SEATTLE-KING COUNTY WORKFORCE DEVELOPMENT PLAN. Workforce Development Council of Seattle-King County

Transcription

1 SEATTLE-KING COUNTY WORKFORCE DEVELOPMENT PLAN Wrkfrce Develpment Cuncil f Seattle-King Cunty April 2016

2 April 27, 2016 Dear Reader, Reginal labr markets ften make dramatic swings based n a number f factrs. Demgraphics shift depending n where jb seekers live, their cmmute patterns, as well as in respnse t incme levels and neighbrhd ecnmics. This Seattle-King Cunty Wrkfrce Develpment Plan takes int cnsideratin recent fluctuatins as well as trends frm the past while als addressing future wrkfrce develpment needs, challenges, and strategies fr the Seattle-King Cunty regin. The Wrkfrce Develpment Cuncil f Seattle-King Cunty (WDC) is led by a private sectr majrity bard and believes that gd jbs prmte human dignity. The bard als understands that all residents shuld have multiple access pints t emplyment services within the American Jb Centers system, branded lcally as WrkSurce Seattle-King Cunty. The bard uses innvative appraches t leverage bth infrmatin and resurces t meet the ever changing needs f dual custmers--reginal industry and jb seekers. The WDC als utilizes the latest labr market, data and talent pipeline frecasts, as well as multiple funding streams t meet reginal jb seeker and industry needs. T address these challenges, the WDC presents the Seattle-King Cunty Wrkfrce Develpment Plan with the gal t supprt a vibrant ecnmy where every resident can reach selfsufficiency with multiple ptins fr entrance int the labr market and cntinued career pathway prgress. Sincerely, Marléna Sessins Chief Executive Officer Wrkfrce Develpment Cuncil f Seattle-King Cunty 2

3 Table f Cntents Executive Summary... 5 L1. Strategic Visin and Gals... 6 L2. High-Perfrming Bard Reginal Designatin R1. Reginal Analysis R2. Reginal Sectr Strategies R3. Reginal Service Strategies R4. Crdinatin with Reginal Ecnmic Develpment Organizatins CR1. Crss-Reginal Sectr Strategies CR 2. Crss-Reginal Service Strategies CR 3. Crss-Reginal Ecnmic Develpment Strategies L3b. Wrkfrce Develpment System Tday L3c. Cre Prgram Resurce Alignment L3d. Alignment f Cre, Mandatry, and Other WrkSurce Prgrams L3e. Expanding Access t Emplyment, Training, Educatin, and Supprtive Services thrugh Integratin L4. Targeted Outreach t Individuals with Barriers t Emplyment L5. Crdinatin with Relevant Secndary and Pst-secndary Educatin Prgrams L6. Career Pathways, C-Enrllment, and Imprved Access t Pst-Secndary Credentials L7. Business Engagement and Sectr Strategies L8. Industry-Driven Training and Business Service Strategies L9. Cntinuus Imprvement f Eligible Service Prviders L10. Wireless Internet Access L11. Facilitating Accessibility thrugh Technlgy and Other Means L12. Accessibility Custmers with Disabilities L13. Adult and Dislcated Wrker Emplyment and Training Activities L14. Yuth Wrkfrce Develpment Activities L15. Crdinatin with Statewide Rapid Respnse Activities L16. Supprtive Services and Transprtatin L17. Crdinatin with Wagner-Peyser Services L18. Crdinatin with Adult Educatin and Literacy Activities L19. Crdinatin with Divisin f Vcatinal Rehabilitatin

4 L20. Cmpetitive Prcess t Award Sub-grants and Cntracts L21. Crdinatin f Cntracts, Individual Training Accunts, and Custmer Chice L22. Integrated, Technlgy-Enabled Intake and Case Management L23. Perfrmance Accuntability Attachment A: Sectr Partnership Framewrk Attachment B: Reginal Service Crdinatin Framewrk Attachment C: Reginal Ecnmic Develpment Framewrk Attachment D: Lcal Area Prfile Attachment E: Lcal Wrkfrce Develpment Bard Membership and Certificatin Attachment F: Assurances Attachment G: Plan Certificatin Attachment H: Public Cmment Attachment I: Perfrmance Targets L signifies sectins regarding lcal planning. R signifies sectins regarding reginal planning. CR signifies sectins regarding crss-reginal planning. 4

5 Executive Summary The Wrkfrce Develpment Cuncil f Seattle-King Cunty (WDC) is a nnprfit wrkfrce grantmaking rganizatin whse missin is t supprt a strng ecnmy and the ability f each persn t achieve self-sufficiency. The WDC wrks thrughut the cmmunity, bringing emplyers, jb seekers, yuth, educatrs, labr grups and ther nnprfits tgether t find and fund slutins t wrkfrce gaps. The Wrkfrce Innvatin and Opprtunity Act (the Opprtunity Act), Public Law , was signed by President Obama n July 22, 2014 after passing Cngress with brad bipartisan supprt. The Opprtunity Act reauthrizes and amends the Wrkfrce Investment Act (1998) thrugh imprtant wrkfrce system refrms. The Opprtunity Act empwers lcal areas and private sectr-led wrkfrce bards with the respnsibility f develping a strategic, integrated plan that supprts ecnmic grwth and labr frce needs intended t grw the capacity and perfrmance f the wrkfrce system. Lcal Wrkfrce Develpment Bards are required t develp a fur-year plan that describes the strategies, prgrams, and activities they will carry ut t implement the Opprtunity Act. This Seattle-King Cunty Wrkfrce Develpment Plan is a multi-year actin plan develped t reflect gals and bjectives in each f the WDC s fcus areas. The plan serves as a guide, prviding strategic directin fr the WDC Bard, its cmmittees and the rganizatin s staff. The WDC advances its missin and wrks twards its lng-term visin thrugh strategic effrts in fur actin areas: WrkSurce and Accessibility, Yuth Educatin and Emplyment, Sectr Strategies, and Research and Innvatin. With cnsideratin f lcal wrkfrce needs and thughtful cntributins frm partners and stakehlders, the WDC has develped an actin plan fr Prgram Years The gals and bjectives identified entail cllabratin acrss the full span f the wrkfrce develpment system and utilize the breadth f the system s assets and expertise. As part f the WDC s rle as a leader and cnvener, the WDC has cllabratively develped these cmprehensive gals and bjectives t align and crdinate lcal wrkfrce develpment effrts. Guided by the Wrkfrce Innvatin and Opprtunity Act and Jb-Driven Checklist as mdels fr success, the WDC will wrk t ensure that these bjectives guide its wrk ver the next fur years. Described in this plan are examples f strategies and best practices that the WDC will utilize in rder t accmplish its gals. WrkSurce and Accessibility, Yuth Educatin and Emplyment, Sectr Strategies, Research and Innvatin 5

6 L1. Strategic Visin and Gals Wrkfrce Develpment Cuncil f Seattle-King Cunty (WDC) is a nnprfit wrkfrce grant-making rganizatin whse missin is t supprt a strng ecnmy and the ability f each persn t achieve self-sufficiency. The WDC wrks thrughut the cmmunity, bringing emplyers, jb seekers, yuth, educatrs, labr grups and ther nnprfits tgether t find and fund slutins t wrkfrce gaps. As part f the WDC s strategic planning prcess arund the Seattle-King Cunty public wrkfrce develpment system, leadership and staff have cnducted extensive utreach t partners within the cmmunity. The Strategic Plan utlined belw is a prduct f mnths f engagement with the WDC Bard, staff, partners, and the brader cmmunity. Sectin L1 highlights the WDC s strategic visin and gals fr preparing an educated and skilled wrkfrce in rder t supprt reginal ecnmic grwth and ecnmic self-sufficiency. Wrkfrce Develpment Strategic Plan Wrkfrce develpment partnerships are the fundatin f success fr matching wrkfrce skills with emplyer needs while supprting self-sufficiency fr custmers. These effrts have a prfund impact n the Seattle-King Cunty cmmunity by: Prviding industry with the skilled wrkers needed; Increasing family self-sufficiency thrugh skill develpment and career pathways; Preparing yung peple fr lifelng learning and emplyment success; Aligning wrkfrce system, emplyers, educatrs, and ther partners fr efficient and effective use f resurces; and Bringing millins f federal dllars fr ecnmic and wrkfrce develpment t the area. Visin Leadership tward an inclusive dynamic reginal ecnmy Missin T champin a wrkfrce and learning system that enables the Seattle-King Cunty regin t be a wrld leader in prducing a vibrant ecnmy and lifelng emplyment and training pprtunities fr all residents. Backgrund The WDC, a 501c (3) nnprfit rganizatin gverned by a vlunteer bard appinted by the King Cunty Executive and the Mayr f the City f Seattle, is at the frefrnt f effrts t define and respnd t wrkfrce issues in Seattle-King Cunty. Deep experience in the field, extensive partnerships lcally and natinally, and creative thught leadership all cme tgether t psitively impact the develpment f the regin s wrkfrce and psitin the WDC as a cmmunity leader and cnvener. An example f the WDC s success in cnnecting industry and wrkfrce strategies is the WDC s CEO, Marléna Sessins, invlvement as a member f the Bard f Directrs fr the Natinal Assciatin f 6 Leadership tward an inclusive dynamic reginal ecnmy

7 Veteran-Serving Organizatins (NAVSO). Ms. Sessins als serves n the Washingtn Wrkfrce Assciatin Executive Cmmittee and the Opprtunity Center fr Emplyment and Educatin (OCE&E) Plicy Cmmittee. She has ffered expert testimny t Cngress and was the 2013 president f the U.S. Cnference f Mayrs Wrkfrce Develpment Cuncil and she cntinues t serve n its bard f trustees. She funded the Natinal Advisry Grup fr Cnnecting Hmeless Jb seekers as part f the wrkfrce system. The WDC s rle as a cnvener and leader is reflected by its supprt f innvative wrkfrce initiatives, ranging frm prgrams that address specific needs f a diverse ppulatin t recgnizing the demand fr mre graduates trained in technical disciplines. The WDC advances its missin and wrks twards its lng-term visin thrugh strategic effrts in fur actin areas: WrkSurce and Accessibility, Yuth Educatin and Emplyment, Sectrs, and Research and Innvatin. A multi-year actin plan is develped WrkSurce and Accessibility, Yuth Educatin and Emplyment, Sectrs, Research and Innvatin t reflect gals and bjectives in each perfrmance area. The plan serves as a guiding dcument, prviding strategic directin fr the WDC Bard, its cmmittees and the rganizatin s staff. Bard cmmittees develp wrk plans n an annual basis and identify steps that enable the WDC t make prgress tward rganizatinal gals articulated in the actin plan. WrkSurce Seattle-King Cunty and Accessibility Overseen by the WDC, WrkSurce Seattle-King Cunty prvides effective and accessible wrkfrce emplyment and training services t a wide variety f yuth, adults, and businesses thrugh interagency partnerships, leveraged resurces, and the delivery f services thrugh a netwrk f gegraphically targeted ne-stp lcatins and virtual envirnments. WrkSurce Seattle-King Cunty brings tgether many prgrams and agencies under ne rf, resulting in a dynamic, ne-stp resurce fcused n custmer service, quality, and seamless access t services fr businesses and jb seekers. Guiding the system are fur cre principles: universal access, custmer chice, accuntability, and integratin. Yuth Educatin and Emplyment WDC yuth prgrams serve yung peple acrss King Cunty with academic supprt, career explratin pprtunities, and wrk experience t help them achieve in schl and in the wrkplace. The WDC Yuth Cmmittee prvides strategic directin fr the WDC s yuth prgrams, shaping a yuth develpment system that bth serves yuth s educatin and vcatinal needs and readies the next generatin f wrkers in Seattle-King Cunty. Sectr Strategies Universal access, custmer chice, accuntability, and integratin Meeting industry demand fr a skilled wrkfrce serves as the fundatin f bth reginal ecnmic grwth and individual prsperity. The WDC plays a critical rle in cnvening industry, educatin and labr leaders arund industry wrkfrce issues and finding slutins that meet business needs and get peple jbs. Sectr strategies include cultivating emplyer engagement in wrkfrce develpment, 7

8 assessing emplyment needs thrugh business intelligence, and cmmunicating industry demand t the educatin system and ther pipeline surces. Research & Innvatin T accmplish its missin f supprting a strng ecnmy and wrkfrce, the WDC wrks t gain a better understanding f lcal wrkfrce needs thrugh innvative research. The WDC prvides a research and develpment center fr wrkfrce issues, serving as a thught leader in the larger wrkfrce develpment cmmunity. Within the scpe f its research and innvatin, the WDC shares labr market trend analyses, develps and evaluates innvative prgrams and plicies t better meet the needs f emplyers and jb seekers, and advcates fr the sustained supprt f wrkfrce develpment as an integral part f ecnmic vitality in the regin. The Wrkfrce Innvatin and Opprtunity Act and Vice-President Je Biden s Jb- Driven Checklist The Wrkfrce Innvatin and Opprtunity Act (WIOA) was signed by President Obama n July 22, 2014 after passing Cngress with brad bipartisan supprt. WIOA reauthrizes and amends the Wrkfrce Investment Act (1998) thrugh imprtant wrkfrce system refrms that supprt and advance jbdriven training. Cinciding with the enactment f WIOA, the Vice-President issued his jb-driven training reprt n July 22, This reprt details a plan f actin and summary f steps already taken in creating a mre integrated, effective, jb-driven wrkfrce develpment system. Many f the refrms and jb-driven effrts were pineered by the WDC. Listed belw are brief descriptins f each jb-driven element. Element 1 Wrk up-frnt with emplyers t determine lcal r reginal hiring needs and design training prgrams that are respnsive t thse needs. Element 2 Offer wrk-based learning pprtunities with emplyers including n-the-jb training, internships, and pre-apprenticeships and Registered Apprenticeship as training paths t emplyment. Element 3 Make better use f data t drive accuntability, infrm what prgrams are ffered and what is taught, and ffer user-friendly infrmatin fr jb seekers t chse the prgrams and pathways that wrk fr them and are likely t result in jbs. Element 4 Measure and evaluate emplyment and earnings utcmes. Element 5 Prmte a seamless prgressin frm ne educatinal stepping stne t anther, and acrss wrk-based training and educatin, s individuals effrts result in prgress. Element 6 Break dwn barriers t accessing jb-driven training and hiring fr any American wh is willing t wrk, including access t supprtive services and relevant guidance. Element 7 Create reginal cllabratins amng American Jb Centers, educatin institutins, labr, and nn-prfits. The WDC will cntinue t utilize best practices cited in WIOA and the Vice-President s Jb-Driven Training Reprt, and has incrprated these elements in its Actin Plan Detailed belw. Cmmunity Engagement and Lcal Plan Develpment With the thughtful cntributins f partners and stakehlders and based n the wrkfrce needs f the lcal area, the WDC Bard has develped an actin plan fr the perid cmprised f the gals and bjectives belw. The gals and bjectives entail cllabratin acrss the full span f the wrkfrce develpment system and utilize the breadth f the system s assets and expertise. 8

9 Develping the Lcal Plan Described belw is a summary f key stakehlder engagement that ccurred in the develpment f the WDC s Lcal Plan. WIOA Lunch and Learns: Upn the initial passage f WIOA in fall 2014, the WDC cnvened three Lunch and Learn sessins describing the many refrms t the public wrkfrce system t WDC Bard members and staff. WIOA Ntice f Prpsed Rulemaking (NPRM) Input Sessins: In May 2015, the WDC cnducted a series f cnvenings t gather input n the WIOA NPRMs that engaged ver 100 attendees, including WDC Bard members and staff, lcal ne-stp system staff and partners, and the brader cmmunity. The input gathered at the cnvenings was analyzed in rder t submit crdinated and cmprehensive cmments t the Departments f Labr and Educatin. WDC Bard Lcal Plan Input Sessins: With each f the fur Bard Cmmittees, staff prvided WIOA training and facilitated input sessins n the lcal strategic wrkfrce plan. WIOA Lcal Plan Cmmunity Frums: Untapped Talent: Key Partner Input: As part f the WDC s strategic planning prcess fr the Seattle-King Cunty public wrkfrce develpment system, leadership and staff have cnducted extensive utreach t partners and the brader cmmunity. The WDC hsted tw cmmunity frums addressing Lcal Plan gals relating t WrkSurce System Services, Accessibility, Yuth, and Sectr Strategies, with ver 40 attendees at each meeting. The WDC als chsted a Cmmunity Frum with the State Wrkfrce Training and Educatin Crdinating Bard t hear cmmunity input, with ver 110 in attendance. WDC staff have als met with and gathered input frm cmmunity rganizatins representing jb seekers with barriers t emplyment, such as peple with disabilities, refugees and immigrants, and ex-ffenders. Gathering this input, WDC staff presented the feedback and lcal plan verview t chief lcal elected fficials and ther key partner representatives per WIOA, including Emplyment Security Department (administers Wagner-Peyser), Basic Skills prviders (Adult Basic Educatin), Divisin f Vcatinal Rehabilitatin, Department f Scial and Human Services (administers TANF), lcal clleges (higher educatin), and lcal and reginal ecnmic develpment entities (Ecnmic Develpment Cuncil f Seattle-King Cunty and Puget Sund Reginal Cuncil respectively), and chief lcal elected fficials fr further cmment and t envisin pprtunities fr alignment. 9

10 Online Public Cmment: Lastly, the WDC will pst the plan nline fr public cmment, t further analyze and incrprate cmments. Recgnizing the many factrs that impact the ecnmy and the supply f and demand fr labr, the WDC Bard will cntinue t evaluate and update its plans t strategically respnd t market changes. On-ging strategic planning effrts will cntinue t face the challenge f addressing a brad range f wrkfrce needs within the limits f available resurces. The WDC Bard will cntinue t evaluate and update its plans t strategically respnd t market changes Actin Plan T mst effectively implement the prvisins f the Wrkfrce Innvatin and Opprtunity Act (WIOA), the WDC has brught tgether cmmunity members, including WDC Bard members and staff, lcal emplyers, service prviders, gvernment fficials, labr members, K-12 and cllege leaders, and many mre t learn abut WIOA and engage in strategic planning. Listed belw are bjectives and gals that reflect the input that cmmunity members prvided. WDC Overall Objectives Share labr market data and prgram utcmes mre bradly in the cmmunity. Map existing and ptential wrkfrce develpment partners t ensure service alignment and crdinatin. Identify and share best practices learned thrugh WDC prgrams and prgrams in the brader wrkfrce develpment cmmunity. Aim t create and sustain relatins necessary t achieve prgram stability and success. Engage prgram custmers in prgram design. Cmmunity Input n Overall Objectives As summarized abve, the cmmunity had many cmments regarding the WDC s verall strategy. Cmmunity input shared that the cmmunity desires mre infrmatin abut data, utcmes and verall best practices. The cmmunity desires mre infrmatin abut data, utcmes, and verall best practices. 10

11 Additinally, the creatin f a well-crdinated system by surveying, mapping, and identifying prgrams and best practices ensures service and prgram integratin. In rder t create and sustain develpment f relatinships necessary t achieve stability and success, individuals asked the WDC t fcus n mre lng-term prjects than shrt individual pilts. Furthermre, cmmunity members asked the WDC t share examples f existing prgrams and describe measurement and deliverables in the lcal plan. WrkSurce Seattle-King Cunty and Accessibility Gal: Deliver jb-driven, effective training and aligned emplyment services t meet the needs f emplyers and jb seekers, especially thse with barriers t emplyment. Objectives: Increase the quantity f jb seekers served and quality f services prvided with Integrated Service Delivery and impactful, culturally cmpetent utreach. Grw wrk-based learning and emplyment pprtunities thrugh emplyer engagement leading t viable career pathways. Prvide services that match with industry skill demand, increase credential attainment, and prmte individual self-sufficiency, emphasizing the grwing demand fr digital literacy. Expand partnerships with cmmunity-based rganizatins wh serve individuals with barriers t emplyment t better address varied needs f a diverse reginal ppulatin. Map existing and ptential wrkfrce develpment partners t ensure service alignment and crdinatin. Identify best practices t better serve custmers, as demnstrated by imprved custmer utcmes and increased custmer satisfactin. Identify and lead pprtunities t align services prvided by WIOA Cre Partners and the brader wrkfrce develpment cmmunity. Utilize principles f cntinuus quality imprvement and sund fiscal and perfrmance management t ensure service cmpliance, quality and efficiency. Cmmunity Input n WrkSurce Seattle-King Cunty and Accessibility One key piece f input identified clarity and eliminating system language thrugh increased branding effrts and utlets. Additinally, industry-demand and emplyer engagement were cited as imprtant terms t be included in the WDC s bjectives and gals. Als, given the grwing imprtance f technlgy as a part f necessary skill sets, digital literacy shuld be a strnger cmpnent in imprving services t individuals with barriers t emplyment, as eched frm cmmunity input. Cmmunity members wanted t see mre gals and bjectives that reflect effrts arund Integrated Service Delivery and crdinatin with ther partners. Services frm ther partners shuld be prvided n site, rather than referrals t anther lcatin. Services frm ther partners shuld be prvided n site, rather just referrals t anther lcatin. When discussing WIOA, (als referred t as the Opprtunity Act) cmmunity members eched the imprtance f emphasis n services t individuals with barriers t emplyment. Cmmunity members suggested sharing pprtunities fr ptential partners t be a part f the system, especially thse rganizatins that specialize in prviding services t individuals with barriers t emplyment. In rder t increase utilizatin f WrkSurce by thse with barriers, sites shuld help peple feel cnnected and welcmed, and ften that means prviding culturally relevant spaces. 11

12 Physical lcatin and transprtatin are ften barriers t jb seekers, and feedback fr the WDC suggested increasing accessibility by lcating WrkSurce sites near public transit and ther imprtant services such as DSHS Cmmunity Services Offices. Yuth Educatin and Emplyment Gal: Develp a future skilled wrkfrce prepared t enter the regin s high demand career pathways and advance t self-sufficiency. Objectives: Increase multiple pprtunities fr career explratin and planning. Grw wrk-based learning and emplyment pprtunities thrugh emplyer engagement that lead t viable career pathways. Supprt retentin in and cmpletin f secndary and pst-secndary credentials, including nn-traditinal training pprtunities. Map existing and ptential wrkfrce develpment partners t ensure service alignment and crdinatin. Develp prgrams that will enable yuth, especially thse wh are discnnected, t successfully enter career pathways. Leverage resurces, funding, and services acrss the wrkfrce develpment system t prvide cmprehensive services. Cmmunity Input n Yuth Educatin and Emplyment Overall, cmmunity members cited the need t better integrate yuth and adult wrkfrce develpment systems, especially in regard t emplyer engagement. Given the Opprtunity Act s shift t emphasize services t discnnected yuth, the WDC heard a great deal f discussin relating t applying educatin tward a living wage career. Cmmunity members als cited the need t fcus n yuth with barriers, such as TANF recipients, ex-ffenders, and English language learners. Input suggested the WDC shuld participate in mre cllabrative partnerships t blend supprtive services, and that reaching self-sufficiency is a gal fr yuth prgrams. As described in the sectin abve, digital literacy shuld be a strnger cmpnent in imprving services t yung peple. T supprt yung peple s entry and retentin in the wrkfrce, yuth services shuld include jb readiness training and sft skills. The WDC was advised t braden funding surces, such as emplyer-spnsred emplyment prgrams with ptins fr internships r spnsrships. Lastly, cmmunity members als suggested bradening pprtunities fr nn-traditinal training, such as apprenticeships, and including participants in prgram design, particularly thrugh yuth ambassadrs. Sectr Strategies Gal: Advance sectr-based wrkfrce develpment t supprt reginal ecnmic develpment and industry-respnsive educatin. Objectives: Cmmunity members cited the need t fcus n yuth with barriers. Prmte emplyer invlvement in wrkfrce planning and the develpment f wrkfrce slutins, especially small and medium size businesses 12

13 Integrate wrkfrce develpment with reginal ecnmic develpment effrts t enhance business retentin and grwth Lead effrts t respnd t industry needs with sectr-based slutins Strengthen reginal emplyer cnnectins t grw wrk-based learning and nn-traditinal training pprtunities such as: apprenticeships, pre-apprenticeships, n-the-jb training, and internships fr adult and yuth jb seekers Cmmunity Input n Sectr Strategies Cmmunity members cmmended the WDC s effrts within sectr strategies and requested that the WDC identify and share best practices with emplyers arund hiring and staff retentin. Feedback encuraged a fcus n utreach t diverse businesses thrugh the minrity business cmmunity, specifically fr small and medium size businesses, as well as prfessinal rganizatins and chambers. Input shwed cmmunity supprt fr mid-level jb transitin services and emphasized prgressin training, especially fr incumbent wrkers. This strategy can als be particularly useful fr Limited English Prficiency (LEP) ppulatins in Cmmunity cmmunity supprt fr mid-level lwer wage jbs. Incentives fr emplyers was als recmmended as well as requiring emplyer cntributins and partial payment fr incumbent wrker training and lastly, feedback shared that the WDC shuld cntinue t develp cnnectins t market ex-ffenders and ther individuals with emplyment barriers t emplyers. Research and Innvatin Gal: Educate wrkfrce develpment plicy makers and stakehlders n reginal wrkfrce needs and initiate prgrams and plicies t meet thse needs. Objectives: Engage in mre system and prcess evaluatin t measure prgrams efficacy and meet emerging needs, publish results and scale as apprpriate. Increase data analysis and disaggregate data t infrm custmer services, especially fr thse with barriers t emplyment. Cnduct research and analysis that identifies reginal wrkfrce needs, and recmmend best practices t address the needs. Infrm public fficials, business, cmmunity leaders, and jb seekers f industry demand and labr supply issues and trends. Bring the regin s perspective n wrkfrce issues t the natinal plicy level. Cmmunity Input n Research and Innvatin Frmerly referred t as a think-tank, cmmunity members repeated that research and innvatin was a better way t describe the WDC s data and strategy wrk. The cmmunity als suggests that the WDC lead effrts in evaluatin and research t develp strnger partnerships and further dialgue with the cmmunity and partners. One example f this might be t disaggregate data related t utcmes fr the 14 WIOA identified ppulatins f individuals with barriers t emplyment. 13 jb transitin services and prgressin training "Innvatin" t describe data and strategy wrk

14 Lastly, accrding t the feedback, the WDC shuld share labr market infrmatin mre bradly with jb seekers. Actin Plan Implementatin As part f the WDC s rle as a leader and cnvener, the WDC has cllabratively develped these cmprehensive gals and bjectives t align and crdinate lcal wrkfrce develpment effrts. Using the Opprtunity Act and Jb-Driven Checklist as mdels fr success, the WDC will wrk t ensure that these bjectives guide its wrk ver the next fur years. Described in this plan are examples f strategies and best practices that the WDC will utilize in rder t accmplish its gals. L2. High-Perfrming Bard In rder t remain a high-perfrming bard as well as maintain alignment with WIOA, the WDC has strategically appinted bard members frm the private sectr, labr, adult educatin and literacy, higher educatin, vcatinal rehabilitatin, Wagner-Peyser, and ecnmic develpment. Cmmittees include: Executive, Finance Cmmittee, Industry and Emplyment (IEC), and Yuth (YC). Executive, Finance, Industry & Emplyment, and Yuth Cmmittees IEC prvides strategic versight f ne-stp system peratins; identifies wrkfrce needs in in-demand industry sectrs and career pathways; identifies gaps in services t target ppulatins, with specific fcus n individuals with barriers t emplyment; leads crdinatin effrts acrss public prgrams and systems; and directs quality system imprvements. YC versees yuth activities, fcusing n discnnected yuth and identified industry need. Bard Cmmittees Executive Cmmittee: The Executive Cmmittee acts n behalf f the full bard in all areas except thse specified in the bylaws as exclusive t the full bard. Membership is based n representatin f cnstituencies mandatry t the full bard and is either cnveyed thrugh selectin by cnstituent grup, cmmittee chairmanship, elected ffice hlder, r invitatin. Finance Cmmittee: The Finance Cmmittee versees the financial health f the rganizatin including investments, financial statements, and audits. It manages bard membership, fficer electins, bylaws, and ther cmpliance functins. In additin, the Finance Cmmittee develps and leads fundraising effrts. Industry and Emplyment Cmmittee: This cmmittee develps strategies that help align the regin s wrkfrce supply with industry demand, and it versees peratins that cnnect adult jb seekers with educatin and emplyment pprtunities 14

15 leading custmers tward ecnmic self-sufficiency. In the sectr arena, the cmmittee s wrk includes identifying the wrkfrce needs f industries which cntribute significantly t reginal grwth and ffers middle-t-high wage jbs with accessible career pathways. In the area f jb seeker services, cmmittee effrts include addressing gaps in services t target ppulatins and directing lean, cntinuus quality imprvements in the wrkfrce system. This Cmmittee als has a System Access Wrkgrup t specifically address accessibility fr individuals with barriers t emplyment. Yuth Cmmittee: The Yuth Cmmittee cntinues t develp strategies and versee peratins that prepare in-schl and ut-f-schl yuth fr the wrld f wrk thrugh educatin, career explratin, skill develpment and wrk experience. It aligns career develpment activities fr yuth with identified industry needs and trends, and engages bth K-12 and pst-secndary educatin in effrts t expand access t career educatin and labr market infrmatin t interested students and their parents. The Yuth Cmmittee als recmmends and apprves yuth initiatives t the bard. 15

16 Reginal Designatin Reginal Designatin Wrkfrce Regin Name: Seattle-King Cunty Fr each Wrkfrce Develpment Area Cmprising the Wrkfrce Regin please list: Seattle-King Cunty Wrkfrce Develpment Area Name and Number: Seattle-King Cunty, Number 5 Cunty r Cunties Cmprising Service Delivery Area: King Cunty Fiscal Agent/Entity Respnsible fr the disbursal f grant funds: Wrkfrce Develpment Cuncil f Seattle-King Cunty 16

17 Reginal Cmpnent R1. Reginal Analysis Overview Within King Cunty, there are 39 cities as well as sub-regins with large ppulatins that have distinct wrkfrce needs and pprtunities. King Cunty residents speak ver 170 different languages and are increasingly diverse as the cunty cntinues t grw. As the largest Cunty in Washingtn State, King Cunty s ppulatin f ver 2 millin makes up 30 percent f the state s ppulatin, and accunts fr 40 percent f jbs and half f Washingtn s ttal payrll; 85 percent f King Cunty's wrkfrce wrks within the cunty. When cmpared with the 2005 Census, ttal King Cunty ppulatin has grwn by percent. Seattle, the state s largest city, represents 33.9 percent f King Cunty s ttal ppulatin. King Cunty is hme t 1.2 millin jbs and ver 74,000 businesses. Just ver 9 percent f Washingtn residents live in the city f Seattle, King Cunty s largest city, and has nearly 19 percent f the 3 millin jbs statewide. Apprximately 23 percent f Washingtn s $150 billin in wages are earned in Seattle, and 16 percent f the state s nearly $110 billin in taxable retail sales are generated in the city. The King Cunty wrkfrce pwers a reginal ecnmy that has the 18 th highest grss metrplitan prduct in the natin 1, and is a significant driver f the state s ecnmic health. Althugh bth King Cunty s industries and its wrkfrce have grwn much mre diverse and mre educated since the late 1990s, tw recessins, ne in the early 2000s and the mst recent which began in 2008, have been heavy hits t the lcal ecnmy. Despite the relative grwth that the Seattle-King Cunty regin has experienced since the Great Recessin, a large number f residents have been left behind ecnmically. The Brkings Metr Mnitr rates successful ecnmic develpment as a higher trajectry f lngrun grwth (grwth) by imprving the prductivity f individuals and firms in rder t raise lcal standards f living (prsperity) fr all peple (inclusin). 2 Seattle ranks 11 th (ut f 100 metrplitan areas) in terms f lng-run grwth and 11 th (ut f 100) fr prsperity, but falls shrt in its 22 nd (ut f 100) ranking fr grwing as an inclusive ecnmy. Seattle s Grwth, Prsperity, and Inclusin Grwth Prsperity Inclusin 11 th 3 rd 22 nd King Cunty: 1.2 millin jbs, ver 74,000 businesses, and 23 Chambers f Cmmerce

18 In-Demand Sectrs and Occupatins Industry in King Cunty is steadily recvering after the devastating effects f The Great Recessin, and sme ccupatins were hit harder than thers. As f December 2015, cnstructin tallied 64,100 jbs, which is 88 percent f 2008 s third quarter ttal and a 36.4 percent increase ver the lw pint. The administrative supprt and waste management sectr has declined t 70,000 jbs, which are levels nt seen since There have been further signs f the recvery. The retail sectr is up t 139,900 jbs, which is higher than its 2008 mark. The regin s unemplyment rate has drpped frm a high f 9.6 percent in January 2010, dwn t 4.5 percent in December 2015 (nt seasnally adjusted). 3 The table belw shws estimates cmpiled in February 2016 f emplyment by emerging industry with prjectins fr Industry Industry emplyment prjectins May Estimated emplymen t 2013 Estimated emplyment 2018 Estimated emplyment 2023 Average annual grwth rate Average annual grwth rate TOTAL NONFARM 1,227,700 1,373,500 1,487, % 1.6% Natural Resurces and Mining % 0.0% Lgging % 0.0% Mining % 0.0% Cnstructin 54,700 68,600 75, % 2.0% Manufacturing 105, , , % 0.3% Durable Gds 82,200 82,900 84, % 0.3% Wd Prduct Manufacturing Nnmetallic Mineral Prduct Manufacturing Primary Metal Manufacturing % 2.7% 3,000 3,200 3, % 1.2% % 0.0% 3 Washingtn Emplyment Security Department/LMPA; Prjectins, May Washingtn Emplyment Security Department/LMPA; Prjectins, May

19 Fabricated Metal Prduct Manufacturing 6,500 7,400 7, % 0.8% Machinery Manufacturing 5,600 6,800 7, % 2.2% Cmputer and Electrnic Prduct Manufacturing Electrical Equipment and Appliance Mfg. Aerspace Prduct and Parts Manufacturing Other Transprtatin Equipment 7,900 8,500 8, % 0.9% 1,600 1,900 2, % 2.0% 45,600 42,800 41, % -0.4% 3,500 3,200 3, % -1.3% Other Durable Manufacturing 7,000 7,500 7, % 0.5% Nn-Durable Gds 23,500 24,100 24, % 0.2% Fd Manufacturing 13,000 13,800 14, % 0.7% Paper Manufacturing 1,300 1,300 1, % 0.0% Printing and Related Supprt Activities 3,200 2,800 2, % -2.2% Other Nn-Durable 6,000 6,200 6, % 0.3% WHOLESALE TRADE 60,400 66,600 70, % 1.1% RETAIL TRADE 120, , , % 1.2% Fd and Beverage Stres 22,600 23,900 24, % 0.6% Mtr Vehicle and Parts Dealers 10,500 11,200 11, % 0.2% Other Retail Trade 87, , , % 1.4% TRANSPORTATION, WAREHOUSING AND UTILITIES 43,600 47,900 49, % 0.7% Utilities 1,300 1,200 1, % 0.0% Transprtatin and Warehusing 42,300 46,700 48, % 0.8% INFORMATION 82,500 92, , % 2.1% Sftware Publishers 52,500 58,700 65, % 2.1% Other Publishing Industries 2,700 2,200 1, % -2.9% Other Infrmatin 27,300 31,700 35, % 2.3% FINANCIAL ACTIVITIES 70,900 75,600 79, % 0.9% Finance and Insurance 45,100 47,200 49, % 0.8% 19

20 Real Estate, Rental and Leasing PROFESSIONAL and BUSINESS SERVICES Prfessinal, Scientific and Technical Services Management f Cmpanies and Enterprises 25,800 28,400 30, % 1.2% 200, , , % 3.0% 107, , , % 3.5% 27,500 30,400 33, % 1.8% Other Prfessinal Services 39,400 45,600 50, % 2.1% Emplyment Services 26,600 30,500 35, % 2.8% EDUCATION and HEALTH SERVICES 155, , , % 1.9% Educatin Services 24,900 28,800 31, % 2.1% Health Services and Scial Assistance 130, , , % 1.9% LEISURE and HOSPITALITY 120, , , % 1.5% Arts, Entertainment and Recreatin Accmmdatin and Fd Services 23,000 25,300 26, % 1.1% 97, , , % 1.5% OTHER SERVICES 44,400 48,900 52, % 1.5% GOVERNMENT 168, , , % 1.1% Federal Gvernment 20,400 20,000 19, % -0.3% State and Lcal Gvernment Other Gvernment Educatinal Services 67,000 71,200 75, % 1.1% 80,800 86,400 92, % 1.4% 20

21 The fllwing table ffers additinal perspectives n the ecnmic scpe f each industry within King Cunty by reflecting the industry s size in terms f the number f firms and the percent f ttal emplyment. It als includes the percent f wrkers in the industry wh are ver the age f 55 as an indicatr f the impact f future retirements. As evidenced belw, many large industries, such as manufacturing, health care and scial assistance, and gvernment, in King Cunty have high percentages f wrkers wh are nearing retirement age and will likely need new wrkers. Descriptin Industry Ecnmic Scpe and Wrkers Aging Out 5 % f Ttal Emplyment 2014 Establishments Crp and Animal Prductin 0.2% % Mining, Quarrying, and Oil and Gas Extractin 0.0% % Utilities 0.1% % Cnstructin 5.1% 6, % Manufacturing 8.2% 2, % Whlesale Trade 4.9% 6, % Retail Trade 10.4% 6, % Transprtatin and Warehusing 3.5% 1, % Infrmatin 6.8% 2, % Finance and Insurance 3.1% 3, % Real Estate and Rental and Leasing 2.1% 3, % Prfessinal, Scientific, and Technical Services 9.0% 11, % Management f Cmpanies and Enterprises 2.3% % Administrative and Supprt and Waste Management and Remediatin Services 5.6% 4, % Educatinal Services 1.6% 1, % Health Care and Scial Assistance 11.3% 20, % Arts, Entertainment, and Recreatin 1.9% 1, % Accmmdatin and Fd Services 7.9% 5, % Other Services (except Public Administratin) 3.2% 8, % Gvernment 12.7% % % f wrkers Emsi Analyst, Accessed January

22 Industry and Occupatins Many grwing ccupatins in King Cunty are fund acrss industries and are difficult t capture by analyzing ne ccupatin r industry alne. Fr example, cmputer ccupatins are fund in a variety f industries in King Cunty, and have a high cncentratin in infrmatin and prfessinal and business services 6. The tp 25 industries fr ITriented emplyment include thse listed in the table belw. Cmputer-Related Occupatins and Industries 7 Industry sectr: Sftware publishers Cmputer systems design and related services Electrnic shpping and mail-rder huses Aerspace Other infrmatin services Management f Cmpanies & Enterprises Emplyment Services Educatin Insurance carriers Wireless telecmmunicatins carriers Lcal gvernment ther gvernment Cmmercial equip. merchant whlesalers Management and technical cnsulting services Data prcessing and related services Travel arrangement and reservatin services General medical and surgical hspitals Scientific research and develpment services Wired telecmmunicatins carriers Electrnic markets and agents and brkers Outpatient care centers Majr industry sectr: Infrmatin Prfessinal and Business Services Retail Trade Manufacturing Infrmatin Prfessinal and Business Services Prfessinal and Business Services Educatinal Services Financial Activities Infrmatin Gvernment Whlesale Trade Prfessinal and Business Services Infrmatin Prfessinal and Business Services Health care Prfessinal and Business Services Infrmatin Whlesale Trade Health care 6 Washingtn Emplyment Security Department/LMPA; Prjectins, May Washingtn Emplyment Security Department/LMPA; Prjectins, May

23 The highest cncentratins f cmputer and mathematical ccupatins are fund amng the selected prfessinal and business services, infrmatin industries, retail and whlesale trade, and financial activities. Health Care, Educatin and Gvernment sectrs all emply a large number f cmputer ccupatins, hwever much f this is a functin f their size. Because f staffing patterns, much f these related ccupatins are within the Prfessinal and Business Services and Infrmatin sectr, especially given the size f electrnic retail in King Cunty. All cmputer-related ccupatins, as well as Infrmatin and Cmmunicatin Technlgy Sectr and Prfessinal, Scientific, and Business Services sectr, are expected t see at r higher-than average grwth rates 8. In-Demand Knwledge and Skills (1c) Difficulty fr Emplyers in Finding Qualified Jb Applicants Emplyers cntinue t have difficulty finding and hiring qualified talent. This gap shws that there are pprtunities t mre clsely match the skills f the wrkfrce with the skills emplyers need. Emplyers cntinue t reprt gaps in technical skills as well as essential emplyability skills, such as critical thinking and cmmunicatin. Belw is an verview f the knwledge and skills develped by the WDC that are needed t meet the emplyment needs f King Cunty s in-demand industry sectrs and ccupatins. Talent Pipeline Studies Talent Pipeline Studies fcus n grwing lcal sectrs and serve as ccupatinal supply and demand analyses f the lcal labr market. This WDC research identifies ptential gaps that may persist withut changes in wrkfrce preparatin effrts and supprts the industry-driven design f the Seattle-King Cunty wrkfrce system. Serving as ccupatinal supply and demand analysis f the lcal labr market t grw sectrs These tls are integral in driving the WDC s Sectr Strategy apprach. The WDC uses this valuable labr market infrmatin t help infrm jb seekers and wrkers career decisins, frecast ptential industry needs, and innvate the WDC s wrkfrce develpment strategies. 8 Washingtn Emplyment Security Department/LMPA; Prjectins, May

24 Using the WDC s past talent pipeline research as a fundatin, these studies serve as an ccupatinal supply and demand analysis that aims t calculate ptential gaps that may persist withut changes in wrkfrce preparatin effrts. Talent Pipeline Studies prject labr market cnditins ver the curse f 5-7 years, assessing ccupatinal demand, and the supply f unemplyed wrkers and graduates and trained candidates frm educatin institutins and training prgrams. The WDC s mst recent talent pipeline studies include clusters such as Aerspace; Prfessinal, Scientific, and Business Services; Manufacturing; Transprtatin and Lgistics; and Infrmatin and Cmmunicatin Technlgy. Included belw are significant findings frm each f the mst recent studies. Prfessinal, Scientific, and Business Services King Cunty s prfessinal, scientific, and technical services sectr represents 111,300 emplyees as f Ttal emplyment in these sectrs is slated t grw at a cmpund annual grwth rate (CAGR) f 2.4 percent. Ttal demand amng prfessinal, scientific, and technical services ccupatins is expected t be 4,525 jbs annually between 2018 and Demand includes existing emplyees regularly exiting emplyment t retire, mve, r change jbs, but nt emplyees wh change jbs within the same ccupatin and area. Ttal supply is expected t be 2,592 wrkers annually between 2018 and There is an expected verall shrtage f 1,934 jbs within prfessinal, scientific, and technical services ccupatins within the sectr. Occupatinal shrtfalls are anticipated fr jbs at all educatinal requirement levels. Demand is greatest amng jbs that require a Bachelr s degree, 32 ut f the 53 cre ccupatins within the sectr fall within this categry. The largest shrtage is amng applicatins sftware develpers, with just 11 ut f 424 psitins expected t be filled by lcal talent supply. The largest surplus is amng natural science managers with a surplus f 619 wrkers annually. This sectr is anticipated t have an annual shrtfall f 1,934 in lcal talent supply. 11 ut f 53 ccupatins are anticipated t have surplus, while 42 ccupatins are anticipated t have shrtfalls. 9 Manufacturing King Cunty s manufacturing sectr represented 105,790 emplyees as f Ttal emplyment in manufacturing ccupatins is slated t grw at a cmpund annual grwth rate (CAGR) f 0.9 percent. 9 Prfessinal, Scientific and Technical Services Talent Pipeline, July 2015, WDC 24

25 Ttal demand amng manufacturing ccupatins is expected t be 1,815 jbs annually between 2018 and 2023, while ttal supply amng manufacturing ccupatins is expected t be 519 jbs annually. There is an anticipated verall shrtage in lcal talent supply f 834 wrkers within manufacturing ccupatins in the sectr. The largest expected shrtage is amng machinists, with just 15 ut f 117 annual penings currently filled by lcal supply. Within this sectr there is an expected shrtfall f 834 wrkers. Eighteen f 56 ccupatins have prjected surplus, and 38 ccupatins have prjected shrtages. 10 Transprtatin and Lgistics In 2013, transprtatin and lgistics emplyed 49,390 wrkers in King Cunty. Ttal emplyment within the sectr is prjected t grw at a cmpund annual grwth rate (CAGR) f 0.9 percent. Ttal demand amng cre ccupatins is expected t be 3,345 jbs annually between 2018 and Ttal supply is expected t be 1,591 jbs annually, and there is an anticipated verall shrtage f 1,754 in lcal talent supply amng transprtatin and lgistics ccupatins. Occupatinal shrtfalls are expected t be greatest amng ccupatins that require n-the-jb training, with ccupatinal shrtfalls at all levels f educatinal requirements. The largest shrtage is amng labrers and freight, stck, and material mvers, and with zer lcal supply t fill annual demand f 897 wrkers. Transprtatin and lgistics are prjected t have annual shrtfall f 1,754 wrkers. This is amng all industries, as these cre ccupatins are central t all industries. Sixteen f 44 ccupatins are prjected t have surpluses in lcal talent supply, and the remaining 28 ccupatins are prjected t have annual shrtages. 11 Infrmatin, Cmmunicatin, and Technlgy The WDC cmpleted the Infrmatin, Cmmunicatin, and Technlgy Talent Pipeline Study in December Occupatins with the highest number f shrtages include Applicatins Sftware Develpers (with a shrtage f 469 wrkers) and Cmputer User Supprt Specialists (with a shrtage f 283 wrkers). Shrtages persist thrughut ccupatins that require an Assciate s degree r less. A surplus f wrkers appears amng Cmputer System Managers and Cmputer System Analysts. 12 Other In-Demand Sectrs Lking Frward The WDC will cntinue t update ther talent pipeline studies t assess skill need and labr supply within in-demand sectrs. Talent Pipeline Studies are very finite and granular in their ability t fresee exact numbers f shrtages as well as ccupatins in which there will be a surplus. Seattle-King Cunty s Changing Wrkfrce 38 manufacturing ccupatins t have shrtages. Thrugh analyzing the wrkfrce in King Cunty, including current labr frce emplyment and unemplyment data, labr market trends, and the educatinal and skill levels f the wrkfrce in the 10 Manufacturing Talent Pipeline Study, July 2015, WDC 11 Transprtatin and Lgistics Talent Pipeline Study, July 2015, WDC 12 Infrmatin and Cmmunicatin Technlgy Talent Pipeline Study, December 2014, WDC 25

26 regin, the regin is recgnized as a diverse and vibrant place, and is becming mre s with an imprving ecnmy and increasing racial and ethnic diversity acrss the ppulatin. While the natin is predicted t achieve majrity minrity status by 2042, King Cunty is expected t arrive a decade earlier. King Cunty expected t achieve majrity minrity befre the U.S. Hwever, as dcumented by the King Cunty Executive s ffice, ecnmic pprtunity is uneven acrss the cunty with substantial disparities by race and by place. King Cunty cmmunities mst affected by these disparities face unemplyment rates nearly fur times greater than thse least impacted, and mre than half the ppulatin living in these adversely impacted cmmunities is living at r near pverty (< 200 percent FPL). Mst impacted cmmunities als experience lwer mental and physical health utcmes than least impacted cmmunities, with incidence f adverse childhd experiences, frequent mental stress, besity, and diabetes ranging frm 2-4 times greater. Cmmunities impacted are the mst racially and linguistically diverse areas f King Cunty. 13 The cunty s age breakdwn as f 2014 is: 14.8 percent are under 18 years ld; 12.2 percent are 65 and lder; 26.4 percent are between 45 and 64; and 31.8 percent f the ppulatin is between 25 and 44 years ld. By cmparisn, in 2010, 30 percent were under 18 years ld. King Cunty Demgraphics 14 Age Estimate (2014) Ttal ppulatin 2,079,967 Under 18 years 14.8% 18 t 24 years 8.7% 15 t 44 years 43.9% 25 t 44 years 31.8% 45 t 64 years 26.4% 16 years and ver 81.3% 18 years and ver 79.0% 60 years and ver 17.9% 62 years and ver 15.5% 65 years and ver 12.2% 75 years and ver 5.1% King Cunty s ppulatin diversity has greatly increased in the past 20 years. As f 2014, 65 percent f the ppulatin is white, nn-hispanic, and 21.2 percent f King Cunty residents are freign-brn, as cmpared t 15 percent f the ppulatin in 2000 and just 9 percent in Cmpared t 18 percent 13 King Cunty Equity and Scial Justice Reprt, December 2015, King Cunty American Cmmunity Survey, 2014, US Census Bureau 26