ALAMEDA COUNTY WORKFORCE INVESTMENT BOARD (WIB) EXECUTIVE COMMITTEE MEETING NOTICE

ALAMEDA COUNTY WORKFORCE INVESTMENT BOARD (WIB) EXECUTIVE COMMITTEE MEETING NOTICE I. CALL TO ORDER AND ROLL CALL Tuesday, November 25, 2014 9:30-11:30 AM Wallflower Room 24100 Amador Street, 6th Floor Hayward, CA AGENDA PAGE II. III. IV. COMMITTEE UPDATES Committee Chairs STAFF REPORT Patti Castro, Director PUBLIC FORUM The public can address the Committee on issues other than those on the agenda. Members of the public who wish to address the Committee on published issues should do so at the time the agenda item is being discussed. V. ACTION ITEM A. Update and Revisions to Annual Budget for PY 2014/2015 1 VI. INFORMATION ITEMS A. Chief Local Elected Official Agreement Extension Through June 30, 2015 9 B. Status of Board & Committee Membership 20 VII. DISCUSSION ITEMS A. Implementation Planning for the Workforce Innovation and Opportunity Act (WIOA) 21 B. ACWIB Leadership Retreat 33 C. Set Consent and Regular Calendar 38 VIII. ANNOUNCEMENTS COMMITTEE MEMBERS: Vacant, Chair; James Paxson, WIB Vice-Chair; Ellouise Patton, Workforce Systems Committee Chair; Dan Walters, Economic Development Committee Chair; Gana Eason, Youth Policy Council Chair. THIS IS AN OPEN MEETING. ALL WIB MEMBERS ARE ENCOURAGED TO ATTEND This WIA Title I financially assisted program or activity is an Equal Opportunity Employer Program. Auxiliary aids and services are available upon request to individuals with disabilities. If you require specific accommodation due to a disability, please call Flo Fox at (510) 259-3842 at least 72 hours in advance.

ITEM V.A. ACTION UPDATE AND REVISIONS TO ANNUAL BUDGET FOR PY 2014/2015 RECOMMENDATION: That the Alameda County Workforce Investment Board Executive Committee approve: 1. An allocation of $40,000 from the Design It-Build It-Ship It (DBS) Project to KRA Corporation for employer services to the DBS project for the period of December 1, 2014 thru June 30, 2014. The funds and work objectives for DBS will be amended to the PY 2014-2015 Employer Services contract with KRA Corporation; and, 2. The Update and Revisions to the Annual Budget, as presented in this Item, for Program Year 2014-2015 for Workforce Investment Act activities and services funded by WIA Formula Allocations and Discretionary Grants. BACKGROUND: A PY 2014-2015 Annual Budget was reviewed and approved by the full WIB on May 8, 2014. This budget identified $7,761,524 in revenue based on the final awards for Adult, Dislocated Workers and Youth Formula funds, an estimate of Rapid Response funds, and an estimate of carry forward Discretionary funds. The total revenue was allocated in-line-with the allocation strategies and provider awards approved by the WIB for the PY 2014-2015 WIA Formula programs. Staff reported to the WIB that there has been a steady decline in revenue over each of the last three program years with the WIA Formula grants dropping by 9% from PY 12-13 to PY 13-14 and another 11.7% drop from PY 13-14 to PY 14-15. The WIB directed staff to present updates to the Annual Budget at the Executive Committee s August meeting. Staff presented a Discussion Item which updated the Rapid Response allocations and the Discretionary Grant carry-forwards. Staff did not recommend action as several aspects of the carry-forward formula funds were un-resolved, and the details of the second round of the PY 14-15 formula allocations were not yet known. An analysis of budget and expenditures through October 31, 2014 provides changes in revenue and expenditure plans that require review and action by the Executive Committee. UPDATE to REVENUE for PY 2014/2015 WIA Formula Grants: The final PY 14-15 Formula Grant allocations for Adults, Dislocated Workers, Rapid Response and Youth Programs are presented in Attachment V.A.1. In the second round of the Adult, Dislocated Worker and Rapid Response formula allocations the Department of Labor implemented a.0554 percent rescission. The final total is $2,439 less-than the total identified by staff at the August meeting of the Executive Committee.

Formula Carry-forward from PY 13-14: Staff s analysis of the cumulative expenditures through October 31, 2014 of the PY 13-14 Formula allocations identifies a total of $264,000 in funds carried into PY 2014-2015. These funds are obligated for expenditure in two specific areas. First is to cover the operational costs of the Career Centers and Employer services during the 1 st quarter of PY 2014-2015 due to the limited formula funding available for that period of time. Second is to address the cost of participant training (ITAs / OJTs) and customized training for those individuals whose training carried into PY 2014-2015. Use of the PY 2013-2014 formula funds for this training is part of the 25% training expenditure requirement implemented by State law for WIA Adult and Dislocated Worker formula funds. As noted at the August Executive Committee meeting, once non-wia training expenditures for WIA enrolled participants have been identified for PY 2013-2014 and 2014-2015 enrollments, and the invoice payments finalized for the 1 st quarter of Career Center and Employer services activity, an un-obligated portion of the Formula funds may be available. This result, however, will not be certain until January or February 2015. Discretionary Grants: Youth 15% Career Technical Education (CTE) Project: In June 2013 the State awarded Alameda County WIB a grant to implement a Youth 15% Discretionary Grant Project in partnership with the Peralta Community College District-Laney College with a maximum award of $238,750. Implementation began in September 2013 and the grant continues to March 31, 2015. Cumulative expenditures through June 30, 2014 of $13,781, provides a balance of $224,969 to be spent in PY 2014/2015. Of this amount $201,813 is provided to Peralta / Laney College for training, and the balance of $23,156 covers WIB staff program oversight and management of the project. Multi-Sector Grant (MSG) Project: In February 2013 the State approved a 25% Dislocated Workers Discretionary Grant that includes funding for 14 different California WIBs, and is being administered by the South Bay WIB. It is retro-active to September 1, 2012 and has been extended to September 30, 2015. ACWIB was allocated, in two increments, a total of $981,547 over the full period of the grant. Expenditures thru June 30, 2014 totaled to $400,788. The remaining balance of $580,759 is available for the period of July 1, 2014 thru March 31, 2015. This is an increase in availability for PY 14-15 over the expectation presented to the WIB in May. The obligation to spend these funds on program services and training for participants did not change and there is no net impact on the budget plans for PY 14-15. Operation My Home Town: The Alameda County Sheriff s Office received a Second Chance Act Two-Phase Adult Reentry Demonstration grant from the U.S. Department of Justice for implementation of coordination activities in PY 14-15. The Sheriff s Office identified a total of $61,250 for activities linking WIA services to reentry activities at the Santa Rita jail. The Comprehensive One-Stop is one of the service delivery sites for this project and Rubicon Programs has experience in reentry projects. An award of $44,990 has been allocated to ACWIB for Rubicon in PY 14-15. The balance of $16,260 will address the ACWIB staff oversight and coordination activities for the project.

Design It-Build It-Ship It (DBS): This workforce initiative in the East Bay implements career pathways in advanced manufacturing, transportation/logistics and engineering. ACWIB s participation covers the connections between job seekers and employers during the period of September 2014 through September 30, 2015 utilizing an allocation of $175,000. An award of $40,000 to KRA for the employer connection is recommended by staff. Approximately $120,000 will be made available to the Career Center system for the case management activities to identify DBS individuals from the education system and to provide the appropriate job-readiness and placement services in-coordination-with the employer services activities. Staff will provide a recommendation on the funding strategy for the Career Centers for these DBS activities at the December WIB meeting. The balance of $15,000 will address the ACWIB staff oversight and coordination activities for the project. H1B Ready to Work: ACWIB was notified in late October 2014 that a regional H1B project had been funded and that ACWIB s portion totals $1,000,000 over a four-year period. Services and activities will focus on the long-term unemployed in the Tri-Cities area utilizing the system to recruit, case manage and place eligible individuals. Staff expects that the operational details will be set-up in January 2015 such that recommendations for allocation of the available funds will be presented at the WIB s March 2015 meeting. Staff s plan expects that $85,500 will be spent during the PY 2014-2015 program year. Career Pathways Trust: This project is funded through the California Department of Education and covers a regional plan to restructure the East Bay K-14 educational system around career pathways. The process began on July 1, 2014 and carries forward to June 30, 2018. ACWIB anticipates funding of approximately $200,000 over a 2 3 year period beginning in December 2014. Staff has included an estimate of $45,500 in the PY 2014-2015 budget. The exact amount will be decided by the Executive Oversight Committee for the Peralta CPT Initiative. BUDGET DISTRIBUTION for PY 2014/2015 The distribution of the WIA Formula and Discretionary Grant revenues for WIB Department operations and program strategies is based on: 1) WIB s approval at the March 13, 2014 meeting of the WIA PY 2014/2015 Formula Funds the Adult and Dislocated Worker Program Allocations, and the WIA Youth Funding Allocation and Distribution Methodology; 2) Funding and award actions approved by the WIB at the May 8, 2014 meeting; and, 3) The activities and services of the Discretionary Projects, which will continue through PY 2014/2015 and reflect the planned expenditures to operate those projects. The Budget Distribution Chart (Attachment V.A.2.) allocates the WIA Formula Grant and Rapid Response funds, using the percentage distribution chart (Attachment V.A.3.), to the line items of the Annual Budget. Discretionary Projects are awarded with specific budget plans approved by the

awarding agency. These budget plans are included in the applicable line items of the Annual Budget Distribution. The PY 2014-2015 awards to providers are presented in Attachment V.A.4. For further information, please contact: David Harkess, Program Specialist, at (510) 259-3832 / email at: dharkess@acgov.org. or, Jennifer Mitchell, Program-Financial Specialist, at (510) 259-3829 / email at: Jennifer.mitchell@acgov.org. ATTACHMENTS: V.A.1. WIA Grant Revenues July 1, 2014 thru June 30, 2015 V.A.2. Budget Distribution of WIA Revenues July 1, 2014 thru June 30, 2015 V.A.3. WIA Formula Allocations Adults, Dislocated Workers & Youth / PY 2014/2015 V.A.4. PY 2014-2015 WIA Funding Awards to Providers

ALAMEDA COUNTY WORKFORCE INVESTMENT BOARD ANNUAL BUDGET - PY 2014/2015 -- UPDATE @ 11-25-14 ATTACHMENT V.A.2. PLANNED DISTRIBUTION of REVENUES -- PY 2014/2015 FORMULA ALLOCATIONS & DISCRETIONARY GRANTS For Period of: July 1, 2014 thru June 30, 2015 PY 14/15 PY 13/14 Program Strategies - Funded or Allocated: BUDGET BUDGET 1. WIB Dept Program Operations $741,675 $1,086,050 2. MIS, Reporting, Eligibility - all programs $475,509 $437,250 3. Business Services - Adult, DWs, Rapid Response $283,674 $431,024 4. Systems Support - WIA services & operations $216,689 $245,113 5. Solyndra Plant Closure / ended 9-30-13 $63,565 6. Youth 15% Career Technical Ed (CTE) $224,969 $13,781 7. Multi-Sector Plant Layoff Project $580,759 $400,788 8. Operation My Home Town (OMHT) $61,520 9. Design It-Build It-Ship It (DBS) $125,000 10. H1B - Ready-to-Work $85,500 11. Career Pathways Trust $45,500 12. ITAs-OJTs / Employer Customized Training Projects $690,973 $956,673 13. One-Stop Career Center System $2,383,749 $3,012,103 14. Employer Services Hub $340,000 15. Stress Counseling / Mental Health Services $155,000 16. Outplacement Services $140,000 17. Youth Services & Strategies / Year-round $1,500,000 $1,673,649 18. TOTAL for WIA FORMULA ALLOCATIONS $8,050,517 $8,319,996 Total Revenue - Attachment A 8,050,517 3/19/15 1:18 PM Total under / (over) allocation (0) 0 NOTES: A. WIB Department Operations: Addresses WIB Department staff, the WIB Board, Youth Council and Department operating expenses, and County services charges. B. Program Strategies - Funded or Allocated: Projects, programs and service strategies, as approved by the WIB, and implemented by staff, thru contracts or other agreements. Includes WIB Department staff assigned to Rapid Response and Business Services. C. Discretionary Projects: Contracted services for ACWIB's participation in the Discretionary Grant projects for PY 14-15 (Youth 15% CTE, Multi-Sector). Includes ITA-OJTs, WIB staff & operating costs, and contracts for services & activities.

ITEM VI.A. INFORMATION CHIEF LOCAL ELECTED OFFICIAL AGREEMENT EXTENSION THROUGH JUNE 30, 2015 BACKGROUND: On August 26, 2014 your committee approved forwarding to the Board of Supervisors a recommendation to extend the adopted Chief Local Elected Official (CLEO) Agreement to June 2015 as the current agreement expired on September 30, 2014. At their meeting on September 9, 2014, the Board of Supervisors approved the CLEO extension through June 30, 2105 as requested by the ACWIB. A copy of the CLEO with its First Amendment and signatures is attached. The Bylaws require the full WIB approval at the next quarterly meeting which will be on December 11, 2014. For more information, please contact Patti Castro, Director at 510-259-3843 or by email at pcastro@acgov.org. ATTACHMENT: VI.A.1. CLEO Agreement Extension Through June 30, 2015

ITEM VI.B. - INFORMATION - Revised Handout - STATUS OF BOARD & COMMITTEE MEMBERSHIP BACKGROUND: The purpose of this item is to update the Executive Committee on any membership changes and/or updates to the Board and its Committees. Filling vacancies on the WIB are a priority in order to comply with statutory requirements to have a 51% private sector majority on the board by the time the State s recertification documents need to be submitted. Based on discussion in Item VII.B. regarding the Retreat, new Committees or realignment of current Committees may be forthcoming or decided. Workforce Investment Board (WIB) New Members (pending approval of Alameda County Board of Supervisors (BOS) on November 25, 2014): Private Sector: David Ackerman, Livermore Premium Outlets Jeff Bowser, AMS.net Nima Jafarian, Phillips NumiLEDs Stacy McAfee, University of Phoenix Jennifer Ong, Family Eye Care Lisa Shell, PG&E Ashton Simmons, Rouse Properties Len Turner, Turner Group Construction Vacancies: Private Sector Two One-Stop Partner SSA - One Other Transit Agency One WIB Chair and Vice-Chair (Two Year Term) - elections to be held at December WIB Meeting. Youth Policy Council (YPC) Vacancies: WIB Members Two Youth Representative One Local Educational Agency - One For further information, please contact Patti Castro, Assistant Director at (510) 259-3843 or email pcastro@acgov.org or Flo Fox, Board Secretary at (510) 259-3842 or ffox@acgov.org.

ITEM VI.B. - INFORMATION STATUS OF BOARD & COMMITTEE MEMBERSHIP BACKGROUND: The purpose of this item is to update the Executive Committee on any membership changes and/or updates to the Board and its Committees. Filling vacancies on the WIB are a priority in order to comply with statutory requirements to have a 51% private sector majority on the board by the time the State s recertification documents need to be submitted. Based on discussion in Item VII.B. regarding the Retreat, new Committees or realignment of current Committees may be forthcoming or decided. Workforce Investment Board (WIB) New Members (pending approval of Alameda County Board of Supervisors (BOS) on September 9, 2014): Private Sector: David Ackerman, Livermore Premium Outlets Jeff Bowser, AMS.net Nima Jafarian, Phillips NumiLEDs Stacy McAfee, University of Phoenix Jennifer Ong, Family Eye Care Lisa Shell, PG&E Ashton Simmons, Rouse Properties Len Turner, Turner Group Construction Vacancies: Private Sector Two One-Stop Partner SSA - One Other Transit Agency One WIB Chair and Vice-Chair (Two Year Term) - elections to be held at December WIB Meeting. Youth Policy Council (YPC) Vacancies: WIB Members Two Youth Representative One Local Educational Agency - One For further information, please contact Patti Castro, Assistant Director at (510) 259-3843 or email pcastro@acgov.org or Flo Fox, Board Secretary at (510) 259-3842 or ffox@acgov.org.

IMPLEMENTATION PLANNING FOR THE WORKFORCE INNOVATION AND OPPORTUNITY ACT (WIOA) Broad WIOA Goals Increase Access to education, training & employment High quality workforce development system More relevance to local & regional labor market Enhance services and system design Increase prosperity of workers & employers Prepare workforce for a competitive economy

WHAT S NEW WITH WIOA Composition of the local Board Regional approach to planning & implementation Includes Economic Development & Labor Market analysis Partnering with Adult Education and Vocational Rehabilitation Co-location of WIOA and Wagner-Peyser Services 75% Youth expenditure for out-of-school youth 16-24 Sequence of Services at the Career Center Changes to performance measures Shared costs of infrastructure of Career Centers

WHAT S NEW WITH WIOA Emphasis on alignment of local & regional programs to improve and increase services to job seekers and employers Workforce programs Adult Education Vocational Rehabilitation Economic Development Community Colleges Higher Education Career Pathways Employers

WHAT S THE SAME Service Delivery thru One-Stop Career Centers Individualized Training leading to employment 3 Funding streams: Adults, Dislocated Workers, Youth Partner services accessible thru the One-Stop system Serve both job seekers and employers Provide Rapid Response services to businesses Performance measured after exit Local government is fiscally responsible for WIOA Local appointed Board manages policy & program

STATE & LOCAL WORKFORCE GOVERNANCE Business-led at the State & Local levels State board composition changes Local boards can reduce membership To a minimum of 19 State & Local boards are grandfathered If WIOA compliance is achieved

STATE & LOCAL GOVERNANCE In appointing the WIOA board, Board of Supervisors shall include: Majority Private Sector (51%) Workforce representation, including Labor (20%) Adult Education & Literacy Higher Education Government & Economic Development Wagner-Peyser

WIOA LOCAL BOARD 10 Business representatives (51%) 4 Labor representatives (20%) 1 Adult Education/Literacy 1 Vocational Rehabilitation 1 Higher Education 1 Wagner-Peyser 1 Economic Development Minimum total of 19 members

STATE & LOCAL GOVERNANCE In appointing the WIOA board, Board of Supervisors may include: Community Based Organizations (CBOs) Youth organizations Note: WIOA does not require a designated Youth Policy Council Transportation Housing Specialists Philanthropic organizations

STATE & LOCAL GOVERNANCE WIOA suggests committees for: one-stop career center operation planning and operation of youth services provision of services to individuals with disabilities The committee shall be chaired by a board member, and shall include members appointed by the local board who are not members of the local board

CORE PARTNERS FOR WIOA Title I WIOA Programs Adult, Dislocated Workers, Rapid Response & Youth Vocational Rehabilitation Adult Education & Literacy Department of Labor Wagner-Peyser

OTHER KEY PARTNERS Local business and employers Education K-12, Adult Schools, community colleges, higher education, private sector schools, training and vocational training Pre-apprenticeship CalWORKs / TANF programs Economic Development & Chambers of Commerce

WIOA PLANS REQUIRED State must submit a Unified Plan to DOL Optional Combined Plan Local boards Unified Plan to the State Regional plan from local WIBs within a State defined WIOA region The WIOA Planning process promotes alignment of workforce development programs with regional economic development strategies to meet the needs of local and regional employers

WIOA CHANGES TO CAREER CENTER OPERATIONS New MOU among the partners Co-located WIOA & Wagner-Peyser services CalWORKs/TANF & CalFresh as suggested partners in the Career Centers Service access for individuals with disabilities Change to enrollment process Competitive, open procurement every 3 years

WIOA CHANGES TO YOUTH PROGRAM 75% of funds to serve out-of-school youth ACWIB allocated 90% Serving out-of-school youth age 16-24 20% of funds for work-based learning Paid & unpaid work experience Eliminates literacy & numeracy performance Adds in-program skills gain measure during training

LOCAL BOARD FUNCTIONS Create a local plan Workforce Research & Regional Labor Market Analysis Convening, Brokering & Leveraging Lead & engage with a diverse range of employers Career Pathways Proven & Promising practices

LOCAL BOARD FUNCTIONS Technology to maximize the accessibility & effectiveness of local, regional systems Program oversight Negotiation of local performance measures Selection of One-Stop operators Coordination with Education Budget & Administration Accessibility for individuals with disabilities

KEY DATES FOR WIOA 7-22-14 -- WIOA legislation signed into law 1-18-15 -- DOL releases DRAFT Regulations 7-1-15 -- WIOA implementation WIA rules allowable for 1 year 1-22-16 -- DOL issues FINAL Regulations 3-3-16 -- State submits Unified Plan to DOL 7-1-16 -- WIOA Program measures begin

LOCAL PLANNING Inform Board of Supervisors on WIOA changes Track State legislation for WIOA implementation Negotiate new CLEO Agreement for 7-1-15 Reconstitute Workforce Board membership

ITEM VII.A. DISCUSSION IMPLEMENTATION PLANNING for the WORKFORCE INNOVATION AND OPPORTUNITY ACT (WIOA) BACKGROUND: On July 22, 2014 President Obama signed legislation to replace the Workforce Investment Act (WIA). The new law is called the Workforce Innovation and Opportunity Act (WIOA) and is effective at July 1, 2015. Attached to this item are: 1) a detailed overview from the U.S. Department of Labor (DOL) issued in July 2014; and, 2) the functions of the local board as specified in WIOA presented by the California Workforce Association (CWA). A brochure from the National Association of Workforce Boards with an effective overview of the WIOA, its expectations, and what NAWB sees as the call to action will be available at the Executive Committee meeting. The effective date of July 1, 2015 presents a compressed planning period to meet the implementation required by the law. A planning schedule is being developed by staff for presentation at the December 2014 WIB meeting. The following provides a quick overview of WIOA, an assessment of the more immediate steps, and highlights the steps of import to the Executive Committee. Broad WIOA Goals: 1. Increase access to education, training and employment 2. High quality workforce development system 3. More relevance to local and regional labor market 4. Enhance services and system design 5. Increase prosperity of workers and employers 6. Prepare the workforce for a competitive economy State & Local Workforce Governance: Business-led at the State & local levels (remains the same as under WIA) State board composition changes Local boards can reduce membership (to a minimum of 19 under WIOA) State & local boards are grandfathered, if WIOA compliance is achieved Changes prompt Workforce Development Boards to increasingly engage in collaboration, convening and partnership development. In appointing the WIOA board, the Board of Supervisors shall include: 1. Majority Private Sector Business (51%)

2. Workforce representation, including labor (20%) 3. Adult Education and Literacy 4. Higher Education 5. Government and Economic Development 6. Wagner-Peyser NOTE: WIOA does not require a designated Youth Policy Council. The functions defined by WIA for the operation of the Youth Policy Council are not included in WIOA. In appointing the WIOA board, the Board of Supervisors may include: 1. Community Based Organizations 2. Youth organizations 3. Transportation 4. Housing specialists 5. Philanthropic organizations Composition of the local board may be changed by State law, which can require additional seats. Core Partners for WIOA Title I WIOA Programs (Adult, Dislocated Worker, Rapid Response, Youth funding streams) Vocational Rehabilitation Adult Education & Literacy Department of Labor Wagner-Peyser Other Key Partners Local business and employers Education (K12, Adult schools, community colleges, higher education) Pre-apprenticeship CalWORKs / TANF programs Economic Development & Chambers of Commerce New WIOA Plans Required 1. State must submit a Unified Plan to DOL / which includes input from the public and local boards 2. Optional combined plan to DOL from the State 3. Local boards must submit a Unified Plan to the State, which must be consistent with the State Plan 4. A Regional Plan must be submitted from local WIBs within a State defined WIOA region The WIOA planning process promotes alignment of workforce development programs with regional economic development strategies to meet the needs of local and regional employers. WIOA Changes to Career Center Operations

1. New MOU among the Career Center partners 2. Co-located WIOA & Wagner-Peyser services 3. CalWORKs/TANF & CalFresh as suggested partners in the career centers 4. Service access for individuals with disabilities 5. Competitive open procurement every three years WIOA Changes to Youth Program 1. 75% of Youth funds to serve out-of-school youth (note: ACWIB allocated 90%) 2. Serve out-of-school youth age 16-24 3. 20% of youth funds for work-based learning activities 4. Eliminates literacy & numeracy performance requirements 5. Adds in-program skills gain measure during training Key Dates for WIOA Implementation 7/22/14 WIOA legislation signed into law 1/18/15 DOL releases DRAFT Regulations for WIOA 7/1/15 WIOA Implementation, per law (WIA rules allowable for 1 year) 1/22/16 DOL issues FINAL WIOA Regulations 3/3/16 State submits Unified Plan to DOL 7/1/16 WIOA Program measures begin Local Considerations 1. Follow the steps and activities of the State s efforts to implement WIOA and to prepare, develop and authorize implementing legislation 2. Advise and update the Board of Supervisors on WIOA 3. Plan revisions to the composition of the Alameda County Workforce Investment Board, e.g. revise name to Workforce Development Board? 4. Review, revise, and approve a new Chief Local Elected Officials (CLEO) Agreement 5. Develop a Planning Schedule to cover WIOA implementation 6. Identify key partners in the operation of the Career Center System 7. Coordinate planning for WIOA service delivery with the career center providers

8. Linkages with local & regional education, economic development, vocational rehabilitation and workforce development organizations As noted, staff will present a planning schedule on the implementation of WIOA to the full WIB at the December 11, 2014 meeting. This will highlight the anticipated service delivery changes for the Career Center system to be effective with the implementation of WIOA. It will also look to the timeline for developing the local plan and to the methods available for participating in the development of the regional plan(s). For further information, contact: David Harkess, Program Specialist, at 510-259-3832 dharkess@acgov.org, or Patti Castro, WIB Director, at 510-259-3843 pcastro@acgov.org. ATTACHMENTS: VII.A.1. U.S. Department of Labor WIOA Overview VII.A.2. Local Board Functions 107(d) presented by CWA

U.S. DEPARTMENT OF LABOR THE WORKFORCE INNOVATION AND OPPORTUNITY ACT OVERVIEW July 22, 2014 THE WORKFORCE INNOVATION AND OPPORTUNITY ACT (WIOA) President Barack Obama signed WIOA into law on July 22, 2014. WIOA is designed to help job seekers access employment, education, training, and support services to succeed in the labor market and to match employers with the skilled workers they need to compete in the global economy. Congress passed the Act by a wide bipartisan majority; it is the first legislative reform of the public workforce system in more than 15 years. Every year the key programs that form the pillars of WIOA help tens of millions of job seekers and workers to connect to good jobs and acquire the skills and credentials needed to obtain them. WIOA PROGRAMS WIOA brings together, in strategic coordination, the core programs of Federal investment in skill development: employment and training services for adults, dislocated workers, and youth and Wagner-Peyser employment services administered by the Department of Labor (DOL) through formula grants to states; and adult education and literacy programs and Vocational Rehabilitation state grant programs that assist individuals with disabilities in obtaining employment administered by the Department of Education (DoED). WIOA also authorizes programs for specific vulnerable populations, including the Job Corps, YouthBuild, Indian and Native Americans, and Migrant and Seasonal Farmworker programs as well as evaluation and multistate projects administered by DOL. In addition, WIOA authorizes other programs administered by DoED and the Department of Health and Human Services. WIOA replaces the Workforce Investment Act of 1998 and retains and amends the Adult Education and Family Literacy Act, the Wagner-Peyser Act, and the Rehabilitation Act of 1973. HIGHLIGHT OF WIOA REFORMS Requires States to Strategically Align Workforce Development Programs: WIOA ensures that employment and training services provided by the core programs are coordinated and complementary so that job seekers acquire skills and credentials that meet employers needs. Every state will develop and submit a four-year strategy in the form of a single unified strategic plan for core programs - for preparing an educated and skilled workforce and meeting the workforce needs of employers. States can include other key partners in their plans such as Temporary Assistance for Needy Families (TANF) and Perkins career and technical education programs. Promotes Accountability and Transparency: WIOA ensures that Federal investments in employment and training programs are evidence-based and data-driven, and accountable to participants and taxpayers. 1

Core programs are required to report on common performance indicators that provide key employment information, such as how many workers entered and retained employment, their median wages, whether they attained a credentials, and their measurable skill gains. Core programs must measure the effectiveness of services to employers for the first time. DOL and DoED, with input from stakeholders, will establish a common performance accountability system for the core programs. Negotiated levels of performance for the common indicators will be adjusted based on a statistical model that takes into account economic conditions and participant characteristics. Performance reports for states, local areas, and eligible training providers will be publicly available. Programs will be evaluated by independent third parties at least every four years. Fosters Regional Collaboration: WIOA promotes alignment of workforce development programs with regional economic development strategies to meet the needs of local and regional employers. States will identify regions within their state. Local areas in regions will have coordinated planning and service delivery strategies. Improves the American Job Center (AJC) System: WIOA increases the quality and accessibility of services that job seekers and employers receive at their local AJCs. States will establish criteria to certify AJCs at least every three years to ensure continuous improvement, access to services (including virtual access), and integrated service delivery for job seekers and employers. Key partners and services will be available at AJCs through the co-location of the Wagner-Peyser Employment Service and the addition of the TANF program as a mandatory partner. The workforce system will have a common identifier so workers that need employment or training services and employers that need qualified workers can easily find their local AJC. The Secretary of Labor, with input from a new advisory council, other Federal agencies, and states will develop and implement plans to improve the national workforce and labor market information system and help job seekers make informed career choices. States and local areas are encouraged to improve customer service and program management by integrating intake, case management, and reporting systems. AJC partner programs will dedicate funding for infrastructure and other shared costs. Improves Services to Employers and Promotes Work-Based Training: WIOA contributes to economic growth and business expansion by ensuring the workforce system is job-driven matching employers with skilled individuals. State and local boards will promote the use of industry and sector partnerships to address the workforce needs of multiple employers within an industry. State and local boards are responsible for activities to meet the workforce needs of local and regional employers. Local areas can use funds for demonstrated effective strategies that meet employers workforce needs, including incumbent worker training, Registered Apprenticeship, transitional jobs, on-the-job training, and customized training. Employers are incentivized to meet their workforce needs and offer opportunities for workers to learn with increased reimbursement rates for on-the-job and customized training. 2

Provides Access to High Quality training: WIOA helps job seekers acquire industry-recognized credentials for in-demand jobs. Training that leads to industry recognized post-secondary credentials is emphasized. States and local areas will use career pathways to provide education and employment and training assistance to accelerate job seekers educational and career advancement. Local areas have additional procurement vehicles for training to increase customer choice and quality, including individual training accounts, pay for performance contracts, and direct contracts with higher education. Enhances Workforce Services for the Unemployed and Other Job Seekers: WIOA ensures that unemployed and other job seekers have access to high-quality workforce services. WIA service categories of core and intensive services are collapsed into career services and there is no required sequence of services, enabling job seekers to access training immediately. Local areas have flexibility to serve job seekers with greatest need by transferring up to 100 percent of funds between the Adult and Dislocated Worker programs. Job seekers who are basic skills deficient, in addition to those who are low-income individuals, have a priority for services from the Adult program. Unemployment insurance claimants can receive eligibility assessments and referrals to an array of training and education resources through the Wagner-Peyser Employment Service program. Improves Services to Individuals with Disabilities: WIOA increases individuals with disabilities access to high quality workforce services and prepares them for competitive integrated employment. AJCs will provide physical and programmatic accessibility to employment and training services for individuals with disabilities. Youth with disabilities will receive extensive pre-employment transition services so they can successfully obtain competitive integrated employment. State vocational rehabilitation agencies will set aside at least 15 percent of their funding to provide transition services to youth with disabilities. A committee will advise the Secretary of Labor on strategies to increase competitive integrated employment for individuals with disabilities. VR state grant programs will engage employers to improve participant employment outcomes. Makes Key Investments in Serving Disconnected Youth and Other Vulnerable Populations: WIOA prepares vulnerable youth and other job seekers for successful employment through increasing the use of proven service models services. Local areas must increase the percentage of youth formula funds used to serve out-of-school youth to 75 percent from 30 percent under current law. Local areas must spend at least 20 percent of youth formula funds on work experience activities such as summer jobs, pre-apprenticeship, on-the-job training, and internships so that youth can are prepared for employment. YouthBuild participants can get training in growing fields in addition to construction, expanding career opportunities for these youth. Key programs serving Native Americans and Migrant and Seasonal Farmworkers remain AJC partners, ensuring that these program participants can access receive employment and training services from AJCs. 3

Enhances the Job Corps Program: WIOA increases the performance outcomes and quality of Job Corps. Job Corps will report on the Youth program s common performance measures to increase alignment between the programs. Job Corps will establish community networks with employers, labor organizations, and State and local boards to improve services to and outcomes for participants. DOL will use competition to increase performance and quality so Job Corps is serving students well. Reinforces Connections with Registered Apprenticeship (RA): WIOA promotes the use of RA, a proven model that provides workers with career pathways and opportunities to earn while they learn. RA programs are included on the eligible training provider list for the Adult and Dislocated Worker programs as long as they remain registered, providing access to high-quality training. State and local boards will have representatives of RA programs as members, ensuring that a key employer voice contributes to strategic planning activities for the workforce system. RA completion certificates will be recognized as a post-secondary credential, providing job seekers with flexibility. The Youth program may offer pre-apprenticeship training to prepare youth for RA or other career opportunities. Streamlines and Strengthens the Strategic Roles of Workforce Development Boards: WIOA makes state and local boards more agile and well-positioned to meet local and regional employers workforce needs. State and local boards must coordinate and align workforce programs to provide coordinated, complementary, and consistent services to job seekers and employers. Business continues to contribute to strategic development and other activities by maintaining a leadership role on the boards and forming the majority of workforce board members. State and locals boards are more strategic and flexible as board membership is streamlined. EFFECTIVE DATES FOR IMPLEMENTATION In general, the Act takes effect on July 1, 2015, the first full program year after enactment, unless otherwise noted. For example, the amendments to the Rehabilitation Act in title IV take effect on the date of enactment. The WIOA state unified and local plans and the WIOA performance accountability provisions take effect on July 1, 2016. DOL will issue further guidance on the timeframes for implementation of the provisions related to the programs administered by the Department. TECHNICAL ASSISTANCE AND STAKEHOLDER ENGAGEMENT DOL, in coordination with DoED and the Department of Health and Human Services, is working diligently to ensure that states and local areas, other grantees, and stakeholders are prepared for implementation of WIOA. Stakeholder input is critical to the successful implementation of WIOA. Opportunities to provide input in-person and virtually will be communicated through the following WIOA Resource Pages. DOL will provide technical assistance, tools, and resources to States and local areas through the WIOA resource page (www.doleta.gov/wioa), Webinars, and virtual and in-person discussions. DOL will issue proposed regulations reflecting the changes in WIOA soon after enactment. Please email questions regarding WIOA implementation to DOL.WIOA@dol.gov or the appropriate ETA regional office. 4

The Department of Education has established two WIOA Resource Pages: Information related to the adult education and literacy programs under title II of WIOA is available through the Office of Career, Technical, and Adult Education site at: http://www2.ed.gov/about/offices/list/ovae/pi/adulted/wioa-reauthorization.html. Questions may be submitted to OCTAE staff at AskAEFLA@ed.gov. Information related to Rehabilitation Act programs amended under title IV of WIOA is available through the Rehabilitation Services Administration s site at: http://www.ed.gov/about/offices/list/osers/rsa/wioa-reauthorization.html. 5

LOCAL BOARD FUNCTIONS 107(d) 1. Create a Local Plan the board in partnership with CLEO shall develop and submit a local plan. If the local board is part of a planning region, the board shall collaborate with other local areas in the preparation and submission of a regional plan described in Sec 106(c)(2) 2. Workforce Research and Regional Labor Market Analysis A. Analysis of the economicc conditions, including regional knowledge and skills, analysis of workforce activities B. Assist the Governor in developing statewide workforce and labor market system C. Conduct other research, data collection, and analysiss related to the workforce needs of the region 3. Convening, Brokering, Leveraging ncluding: Convening local stakeholders to assist in development of local plan Leverage support for workforce development activities from non-federal expertise and resources. 4. Local board shall lead and engage with a diverse range of employers A. To promote business representationn on the local board B. To develop linkages (including the use of intermediaries) with employers too support utilization of the local system C. To ensure workforce investment systems meet the needs of employers andd economic growth D. To develop and implement proven strategies to providing the skilled workers to employers, particularly in in-demand industry sectors 5. Career Pathways Development the local board with reps from secondary and postsecondary education programs will develop career pathways that align employment, training, education and support services 6. Proven and Promising Practices local board shall lead efforts to A. Identify and promote strategies that meet the need of employers and job seekers. Including access to one-stop system (physical and programmatic) B. Disseminate information in other local areas

7. Technology develop strategies to maximize the accessibility and effectiveness of local system by A. Facilitating connections among intake and case management systems of one-stop programs B. Facilitating access to services provided through one-stops, including remote access C. Identifying strategies for better meeting the need of individuals with barriers to employment, including increasing access to one-stop services and improving digital literacy D. Leveraging resources and capacity within local workforce system 8. Program Oversight the local board shall A. conduct oversight for local youth services, employment and training services, and the one-stop system; and (ii) ensure appropriate use of management of the funds. B. For workforce development activities, ensure the appropriate use, management, and investment of funds to maximize performance 9. Negotiation of Local Performance Measures with CLEO, negotiate and reach agreement on local performance 10. Selection of One-Stop Operators (A) Consistent with section 121(d), the local board with agreement of the CLEO (i) Shall designate or certify one-stop operators (ii) May terminate for cause the eligibility of such operators (C) Selection of Youth Providers consistent with Sec 123 (i) By awarding grants or contracts on a competitive basis (exception Sec 123 (b) (ii) May terminate for cause the eligibility of such providers (D) Identification of Eligible Providers of Training consistent with Sec 122 (E) Identification of Eligible Providers of Career Services If the one-stop operator does not provide career services described in Sec 134(c)(2), the board shall identify providers of those services (F) Local board shall work with state to ensure sufficient providers of career and training services (including services to individuals with disabilities and adult ed) that maximizes consumer choice, as well as providing opportunities that lead to competitive integrated employment for individuals with disabilities

11. Coordination with Education Providers (A) The local board shall coordinate with education and training providers including providers of adult education and literacy, career and technical education, and programs under the Rehabilitation Act. (B) The coordination described in paragraph A shall include reviewing applications from Adult Ed organizations to ensure alignment with local plan. Replicating cooperative agreements with DOR that enhance services, cross training, technical assistance, use and sharing of information, cooperative efforts with employers. 12. Budget and Administration (A) The local board shall develop a budget for the activities of board (B) Administration Grant Recipient the CLEO shall serve as the local grant recipient, and shall be liable for any misuse Designation the CLEO may designate an entity to serve as local grant subrecipient. This does not relieve the CLEO of liability Disbursal the local grant recipient or sub-recipient shall disburse grant funds for workforce activities at direction of local board. Grants and Donations the local board may solicit and accept grants and donations Tax Exempt Status local boards my incorporate and may be a 501 (c)3 13. Accessibility for Individuals with Disabilities shall annually assess the physical and programmatic accessibility in accordance with section 188 of the American s with Disability Act, of all one-stops in the local area

ITEM VII.B. - DISCUSSION ACWIB LEADERSHIP RETREAT BACKGROUND: On April 29, 2014, the ACWIB Executive Committee members joined with staff for a facilitated discussion on how to expand ACWIB s impact while increasing its catalytic response to change, remaining flexible, and taking advantage of new emerging opportunities. In addition, the consultant worked through some processes having to do with 1) improving engagement; 2) Making a Market ; and 3) positioning the board to move forward. Staff would like the leadership of the ACWIB to review the retreat Summary and discuss relevant next steps and actions in order to continue improving in the key areas identified by the group. In addition, the outcome of this discussion should provide the Vice-Chair some direction on process steps and items to be shared with the full membership at the December 11, 2014 Quarterly Board Meeting. The Executive Committee may also decide on tasks and activities that are best handled by the board s other committees or by ad-hoc groups. The Summary and Next Steps report compiled by the consultant is attached for your review. For more information, please contact Patti Castro, Director at 259-3843, or by email at pcastro@acgov.org. ATTACHMENT: VII.B.1. Retreat Summary and Next Steps

Alameda County WIB Retreat April 29, 2014 Summary and Next Steps Preparation Design Challenge Alameda County WIB is in a position to expand its impact and be a catalyst for even more robust engagement with its partners, while maintaining a flexible and adaptive process for meeting challenges and taking advantage of opportunities as they emerge. Given this, how do we best organize the Board and its committees to create and implement a coordinated engagement with business and industry to: Add value to business/industry efforts to promote economic development Develop, aggregate, and focus resources and networks Generate and then leverage collective impact Meeting Flow Morning: 1. Framing the Design Challenge for Alameda County 2. Presentation: Creative Fitting and Generating Value Afternoon: 1. Initial Presentation of Ideas for promoting engagement each participant presented a specific idea for improving engagement, focusing on ideas that are actionable in the short term. Ideas clustered in three areas: Better engagement with and use of the Board Better use data to drive Board activities Better communication and branding of the Board s activities 2. Framing of focus for Board Activity moving forward

Conclusions Board Focus: Making a Market Board will actively work to understand employer needs in the region to better match those with the capabilities of job candidates in the region. o Candidates the have jobs but can move to new/different positions o Job seeking candidates o Anticipation of candidates who will be coming into the market Special attention to be paid to ensuring the employers appreciate the range of a candidate s capabilities and relevant skill sets emphasizing that there are relevant candidates who may not be obvious given standard ways of matching candidates to jobs. Board will work to understand the capabilities and needs of candidates to find employment opportunities that are emerging and that match their skill sets. Board will expand efforts to not only understand existing needs, but to more accurately forecast and anticipate employer needs, as well as trends in the many different modes by which candidates are getting the skills and certifications they need. Board will focus on changing certain negative perceptions of job candidates among employers specifically that they are hard to serve or that their barriers to employment are insurmountable. Activities for Making a Market Build diversity among the Board members to represent the key sectors the Board serves Government, Labor, Employers, Private Sector, Education/Training. Engage Board members to build connections, secure resources, and manage relationships with their sectors to ensure that effectiveness of the WIB and ensure that the WIB is providing value to each sector. Board members can also be seen SMEs on employers and clients. Not just chosen because of constituents they represent, but also by virtue of the relevant expertise they bring to the Board. Actively frame Board activities in terms of a larger system that encompasses all the different factors the impact jobs and employment in the region.