California's Strategic Workforce Development Plan - Mt. San Antonio

264 Pages·2013·10.96 MB·English

by  Hurst, Joelle

Table of Contents
Table of Contents
i. Preface ………………………………………………………………………………………………………………………….v
I. Introduction …………………………………………………………………………………………………..............1-1
State Strategic Workforce Development Plan
II. California’s Economy ……………………………………………………………………..............................2-1
Emerging from the Great Recession ..………………………………………………………….……………..2-2
California’s Future Economy ..………………………………………………………………………..…………..2-6
California’s Workforce ……………..…………………………………………………………..…………………..2-19
Summary and Implications ……………………………………………………………………….……………….2-25
III. Governor’s Vision – Shared Strategy for Shared Prosperity …………..…………………..…….3-1
The Challenge……………………………………………………………………………………………………………..3-1
California’s Strategic Workforce Development Plan…………………………………………………….3-4
IV. Goals, Objectives, and Actions of a Shared Strategy for a Shared Prosperity ……………4-1
Business and Industry Goals, Objectives, Actions………………………………………………………..4-2
Adult Goals, Objectives, Actions………………………………………………………………………………….4-4
Youth Goals, Objectives, Actions…………………………………………………………………………………4-8
System Alignment and Accountability Goals, Objectives, Actions………………………………4-10
V. Local Board & One-Stop Actions in Support of the Shared Vision and Goals…………….5-1
High-Performance Local Board Standards and Evaluation Criteria
VI. WIA and WPA Performance Outcomes and Measures ..……………………………………………6-1
Focus on Skills Attainment and Industry-Recognized Credentials
Workforce Investment Act and Wagner-Peyser Act Outcome Measures for
Program Year 2012-13
Consideration of Additional State Performance Measures

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State Operational Plan
VII. Workforce System Overview ……………………………………………………………………………………..7-1
The State Board………………………………………………………………………………….……………………….7-1
Roles and Purpose of the State Board
Composition of the State Board
State Board Committees
State Board Organizational Structure
Local Workforce Investment Areas, Local Boards and One-Stop System……………………..7-9
Local Workforce Investment Areas
Role of Local Workforce Investment Boards
One-Stop Career Centers
WIA/One-Stop Services
California Eligible Training Provider Lists (ETPL)
California’s Broader Workforce System – State Working Group………………………………..7-14
Employment Development Department
Employment Training Panel
Department of Industrial Relations – Division of Apprenticeship Standards (DAS)
Community Colleges
Department of Education
Governor’s Office of Business and Economic Development (GO-Biz)
Health and Human Services Agency
Department of Veterans Affairs
Job Corps
Section 166 Indian and Native American Programs
Section 167 Farmworker Service Programs
VIII. State Operating Systems Supporting the Strategic Workforce Development Plan……8-1
Complimentary Roles of EDD and the State Board………………..…………………………………….8-1
Policy Development and Implementation
WIA Compliance
WIA Administration

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Labor Market Information
WIA Technical Assistance
EDD – Workforce Services Branch (EDD-WSB)………………………………………..………………….8-3
Labor Market Information Division (LMID)
Workforce Management Information System - California Workforce Services
Network (CWSN)
State Approved Apprenticeship, Registered Apprenticeship…………………….………………..8-7
Job Corps…………………………………………………………………………………………………………………….8-9
Services to Employers……………………………………………………………………………………..………….8-9
Services Provided to Agricultural Employers through the One-Stop System………………8-10
IX. State Legislation and Policy Supporting the Strategic Workforce Development
Plan…………………………………………..……………………………….……………….…………………….…...….9-1
State Legislation………………………………………………………………………………………………………….9-1
Policy Enacted Administratively…………………………………………………………………………………..9-5
Local and Regional Strategic Planning
Minimum WIA Performance Standards
Standards for High-Performance Local Boards
Local Board Recertification and Decertification
Local Workforce Investment Area Designation, Appeal and Modification
Memorandums of Understanding and Cost Sharing Agreements
WIA 25 Percent Dislocated Worker Funds
WIA 5 Percent Discretionary Fund Priorities
Eligible Training Providers
Waivers for Multiple Training Modalities…………………………………………………………………….9-9
Waiver for Incumbent Worker Training
Focus on Customized Training for Small Business
Employer Reimbursement for On-the-Job Training
One-Stop Integrated Service Delivery………………………………………………………………………..9-10

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Branding and Marketing of the One-Stop system………………………………………………………9-11
X. Services to State Target Populations ……………..……………………….……………………….……..10-1
Veterans
Older Workers
Individuals with Disabilities
Low-Income Individuals, Eligible Youth, and Limited English Proficiency
Labor and Community Based Organizations Serving Target Populations
Ex-Offenders
Migrant and Seasonal Farm Workers
The Unemployed
Dislocated Workers
XI. Assurances and Attachments …………………………………………………………………………….….…11-1
Appendices
A. Program Administration Designees and Plan Signatures………………………………….A-1
B. Glossary of Acronyms and Abbreviations…………………………………………………….….B-1
C. “California’s Economy” Attachments…………………….………………………………………..C-1
D. WIA Waiver Requests…………………………………………………………………………….……….D-1
E. State Board Member Roster……………………………………………………………………….……E-1
F. California’s 49 Local Workforce Investment Areas……………………………………….….F-1
G. State Working Group Member Roster……………………………………………………………..G-1
H. Interim Five-Year Local Workforce Investment Planning Instructions…….……….H-1
I. Interim “High-Performance” Local Workforce Investment Board Criteria and
Evaluation Criteria for Local Plans and Local Board Certification.….……………….…I-1
J. Section 166 Indian and Native American Program Grantees……………..……………..J-1
K. Section 167 Migrant Seasonal Farmworker Program Grantees…………………….….K-1
L. Wagner-Peyser Act Agricultural Services Plan for Program Year 2012-2013..….L-1
M. California’s Senior Community Service Employment Program State Plan for
Program Years 2012-2015………………………………………………………………………………M-1

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N. Joint Letter to Local Workforce Investment Boards on State-Registered
Apprenticeship Programs……………………………………………………………………………....N-1
O. Questions and Answers: Local Plan Technical Assistance Sessions……………….…O-1

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i. Preface
i. Preface
The California Workforce Investment Board (State Board) is pleased to present California’s
Strategic Workforce Development Plan: Shared Strategy for Shared Prosperity combines both
federal and state planning mandates into a single document:
The federal Workforce Investment Act (WIA) requires the Governor, via the State Board,
to submit a WIA/Wagner-Peyser Act (WPA) State Plan to the United States Department
of Labor (DOL). This plan outlines a five-year strategy for the investment of federal
workforce training and employment services dollars.

California state law [SB 293, Statutes of 2005 (Unemployment Insurance (UI) Code
Section 14020)] requires the State Board to collaborate with the Chancellor of the
California Community Colleges, the State Department of Education, other appropriate
state agencies, and local workforce investment boards to develop a comprehensive
state plan that serves as a framework for public policy, fiscal investment, and operation
of all state labor exchange, workforce education, and training programs.
Chapters II, III and IV primarily address the SB 293 requirement for a comprehensive plan.
These chapters also address several WIA State Plan elements such as the Governor’s vision,
goals, economic and workforce analysis, strategies, and system-wide outcomes. Much of the
rest of the plan, including the High-Performance Local Board Standard and Evaluation Criteria,
more directly addresses the WIA/WPA State Plan requirements, the system leadership role of
California’s 49 local workforce investment boards (Local Boards), and the important service
delivery and coordination role the One-Stops.
The original draft of the State Plan was collaboratively developed and thoroughly vetted by a
range of stakeholders.
A State Working Group of partner agencies developed the vision, strategy, and shared goals for
the broader workforce system. Starting in March 2012, the State Working Group conducted
five (5) regional focus group meetings hosted by Local Boards. These focus groups provided
diverse stakeholders with early involvement in plan development.
In September and October 2012, the State Board reviewed and approved the State Plan vision,
strategy, and shared goals. Immediately following the October 31, 2012 State Board meeting, a
draft of the complete plan was posted on the State Board website for 30 days to invite public
comment. A link to the plan was provided by EDD to the entire workforce community.

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i. Preface
The State Board’s Issues & Policies Committee, at its January 7, 2013 meeting, reviewed, edited,
and approved the Local Plan Guidance and the High-Performance Local Board Standard and
Evaluation Criteria (Appendices H and I). The State Board then scheduled eight (8) local
technical assistance forums hosted by Local Boards. The purpose of these forums was to
provide hands-on guidance to Local Boards on local strategic workforce plan development
(Local Plan). The first forum was held on January 8, 2013 and all were completed by February
25, 2013. Subsequent adjustments to both Appendix H and I resulted from Local Board
feedback at the forums, and a 19-page “question and answer” document was developed and
posted on the State Board website with the final draft of the State Plan.
This current complete draft of the State Strategic Workforce Development Plan was reviewed
and approved by the State Board at its February 13, 2013 meeting. A draft of the complete
plan was again posted on the State Board website for 30 days to invite public comment. A link
to the revised plan was again provided by EDD to the entire workforce community. The plan
was submitted to the DOL on April 15, 2013.

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I. Introduction
I. Introduction
California’s economy is emerging from the worst recession since the Great Depression. As
Governor Edmund G. Brown, Jr. pointed out in his 2013 State of the State Address, “California
lost 1.3 million jobs in the Great Recession, but we are coming back at a faster pace than the
national average.” The impacts of the Great Recession, however, have been serious both for
workers and employers. There are still many more job-seekers than jobs. Perhaps even more
importantly, today’s workers face a very different labor market from their parents – one that is
more volatile and rapidly changing. Many of our institutions, both public and private –
including education, training, unemployment, and re-employment systems – have failed to
keep pace. They were designed for a time when technological change was slower, the labor
force was less globalized, and occupations and careers were more stable.
For California to maintain its status as a place of innovation and shared prosperity, those
institutions must support a “retraining economy.” Workers must be learners who can traverse
a labor market landscape that is less about “jobs” and more about a set of marketable skills
broadly relevant to industry sectors within regional economies. Through the implementation of
California’s Strategic Workforce Development Plan, Governor Brown and the State Board are
committed to making the retraining economy a reality by:
Aligning the state’s workforce institutions and programs around the needs of regional
growth sectors; and thereby

Increasing the number of Californians, including those from underrepresented
demographic groups, who are able to access and succeed in postsecondary education
and training programs.
Regions will carry out and lead most of this work, but the state also has key roles to play. These
include working with the regions to forge a shared vision, as well as coordinating the activities
of state institutions to support that vision and removing barriers to implementation.
The development of California’s Strategic Workforce Development Plan was the first step. The
State Board convened the directors of the state’s key workforce departments and agencies
(State Working Group) to develop a blueprint for action, which committed them to common
strategies, goals, and concrete action steps (Chapters I, III, IV). The draft blueprint was then
taken to regional focus groups to validate, revise, and improve it. Essential elements of the
plan include:

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