Workforce Innovation Opportunity Act (WIOA)

Local Strategic Workforce Development Plan

Two Year Modification Program Years 2018-2019

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North Central Counties Consortium (NCCC)

Program Years 2018-2019 Local Plan Update

Two Year Modification

Workforce Innovation Opportunity Act (WIOA)

Narrative Responses

Introduction: The North Central Counties Consortium (NCCC) as directed by the Employment Development Department and the California Workforce Development Board and defined in the Workforce Services Directive 18-01 has prepared this two year modification to its four year workforce development local plan. NCCC has engaged local partners in public meetings and other planning activities to ensure opportunities to participate and provide feedback on the local planning process and development of the local plan. A. New Partnership Agreement with CalFresh and Strengthened Partnerships with Human

Services Agencies Regional Alignment, Coordination, and Integration • Describe how local/regional partners will braid resources and coordinate service delivery

to people receiving CalFresh, including by leveraging 50% federal reimbursement from CalFresh E&T for workforce services, sector pathway programs, supportive services and retention efforts described below.

The counties within NCCC do not have any CalFresh E&T programs; however, local partners blend and braid resources and coordinate service delivery to people receiving CalFresh with assistance through CalWORKs, WIOA, Wagner-Peyser, DOR, Workability I & II, TPP, Adult Education, Pell grants, other financial aid, Parole, Probation, Career Technical Education, Community College, National Farmworker programs and other local agencies. NCCC America’s Job Centers of California (AJCCs) work with the above agencies in coordinating services/activities. Those allowable WIOA services that are not funded by the other agencies may be funded by WIOA based on need of the participants and funding availability. The NCCC Workforce Development Board supports a workforce system through AJCCs in each of NCCC’s four counties. Each county is unique in the partners co-located in the county and at the AJCC. Through the 2016 WIOA MOU process each partner and relationship was formalized in the executed MOUs. The strategy is to ensure access to workforce partner services to employers and job seekers at the AJCCs or through a referral to services. Services available at the AJCCs for job

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seekers include: labor exchange activities, case management, training, supportive services, job placement and counseling. Priority is given to veterans, low income, basic skills deficient, those with barriers to employment and those dislocated from employment. The CalFresh populations cross many of these priority groups. • Explain how local/regional partners will identify and partner with local/regional

organizations that serve specific types of CalFresh populations (i.e. formerly incarcerated individuals, non-custodial parents, etc.) and strategies for leveraging existing resources in the community.

The formal Memorandums of Understanding (MOU) for each NCCC AJCC include pledges of cooperation from regional managers of the CA Department of Rehabilitation; the CA EDD; the CA Human Development Corporation (CHD); the County Department of Health and Human Services/CalWORKs/Child Welfare Services; the Regional Occupational Programs (funded by federal, state, and local funds for vocational education); the local WIOA Title II-funded Adult Education and Literacy providers; the local Community College(s); the local Housing Authority; and County Probation Departments. Participants are co-enrolled with partner agencies and resources are leveraged to ensure there is no duplication of services. Points of contact are being established between new program partners and local AJCCs such as LCSAs, CalFresh and Parole to promote referrals and communication as well as coordination of services between partners.

Training providers such as local county office of education programs, regional occupational programs propriety schools, adult education providers and community colleges and labor unions have been valued partners in providing occupational skills training to specific types of CalFresh populations. Local public and private business partnerships have provided the opportunity for work experience, on the job training and direct hiring.

Regional and local economic development entities are working in coordination with staff and service providers. • Describe the types of workforce services available to people receiving CalFresh that are and

can be funded by local/regional partners, the baseline level of service (e.g. number of individuals and types of services), and how the local/regional plan will modify the types and quantity of workforce services provided to this population.

Basic and Intensive Career Services and Training Services funded by WIOA Title I are currently available to CalFresh recipients and are planned to improve job search skills, assistance with resumes, and interviewing skills, work experience, transitional jobs, on the job training, vocational training, pre-apprenticeship, apprenticeship and follow-up services. All services provided aim to improve the participant’s job readiness and competitive employment advantage.

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In PY 17-18, 349 CalFresh recipients (approximately 20% of NCCC enrollments were CalFresh participants). Unfortunately, CalJOBS does not provide a report to breakdown what services they received so this data is unavailable. As the referrals of this population increase, AJCCs will re-examine the need of the types of services and quantity of services provided to this population. • Describe the role of local/regional partners in helping provide services to and integrating

people receiving CalFresh into sector pathway programs, including participation in program development, outreach, and the provision of specialized supportive services.

NCCC partner agencies are already providing referrals to the AJCCs for WIOA services and all AJCCs have formal MOUs for CalWORKs which includes many CalFresh recipients. Outreach and referrals are being refined with the CalFresh departments to increase participation of CalFresh participants. Once the CalFresh participant is referred or is receiving services from the AJCC they are orientated to the services available to them. These services include labor market information regarding sector pathway programs, available trainings, work experience possibilities and supportive services. Each partner will gain an understanding of the services offered by other partners in order to provide participants with the most comprehensive plan to obtain services and, ultimately, sustainable employment in a high growth, high wage, and high demand occupation. • Describe the ways in which local/regional partners will work together to provide supportive

services to this population and facilitate program completion. Local and regional partners will collaborate to provide CalFresh participants with the appropriate supportive services necessary to facilitate the success of the participant. Partners will collaborate to identify the most effective means of coordinating services provided, through referrals, etc., to maximize the services provided to assist participants. Supportive Services will be provided to WIOA participants once the need is established by AJCC staff except where other funds exist to cover those costs. Supportive Services may include items such as: transportation; work clothing; emergency housing; and child care. • Describe the process Local Boards and their partners will use to retain this population in

regional sector pathway programs as they progress into livable wage jobs and careers. The Local Board and partners will continue to provide labor market information to this population. This will help to ensure sustainability of the occupations and industries targeted remain viable. Participants are encouraged to explore target sectors for the Capital and NCCC regions. Vocational assessments are conducted for participants and an individual service strategy is developed to help create a viable plan to sustain the client in a sector pathway program with

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progress toward a livable wage job and career. NCCC AJCCs are heavily invested in providing vocational training and earn and learn opportunities (work experience, transitional jobs, OJT, Pre-Apprenticeship, Apprenticeship) in high demand occupations for those who are most in need and can benefit from the opportunity. NCCC utilizes the approved training services to enroll participants. NCCC limits post-secondary training activities to vendors that 1) are on the Eligible Training Provider List (ETPL) and 2) at completion the participant will receive a recognized credential or industry-recognized certificate. Targeted industry sectors for training are selected using local employer surveys and statistics from EDD Occupational Employment Projections. These sectors are based on projected job openings, current job openings, employer base in the area, transferable skills and training availability. The following sectors are in high demand within the NCCC region:

• Healthcare Practitioners ( LVNs, RNs, radiologic technologists) • Healthcare Support Occupations (medical assistants, pharmacy aides, nursing aides) • Information Technology (IT) • Construction (Laborers, HVAC, Plumbing/Pipefitters, Heavy Equipment Operators,

Electricians and Carpenters) • Water Treatment Operators (water distribution, water treatment, waste water

management) • Protective Service Occupations (police, fire, security guards) • Production Occupations (welding) • Transportation and Material Moving Occupations (bus driver, truck driver) • Installation, Maintenance and Repair (automotive service technicians, farm equipment

mechanics) B. Partnerships with Local Child Support Agencies Existing Workforce and Education Program Partnerships • Describe the ways in which the program partners work together to provide supportive

services to noncustodial parents to support job retention. Transportation, child care and work clothing expenses are the primary supportive services needed and provided to participants entering employment. In addition, follow-up services are made available to those entering employment. If the client is enrolled with a non-WIOA agency such as CalWORKs, National Farmworker Program, DOR, etc. then a collaborative partnership is worked out when the non-WIOA agency can pay for supportive services. WIOA can only pay for supportive services when other funding does not exist. Unfortunately, WIOA does not allow any post exit supportive services should the need arise.

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• Discuss the steps to be taken to ensure that a comprehensive provision of services is

provided to noncustodial parents to facilitate successful labor market outcomes and progression into livable wage jobs and careers.

NCCC AJCCs will partner with local child support agencies to develop a comprehensive plan detailing the roles, responsibilities, and expectations of program partners to ensure that a provision of services is provided to noncustodial parents. The comprehensive plan will include local labor market information to facilitate data driven decision making, an employment goal, and steps to overcome any barriers to employment, supportive service needs and progression into a livable wage job and career for each participant. Partners will remain in regular contact and meet frequently to discuss the needs of clients. • Discuss how eligibility criteria for workforce services impact the Local Board’s ability to

provide workforce services to the Child Support Program population. An eligibility criterion for workforce services does not appear to impact the Local Board’s ability to provide workforce services to the Child Support Program Population. Those non-custodial parents who are unable to pay child support are often low income and may have barriers to employment. One area where eligibility for services does not align is for those with undocumented legal work status. WIOA must document right to work for individuals to be eligible for services. • Explain obstacles to providing services to the Child Support Program population. Obstacles include willing participants who want job search assistance or training, overcoming barriers to employment, including major barriers such as no transportation to work or no driver’s license. NCCC is rural in nature and public transportation is not adequate to get someone to work locally who doesn’t have their own transportation or who doesn’t have a license. Child Support Programs are not always aware of services available at the AJCCs. Education and outreach in the community are necessary to continue to build these relationships. • Explain additional tools that can be explored to motivate and support participation and any

legal or regulatory barriers to utilizing these tools. Releasing holds on driver’s licenses if they participate in WIOA services. • Explain obstacles to meaningfully engaging in local partnerships. Local agencies are constrained by budget and staffing and could be limited in their commitment to partnerships. Plans for Building Successful Partnerships or Scaling up Existing Successful Partnerships

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• Describe the process Local Boards and LCSAs will use to retain individuals in relevant

workforce and education training programs to support progression into livable wage jobs and careers.

The Local Board and partners will continue to provide labor market information to this population. This will help to ensure sustainability of the occupations and industries targeted remain viable. Participants are encouraged to explore target sectors for the Capital and NCCC regions. Vocational assessments are conducted for participants and an individual service strategy is developed to help create a viable plan to sustain the client in a sector pathway program with progress toward a livable wage job and career. • Describe existing, new, and prospective partnerships with stakeholders to coordinate

workforce and related training and education service delivery to Child Support Program participants.

Basic and Intensive Career Services and Training Services funded by WIOA Title I are currently available to Child Support Program participants which include: job search skills, assistance with resumes, interviewing skills, work experience, transitional jobs, on the job training, vocational training, pre-apprenticeship, apprenticeship and follow-up services. All services provided aim to improve the participant’s job readiness and competitive employment advantage. • Describe how local partners, including LCSAs, County Human Service Agencies, Local

Boards, community colleges, adult education providers, CBOs, social enterprise, and other stakeholders will braid resources and coordinate service delivery.

NCCC AJCCs and local partners blend and braid resources and coordinate service delivery to participants with assistance through CalWORKs, WIOA, DOR, Workability I & II, TPP, Pell grants, other financial aid, Parole, Probation, Career Technical Education, Community College, National Farmworker programs, etc. NCCC AJCCs work with the above agencies in coordinating services/activities. Those allowable WIOA services that are not funded by the other agencies may be funded by WIOA based on need of the participants and funding availability. • Describe how local workforce development boards will engage CBOs with a history of

serving and working with the targeted populations, such as vocational training providers, in order to offer basic skills and occupational training, job and career search assistance, and supportive services within the local workforce development system.

CHD is the main CBO that provides vocational training (welding and truck driving); however NCCC has other successful training providers through adult education, career technical education, the community colleges and other trade schools that are on the Eligible Training Provider List and provide a variety of vocational training in high demand/wage jobs.

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• Describe the referral process and forms utilized to track this population as they are referred

from:

o LCSA Office Referral process via referral form, and communication via email or fax.

o Family Court Referral process via referral form, and communication via email or fax. Working with LCSAs to identify incentives to increase the success of NCPs sustained participation in local workforce programs • Discuss the tools and incentives that LCSAs can provide to noncustodial parents to promote

their participation in workforce development and education training programs.

o Incentives and tools used to facilitate a successful referral. Releases of driver’s licenses.

o Incentives and tools used to foster sustained program participation. Releases of driver’s licenses and forgiveness of child support arrears. C. Competitive Integrated Employment Needs of Individuals with ID/DD • Describe in your plan the ways in which AJCC staff have gained knowledge or training about

serving individuals with ID/DD and the additional programs and resources available in the area.

NCCC has operated two special projects for this identified population – the Disability Employment Accelerator and the Disability Employment Initiative. In addition to training and services afforded under Title I Adult, Dislocated Worker and Youth Programs, NCCC also has a Veterans Employment-Related Assistance Program. NCCC AJCCs also coordinate with Workability I for Youth, Transitional Partnership Program and Title IV DOR. NCCC has recently formed a relationship with Alta Regional Center and we are working on a formal referral process. NCCC administrative and AJCC staff have attended a variety of trainings to increase their knowledge and skills to better serve individuals with disabilities. Trainings include: Disability Benefits 101, Windmills, Working with Individuals with Disabilities, Hidden Disabilities, etc. NCCC

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has also become an Employment Network to provide Ticket to Work services and designated staff from each of the four AJCCs has gone through suitability and have completed all the required training. Supportive Services and Earn and Learn Strategies to Increase Opportunities for CIE • Please explain how your area has or will connect with your DOR point of contact who can

provide linkages to service providers and/or supportive services (i.e., job coaching) to individuals with ID/DD who are VR consumers.

NCCC AJCC staffs have a close connection with DOR. DOR is housed part-time at two of NCCC’s AJCCs and makes appointments for clients at the other two. AJCC staff coordinates services with DOR’s point of contacts to assist or coordinate supportive services such as job coaching. Employer Engagement Strategies to Increase CIE Opportunities • Please describe how your DOR district partner is connecting with your area in their work to

outreach to employers and partners to support opportunities for individuals with ID/DD to achieve CIE. If your area is developing its own recruitment, referrals, and employer engagement strategies, please describe.

NCCC’s Sutter County AJCC is contracted with DOR to conduct employer engagement strategies for our region. The Sutter AJCC is contracted to provide Vocational Rehabilitation Employment Services to adults and to provide Transitional Partnership Program services to youth age 16-21. Regarding recruitment and referral, NCCC AJCCs conduct outreach and recruitment to individuals with disabilities and clients are referred to and from DOR depending on the needs of the client. NCCC is an Employment Network (EN) and is a Ticket to Work provider. D. English Language Learners, Foreign Born, and Refugees • Describe how local/regional partners will braid resources and coordinate service delivery

to English language learners, the foreign born and refugees, including increasing access to sector pathway programs, supportive services and retention efforts.

NCCC AJCCs coordinate services for English learners through Adult Education, literacy programs, Career Technical Education, farmworker programs (California Human Development), CalWORKs, CalFresh, Child Support, Department of Rehabilitation, etc. Co-enrollments occur between programs wherever possible. Those allowable WIOA services that are not funded by the other agencies may be funded by WIOA based on need of the participants and funding availability. • Describe the process Local Boards and their partners will use to retain this population in

regional sector pathway programs as they progress into livable wage jobs and careers.

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The Local Board and partners will continue to provide labor market information to this population. This will help to ensure sustainability of the occupations and industries targeted remain viable. Participants are encouraged to explore target sectors for the Capital and NCCC regions. Vocational assessments are conducted for participants and an individual service strategy is developed to help create a viable plan to sustain the client in a sector pathway program with progress toward a livable wage job and career. • Local Boards are required to review and incorporate any workforce or employment service

plans developed by stakeholders (e.g. Employment Services Plans developed by County Welfare Departments etc.). Refugee Employment Service plans for counties with significant Refugee populations are available at the California County Plans page.

NCCC County Welfare Departments do not have any Refugee Programs. • In communities where there are significant Migrant Seasonal Farmworker populations,

Local Boards are required to coordinate with the 167 National Farmworker Jobs Program grantees. Training and Employment Guidance Letter 18-16 describes program eligibility and enrollment guidance for the National Farmworker Jobs Program.

NCCC counties have a long history of coordinating with National Farmworker Jobs Program grantees. California Human Development (CHD) is the grant recipient and provides services to all of NCCC counties. • Implementation of best practices around co-enrollments, leveraged funds and partnership

and delivery of services with community based organizations is encouraged. Refer to the State Board Policy Brief on Serving English Language Learners for examples.

CHD provides training in welding and truck driving and provides vocational ESL. NCCC AJCCs utilize this training regularly for their clients. Funding is blended and braided between NCCC AJCCs and CHD to share expenses for training and supportive services for co-enrolled clients. E. Other changes to the plan based on changes in the labor market/economic conditions None F. Attachments + Summary of community engagement processes that each plan is being

scored on, documentation of outreach efforts (Public Input meetings) – NEXT PAGE Attachment 1. CalFresh Population Overview & Needs Assessment for People Receiving CalFresh* • Provide an overview of the size and characteristics of both the total CalFresh recipient

populations in the local/area region and the CalFresh E&T participant populations, if

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CalFresh E&T is available in the local area/region (e.g., gender, race/ethnicity, age, Limited English Proficient (LEP), foreign born, formerly incarcerated, etc.).*

In the North Central Counties Consortium region of Colusa, Glenn, Sutter, and Yuba Counties, there was an average of approximately 30,000 CalFresh recipients in FY 2017-18. Of those, roughly 5,910 are considered an ESL population, and 1,960 are elderly (age 60+) per CalFresh data. The other data requested was not publically available. CalFresh Employment and Training is not available in the NCCC region. • Assess the types of workforce services needed to help people receiving CalFresh succeed in

the regional and local labor market, including those services that are eligible for 50% federal reimbursement from CalFresh E&T (e.g. ESL classes, work experience, apprenticeship).*

Below is a list of services needed to help people receiving CalFresh succeed in the regional and local labor market: Assessment Job Readiness Services ESL Classes Work Experience Pre-Apprenticeship/Apprenticeship High School Diploma/GED Occupational Training Supportive Services Follow-Up/Job Retention Services • Describe the employment barriers experienced by people receiving CalFresh in your local

area/region, including potential barriers faced by people with disabilities, and resources that can be utilized to assist with overcoming these barriers, including those resources eligible for 50% federal reimbursement from CalFresh E&T (e.g. job readiness, child care, criminal history).*

The employment barriers faced by many unemployed individuals including CalFresh participants include the following: Homeless Mental and Physical Disabilities Lack of Transportation or Driver’s License Lack of Education Criminal History Drug and Alcohol Dependency Job Readiness Lack of Job Search Skills Little or No Work Experience

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Lack of Financial Resources Lack of Knowledge of Local Resources Lack of Child Care Resources include: WIOA basic and career services, vocational training, supportive services, follow-up services, etc. • Explain current and prospective local partnerships, including partnerships with local

workforce development boards, local Human Service Agencies, and other CalFresh E&T providers, including those that are eligible for 50% federal reimbursement from CalFresh E&T (e.g. community colleges, community-based organizations, and other third-party providers). Describe the quality and level of intensity of services provided by these partners.*

The formal Memorandums of Understanding (MOU) for each NCCC AJCC include pledges of cooperation from regional managers of the CA Department of Rehabilitation; the CA EDD; the CA Human Development Corporation; the County Department of Health and Human Services/CalWORKs/Child Welfare Services; the Regional Occupational Programs (funded by federal, state, and local funds for vocational education); the local WIOA Title II-funded Adult Education and Literacy providers; the local Community College(s); the local Housing Authority; and County Probation Departments. • Describe the ways in which program partners will facilitate information sharing to evaluate

need.* In the NCCC, some form of co-location or contracted services are occurring between all four of the AJCCs and the Department of Social Services in the counties of Colusa, Glenn, Sutter and Yuba. Program partners have MOUs to outline referrals and services to be provided. On-going communication and meetings occur between the Department of Social Services and the AJCCs. Attachment 2 – Child Support Agency Partnerships Assessment of Need and Population Size* • Provide an overview of the size of the Child Support Program population in your local area

including the following: The size of the Child Support Program in the NCCC counties for PY 17-18 is as follows:

County Size Colusa 671 Glenn 1636 Sutter 4438

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Yuba 3816 Total 10,561

NOTE: 50% of these cases are paying toward their arrears. COLUSA COUNTY LOCAL DATA - NCP Demographic, Employment and Ex-Offender Stats

Total Number of Unique NCPs in Caseload as of 06/30/2019: 627

GENDER AVERAGE AGE

Male 89.00% 40.37 years old Female 10.05%

Unknown 0.16%

<Blank> 0.48%

UNEMPLOYED NCP STATS (Unique NCPs with no Active Employment records as of 06/30/2019)

EX-OFFENDER NCPS (Unique NCPS with Incarceration Records with release dates prior to 06/30/2019)

262 (41.79%) of 627 NCPs 119 (18.98%) of 627 NCPs

RACE COUNT % of NCPs

ETHNICITY COUNT % of NCPs <Blank> 178 28.39%

<Blank> 530 84.53%

Alaska Native 1 0.16%

Black 7 1.12% Black 25 3.99%

Hispanic 56 8.93%

Filipino 4 0.64%

Native American 2 0.32% Guamanian 2 0.32%

White 30 4.78%

Hawaiian 1 0.16%

Hispanic 223 35.57%

Native American 16 2.55%

Other 2 0.32%

Unknown 16 2.55%

Vietnamese 1 0.16%

White 156 24.88%

TOP CITIES NCP LIVE

CITY STATE NCP COUNT % per NCP IN LCSA WILLIAMS CA 85 13.56% COLUSA CA 78 12.44%

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ARBUCKLE CA 55 8.77% YUBA CITY CA 28 4.47% WOODLAND CA 19 3.03% SACRAMENTO CA 17 2.71% MAXWELL CA 15 2.39% MARYSVILLE CA 13 2.07% OLIVEHURST CA 12 1.91% CHICO CA 12 1.91%

GLENN COUNTY LOCAL DATA - NCP Demographic, Employment and Ex-Offender Stats

Total distinct NCPs: 1253

GENDER of all NCPs Male 671 53.55% Female 126 10.06% Unknown 5 0.40% Blank 451 35.99%

Employment Stats: (No. of NCPs with No Active Employment

Incarceration Stats

410 (32.72%)

# of NCPs with an incarceration record 228 (18.20%)

# of NCPs with no incarceration record 580 (46.29%)

Blank 445 (35.51%) total # of NCPs with and without

an active incarceration record: 1253

ETHNICITY of all NCPs Asian 3 0.24% Korean 1 0.08% Asian Indian 1 0.08% Laotian 9 0.72% Black 18 1.44% Native American 31 2.47% Cambodian 0 0.00% Pacific Islander 1 0.08% Chinese 1 0.08% Samoan 1 0.08% Filipino 2 0.16% Vietnamese 1 0.08% Guamanian 0 0.00% White 376 30.01% Hawaiian 0 0.00% Blank 499 39.82% Hispanic 284 22.67% Unknown 21 1.68% Japanese 0 0.00% Other 4 0.32%

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District City # of parents paying support

% of parents paying support actively employed

1 Orland 92 45.38% 2 Willows 61 35.71% 3 Hamilton City 17 8.40% 4 Chico 12 4.62% 5 Corning 10 5.88%

SUTTER COUNTY LOCAL DATA - NCP Demographic, Employment and Ex-Offender Stats

Total Number of Unique NCPs in Caseload as of 06/30/2019: 3822

GENDER AVERAGE AGE

Male 82.16% 39.99 years old Female 15.93%

Unknown 0.29%

<Blank> 0.37%

UNEMPLOYED NCP STATS (Unique NCPs with no Active Employment records as of 06/30/2019)

EX-OFFENDER NCPS (Unique NCPS with Incarceration Records with release dates prior to 06/30/2019)

1696 (44.37%) of 3822 NCPs 1402 (36.68%) of 3822 NCPs

RACE COUNT % of NCPs

ETHNICITY COUNT % of NCPs <Blank> 310 8.11%

<Blank> 3014 78.86%

African 2 0.05% Asian Indian 19 0.50% Alaska Native 4 0.10%

Black 62 1.62%

Armenian 1 0.03% Cambodian 1 0.03% Asian 18 0.47% Chinese 1 0.03% Asian Indian 48 1.26% Filipino 2 0.05% Black 324 8.48%

Guamanian 4 0.10%

Cambodian 1 0.03% Hawaiian 2 0.05% Chinese 8 0.21% Hispanic 315 8.24% Filipino 19 0.50%

Japanese 2 0.05%

Guamanian 9 0.24%

Korean 2 0.05% Hawaiian 7 0.18%

Laotian 2 0.05%

Hispanic 1023 26.77%

Native American 8 0.21% Japanese 3 0.08% Pacific Islander 4 0.10%

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RACE COUNT % of NCPs

ETHNICITY COUNT % of NCPs Korean 4 0.10% Samoan 1 0.03% Laotian 6 0.16% White 335 8.77% Multi-Racial 8 0.21% Native American 54 1.41%

Other 41 1.07%

Pacific Islander 9 0.24% Samoan 3 0.08% Unknown 106 2.77%

Vietnamese 2 0.05%

White 1764 46.15%

TOP CITIES NCP LIVE

CITY STATE NCP COUNT % per NCP IN LCSA YUBA CITY CA 1003 26.24% MARYSVILLE CA 286 7.48% OLIVEHURST CA 162 4.24% SACRAMENTO CA 147 3.85% LIVE OAK CA 114 2.98% OROVILLE CA 53 1.39% GRIDLEY CA 45 1.18% TRACY CA 33 0.86% CHICO CA 30 0.78% STOCKTON CA 29 0.76%

YUBA COUNTY LOCAL DATA - NCP Demographic, Employment and Ex-Offender Stats

Total distinct NCPs: 2954

GENDER of all NCPs Male 234 7.92% Female 1321 44.72% Unknown 52 0.07% Blank 1397 47.29%

Employment Stats: (No. of NCPs with No Active Employment

Incarceration Stats

981 (33.21%)

# of NCPs with an incarceration record 359 (12.15%)

# of NCPs with no incarceration record 1198 (40.56%)

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Blank 1397 (47.29%) total # of NCPs with and without

an active incarceration record: 2954

ETHNICITY of all NCPs Asian 8 0.27% Laotian 18 0.61% Asian Indian 10 0.34% Multi-Racial 7 0.24% Black 148 5.01% Native American 34 1.15% Cambodian 5 0.17% Pacific Islander 8 0.27% Chinese 1 0.03% Samoan 0 0.00% Filipino 9 0.30% Vietnamese 0 0.00% Guamanian 1 0.03% White 892 30.20% Hawaiian 4 0.14% Blank 1436 48.61% Hispanic 337 11.41% Unknown 20 0.68% Japanese 0 0.00% Other 14 0.47% Korean 2 0.07%

District City # of parents paying support

% of parents paying support actively employed

1 Marysville 231 42.23% 2 Olivehurst 152 27.79% 3 Yuba City 105 19.20% 4 Yuba City 39 7.13% 5 Lincoln 20 3.66%

• Provide an assessment of the types of services needed for each targeted group challenged

with meeting their parental responsibilities.* Below is a list of services needed to help noncustodial parents who are challenged with meeting their parental responsibilities succeed in the regional and local labor market: Assessment Job Readiness Services ESL Classes Work Experience Pre-Apprenticeship/Apprenticeship High School Diploma/GED Occupational Training Supportive Services Follow-Up/Job Retention Services

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o Describe the relative importance of the types of services needed to help program

participants succeed in the labor market.* Assessment of the client’s basic skills, education, vocational skills/interests, and barriers to employment, supportive services, work history and identification of an employment goal are all essential to be conducted in order to determine the type of services that the client may need. • Describe the types of baseline services that are currently being provided in the local area

to individuals from the Child Support Program population and how the regional and/or local plans will modify the types and quantity of services provided.*

Basic and Intensive Career Services and Training Services funded by WIOA Title I are currently available to the Child Support Population aimed at improving job search skills, assistance with resumes, and interviewing skills, work experience, transitional jobs, on the job training, vocational training, pre-apprenticeship, apprenticeship and follow-up services. All services provided aim to improve the participant’s job readiness and competitive employment advantage. • Describe barriers experienced by Child Support Program participants in your local area,

including potential barriers faced by people with disabilities.* The employment barriers faced by many unemployed individuals including Child Support Program participants include the following: Homeless Mental and Physical Disabilities Lack of Transportation or Driver’s License Lack of Education Criminal History Drug and Alcohol Dependency Job Readiness Lack of Job Search Skills Little or No Work Experience Lack of Financial Resources Lack of Knowledge of Local Resources Lack of Child Care o What existing resources can be utilized to assist with overcoming these barriers?* CBOs offering homeless assistance, release of driver’s license, expungement workshops, supportive services, paid work experience, orientation to available resources, Adult Education, paid vocational training, WIOA assistance.

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• Describe the ways in which program partners will facilitate information sharing to evaluate need.*

On-going communication and meetings Attachment 3 – Competitive Integrated Employment • Explain how your area is engaged or plans to become engaged with local partners to

increase CIE for jobseekers with ID/DD.* NCCC is very invested in serving individuals with disabilities; NCCC is a current grant recipient of the Disability Employment Initiative, has been a grant recipient of two rounds of the Disability Employment Accelerator (DEA) and has applied for the most recent DEA grant. NCCC is an Employment Network and Ticket to Work provider. NCCC is a current grant recipient of the Veteran Employment Assistance Program (VEAP) and serves many veterans with disabilities. Currently about 10% of NCCC’s enrollments are individuals with disabilities. • List the names of organizations the Local Board is partnering with to implement these

plans.* NCCC has four America’s Job Centers of California (AJCCs). One is located in each of the four counties. Two are operated by Superintendent of Schools/County Office of Education, one by county government/Department of Social Services and one by a Joint Powers Authority. These agencies all operate WIOA adult, dislocated and youth programs in addition to other contracts such as CalWORKs, Department of Rehabilitation, Transitional Partnership, Workability I/II, Adult Education and Regional Occupational Programs (ROP). Other key partners include: Alta Regional Center, Employment Development Department (EDD), EDD Veteran Services, Yuba and Butte Community College Disabled Student Services, local high schools, Pride Industries, Crossroads Diversified, Goodwill Industries, local Joint Apprenticeship Programs/Unions and many local businesses. • If participating in CIE LPA as explained above, please describe the level of participation.* The partnership is to develop a comprehensive local plan that fosters preparation for and achievement of competitive integrated employment (CIE) through person centered services for youth/adults with intellectual disabilities and developmental disabilities (ID/DD). This LPA is designed to coordinate and streamline the provision and transition of services across the following partners: Local Education Agencies (LEAs) located in the Tri-Counties (Colusa-Sutter-Yuba County) region, WorkAbility I Region IV Colusa-Sutter-Yuba County programs, Alta California Regional Center (ACRC), and the Department of Rehabilitation (DOR Yuba City/Woodland Branch) region. Additionally, this LPA will increase communication and collaboration across the identified partners through an LPA steering committee by providing cross training, cross agency data sharing, and the scope of service as outlined in the DOR/ACRC MOU as needs arise. NCCC’s AJCCs are partners in the newly formed LPA and are working with all of

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the other LPA partners to coordinate services for persons with disabilities. NCCC’s Sutter County AJCC is contracted with DOR to conduct employer engagement strategies for 3 of the counties in our region. The Sutter AJCC is contracted to provide Vocational Rehabilitation Employment Services to adults and to provide Transitional Partnership Program services to youth age 16-21. Attachment 4 – English Language Learners, Foreign Born, Refugees • In areas where County Employment Service Plans do not exist, Local Boards are required to

engage with stakeholders, including community based organizations, to better understand the data, demographics, employment trends and other relevant information specific to the LEP, foreign born and refugee populations. This information should inform the development of strategies to serve this target population. Specifically, Local Boards should engage stakeholders to accomplish the following:*

o Understand the demographics, barriers to employment and any other relevant information

about the target population. * NCCC conducted an assessment through interviews with AJCC staff, analysis of the U.S. Census Bureau’s Census of Population, and data from the State CalJOBS system of customers enrolled in WIOA regarding services to Limited English speaking participants. Based on this assessment a determination was made that the highest number of Limited English speaking customers speak Spanish as their primary language. Others languages generally spoken within NCCC counties include Punjabi and Hmong. Barriers often experienced by the limited English speaking population are: Job Readiness Lack of Job Search Skills Lack of High School Diploma/GED Lack of Work Experience in a High Wage Job Lack of Advancement Opportunities Identification of Transferable Skills Lack of Knowledge of Local Resources o Develop an assessment of gaps in services that English Learners, foreign born and refugees

experience in the workforce system. * Gaps in services include limited opportunities for VESL in a broader range of trainings. o Identify strategies for outreach and recruitment to these target populations.* NCCC AJCCs coordinate outreach, recruitment and services for English learners through Adult Education, literacy programs, Career Technical Education, Wagner-Peyser, farmworker programs

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(California Human Development), CalWORKs, CalFresh, Child Support, Department of Rehabilitation, etc. o Identify strategies detailing how Local Boards will work with partners to better serve the

LEP, foreign born and refugee population.* Co-enrollments occur between programs wherever possible. ESL is available through Adult Education and literacy programs are available to all English Learners in addition to some Vocational ESL. The Local Board and partners will continue to provide labor market information to this population. This will help to ensure sustainability of the occupations and industries targeted remain viable. Participants are encouraged to explore target sectors for the Capital and NCCC regions. Vocational assessments are conducted for participants and an individual service strategy is developed to help create a viable plan to sustain the client in a sector pathway program with progress toward a livable wage job and career. NCCC counties have a long history of coordinating with National Farmworker Jobs Program grantees. California Human Development (CHD) is the grant recipient and provides services to all of NCCC counties. CHD provides training in welding and truck driving and provides vocational ESL. NCCC AJCCs utilize this training regularly for their clients. Funding is blended and braided between NCCC AJCCs and CHD share expenses for training and supportive services for co-enrolled clients.

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Summary of Community Engagement Process and Documentation of Outreach Efforts: NCCC in partnership with the Capital Regional Planning Unit convened four public input sessions, one in each of the four local areas. Additionally, one session was held after normal working hours. A calendar of events and event locations was developed and public notice was provided through local and regional media outlets the month prior to the scheduled meetings. The public notice was published on October 15, 2018. The California Workforce Development Board was provided the dates and locations of these public input sessions. In NCCC, an email invite was sent to local contacts including those on the “Directory of Planning Partners”, NCCC’s Workforce Development Board Members, Governing Board Members and AJCCs in the four member counties on October 10, 2018. The invitation included the public meeting notice, the planning calendar and draft public input questions. A 30-day comment period commenced January 22nd, 2019 and ended on February 21, 2019. A legal notice was published in local newspapers and the plan was made available on NCCC’s website and at the AJCCs in the four-county region. No negative public comments were received. In addition, NCCC and local AJCCs have been convening local partner meetings with CalFresh, Child Support Divisions, DOR, CIE programs, ELL agencies, Probation and Parole and will continue additional meetings to solicit input and formalize referral agreements and refine service activities. On February 21, 2019, NCCC’s Workforce Development Board met and approved the local plan. On March 4, 2019, NCCC’s Governing Board met and approved the local plan. Enclosures: Local Board Assurances NCCC Legal Notice WIOA Planning/Public Input Meeting Questions