Southwest Washington Workforce Development Council Leading Workforce Development in Clark, Cowlitz and Wahkiakum Counties

SWWDC workforce development area Clark – population 435,600 Cowlitz – population 100,000 Wahkiakum – population 4,150

SWWDC mission To prepare and promote a highly skilled and adaptive workforce for a healthy, sustainable economy in Southwest Washington.

SWWDC role To convene regional workforce partners and stakeholders in order to… Assess skill gaps; Develop the regional workforce development plan in coordination with economic development; Serve as the regional workforce development performance management entity;

SWWDC role (continued) Facilitate interagency projects and programs; Oversee and make recommendations for continuous improvement of the workforce development system; Allocate resources based on priorities; Support local industry by identifying needs and brokering solutions; and Develop resources to support strategies.

EMPLOYERS AND BUSINESS ASSOCIATIONS WorkSource Community Based Organizations Community Colleges School Districts Adult Education Other colleges, training providers Universities Apprenticeships SWWDC Local Plan Youth, entry level workers Unemployed Semi-skilled Super- skilled Very Low Income, multiple barriers Professional and Technical POPULATIONS

SWWDC vision for the future By 2013 a highly skilled workforce will serve as the cornerstone of a vital and sustainable economy for Southwest Washington. Business, education, and community organizations will work cooperatively around a set of common goals to ensure responsive and aligned workforce strategies that yield strong economic outcomes and an adaptable and skilled workforce. Continuous improvement in the workforce will be made possible by flexible, accessible, life-long learning opportunities.

Guiding Principles 1.Think and act as an integrated system of programs. 2.Create a delivery system that is responsive to employers and provides for flexible and accountable services. 3.Focus workforce efforts on outcomes and make investments accordingly. 4.Closely align goals and initiatives with partners. 5.Prioritize services to respond to high demand occupations and critical job needs of targeted industry clusters. 6.Regularly review performance for quality improvement, and adapt to meet changing needs. 7.Work with Oregon counterparts. 8.Act as a forum and agent of change for the workforce system.

Target Industries Manufacturing – Commodity producers (paper, wood, metals) – Technology producers (semiconductor, devices) Health Care High Technology Freight transportation Alternative Energy and Green Products and Services

Clark, Cowlitz & Wahkiakum Largest Private Sector Industries Source: Washington Employment Security Department Industry Jobs Average Annual Wage Manufacturing17,642 $51,896 Construction10,757$47,310 Health Care22,114 $45,031 Retail19,280 $25,796 Accommodation/ 13,061 $15,227 Food Services

Workforce trends Despite high unemployment, we will face a shortage of workers with the skills needed by local industries. – All jobs will require higher skills as new technologies are introduced. – 70% of new jobs will require post-secondary or vocational training. – Strong basic skills, good communication, team work and critical thinking skills will be the baseline for any job. – Local residents have lower than average educational attainment than state and national averages. Wages and per capita income lag both state and national averages. Today’s mobile worker requires transferable skills, flexible training options, and quick access to career and job information.

Public school enrollment Public School Enrollment % Change Clark County64,66476, % Cowlitz County17,68817, % Wahkiakum County % % of years old not in school and without a high school diploma Clark County8.0% Cowlitz County5.8% Wahkiakum CountyNot available Washington State6.6% Portland MSA6.3% Source: Washington State Office of Superintendent of Public Instruction; U.S. Census Bureau, American Community Survey

Source: U.S. Census Bureau Bachelor’s Degree Attainment for the population aged 25 and older National rate

Comparison of Annual Average Wages, 2009 Source: Source: Bureau of Labor Statistics, QCEW Data

Our Goals A.Expand opportunities to fully engage Southwest Washington youth and adults in the regional economy. B.Provide avenues for residents to prepare for careers that lead to self-sufficiency. C.Provide Southwest Washington industries with a skilled workforce. D.Foster a responsive workforce system that offers services in the time, place and structure required by business and workers.

Goal A: Expand opportunities to fully engage Southwest Washington youth and adults in the regional economy Engage those disengaged from labor force and education systems, especially year olds, the working poor, intergenerational poor, drop-outs, youth without post-secondary plans, those with disabilities, offenders, and veterans. Provide tools and resources to help youth and adults plan for career success.

Goal B: Provide avenues for residents to prepare for careers that lead to self sufficiency Encourage individuals to pursue careers and training in industries and occupations that provide paths to self sufficiency. Enhance opportunities for applied and experiential learning, particularly in math and science. Provide adult basic skills training within the context of vocational and technical education.

Goal C: Provide Southwest Washington industries with a skilled workforce Develop strategies for meeting targeted industries’ workforce needs. Work with economic development organizations and employers to support regional efforts for business recruitment, retention, and innovation. Upgrade skills of incumbent workers. Expand utilization of apprenticeships.

Goal D: Foster a responsive workforce system that offers services in the time, place and structure required by business and workers Operate a responsive, accountable, and flexible workforce system. Fully leverage an optimize resources. Increase WorkSource and workforce system performance.

How SWWDC realizes the plan SWWDC, a non-profit (501C3) organization, provides Funding/resource development Operations Programs management Strategic initiatives, and Partnership coordination in order to achieve the goals of its board. We are also the Local Workforce Investment Board.

Workforce Investment Act funding Appropriated by Congress each year Goes to the Governor and the Washington State Workforce Training and Education Coordinating Board “Passed on” to the Chief Elected Officials – Boards of County Commissioners “Passed on” to Local Workforce Investment Boards.

SWWDC funded programs The three flavors of WIA – Adult program (low income adults) – Dislocated worker program – Youth program (youth from low income families)

Youth programming Who: Approximately 400 youth who are 16 to 21 years old What: Help students develops skills necessary to be successful in the workplace How: Youth work closely with an adult mentor to set and achieve goals through an individualized education, training, and employment plan. Where: Clark, Cowlitz and Wahkiakum Counties

Youth Program Activities Academic support Tutoring, credit recovery, advocacy, training/college identification and application assistance Skills training Team building, communications, decision making, etiquette, harassment prevention Career exploration activities Experiential workshops, job fairs, field trips, career academies Job Search Support Resume writing, interview preparation, dress for success, job search strategies and tools Occupational Training Occupational skills classes and workshops with credentials On-the-job training opportunities and subsidies Work Experience Subsidized and subsidized employment, supported employment for foster youth Support Resource and Services Transportation, child care, clothing, learning supplies, incentives, mental health and drug and alcohol services

SWWDC Governance Executive Board of County Commissioners WorkSource WIA Adult, and Dislocated Worker Service Contractors, Employment Security Programs, others Youth Services Contractors Special Initiatives Partners Companies. Economic Dev., K-12, Colleges, Labor, Governments, Communities Southwest Washington Workforce Development Council Exec. Board is corporate board of directors Board Committees

Executive Board of County Commissioners (EBOCC) Interlocal agreement Apportionment of resources by county Appointment of council members Cowlitz: Mike Karnofski Wahkiakum: Dan Cothren Clark: Marc Boldt

Workforce Development Council Membership: – Nominated by Chambers or EDCs, appointed by county commissioners or constituencies – Private sector majority – Partners: WorkSource, DSHS, education, economic development, labor, community organizations – Two EBOCC members Fulfills WIA and state mandated roles, focusing on policy and oversight Meets bi-monthly

Workforce Development Council Private Sector Robert Gaffney, Gaffney Counseling and Consulting Keith McPhun, Cornell Pump Eric Hovee, E.D. Hovee & Associates Jeff Graham, UNFI Angela Simmons, IQ Credit Union Kay Dalke, Retired John Vanderkin, Employer’s Overload Brad Murphy, Thompson Metal Fab Kelly Parker, Greater Vancouver Chamber of Commerce Loren Lee, Retired Lydia Work, American Paper Converting Dale Lemmons, Interstate Trucking Mike Haas, Weyerhaeuser Mindy Heuer, Port of Kalama David Futcher, Futcher-Henry Group Debbie Luchua, PeaceHealth Public Sector Phil Parker, Organized Labor Kathy Jennings, Organized Labor Tim Pfeifer, Organized Labor Robert Bates, WSU-Vancouver Robert Knight, Clark College Chris Bailey, Lower Columbia College John Deeder, Evergreen Public Schools Susan Barker, Castle Rock Public Schools Diane McWithey, Share Ilona Kerby, CAP Lisa Nisenfeld, CREDC Ted Sprague, CEDC Robert Brown, WorkSource Cindy Williams, Vocational Rehab Kristine Hammond, DSHS Mike Karnofski, Cowlitz County Commissioner Dan Cothren, Wahkiakum County Commissioner

Standing Committees Executive Board Finance Committee Youth Council WorkSource Accountability Committee Legislative Committee

Where to Find Us 805 Broadway, Suite 412 Vancouver, WA – voice fax