performance data to direct workforce investment towards growing industries and occupations and to measure outcomes for individuals receiving workforce system services. Integrated Services and Braided Resources: To achieve program alignment between workforce and education systems and promote the accessibility of these programs through the development of synergistic partnerships at the local, regional, and state levels. Local plans should include the programs and initiatives of the local boards, but must also encompass integrated strategies developed in local and regional partnership with education providers, economic development agencies, community-based organizations, and employers. WDBCCC Board Retreat | Local Planning Brief January 2017

Local Planning Process in Contra Costa County

Today’s Focus: 6 www.pcghumanservices.com | Example Human Services Presentation

Stakeholder Engagement

Stakeholder Engagement 2 Stakeholder Engagement To further inform the local plan, the WDBCCC and PCG collaborated with key partners to convene a diverse group of stakeholders representing several of the workforce system’s key contributors, including: Employers & Businesses Community-Based Organizations WDB & AJCC Staff Education Providers Methodologies utilized to obtain stakeholder feedback include: Interviews Online Surveys Focus Groups WDBCCC Board Retreat | Local Planning Brief January 2017

Demographic and Economic Background

Findings – Demographic Indicators 3 Findings – Demographic Indicators Uneven Poverty Density Contra Costa currently experiences an imbalance in economic growth geographically as the Central part of the county (poverty rate 6.8%) experiences less poverty than the East and West sub-regions (poverty rate 13.8% and 14.5%, respectively). 14.6% Poverty Rate 6.8% Poverty Rate  13.6 % Poverty Rate WDBCCC Board Retreat | Local Planning Brief January 2017

Findings-Demographic Indicators 3 Extreme Diversity In Contra Costa, 55% of the population identifies as non-white, and communities of color represent the majority of the County’s population growth. Additionally, 24% of the population is foreign born, and 34% speaks a language other than English inside the home. High Educational Attainment As of 2016, 39.4% of Contra Costa County’s population possessed a bachelor’s degree or higher, compared to 32.5% of the national population, 31.4% of the California population, and 37.3% of the Bay Area population. WDBCCC Board Retreat | Local Planning Brief January 2017

Findings – Economic and Workforce Landscape 3 Findings – Economic and Workforce Landscape Active Employment Participation The US Census Bureau estimated the labor force participation rate in Contra Costa County to be approximately 64.6% in 2015, reflecting 6% growth in the past five years. Despite a growing labor force, the unemployment rate has steadily declined over this period, suggesting that growth in the labor force participation has not exceeded overall job growth. High Industry Concentration High industry concentration indicates local strengths. When compared to the state of California, Contra Costa maintains self-sufficiency in all but two of its major industries. A similar pattern occurs when compared to its Bay Area peers, however, Contra Costa notably loses its advantage in the overall Information and Professional & Business Services industries and sub-sectors (with the exception of Telecommunications), which indicates that it is a net-value importer of these goods and services. WDBCCC Board Retreat | Local Planning Brief January 2017

Findings – Economic and Workforce Landscape 3 Findings – Economic and Workforce Landscape Top Industry Clusters Contra Costa’s top industry sector clusters in terms of job growth, regional competitiveness and specialization, earnings, and gross regional product include: Utilities Education and Training Community & Civic Organizations Health Services Electric Power Generation & Transmission Water Transportation Oil and Gas Production and Transportation Business Services WDBCCC Board Retreat | Local Planning Brief January 2017

Vision, Mission, and Goals

Vision, Mission, and Goals 4 Vision, Mission, and Goals “To support a network that creates and promotes dynamic education systems, high performing businesses, and a prosperous local economy with an abundance of high-quality jobs and skilled workers to fill them.” -WDBCCC Mission “To promote a workforce development system that meets the needs of businesses, job seekers, and workers to support a strong and vibrant economy in Contra Costa County” -WDBCCC Vision WDBCCC Board Retreat | Local Planning Brief January 2017

Vision, Mission, and Goals 4 Vision, Mission, and Goals Strategic Area Goal Business Services Meet the workforce needs of the high-demand sectors in the local and regional economy through identifying, designing, and implementing training and educational opportunities to close skill gaps and enhance economic competitiveness. Adult Strategies Increase the number of Contra Costa County residents who obtain marketable and industry-recognized credentials or degrees, with a special emphasis on those who are unemployed, low skilled, low-income, veterans, individuals with disabilities, and other in-need populations. Youth Strategies Increase the number of high school students, with emphasis on at-risk youth and those from low-income communities, who graduate prepared for postsecondary vocational training, further education, and/or a career. Administration Support system alignment, service integration, and continuous improvement, using data to support evidence-based policymaking. WDBCCC Board Retreat | Local Planning Brief January 2017

Next Steps