HomeMy WebLinkAboutMINUTES - 03232010 - C.131RECOMMENDATION(S):
APPROVE and AUTHORIZE the Employment and Human Services Director, or designee,
on behalf of the Workforce Development Board (WDB) to submit the Workforce
Investment Act (WIA) Strategic Local Plan Modification for Program Year (PY) 2009-2010
to the California Employment Development Department and AUTHORIZE the Chair,
Contra Costa County Board of Supervisors, to sign the Local Plan Modification.
FISCAL IMPACT:
No fiscal impact.
BACKGROUND:
The Workforce Investment Act was implemented in California in the year 2000. At that
time the State requested that each service area submit a Five-Year Strategic Plan and it was
subsequently approved by the Workforce Development Board of Contra Costa in September
2000. Each year following, the State had directed local areas to update the initial Plan
through submittal of a Modification. The Modification is presented to the local Workforce
Development Board and made available for public review and comment for a 30-day
period. Any comments are to be attached to the
APPROVE OTHER
RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE
Action of Board On: 03/23/2010 APPROVED AS RECOMMENDED OTHER
Clerks Notes:
VOTE OF SUPERVISORS
AYE:John Gioia, District I
Supervisor
Gayle B. Uilkema, District II
Supervisor
Susan A. Bonilla, District IV
Supervisor
Federal D. Glover, District V
Supervisor
ABSENT:Mary N. Piepho, District III
Supervisor
Contact: Stephen Baiter,
602-6820
I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the
Board of Supervisors on the date shown.
ATTESTED: March 23, 2010
David J. Twa, County Administrator and Clerk of the Board of Supervisors
By: June McHuen, Deputy
cc:
C.131
To:Board of Supervisors
From:Joe Valentine, Employment & Human Services Director
Date:March 23, 2010
Contra
Costa
County
Subject:Workforce Investment Act (WIA) Local Plan Modification for Program Year (PY) 2009-2010
BACKGROUND: (CONT'D)
final Modification document and sent to the State to ensure award of the formula
allocation from the State to the local area.
As in the past, the State has requested that the Five-Year Plan be modified, adding
questions specifically related to the implementation of the American Reinvestment and
Recovery Act (ARRA) funding, as well as information related to budget, participants,
and significant changes in the local labor market.
At its February 2010 meeting, the Executive Committee of the Workforce Development
Board of Contra Costa authorized distribution of the Modification for 30-day public
comment and review and authorized staff to forward the Modification to the Contra
Costa County Board of Supervisors. There has been no public input following
distribution and the Modification has been forwarded to the Contra Costa County Board
of Supervisors for approval to submit the document to the State.
CONSEQUENCE OF NEGATIVE ACTION:
CHILDREN'S IMPACT STATEMENT:
ATTACHMENTS
WIA Local Plan Modification 2009-2010
Workforce Investment Act
Local Plan Modification
Program Year 2009-10
(Narrative Forms)
Local Workforce Investment Area (LWIA):
Name of LWIA
Workforce Development Board of Contra Costa
County
Submitted on
Contact Person Linda Chandler
Contact Person’s Phone Number 925 602-6811
AREA CODE PHONE NUMBER
July 2009
EDD is an equal opportunity employer/program. Auxiliary aids and services are available upon request to individuals with disabilities. Special requests for services, aids, and/or special
formats need to be made by calling (916) 654-8055 (Voice). TTY users, please call the California Relay Service at 711.
a
WIA Local Plan Modification PY 2009–
10 LWIA:
Workforce Development Board of Contra
Costa County
Modification # 10 Date:
TABLE OF CONTENTS
Revision PAGE
Narrative Forms Yes No NUMBER
Executive Summary _____
I. Plan Development Process _____
II. Local Vision and Goals 1
III. Labor Market Analysis 2
IV. Leadership _____
V. One–Stop Service Delivery System 5
VI. Youth Activities 5
VII. Administrative Requirements _____
VIII. Assurances _____
IX. Signature Page Required 6
Attachments
1. Budget Plan Summaries Required 7
2. Participant Plan Summaries Required 13
3. Negotiated Levels of Performance Charts Required 15
4. Copies of all MOUs for Each One-Stop Required _____
5. Public Comments of Disagreement _____
6. LWIA Grant Recipient Listing Required _____
7. ARRA Local Plan Required _____
8. Other Submittal(s) _____
Workforce Investment Act (WIA) Strategic Five-Year Plan PY 2009-10
Workforce Development Board of Contra Costa County
Narrative Changes
EXECUTIVE SUMMARY
II. LOCAL VISION AND GOALS
Industry Clusters & Sector Strategies
The Workforce Development Board of Contra Costa County (WDB) has adopted a sector
approach to engaging business partners. More recently, we have focused on industry clusters that
are comprised of various sectors to better understand the drivers of our local and regional
economy including potential growth in terms of jobs, wage levels, and appropriate career lattices
between and among related sectors. Locally, the sectors we originally identified include
construction, retail, biotechnology and healthcare, and manufacturing. With the emergence and
growth of green collar jobs, an ad hoc committee of the Board has taken a closer look at green
across industries in order to better assist us with targeting local resources to meet present and
future workforce needs; these efforts now are under the purview of one of the board’s standing
committees. This work includes evaluating entry level skills that will be needed, and focuses
heavily on middle skill jobs for the future. We have continued to focus on healthcare and are
actively engaged in regional planning specifically looking at allied healthcare occupations in our
region.
Green Workforce Initiative: As a community leader, we have applied for a Regional Cluster of
Opportunity Grant. As a community partner, we have worked with neighboring boards, colleges,
and economic development in developing additional grant applications and are actively working
with the Contra Costa Community College District on their recently awarded California Clean
Energy Workforce Training Grant (CEWTP).
California New Start:
The WDB is working in coordination with the California Department of Corrections and
Rehabilitation (CDCR) to ensure streamlined implementation of the California New Start program
designed to serve re-entry parolees. The referral process relies on referrals from the designated
Parole Office of Record directly to the One Stop Centers. Monthly Parole and Community Team
(PACT) meetings provide a foundation for sound planning and implementation in our LWIA. Our
One- Stop Operator will be working closely with an outside contractor connected to our One-Stops
to administer and implement this program. Those eligible for adult services will be enrolled in WIA
and will receive an appropriate array of core and intensive services. Employer services will
include assistance with Fidelity Bonding and Work Opportunity Tax Credits, as well as the creation
and maintenance of a list of those employers ready to hire. In Contra Costa County, a community-
wide collaborative effort has been launched to work on strengthening the network of re-entry
services for individuals coming out of the criminal justice system. These stakeholders are tasked with
development of a Re-entry Strategic Plan, and with public input, this will result in a countywide Re-
entry Planning Initiative process to better serve this population beyond the life of this grant.
Workforce Investment Act (WIA) Strategic Five-Year Plan PY 2009-10
Workforce Development Board of Contra Costa County
Narrative Changes
Strategic Changes to Meet Performance Goals:
The Board reviews performance against goals bi-monthly through its Program, Policy, and
Performance Committee. We are not presently considering strategic changes to meet performance
goals at this time.
III. LABOR MARKET ANALYSIS
C. It is important to look at Contra Costa County as a part of a larger regional economic and
statewide network. Revenue generated locally and regionally has been increasingly impacted by
financial shortfalls at the state level. Financial shortfalls at the state level have affected
employment and unemployment at the local level.
The California Employment Development Department released the California Labor Market and
Economic Analysis 2009, on May 28, 2009.
WHAT ARE THE CURRENT AND ANTICIPATED EFFECTS ON EMPLOYMENT BY
SECTOR?
Outlook
With severe job losses and rapidly rising unemployment continuing, the outlook for the
California economy, and particularly its labor markets, remained uncertain at the
beginning of the second quarter of 2009. The emerging consensus was that job losses
were expected to continue into first or second quarter of 2010, but gradually diminish
in magnitude over time. The pace of job growth was expected to gradually strengthen
through the first half of 2011. In turn, the unemployment rate was expected to remain
high through the end of 2011, and not fall below double digits until sometime in
2012. Consumers were not expected to drive economic growth as they did in the last
expansion, but were instead expected to increase savings and spend more modestly.
Job losses in California’s hard hit construction industry were expected to begin abating
in the second half of 2009 and into 2010 as the State’s housing markets finally hit
bottom and began to recover gradually. On the positive side, State and federal
stimulus spending for infrastructure was expected to bolster construction employment,
particularly in heavy construction. In addition, stimulus monies for energy conservation
were expected to boost employment in certain specialty trade contracting industries.
However, commercial construction was expected to remain weak through much of
2010.
Educational and health services were expected to continue to be a source of strong job
growth into the foreseeable future due to demographic factors such as the aging baby
boom population. State and federal investments in education and health care were
expected to further bolster job growth.
Workforce Investment Act (WIA) Strategic Five-Year Plan PY 2009-10
Workforce Development Board of Contra Costa County
Narrative Changes
Over the longer term, it is important to note that the current economic downturn,
although severe, is a cyclical event. California’s comparative economic advantage,
primarily its entrepreneurial and innovative spirit and highly skilled and educated
workforce, remains strong but must be nurtured and expanded over the long run. Also,
California appears to be particularly well positioned to take advantage of increased
federal investment in fuel efficiency and green technologies.
California Department of Finance provisional figures for Contra Costa County list total population
numbers as 1,068,759 as of July 1, 2009. The California Employment Development Department
(EDD) noted that in Contra Costa County as of July 2009, the Civilian Labor Force was 535,600.
Civilian Employment was 476,200; and Civilian Unemployment was 59,400 (11.1percent).
Civilian Unemployment Rates rose from 5.3 percent in January of 2008 to a high of 11.5 percent
in October 2009. A preliminary figure of 11.2 percent unemployment was noted for Contra Costa
in November 2009. This compares with an unadjusted unemployment rate of 12.2 percent for
California and 9.4 percent for the nation during the same period.
Between November 2008 and
November 2009, the total number
of jobs in Alameda and Contra
Costa Counties receded by 34,700
or 3.4 percent.
Industry Nov-08 Nov-09 Preliminary Change
Total, All Industries 1,022,400 987,700 (34,700)
Farm 1,300 1,500 200
Mining & Logging 1,200 1,200 0
Construction 61,900 55,800 (6,100)
Manufacturing 91,900 88,400 (3,500)
Trade,
Transportation &
Utilities 195,400 186,900 (8,500)
Information 27,500 26,800 (700)
Financial Activities 54,900 52,600 (2,300)
Professional &
Business Services 159,200 154,400 (4,800)
Educational &
Health Services 128,700 128,700 0
Leisure &
Hospitality 87,800 84,900 (2,900)
Other Services 35,200 34,300 (900)
Workforce Investment Act (WIA) Strategic Five-Year Plan PY 2009-10
Workforce Development Board of Contra Costa County
Narrative Changes
In 2009, Worker Adjustment and Retraining Notification
(WARN) Act Notices were filed by companies in Contra Costa
County indicating intent to lay off more than 2,300 workers. Industry Sector
# of
Layoffs
Finance & Insurance 448
Health Care 102
Manufacturing 922
Other Services 63
Professional, Scientific,
& Technical Services
192
Retail Trade 301
Telecommunications 301
Total 2,329
The 2008 Performance Index: Major Drivers of Contra Costa County’s Economy, Dealing
with Global Competition and Accelerating Change, a study presented by the Contra Costa Council
in partnership with the Contra Costa Economic Partnership, the Workforce Development Board of
Contra Costa County, and the City of Concord identified important aspects of the Contra Costa
County economy. The study identified five major employment sectors that have been primary
drivers of the County’s economy for the past 15 years:
• Manufacturing
• Professional and Business Services
• Financial Services
• Healthcare
• Retail Trade
Four industry clusters were identified as key drivers of Contra Costa’s economy:
• Petrochemical Refineries
• Building Construction
• Communications
• Information Technology
The Performance Index goes on to state the following:
Contra Costa’s economy is dominated by small businesses. Firms with fewer than 100
employees account for 98.2% of all businesses and 57.5% of the total jobs. Small firms are
also responsible for a growing share of the County’s job growth. Between 1995 and 2006
the small business sector created 41,250 new jobs while large corporations lost more than
7,600 jobs. Approximately 28% of all businesses are women-owned businesses, most
(87.5%) of which do not have any employees and generate less than $30,000 in annual
revenue. Minority-owned firms account for 22.6% of the total businesses in Contra Costa and
provide more than 17,900 jobs and generate $485 million in annual salary and wages.
Workforce Investment Act (WIA) Strategic Five-Year Plan PY 2009-10
Workforce Development Board of Contra Costa County
Narrative Changes
V. ONE- STOP DELIVERY SYSTEM
Incumbent Worker Training: This is not currently in place but is something under consideration for
further exploration.
Transferability of Adult and Dislocated Worker Formula Funds
• WIA Formula- We may consider use of waiver in the future
• ARRA Formula funds- We may consider use of waiver in the future.
• Customized Training- We may consider use of waiver in the future.
VI. YOUTH ACTIVITIES
1. Summer Youth
The WDB exercised the option to forego competitive procurement of services and opted to
contract with our existing youth service providers to bring a seamless approach to planning and
implementing the summer youth employment program. In this way, we were able to bring the
service providers to the planning stages, and build upon their resources in starting this program
from scratch.
The WDB also exercised its option to directly contract with a local public agency to be the
employer of record for our summer youth employment component. This helped to obviate a
potentially lengthy procurement process and enabled us to implement the summer youth
employment program within the limited timeframe.
2. Work Readiness
The WDB developed a pre and post work readiness tool to measure young people’s
development in their ability to be work ready. The locally defined work readiness goal allowed
the WDB’s Summer Youth Employment Program to focus efforts around ensuring that each
participant could focus on having tangible and meaningful work experience opportunities. Given
the short timeframe for program implementation, having this one goal allowed for more effort
toward the work experience itself, and creating opportunities that would help expose the youth to
the world of work and work skills.
Congruent with our current approach to using WIA Youth formula funds, we divided our WIA
ARRA Youth funds evenly between in-school and out-of-school youth populations.
Workforce Investment Act (WIA) Strategic Five-Year Plan PY 2009-10
Workforce Development Board of Contra Costa County
Narrative Changes
VIII. PROGRAM ADMINISTRATION DESIGNEE AND PLAN SIGNATURES
This Local Plan represents the Contra Costa County Workforce Investment Board’s efforts to
maximize and coordinate resources available under Title I of the Workforce Investment Act (WIA)
of 1998.
This Local Plan is submitted for the period of July 1, 2009 through June 30, 2010 in accordance
with the provisions of WIA.
Local Workforce Investment Board Chair Chief Elected Official
Signature Signature
Name Name
Title Title
Date Date
WIA Local Plan Modification PY 2009–10 LWIA: Contra Costa County
Modification #10 Date:7/1/2009
TITLE IB BUDGET PLAN SUMMARY¹ (Adult or Dislocated Worker)
WIA 118; 20 CFR 661.350(a)(13)
PROGRAM TYPE for PY 2009, beginning 07/01/09 through 06/30/10
Grant Code 201/202/203/204 WIA IB-Adult
Grant Code 501/502/503/504 WIA IB-Dislocated Worker
FUNDING IDENTIFICATION R970532 Subgrant K074136 Subgrant
1.Year of Appropriation 2008 2009
2.Formula Allocation 1,568,598 1,841,145
3.Allocation Adjustment - Plus or Minus 0 0
4.Transfers - Plus or Minus 0 0
5.TOTAL FUNDS AVAILABLE (Lines 2 thru 4)1,568,598 1,841,145
TOTAL ALLOCATION COST CATEGORY PLAN
6.Program Services (sum of Lines 6.A thru 6.E)1,411,739 1,657,031
A. Core Self Services 140,454 164,858
B. Core Registered Services 290,169 340,586
C. Intensive Services 522,566 613,363
D. Training Services 332,669 390,471
E. Other 125,882 147,754
7.Administration (Line 5 minus 6)156,859 184,114
8.TOTAL (Line 6 plus 7)1,568,598 1,841,145
QUARTERLY TOTAL EXPENDITURE PLAN (cumulative from July 1, 2008 and July 1, 2009 respectively)
9.September 2008 411,761
10.December 2008 823,522
11.March 2009 1,235,283
12.June 2009 1,568,598
13.September 2009 1,568,598 478,698
14.December 2009 1,568,598 957,395
15.March 2010 1,568,598 1,564,973
16.June 2010 1,568,598 1,841,145
17.September 2010 1,841,145
18.December 2010 1,841,145
19.March 2011 1,841,145
20.June 2011 1,841,145
COST COMPLIANCE PLAN (maximum 10%)
21.% for Administration Expenditures ()Line 7/Line 5 10%10%
Rhonda Scott, ASA 925-313-1706 1/15/2010
Contact Person, Title Telephone Number Date Prepared
Comments:
WIA Local Plan Modification PY 2009–10 LWIA:Contra Costa County
Modification #10 Date:07/01/09
TITLE IB BUDGET PLAN SUMMARY¹ (Adult or Dislocated Worker)
WIA 118; 20 CFR 661.350(a)(13)
PROGRAM TYPE for PY 2009, beginning 07/01/09 through 06/30/10
Grant Code 201/202/203/204 WIA IB-Adult
Grant Code 501/502/503/504 WIA IB-Dislocated Worker
FUNDING IDENTIFICATION R970532 Subgrant K074136 Subgrant
1.Year of Appropriation 2008 2009
2.Formula Allocation 2,082,197 2,601,701
3.Allocation Adjustment - Plus or Minus 0 0
4.Transfers - Plus or Minus 0 0
5.TOTAL FUNDS AVAILABLE (Lines 2 thru 4)2,082,197 2,601,701
TOTAL ALLOCATION COST CATEGORY PLAN
6.Program Services (sum of Lines 6.A thru 6.E)1,873,977 2,341,531
A. Core Self Services 228,359 285,334
B. Core Registered Services 488,064 609,835
C. Intensive Services 710,217 887,415
D. Training Services 190,555 238,098
E. Other 256,782 320,849
7.Administration (Line 5 minus 6)208,220 260,170
8.TOTAL (Line 6 plus 7)2,082,197 2,601,701
QUARTERLY TOTAL EXPENDITURE PLAN (cumulative from July 1, 2008 and July 1, 2009 respectively)
9.September 2008 297,154
10.December 2008 830,529
11.March 2009 1,363,904
12.June 2009 1,897,279
13.September 2009 2,082,197 364,238
14.December 2009 2,082,197 1,040,680
15.March 2010 2,082,197 1,717,123
16.June 2010 2,082,197 2,367,548
17.September 2010 2,601,701
18.December 2010 2,601,701
19.March 2011 2,601,701
20.June 2011 2,601,701
COST COMPLIANCE PLAN (maximum 10%)
21.% for Administration Expenditures (Line 7/Line 5)10%10%
Rhonda Scott, ASA 925-313-1706 1/15/2010
Contact Person, Title Telephone Number Date Prepared
Comments:
Title IB Budget Plan Summary (Youth)
Forms Supplement
FWSDD-16E Page 1 of 1 8/08
WIA Local Plan Modification PY 2009–2010
Modification #10 LWIA:Workforce Development Board of Contra Costa
Date:7/1/2009
Budget, Participant, and Performance Forms
TITLE IB BUDGET PLAN SUMMARY (Youth)
WIA 118; 20 CFR 661.350(a)(13)
PROGRAM TYPE for PY 2009, beginning 04/01/09 through 06/30/10
Grant Code 301/302/303/304 WIA IB-Youth
FUNDING IDENTIFICATION R970532 Subgrant K074136 Subgrant
1.Year of Appropriation 2008 2009
2.Formula Allocation 1,595,268 1,883,329
3.Allocation Adjustment - Plus or Minus
4.TOTAL FUNDS AVAILABLE (Line 2 plus 3)1,595,268 1,883,329
TOTAL ALLOCATION COST CATEGORY PLAN
5.Program Services (sum of Lines 5A and 5B)1,435,741 1,694,996
A. In School 689,156 813,598
B. Out-of-School (30%)746,585 881,398
6.Administration (Line 4 minus 5)159,527 188,333
7.TOTAL (Line 5 plus 6)1,595,268 1,883,329
QUARTERLY TOTAL EXPENDITURE PLAN (cumulative from April 1, 2008 and April 1, 2009 respectively)
8.June 2008
9.September 2008
10.December 2008 93,424
11.March 2009 478,151
12.June 2009 956,302
13.September 2009 1,434,453
14.December 2009 1,595,268 113,000
15.March 2010 1,595,268 564,999
16.June 2010 1,595,268 1,129,997
17.September 2010 1,694,996
18.December 2010 1,883,329
19.March 2011 1,883,329
20.June 2011 1,883,329
COST COMPLIANCE PLAN
21.% for Administration Expenditures (Line 6/Line 4)10%10%
Rhonda Scott, ASA 925-313-1706 1/15/2010
Contact Person, Title Telephone Number Date Prepared
Comments:
WIA Local Plan Modification PY 2009-2010 LWIA: Contra Costa County
Modification #Date:2/17/2009
ARRA TITLE IB BUDGET PLAN SUMMARY¹ (Adult or Dislocated Worker)
WIA 118; 20 CFR 661.350(a)(13)
PROGRAM TYPE for PY 2009, beginning 02/17/09 through 06/30/10
Grant Code 102 ARRA IB-Adult
Grant Code 105 ARRA IB-Dislocated Worker
FUNDING IDENTIFICATION R970532 Subgrant
1.Year of Appropriation 2008
2.Formula Allocation 1,095,358
3.Allocation Adjustment - Plus or Minus 0
4.Transfers - Plus or Minus 0
5.TOTAL FUNDS AVAILABLE (Lines 2 thru 4)1,095,358
TOTAL ALLOCATION COST CATEGORY PLAN
6.Program Services (sum of Lines 6.A thru 6.E)985,822
A. Core Self Services 98,582
B. Core Registered Services 207,023
C. Intensive Services 364,754
D. Training Services 226,739
E. Other 88,724
7.Administration (Line 5 minus 6)109,536
8.TOTAL (Line 6 plus 7)1,095,358
QUARTERLY TOTAL EXPENDITURE PLAN (cumulative from July 1, 2008 and July 1, 2009 respectively)
9.March 2009 164,304
10.June 2009 635,308
11.September 2009 931,054
12.December 2009 1,040,590
13.March 2010 1,095,358
14.June 2010 1,095,358
15.September 2010 1,095,358
16.December 2010 1,095,358
17.March 2011
18.June 2011
19.September 2011
20.December 2011
COST COMPLIANCE PLAN (maximum 10%)
21.% for Administration Expenditures ()Line 7/Line 5 10%
Rhonda Scott, ASA 925-313-1706 1/15/2010
Contact Person, Title Telephone Number Date Prepared
Comments:
WIA Local Plan Modification PY 2009-2010 LWIA: Contra Costa County
Modification #Date:2/17/2009
ARRA TITLE IB BUDGET PLAN SUMMARY¹ (Adult or Dislocated Worker)
WIA 118; 20 CFR 661.350(a)(13)
PROGRAM TYPE for PY 2009, beginning 02/17/09 through 06/30/10
Grant Code 102 ARRA IB-Adult
Grant Code 105 ARRA IB-Dislocated Worker
FUNDING IDENTIFICATION R970532 Subgrant
1.Year of Appropriation 2008
2.Formula Allocation 2,719,629
3.Allocation Adjustment - Plus or Minus 0
4.Transfers - Plus or Minus 0
5.TOTAL FUNDS AVAILABLE (Lines 2 thru 4)2,719,629
TOTAL ALLOCATION COST CATEGORY PLAN
6.Program Services (sum of Lines 6.A thru 6.E)2,447,666
A. Core Self Services 244,767
B. Core Registered Services 514,010
C. Intensive Services 905,636
D. Training Services 587,440
E. Other 195,813
7.Administration (Line 5 minus 6)271,963
8.TOTAL (Line 6 plus 7)2,719,629
QUARTERLY TOTAL EXPENDITURE PLAN (cumulative from July 1, 2008 and July 1, 2009 respectively)
9.March 2009 271,963
10.June 2009 815,889
11.September 2009 1,414,207
12.December 2009 1,985,329
13.March 2010 2,420,470
14.June 2010 2,719,629
15.September 2010 2,719,629
16.December 2010 2,719,629
17.March 2011
18.June 2011
19.September 2011
20.December 2011
COST COMPLIANCE PLAN (maximum 10%)
21.% for Administration Expenditures ()Line 7/Line 5 10%
Rhonda Scott, ASA 925-313-1706 1/15/2010
Contact Person, Title Telephone Number Date Prepared
Comments:
Title IB Budget Plan Summary (Youth)
Forms Supplement
FWSDD-16E Page 1 of 1 8/08
WIA Local Plan Modification PY 2009-2010
Modification #LWIA:Workforce Development Board of Contra Costa
Date:02/17/09
Budget, Participant, and Performance Forms
ARRA TITLE IB BUDGET PLAN SUMMARY (Youth)
WIA 118; 20 CFR 661.350(a)(13)
PROGRAM TYPE for PY 2008, beginning 04/01/08 through 06/30/10
Grant Code 103 ARRA IB-Youth
FUNDING IDENTIFICATION R970532 Subgrant
1.Year of Appropriation 2008
2.Formula Allocation 2,511,927
3.Allocation Adjustment - Plus or Minus
4.TOTAL FUNDS AVAILABLE (Line 2 plus 3)2,511,927
TOTAL ALLOCATION COST CATEGORY PLAN
5.Program Services (sum of Lines 5A and 5B)2,260,734
A. In School 1,085,152
B. Out-of-School (30%)1,175,582
6.Administration (Line 4 minus 5)251,193
7.TOTAL (Line 5 plus 6)2,511,927
QUARTERLY TOTAL EXPENDITURE PLAN (cumulative from April 1, 2008 and April 1, 2009 respectively)
8.March 2009
9.June 2009 376,789
10.September 2009 1,758,359
11.December 2009 2,386,331
12.March 2010 2,511,927
13.June 2010 2,511,927
14.September 2010 2,511,927
15.December 2010 2,511,927
16.March 2011 2,511,927
17.June 2011
18.September 2011
19.December 2011
20.March 2012
COST COMPLIANCE PLAN
21.% for Administration Expenditures (Line 6/Line 4)10%
Rhonda Scott, ASA 925-313-1706 1/15/2010
Contact Person, Title Telephone Number Date Prepared
Comments:
a WIA Local Plan Modification PY 2009–10 LWIA:
Workforce Development Board of Contra
Costa County
Modification # 10 Date: 07/01/2009
WORKFORCE INVESTMENT ACT TITLE IB
FWSDD-29L DRAFT Page 1 of 1 12/09
STATE NEGOTIATED LEVELS OF PERFORMANCE 1
WIA Requirement at Section 136(b)² PY
2007-08
PY
2008-09
PY
2009–10
Adults
Entered Employment Rate 77% 78% 65%
Employment Retention Rate 82% 83% 81%
Average Earnings $12,400 $12,500 $12,500
Dislocated Workers
Entered Employment Rate 85% 86% 81%
Employment Retention Rate 87% 88% 83%
Average Earnings $15,800 $15,900 $14,900
Youth (ages 14-21)
Placement in Employment or Education 65% 67% 63%
Attainment of a Degree or Certificate 45% 47% 47%
Literacy and Numeracy Gains 15% 30% 30%
LOCAL NEGOTIATED LEVELS OF PERFORMANCE¹
WIA Requirement at Section 136(c)² PY
2007-08
PY
2008-09
PY
2009–10
Adults
Entered Employment Rate 77.5% 77.5% TBD
Employment Retention Rate 80.0% 80.0% TBD
Average Earnings $13,500 $13,500 TBD
Dislocated Workers
Entered Employment Rate 82.5% 82.5% TBD
Employment Retention Rate 86.3% 86.3% TBD
Average Earnings $16,500 $16,500 TBD
Youth (ages 14-21)
Placement in Employment or Education 65% 65% TBD
Attainment of a Degree or Certificate 45% 45% TBD
Literacy and Numeracy Gains 15% 15% TBD
1 Guidance on state and local performance can be found on the U.S. Department of Labor (DOL) Employment and Training Administration Web site.
Specific Training and Employment Guidance Letters (TEGL) include, but are not limited to 8-99, 11-01, and 17-05. For additional guidance, see
Workforce Services Directives WSD08-1 and WSD08-6, and Workforce Services Information Notice WSIN07-33.
2 Per WSIN07-33, the DOL Employment and Training Administration approved California’s waiver request to move from the statutory performance
measures specified in WIA Section 136 to the common performance measures defined in TEGL 17-05. This waiver was initially approved for
Program Years (PY) 2007-08 and 2008-09. Per TEGL 14-08, this waiver has been approved for PY 2009-10.
a WIA Local Plan Modification PY 2009–10 LWIA:
Workforce Development Board of Contra
Costa County
Modification # 10 Date: 07/01/2009
AMERICAN RECOVERY AND REINVESTMENT ACT
FWSDD-29M DRAFT Page 1 of 1 12/09
STATE NEGOTIATED LEVELS OF PERFORMANCE
WIA Requirement at Section 136(b)1 PY
2009–10
Adults
Entered Employment Rate 65%
Employment Retention Rate 81%
Average Earnings $12,500
Dislocated Workers
Entered Employment Rate 81%
Employment Retention Rate 83%
Average Earnings $14,900
Youth (ages 14-24)2
Placement in Employment or Education 63%
Attainment of a Degree or Certificate 47%
Literacy and Numeracy Gains 30%
LOCAL NEGOTIATED LEVELS OF PERFORMANCE
WIA Requirement at Section 136(b)¹ PY
2009–10
Adults
Entered Employment Rate TBD
Employment Retention Rate TBD
Average Earnings TBD
Dislocated Workers
Entered Employment Rate TBD
Employment Retention Rate TBD
Average Earnings TBD
Youth (ages 14-24)²
Placement in Employment or Education TBD
Attainment of a Degree or Certificate TBD
Literacy and Numeracy Gains TBD
1 Per WSIN07-33, the DOL Employment and Training Administration approved California’s waiver request to move from the statutory performance
measures specified in WIA Section 136 to the common performance measures defined in TEGL 17-05. This waiver was initially approved for
Program Years (PY) 2007-08 and 2008-09. Per TEGL 14-08, this waiver has been approved for PY 2009-10. 2 For purposes of eligibility under the American Recovery and Reinvestment Act, the term “eligible youth” includes individuals 14 to 24 years of age.
LWIA: Workforce Development Board of Contra Costa
7/1/2009
ADULT DW YOUTH
1.130 178 372
2.150 160 320
3.280 338 692
4.150 150 240
5.130 188 452
6.6,500 8,500
7.280 338
8.250 300
9.150 200
10.45
11. Attainment of a High School Diploma, GED, or Certificate 135
12.116 124 60
12A.60 70 24
13.5
14.10
15.15
16.100
17.5
18.10
19.34 21 40
Contact Person, Title Telephone Number
Exiters for PY 2009
Registered Participants Carried in from PY 2008
YOUTH MEASURES
New Registered Participants for PY 2009
Total Registered Participants for PY 2009 (Line 1 plus 2)
Registered Participants Carried Out to PY 2010 (Line 3 minus 4)
PROGRAM SERVICES
Core Self Services
WIA Local Plan Modification PY 2009-2010
Date:
Modification #
Totals for PY 2009 (07/01/09 through 06/30/10)
WIA 118; 20 CFR 661.350(a)(13); TEGL 17-05
Budget, Participant, and Performance Forms
TITLE IB PARTICIPANT PLAN SUMMARY
Plan the number of individuals that are in each category.
Intensive Services
Core Registered Services
Training Services
Attainment of a Literacy and/or Numeracy Gain
EXIT STATUS
Entered Employment
Training-related
Returned to Secondary School
Entered Advanced Training
Entered Postsecondary Education
Entered Apprenticeship Program
Remained with Layoff Employer
Entered Military Service
Exited for Other Reasons
Comments:
Stephen Baiter, Executive Director 925-602-6800 1/20/2010
Date Prepared
Title IB Participant Plan Summary
Forms Supplement
FWSDD-16F Page 1 of 1 8/08
WIA Local Plan Modification PY 2009–10 LWIA:
Date:
SUMMER YOUTH
1.709
2.310
3.1,019
4.1,000
5.19
6.
7.
8.
9.
10.
11. Attainment of a High School Diploma, GED, or Certificate
12.866
13.20
13A.16
14.
15.2
16.10
17.269
18.5
19.11
20.977
Contact Person, Title
Attainment of a Work Readiness Skill
188
81
2
3
293
5
2
3
120
6
100
210
190
400
300
Exited for Other Reasons
Comments:
Stephen Baiter, Executive Director 925-602-6800 02/11/10
Date PreparedTelephone Number
Training-related
Returned to Secondary School
Entered Advanced Training
Entered Postsecondary Education
Entered Apprenticeship Program
Remained with Layoff Employer
Entered Military Service
ARRA PARTICIPANT PLAN SUMMARY
Plan the number of individuals that are in each category.
Totals for PY 2009 (07/01/09 through 06/30/10)
WIA 118; 20 CFR 661.350(a)(13); TEGL 17-05
YOUTH
07/01/09Modification #
Contra Costa County
Registered Participants Carried in from PY 2008
YOUTH MEASURES
New Registered Participants for PY 2009
Total Registered Participants for PY 2009 (Line 1 plus 2)
Registered Participants Carried Out to PY 2010 (Line 3 minus 4)
PROGRAM SERVICES
Core Self Services
Intensive Services
Exiters for PY 2009
Core Registered Services
Training Services
Attainment of a Literacy and/or Numeracy Gain
EXIT STATUS
Entered Employment
FWSDD-29K DRAFT Page 1 of 1 12/09
Workforce Investment Act/Wagner Peyser Act
American Recovery and Reinvestment Act of 2009
Local Plan
Local Workforce Investment Area (LWIA):
Name of LWIA
Workforce Development Board of Contra
Costa County
Submitted on
Contact Person Linda Chandler
Contact Person’s Phone Number 925 -602-6811
AREA CODE PHONE NUMBER
July 2009
EDD is an equal opportunity employer/program. Auxiliary aids and services are available upon request to individuals with disabilities. Special requests for
services, aids, and/or special formats need to be made by calling (916) 654-8055 (Voice). TTY users, please call the California Relay Service at 711.
FWSDD-29B DRAFT Page 1 of 11 12/09
FWSDD-29B DRAFT Page 2 of 11 12/09
INTRODUCTION
The One-Stop system’s success in implementing the American Recovery and Reinvestment Act of
2009 (ARRA) will be gauged in part by the progress it achieves in using annual appropriations
along with ARRA funds to help unemployed, underemployed, and dislocated workers find new,
good jobs and to access and remain in the middle class; to help low-skill or low income workers
acquire 21st century skills, find family-supporting jobs in healthy industries and access the middle
class; and to help enhance the education pathways for disadvantaged and disconnected youth to
improve their labor market prospects and long term career success. The LWIAs are expected to
fully utilize the ARRA funding to substantially increase the number of customers served, and to
substantially increase the number and proportion of those customers who receive training.
We recognize that some of these responses may be duplicative of those provided for elements of
the Workforce Investment Act (WIA) Plan modification. However, the intent of ARRA and the
goals of saving and creating jobs and increasing service delivery to target populations are
distinct. We have identified those questions here. The responses should be included as an
attachment to your WIA Plan and be entitled, “American Recovery and Reinvestment Act Local
Plan.”
ARRA PLAN QUESTIONS
1. Integrated Services
Describe how your LWIA will develop close partnering relationships between Unemployment
Insurance (UI) and One-Stop services to ensure UI claimants are quickly linked to a local One-Stop
in the area to develop and pursue an employment plan.
Our One-Stop Services are provided through a consortium of partners including the local
Employment Development Department (EDD) Workforce Services Branch staff. The Consortium
members meet monthly to work on processes to ensure streamlining and best leveraging of all
available resources for customer service delivery. UI claimants are referred to the One Stop
centers and through our greeters are directed to frequent orientations for new combined services
workshops where information on EDD and WIA program services are presented. EDD staff is
available at these sessions to answer questions and to ensure that claimants are clear on
procedures to access services. EDD is also very engaged in assessment in our centers and presents
various workshops on topics including social networking, labor market information, and other
relevant issues.
2. Green Jobs
How will your LWIA recognize opportunities to prepare workers for “green jobs” related to other
sources of federal funding?
The WDB’s Business and Economic Development Committee (BED) formed an ad hoc committee
focused on “green jobs” comprised of interested board members and community members. This
group has defined green not as a sector, but as a component that cuts across multiple industry
sectors. To prepare our LWIA for best supporting these emerging “green jobs”, our board has
invited various presenters and has become well-versed in the activities of the Green Jobs Council
and numerous reports and white papers from the national, state, and local level. We have
FWSDD-29B DRAFT Page 3 of 11 12/09
actively partnered in several grant proposals focused on green jobs, including the recently
awarded Contra Costa Clean Energy Workforce Training Program (CEWTP) grant to the Contra
Costa Community College District (CCCCD). We are working closely with CCCCD on CEWTP
implementation efforts for the late winter/early spring of 2010.
3. Collaboration and Alignment
Describe how your LWIA will collaborate with local government agencies and employers who are
creating jobs in road and bridge projects, local food production and processing, nursing and allied
health, and local conservation projects and energy efficiency programs such as the Weatherization
Program run by many local Community Action Agencies.
We have been part of community discussions since the inception of ARRA through our host agency,
the Contra Costa County Employment and Human Services Department (EHSD), with other
Workforce Investment Boards (WIBs) serving the East Bay region, and through community forums
with city and economic development leadership. We are tracking projects funded through other
ARRA funds utilizing various websites (particularly www.recovery.gov and www.recovery.ca.gov)
to stay apprised of projects in our service area and region. Through our Business Services
Representative, we have developed strong relationships with local economic development leaders
and apprised them of our readiness to assist with various initiatives funded under the ARRA.
4. Accountability and Transparency
Describe the oversight and monitoring activities to be used to determine whether or not there is
compliance with programmatic, accountability, and transparency provisions of the ARRA, as well
as the regular provisions of WIA and the Wagner-Peyser Act.
We have processes and procedures in place to ensure the proper and required level of oversight
for all funds coming to the Board. The EHSD adheres to stringent procedures for procurement,
monitoring, contracts, and disbursement of funding as required by Department of Labor (DOL)
and the EDD Compliance Review Division. As with all of our programs, we work to ensure that all
financial and contractual work meets a high level of scrutiny and is available for review at any
time by these funding entities. At the Board level, our Executive Committee reviews expenditures
monthly, including all ARRA funds. Our P3 Committee is charged with program and performance
oversight and reviews data bi-monthly on all programs including ARRA-funded ones.
5. Adult Services
The intent of the ARRA is that WIA Adult funds be used to provide necessary services to
substantially increased numbers of adults to support their entry or reentry into the job market.
Describe the programs and processes your LWIA will use to achieve this goal.
We have four One- Stop career centers in our service area; each is fully equipped to offer a full
array of WIA employment services, and through our mandated partners, other services that
leverage WIA and ARRA funded ones. We have adopted a group assessment model to assist
with serving larger numbers of job seekers. We are underway with efforts around service
expansion to underserved populations to ensure the targeting of resources to these groups.
FWSDD-29B DRAFT Page 4 of 11 12/09
6. Training
Because workers may need to learn new skills to compete for limited career opportunities,
training will be a particularly vital service during the economic recovery, and overall training
enrollments are expected to increase. Describe the programs and processes your LWIA will use to
achieve this goal.
We have put in place several processes to try and maximize individuals’ access to training
opportunities: (1) The WDB has implemented a practice requiring special approval for higher-cost
training programs in order to stretch dollars to serve a larger number of individuals; (2) the WDB
has contracted with the Adult Schools in our LWIA to purchase class-sized training in Microsoft
Office- all components or any components resulting in a certificate; (3) the WDB anticipates
negotiating agreements with our community colleges to offer additional career technical
education training classes to individuals in need; (4) the WDB is working with our bordering WIBs
to fill any vacancies that exist in already purchased class-sized training; (5) the WDB has
increased the amount of funding in our ITA system, including funding entrepreneurship training
through ITAs; (6) the WDB will leverage our local resources with additional resources available
with the upcoming rollout of Elevate America vouchers to eligible adults; (7) the WDB has been
and continues to be aggressive in applying for local and regional grants whether funded through
the State or DOL. A grant recently awarded to the Contra Costa Community College District
(CCCCD) through the Clean Energy Workforce Training Program (CEWTP) solicitation for
proposals will result in approximately 180 individuals gaining access to training in “green jobs”.
7. Supportive Services and Needs Related Payments
The ARRA specifically emphasizes the authority to use these funds for supportive and needs-
related payments to ensure participants have the means to pay living expenses while receiving
training. Supportive services may include transportation, child care, dependent care, housing, and
other services that are necessary to enable an individual who is unable to obtain the services from
other programs to participate in activities authorized under WIA. Describe any new policies,
programs and processes your LWIA will use to achieve this goal.
ARRA emphasizes supportive and needs-based payments to ensure participants have the support
they need to meet essential needs while they are attending training programs and seeking
employment. Our One- Stop provider ensures that supportive services are addressed on an as-
needed basis. We anticipate developing a policy on needs-related payments in the near future.
8. Priority of Service
The WIA Adult formula funds are to be targeted on the services that most efficiently and
effectively assist workers impacted by the current economy to obtain employment, with priority
given to recipients of public assistance and other low-income individuals as described in WIA
section 134(d)(4)(E). The LWIAs must also incorporate priority of service for veterans and eligible
spouses in accordance with the Jobs for Veterans Act. This requires veterans and eligible spouses
to receive service priority over recipients of public assistance and low-income individuals.
Describe what programs and processes your LWIA will use to achieve these goals.
We leverage our resources in a variety of ways to serve those on public assistance and who are
FWSDD-29B DRAFT Page 5 of 11 12/09
low income by leveraging with our TANF Welfare to Work and TANF Emergency Contingency
Fund (ECF) programs. WIA and TANF services are co-located in one of our four (4) One-Stop
Career Centers. In three centers, we have comprehensive assessment centers that offer a broad
array of tools for assessing this population as well as the need of other clients. We co-enroll
numerous clients in both TANF and WIA. In our Summer Youth Employment program, we served a
large number of foster youth and youth from TANF households (both heads-of-household and
dependent children). Veterans and eligible spouses receive priority for services in all of our DOL-
funded programs. We are in the process of updating local policies to reflect continued emphasis
on priority of services for these specific target groups.
9. Apprenticeship Programs
The LWIAs are encouraged to leverage new, and existing national, state and local registered
apprenticeship programs and assets as a key resource in their talent development and
reemployment strategies. Describe the programs and processes your LWIA will use to achieve this
goal.
We have convened an ad hoc meeting of the Youth Council to review pre-apprenticeship
programs. We presently have an excellent relationship with our Central Labor Council and we
have met with the largest non-union apprenticeship program, the Association of Building
Contractors (ABC). In addition, we have explored ways to work with the DOL apprenticeship
programs, specifically around apprenticeships in the energy and water industries. We will
continue exploring creative ways to leverage WIA resources with apprenticeship.
10. Regional Collaboration
The LWIAs are encouraged to partner with each other regionally and across political jurisdictions
as necessary. Describe how this will be accomplished.
Our Board has a long and very positive history of regional collaboration, dating back to early
2000 when we formed EASTBAY Works in partnership with Alameda County, the City of
Oakland, and the City of Richmond. We have regional teams comprised of partner agencies,
staff of One Stop centers, and board staff that meet on a regular basis to ensure strong systems,
develop resources, training, and oversight for our system of 13 One-Stops serving the East Bay.
We also have a successful history of working with employers and job seekers, coordinating Rapid
Response and NEG efforts, and developing and implementing state and federal grants.
In addition, depending on the project, we work collaboratively with additional WIBs. We have
organized around industry, common customers, and common needs.
11. Dislocated Worker Services
The ARRA makes available additional funding for dislocated workers. It is the intent of the law
that substantially increased numbers of dislocated workers will be served with this infusion of
formula funds, and that training will be a significant area of focus. Describe how your LWIA will
achieve this goal.
We will increase the numbers of dislocated workers obtaining training in a variety of ways. We
FWSDD-29B DRAFT Page 6 of 11 12/09
have contracted with Adult Education to provide class-sized training in Microsoft Office resulting
in certifications. This will be leveraged with the upcoming Elevate America project. We have
increased the funding for ITAs and including ITAs for entrepreneurship training. We have
obtained and are leveraging NEG funds to better serve those workers coming from the mortgage
and finance industry. We have also aggressively partnered in applying for competitive grant
funding, including the recently-awarded CEWTP grant to CCCCD that will train workers in green
construction leading to various certifications. We also anticipate upcoming initiatives in the
healthcare industry in partnership with various educational institutions and employers in our
region.
12. Wagner-Peyser Act – Coordination of Services
The ARRA makes available additional Wagner-Peyser Act funding. Describe how your LWIA will
utilize these funds to provide services such as assessment of skill levels, career guidance, job
search workshops and referral to employers, to name a few.
Our LWIA is working closely with our EDD partner to ensure the most effective leveraging of
funds that support services such as assessment, workshops, and career guidance. Presently, staff
offers an integrated workshop that combines various EDD programs and WIA service
opportunities. EDD staff offer a myriad of targeted workshops for job seekers, including Social
Networking Tools and Labor Market Information. EDD staff is also very engaged in assisting
customers with assessment.
13. Summer Youth
The LWIAs are encouraged to use ARRA funds to operate an expanded summer youth
employment opportunities program in 2009, and provide as many youth as possible with summer
employment opportunities and work experiences throughout the year. Also, the ARRA specifies
that 30 percent of Youth funds are to be spent on out-of-school youth. Finally, two waivers have
been approved. One deals with procurement of youth employment providers and the other using
the work readiness indicator only for youth employment outside the summer months. Describe
how your LWIA will achieve the goal of providing summer employment opportunities. Further,
describe how your LWIA will ensure 30 percent of Youth funds are spend on out-of-school youth.
Finally, describe how your LWIA will use the waivers and publish the list of youth employment
service providers.
The WDB exercised the option to forego competitive procurement of services and opted to
contract with our existing youth service providers to bring a seamless approach to planning and
implementing the summer youth employment program. In this way, we were able to bring the
service providers to the planning stages, and build upon their resources in starting this program
from scratch.
The WDB also exercised its option to directly contract with a local public agency to be the
employer of record for our summer youth employment component. This helped to obviate a
potentially lengthy procurement process and enabled us to implement the summer youth
employment program within the limited timeframe.
The WDB developed a pre and post work readiness tool that would measure youths’
FWSDD-29B DRAFT Page 7 of 11 12/09
development in their ability to be work ready. The locally defined work readiness goal allowed
the WDB’s Summer Youth Employment Program to focus efforts around ensuring that each
participant could focus on having tangible and meaningful work experience opportunities. Given
the short timeframe for program implementation, having this one goal allowed for more effort
toward the work experience itself, and creating opportunities that would help expose the youth to
the world of work and work skills.
Congruent with our current approach to using WIA Youth formula funds, we divided our WIA
ARRA Youth funds evenly between in-school and out-of-school youth populations.
14. Economic Analysis
Provide a detailed analysis of the LWIA’s economy, the labor pool, and the labor market context in
relation to the economic downturn.
The unemployment rate in the Oakland-Fremont-Hayward MD was 10.9 percent in December
2009, down from a revised 11.4 percent in November 2009, and above the year-ago estimate
of 7.7 percent. This compares with an unadjusted unemployment rate of 12.1 percent for
California and 9.7 percent for the nation during the same period. The unemployment rate was
10.9 percent in Alameda County, and 11.0 percent in Contra Costa County.
Between November 2009 and December 2009, the total number of jobs in the East Bay counties
of Alameda and Contra Costa rose by 300 jobs to reach 988,000.
• Trade, transportation, and utilities posted a net seasonal increase of 1,900 jobs, well
below its average 3,500-job increase between November and December over the prior
19 years. Retail trade gained 2,100 jobs, and transportation, warehousing, and utilities
added 500 jobs. In contrast, wholesale trade fell by 700 jobs, reversing its usual seasonal
pattern.
• Private health care establishments boosted payrolls by 800 jobs over the month.
• Leisure and hospitality gained 700 jobs seasonally, as additions in food services and
drinking places (up 800 jobs) more than offset cutbacks in accommodations (down 100
jobs).
• Meanwhile, construction fell by 2,500 jobs, a larger-than-usual seasonal decrease. More
than two-thirds of the decline occurred in specialty trade contractors.
Between December 2008 and December 2009, industry employment in the Oakland-Fremont-
Hayward MD fell by 31,000 jobs or 3.0 percent.
• Private health care gained 900 jobs over the year.
• Trade, transportation, and utilities experienced its 23rd consecutive monthly loss on a year-
over basis, a net drop of 7,700 jobs. Retail trade (down 3,400 jobs); wholesale trade
(down 2,600 jobs); and transportation, warehousing, and utilities (down 1,700 jobs) each
shed jobs compared to last December.
• Construction fell by 5,900 jobs, while the financial activities industry likewise pared 2,000
jobs.
• Professional and business services lost 4,700 jobs over the year. Services to buildings and
dwellings (down 1,400 jobs) and employment services (down 1,100 jobs) together
accounted for just over half the cutbacks in this major industry.
Some occupations in the Health Services industry show promising growth projections for the years
2006 – 2016. Healthcare providers in several acute care hospitals in Alameda and Contra
FWSDD-29B DRAFT Page 8 of 11 12/09
Costa Counties have worked with the WDB and other regional partners to develop healthcare
workforce needs projections currently and for up to the next five years. We are tracking the
downsizing in the public sector.
Contra Costa County Unemployment Rates 2005 – 2009
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
2009 9.0% 9.4% 9.9% 9.8% 10.2% 10.8% 11.1% 11.3% 11.2% 11.5% 11.2%
2008 5.3% 5.2% 5.4% 5.1% 5.6% 6.1% 6.5% 6.7% 6.6% 6.9% 7.1% 7.6%
2007 4.6% 4.5% 4.4% 4.4% 4.3% 4.7% 5.1% 4.9% 4.8% 4.8% 4.8% 4.7%
2006 4.6% 4.6% 4.5% 4.3% 4.0% 4.4% 4.5% 4.3% 4.0% 4.0% 4.2% 4.3%
2005 5.3% 5.3% 5.1% 4.9% 4.7% 5.1% 5.1% 4.9% 4.8% 4.6% 4.6% 4.9%
Data Source: State of California Employment Development Department
15. The Governor has identified key priorities for the workforce system in California’s Strategic Vision
for Implementation of Employment and Training Provisions of the American Recovery and
Reinvestment Act (ARRA). How will your local plan modification implement the Governor’s
priorities?
In order to meet the aforementioned priorities, we engage our businesses and industry to
ascertain critical skill needs, work with our education and training partners to align resources to
meet those needs, and ensure ready access to those services for all workers, targeting those with
significant barriers.
• Understanding and Meeting the Workforce Needs of Business, Industry, and Regional
Economies: Through our sector work, we have been and continue to be actively engaged
in dialogue with business, industry, and leaders working in the field of economic
development. We are members of most chambers in our area and regularly participate
in events as sponsors, attendees, and speakers. Additionally, some board members and
staff stay abreast of the initiatives of the local industrial association, other business
membership groups. Our Business Services Representative has convened discussions in the
three sub regions of the County with business leaders and economic development directors,
facilitating discussion about specific issues in that area that affect business attraction, start-
up, and growth. While our interest is focused on workforce needs, we looks for points
where our resources can leverage projects that cities and the county are considering that
have potential to support a vital economy in our communities. Staff meets with business
and industry leaders to discuss opportunities for grant funding, to listen to concerns that
affect both incumbent workers and the pipeline of incoming potential workers for the
future.
We have a standing committee, the Business and Economic Development that focuses on ensuring
that the Board is well informed, communication is effective, and that opportunities for responding
to our business and industry base are in place. A recent example is the formation of a very
engaged ad-hoc group focused on green industry.
• Targeting Limited Resources to Areas Where They Can Have the Greatest Economic
Impact: Actions of our Board are based on good data, and we are constantly looking at
labor market information to provide a context for our decision-making. Our Board
participates in a Strategic Planning retreat each year, resulting in a solid work plan
against which we track progress. This process ensures that our efforts remain focused,
priorities are clear, and resources targeted to meet the greatest economic needs of the
FWSDD-29B DRAFT Page 9 of 11 12/09
communities we serve. Staff and board leadership target recruitment of new members
that will bring perspectives that balance and inform ongoing work of the Board. We are
aggressive in submitting competitive grant applications as they are available that further
our Plan and increase opportunities for investment in high wage, high growth jobs as well
as help us address barriers that limit job seekers from competing. We have selected key
sectors in our county that are the economic drivers including healthcare and bioscience,
manufacturing, construction, retail, and most recently, green industry (water and
renewable energy).
Through strong partnerships with our CalWORKs programs, we ensure the leveraging of resources
that can best serve those with greatest need. Our adult and youth programs target services and
workshops to specific populations as well as to meet specific needs of those facing identified
barriers in our communities. Working with community agencies, we provide a system of referrals
focused on addressing barriers and moving individuals forward on the path to self-sufficiency
including upward mobility through employment.
• Collaborating to Improve California’s Education System at All Levels: We have
representation and strong leadership from the Education sector on our Board including the
Chancellor of the Community College District. This ensures that our Board is aware of
education initiatives and can work in concert with them, aligning systems and actively
partnering to provide leadership and facilitation, additional funding, and the business
voice to the table. We have partnered on many grants, and are presently working in
partnership on the California Clean Energy Workforce Training Program Partnership, a
successful grant awarded to our colleges that will provide green construction- related
training to 180 county residents.
• Ensuring the Accountability of Public and Private Workforce Investments: Our Board has a
standing committee called the Policy, Performance, and Program Committee. This very
critical Committee takes seriously its charge to ensure that resources are expended as
planned and that outcomes are being met. We will continue to ensure a high level of
accountability by applying sound accounting principles, regular monitoring of program,
and frequent review of expenditures.
• Transforming the Workforce System with Industry Clusters and Sector Strategies: The
Workforce Development Board of Contra Costa County adopted a sector approach many
years ago and has focused industry engagement to support the sectors that drive our
county and regional economy. We continue to do so through our Business and Economic
Development Committee which has recently convened discussions focused on green
opportunities across a variety of local industries. We are aggressive in applying for
competitive grant funding with our education and business partners to enhance our ability
to respond to changing skill needs in our community and region. Our work to date has
resulted in funding to support the following industries: manufacturing, bioscience,
emerging green and renewable energy, healthcare (career steps in the field of nursing,
allied health). We strongly support the Industry Clusters of Opportunity Methodology
embraced by the State.
• The State Youth Vision: Our Youth Council has adopted “All Youth One System” as its
framework for linking with various youth-serving networks and services in our county. We
have prioritized WIA youth services to ensure that those most at risk, including foster
youth, are served with our funds. We work locally with other providers to effectively
leverage WIA dollars. One example of a local collaborative project is the North
Richmond Youth Empowerment Center, a partnership of the Contra Costa County
FWSDD-29B DRAFT Page 10 of 11 12/09
Redevelopment Department, the Housing Authority, and the WDB. This Center brings
coordinated and dedicated services for youth into a community where risk factors are
very high and local employment opportunities are few and far between.
16. Educational Opportunities
Describe how your LWIA will align itself with local educational institutions and other training
providers to maximize opportunities for education and training for adult and dislocated workers.
We have had ongoing discussions with Adult Education in jointly developing the Microsoft Office
training program and have contracted with them to provide class-sized training throughout our
LWIA. We are coordinating with our three (3) local community colleges to ensure the successful
training of participants in the recently awarded CEWTP grant to train individuals in green
construction. Working in coordination with neighboring WIBs, we are ensuring that enrolled clients
are able to fill seats in class-sized training where there may be vacancies including ROP in the Tri-
Valley area for waste water operations. Our work with the Bay Area Community College
Consortium (BACCC) ensures ongoing work and joint planning to better address the needs of the
communities we serve, align training, streamline our systems, and better respond to specific
industry needs throughout our region.
17. One-Stop Staffing
Describe the additional staffing which will be provided at local One-Stops to ensure the provision
of expanded staff assisted services to customers.
We have filled all available vacancies, and as a public entity have ample restrictions around
adding any additional positions. However, we are utilizing WIA funded Work Experience training
slots for some support positions as well as leveraging with the staffing capabilities and skills of
our many partners, specifically EDD, community colleges and adult education, CalWORKs, and the
Department of Rehabilitation. In addition, we have the ability to contract for additional services
as needed and are in the process of using this avenue to expand our reach and capacity to serve
the needs of the public.
18. Levels of Service
Describe the adjustments being made in One-Stop Career Centers in order to provide increased
levels of service. Do One-Stop Career Centers have a uniform method of organizing their service
delivery to business customers? Is there a common individual assessment process utilized in every
One-Stop? What approaches will be used to ensure funds are targeted to those most in need,
including low-income, public assistance recipients, persons with disabilities, etc.? How will One-
Stops streamline the sequence of service to facilitate individual access to needed services and
training?
The One Stops have made many adjustments in organizing their service flow to serve business
customers. Working with EDD staff and with the staff of the Board, we have ongoing meetings to
better ensure effective outreach and response.
Within the One Stops, we have comprehensive assessment centers with multiple online tools for
FWSDD-29B DRAFT Page 11 of 11 12/09
customers. We utilize WorkKeys and other work readiness assessment tools to ensure that
individuals know how to effectively utilize their transferable skills to apply to jobs in our
marketplace and direct them to appropriate education and training programs. For those who are
low income, on public assistance, and/or for persons with disabilities, we link with the CalWORKs
Welfare to Work (WtW) Program on assessment services, subsidized employment activities, and
job placement assistance. One of our One-Stops is co-located in an EHSD CalWORKs district
office. Job Clubs for WtW participants are hosted at each of our One-Stop Career Centers. In
order to accommodate the large flow of job seekers, many services are presently offered in
group settings to afford better use of staff time and resources, and to maximize staff availability
for needed one-on one services for those requiring it.
19. Public Comment
Describe the process used to ensure transparency and to obtain public comment on the ARRA
local plan modification. What were the outcomes of the public comments?
The Workforce Development Board of Contra Costa County convened a Strategic Planning
Session specific to planning for ARRA in May 2009. It was a public session and had public
minutes that are posted on the WDB website and in our packets. All actions regarding
procurement and subsequent contracting goes before our Board and is a matter of public record.
The budget and expenditures including ARRA funding are shared monthly with our Executive
Committee. Program outcomes are reviewed by our Policy, Program, and Performance
Committee bimonthly. We have ongoing relationships with economic development interests from
cities and other organizations across our county and have been working to provide better
linkages between employers and One-Stop Career Center job seekers in our county and region.
Various presentations were made early on regarding ARRA to the Board of Supervisors and
others in public forums. Responses to this document will be circulated for thirty days and all public
comment that may come in during that period will be attached to this submittal and will be shared
with our Board and/or its appropriate committees.
20. Performance Measures
Describe the measures which will be used to gauge performance for use of ARRA and WIA funds.
To date, we have not determined that additional local measures beyond those required by DOL
are needed for gauging performance for the use of ARRA and WIA funds in our local workforce
area.
21. Expenditures Monitoring
Describe the processes which will be adopted to track and monitor expenditure of ARRA funds.
ARRA expenditures are reviewed by the Executive Committee of the Board monthly. Program
outcomes are reviewed against plan bi-monthly by the Policy, Program, and Performance
Committee of the Board. Formal monitoring of our providers and utilizes our standard monitoring
protocol and tools. Procurements are conducted according to the standards established by DOL
and in accordance with those procedures established by Contra Costa County.